by Terminator5
Fri Jul 08, 2016 7:13 pm
Fake Government Regulator . Recovery Scam
http://intertradecb.com/page.php?p=contact-us
Contact Us
Intertrade Compliance Board
821 2nd Avenue, Suite 1200 Seattle, Washington 98104
Telephone: 1.206.900.8776
Fax: 1.206.299.4076
Email: [email protected]
Your questions and comments are important to us. Please submit your inquiries by completing the form and one of our representitves will be in touch as soon as possible.
Our Mandate
As the name implies the mandate of the Intertrade Compliance Board is to oversee, administer and enforce the federal securities laws relating to Corporate Mergers and Acquisitions (M&A).
Secondary to our primary mandate but of no less importance, we interact with the various corporate and legal entities we may encounter during a merger or acquisition.
In addition, we have a responsibility to ensure that all parties involved in any transaction conduct their business in a fair and transparent manner.
We believe that good regulation is good for business, when fraud does occur; it damages the integrity of the entire M&A industry, we adopt a policy of strict adherence and interpretation of the appropriate Federal and State legislation's.
One of the key trends the Intertrade Compliance Board must deal with is the global integration of M&A participants.
About Us
The Intertrade Compliance Board's role is to establish government oversight. Our mission is to protect participants in the mergers and acquisitions industry. The Intertrade Compliance Board is concerned primarily with disclosure of important information, enforcing M&A laws, and protecting participants who interact with these various organizations and individuals.
Crucial to the Intertrade Compliance Board's effectiveness is its enforcement authority. Each year we bring more enforcement actions against individuals and companies that break U.S laws. Typical infractions include accounting fraud, and providing false or misleading information.
Aside from administering and enforcing federal M&A laws in order to maintain fairness, honesty and efficiency, the Intertrade Compliance Board has continuously committed itself to disseminating information in a timely and efficient manner, one channel of which is through its website that offers a wealth of informational resources.
Fighting fraud however, requires teamwork. At the heart of effective protection is an educated and cautious participant. The Intertrade Compliance Board is the primary overseer and regulator of the mergers and acquisitions industry, and we work closely with many different institutions, and agencies.
FAQs / Resources
A merger occurs when one firm assumes all the assets and all the liabilities of another. The acquiring firm retains its identity, while the acquired firm ceases to exist. A majority vote of shareholders is generally required to approve a merger. A merger is just one type of acquisition. One company can acquire another in several other ways, including purchasing some or all of the company's assets or buying up its outstanding shares of stock.
In general, mergers and other types of acquisitions are performed in the hopes of realizing an economic gain. For such a transaction to be justified, the two firms involved must be worth more together than they were apart. Some of the potential advantages of mergers and acquisitions include achieving economies of scale, combining complementary resources, garnering tax advantages, and eliminating inefficiencies. Other reasons for considering growth through acquisitions include obtaining proprietary rights to products or services, increasing market power by purchasing competitors, shoring up weaknesses in key business areas, new geographic regions, or providing managers with new opportunities for career growth and advancement. Since mergers and acquisitions are so complex, however, it can be very difficult to evaluate the transaction, define the associated costs and benefits, and handle the resulting tax and legal issues.
"In today's global business environment, companies may have to grow to survive, and one of the best ways to grow is by merging with another company or acquiring other companies," which in some cases are multibillion-dollar corporations.
When a small business owner chooses to merge with or sell out to another company, it is sometimes called "harvesting" the small business. In this situation, the transaction is intended to release the value locked up in the small business for the benefit of its owners and investors. The impetus for a small business owner to pursue a sale or merger may involve estate planning, a need to diversify his or her investments, an inability to finance growth independently, or a simple need for change. In addition, some small businesses find that the best way to grow and compete against larger firms is to merge with or acquire other small businesses.
In principle, the decision to merge with or acquire another firm is a capital budgeting decision much like any other. But mergers differ from ordinary investment decisions in at least five ways. First, the value of a merger may depend on such things as strategic fits that are difficult to measure. Second, the accounting, tax, and legal aspects of a merger can be complex. Third, mergers often involve issues of corporate control and are a means of replacing existing management. Fourth, mergers obviously affect the value of the firm, but they also affect the relative value of the stocks and bonds. Finally, mergers are often "unfriendly."
Public Information
The Intertrade Compliance Board provides you with the latest public service information, including support guides, and special reports, summary of recent enforcements.
The Future of Mergers and Acquisitions
Beginning in 1980, with President Ronald Reagan's administration, The Standford Elite Regulators and Administration has adjusted its policies to allow more horizontal mergers and acquisitions. The states have responded by invoking their antitrust laws to scrutinize these types of transactions. Nevertheless, mergers and acquisitions have increased throughout the U.S. economy, including the health care industry, electric utilities, telecommunications corporations, and national defense contractors.
Mergers and acquisitions (abbreviated M&A) refers to the aspect of corporate strategy, corporate finance management dealing with the buying, selling, dividing and combining of different companies and similar entities that can aid, finance, or help an enterprise grow rapidly in its sector or location of origin or a new field or new location without creating a subsidiary, other child entity or using a joint venture. The distinction between a "merger" and an "acquisition" has become increasingly blurred in various respects (particularly in terms of the ultimate economic outcome), although it has not completely disappeared in all situations.
1. Improper documentation and changing implicit knowledge makes it difficult to share information during acquisition.
2. For acquired firm symbolic and cultural independence which is the base of technology and capabilities are more important than administrative independence.
3. Detailed knowledge exchange and integrations are difficult when the acquired firm is large and high performing.
4. Management of executives from acquired firm is critical in terms of promotions and pay incentives to utilize their talent and value their expertise.
5. Transfer of technologies and capabilities are most difficult task to manage because of complications of acquisition implementation. The risk of losing implicit knowledge is always associated with the fast pace acquisition.
Preservation of tacit knowledge, employees and literature are always delicate during and after acquisition. Strategic management of all these resources is a very important factor for a successful acquisition.
Increase in acquisitions in our global business environment has pushed us to evaluate the key stake holders of acquisition very carefully before implementation. It is imperative for the acquirer to understand this relationship and apply it to its advantage. Retention is only possible when resources are exchanged and managed without affecting their independence.
Although often used synonymously, the terms merger and acquisition mean slightly different things. The legal concept of a merger (with the resulting corporate mechanics, statutory merger or statutory consolidation, which have nothing to do with the resulting power grab as between the management of the target and the acquirer) and the business point of view of a "merger", which can be achieved independently of the corporate mechanics through various means such as "triangular merger", statutory merger, acquisition, etc. When one company takes over another and clearly establishes itself as the new owner, the purchase is called an acquisition. From a legal point of view, the target company ceases to exist, the buyer "swallows" the business and the buyer's stock continues to be traded.
In the pure sense of the term, a merger happens when two firms agree to go forward as a single new company rather than remain separately owned and operated. This kind of action is more precisely referred to as a "merger of equals". The firms are often of about the same size. Both companies' stocks are surrendered and new company stock is issued in its place. However, actual mergers of equals don't happen very often. Usually, one company will buy another and, as part of the deal's terms, simply allow the acquired firm to proclaim that the action is a merger of equals, even if it is technically an acquisition. Being bought out often carries negative connotations; therefore, by describing the deal euphemistically as a merger, deal makers and top managers try to make the takeover more palatable.
A purchase deal will also be called a merger when both CEOs agree that joining together is in the best interest of both of their companies. But when the deal is unfriendly (that is, when the target company does not want to be purchased) it is always regarded as an acquisition.
Although at present the majority of M&A advice is provided by full-service investment banks, recent years have seen a rise in the prominence of specialist M&A advisers, who only provide M&A advice (and not financing). These companies are sometimes referred to as Transition companies, assisting businesses often referred to as "companies in transition."
The Great Merger Movement was a predominantly U.S. business phenomenon that happened from 1895 to 1905. During this time, small firms with little market share consolidated with similar firms to form large, powerful institutions that dominated their markets. It is estimated that more than 1,800 of these firms disappeared into consolidations, many of which acquired substantial shares of the markets in which they operated, the vehicle used were so-called trusts. In 1900 the value of firms acquired in mergers was 20% of GDP. In 1990 the value was only 3% and from 1998–2000 it was around 10–11% of GDP. Companies such as DuPont, US Steel, and General Electric that merged during the Great Merger Movement were able to keep their dominance in their respective sectors through 1929, and in some cases today, due to growing technological advances of their products, patents, and brand recognition by their customers. There were also other companies that held the greatest market share in 1905 but at the same time did not have the competitive advantages of the companies like DuPont and General Electric. These companies such as International Paper and American Chicle, saw their market share decrease significantly by 1929 as smaller competitors joined forces with each other and provided much more competition. The companies that merged were mass producers of homogeneous goods that could exploit the efficiencies of large volume production. In addition, many of these mergers were capital-intensive. Due to high fixed costs, when demand fell, these newly-merged companies had an incentive to maintain output and reduce prices, however more often than not mergers were "quick mergers". These "quick mergers" involved mergers of companies with unrelated technology and different management. As a result, the efficiency gains associated with mergers were not present. The new and bigger company would actually face higher costs than competitors because of these technological and managerial differences. Thus, the mergers were not done to see large efficiency gains; they were in fact done because that was the trend at the time, Companies which had specific fine products, like fine writing paper, earned their profits on high margin rather than volume and took no part in Great Merger Movement.
Address lookup
canonical name intertradecb.com.
aliases
addresses 104.31.90.92
104.31.91.92
Domain Whois record
Queried whois.internic.net with "dom intertradecb.com"...
Domain Name: INTERTRADECB.COM
Registrar: REALTIME REGISTER BV
Sponsoring Registrar IANA ID: 839
Whois Server: whois.yoursrs.com
Referral URL: http://www.realtimeregister.com
Name Server: JOSH.NS.CLOUDFLARE.COM
Name Server: MAY.NS.CLOUDFLARE.COM
Status: ok https://icann.org/epp#ok
Updated Date: 21-sep-2015
Creation Date: 28-aug-2015
Expiration Date: 28-aug-2016
>>> Last update of whois database: Fri, 08 Jul 2016 22:37:41 GMT <<<
For more information on Whois status codes, please visit https://icann.org/epp
Queried whois.yoursrs.com with "intertradecb.com"...
Domain Name: intertradecb.com
Registry Domain ID: 1955889171_DOMAIN_COM-VRSN
Registrar WHOIS Server: whois.yoursrs.com
Registrar URL: http://www.realtimeregister.com
Updated Date: 2016-04-05T09:23:39Z
Creation Date: 2015-08-28T11:31:19Z
Registrar Registration Expiration Date: 2016-08-28T11:31:19Z
Registrar: REALTIME REGISTER B.V.
Registrar IANA ID: 839
Reseller: Hostcontrol
Domain Status: ok http://www.icann.org/epp#ok
Registry Registrant ID: Not Available From Registry
Registrant Name: InterTrade C B
Registrant Organization: InterTrade C B
Registrant Street: 821 2nd Avenue, Suite 1200
Registrant City: Seattle
Registrant State/Province: WA
Registrant Postal Code: 98104
Registrant Country: US
Registrant Phone: +1.2069008770
Registrant Phone Ext:
Registrant Fax:
Registrant Fax Ext:
Registrant Email: [email protected]
Registry Admin ID: Not Available From Registry
http://intertradecb.com/page.php?p=contact-us
Contact Us
Intertrade Compliance Board
821 2nd Avenue, Suite 1200 Seattle, Washington 98104
Telephone: 1.206.900.8776
Fax: 1.206.299.4076
Email: [email protected]
Your questions and comments are important to us. Please submit your inquiries by completing the form and one of our representitves will be in touch as soon as possible.
Our Mandate
As the name implies the mandate of the Intertrade Compliance Board is to oversee, administer and enforce the federal securities laws relating to Corporate Mergers and Acquisitions (M&A).
Secondary to our primary mandate but of no less importance, we interact with the various corporate and legal entities we may encounter during a merger or acquisition.
In addition, we have a responsibility to ensure that all parties involved in any transaction conduct their business in a fair and transparent manner.
We believe that good regulation is good for business, when fraud does occur; it damages the integrity of the entire M&A industry, we adopt a policy of strict adherence and interpretation of the appropriate Federal and State legislation's.
One of the key trends the Intertrade Compliance Board must deal with is the global integration of M&A participants.
About Us
The Intertrade Compliance Board's role is to establish government oversight. Our mission is to protect participants in the mergers and acquisitions industry. The Intertrade Compliance Board is concerned primarily with disclosure of important information, enforcing M&A laws, and protecting participants who interact with these various organizations and individuals.
Crucial to the Intertrade Compliance Board's effectiveness is its enforcement authority. Each year we bring more enforcement actions against individuals and companies that break U.S laws. Typical infractions include accounting fraud, and providing false or misleading information.
Aside from administering and enforcing federal M&A laws in order to maintain fairness, honesty and efficiency, the Intertrade Compliance Board has continuously committed itself to disseminating information in a timely and efficient manner, one channel of which is through its website that offers a wealth of informational resources.
Fighting fraud however, requires teamwork. At the heart of effective protection is an educated and cautious participant. The Intertrade Compliance Board is the primary overseer and regulator of the mergers and acquisitions industry, and we work closely with many different institutions, and agencies.
FAQs / Resources
A merger occurs when one firm assumes all the assets and all the liabilities of another. The acquiring firm retains its identity, while the acquired firm ceases to exist. A majority vote of shareholders is generally required to approve a merger. A merger is just one type of acquisition. One company can acquire another in several other ways, including purchasing some or all of the company's assets or buying up its outstanding shares of stock.
In general, mergers and other types of acquisitions are performed in the hopes of realizing an economic gain. For such a transaction to be justified, the two firms involved must be worth more together than they were apart. Some of the potential advantages of mergers and acquisitions include achieving economies of scale, combining complementary resources, garnering tax advantages, and eliminating inefficiencies. Other reasons for considering growth through acquisitions include obtaining proprietary rights to products or services, increasing market power by purchasing competitors, shoring up weaknesses in key business areas, new geographic regions, or providing managers with new opportunities for career growth and advancement. Since mergers and acquisitions are so complex, however, it can be very difficult to evaluate the transaction, define the associated costs and benefits, and handle the resulting tax and legal issues.
"In today's global business environment, companies may have to grow to survive, and one of the best ways to grow is by merging with another company or acquiring other companies," which in some cases are multibillion-dollar corporations.
When a small business owner chooses to merge with or sell out to another company, it is sometimes called "harvesting" the small business. In this situation, the transaction is intended to release the value locked up in the small business for the benefit of its owners and investors. The impetus for a small business owner to pursue a sale or merger may involve estate planning, a need to diversify his or her investments, an inability to finance growth independently, or a simple need for change. In addition, some small businesses find that the best way to grow and compete against larger firms is to merge with or acquire other small businesses.
In principle, the decision to merge with or acquire another firm is a capital budgeting decision much like any other. But mergers differ from ordinary investment decisions in at least five ways. First, the value of a merger may depend on such things as strategic fits that are difficult to measure. Second, the accounting, tax, and legal aspects of a merger can be complex. Third, mergers often involve issues of corporate control and are a means of replacing existing management. Fourth, mergers obviously affect the value of the firm, but they also affect the relative value of the stocks and bonds. Finally, mergers are often "unfriendly."
Public Information
The Intertrade Compliance Board provides you with the latest public service information, including support guides, and special reports, summary of recent enforcements.
The Future of Mergers and Acquisitions
Beginning in 1980, with President Ronald Reagan's administration, The Standford Elite Regulators and Administration has adjusted its policies to allow more horizontal mergers and acquisitions. The states have responded by invoking their antitrust laws to scrutinize these types of transactions. Nevertheless, mergers and acquisitions have increased throughout the U.S. economy, including the health care industry, electric utilities, telecommunications corporations, and national defense contractors.
Mergers and acquisitions (abbreviated M&A) refers to the aspect of corporate strategy, corporate finance management dealing with the buying, selling, dividing and combining of different companies and similar entities that can aid, finance, or help an enterprise grow rapidly in its sector or location of origin or a new field or new location without creating a subsidiary, other child entity or using a joint venture. The distinction between a "merger" and an "acquisition" has become increasingly blurred in various respects (particularly in terms of the ultimate economic outcome), although it has not completely disappeared in all situations.
1. Improper documentation and changing implicit knowledge makes it difficult to share information during acquisition.
2. For acquired firm symbolic and cultural independence which is the base of technology and capabilities are more important than administrative independence.
3. Detailed knowledge exchange and integrations are difficult when the acquired firm is large and high performing.
4. Management of executives from acquired firm is critical in terms of promotions and pay incentives to utilize their talent and value their expertise.
5. Transfer of technologies and capabilities are most difficult task to manage because of complications of acquisition implementation. The risk of losing implicit knowledge is always associated with the fast pace acquisition.
Preservation of tacit knowledge, employees and literature are always delicate during and after acquisition. Strategic management of all these resources is a very important factor for a successful acquisition.
Increase in acquisitions in our global business environment has pushed us to evaluate the key stake holders of acquisition very carefully before implementation. It is imperative for the acquirer to understand this relationship and apply it to its advantage. Retention is only possible when resources are exchanged and managed without affecting their independence.
Although often used synonymously, the terms merger and acquisition mean slightly different things. The legal concept of a merger (with the resulting corporate mechanics, statutory merger or statutory consolidation, which have nothing to do with the resulting power grab as between the management of the target and the acquirer) and the business point of view of a "merger", which can be achieved independently of the corporate mechanics through various means such as "triangular merger", statutory merger, acquisition, etc. When one company takes over another and clearly establishes itself as the new owner, the purchase is called an acquisition. From a legal point of view, the target company ceases to exist, the buyer "swallows" the business and the buyer's stock continues to be traded.
In the pure sense of the term, a merger happens when two firms agree to go forward as a single new company rather than remain separately owned and operated. This kind of action is more precisely referred to as a "merger of equals". The firms are often of about the same size. Both companies' stocks are surrendered and new company stock is issued in its place. However, actual mergers of equals don't happen very often. Usually, one company will buy another and, as part of the deal's terms, simply allow the acquired firm to proclaim that the action is a merger of equals, even if it is technically an acquisition. Being bought out often carries negative connotations; therefore, by describing the deal euphemistically as a merger, deal makers and top managers try to make the takeover more palatable.
A purchase deal will also be called a merger when both CEOs agree that joining together is in the best interest of both of their companies. But when the deal is unfriendly (that is, when the target company does not want to be purchased) it is always regarded as an acquisition.
Although at present the majority of M&A advice is provided by full-service investment banks, recent years have seen a rise in the prominence of specialist M&A advisers, who only provide M&A advice (and not financing). These companies are sometimes referred to as Transition companies, assisting businesses often referred to as "companies in transition."
The Great Merger Movement was a predominantly U.S. business phenomenon that happened from 1895 to 1905. During this time, small firms with little market share consolidated with similar firms to form large, powerful institutions that dominated their markets. It is estimated that more than 1,800 of these firms disappeared into consolidations, many of which acquired substantial shares of the markets in which they operated, the vehicle used were so-called trusts. In 1900 the value of firms acquired in mergers was 20% of GDP. In 1990 the value was only 3% and from 1998–2000 it was around 10–11% of GDP. Companies such as DuPont, US Steel, and General Electric that merged during the Great Merger Movement were able to keep their dominance in their respective sectors through 1929, and in some cases today, due to growing technological advances of their products, patents, and brand recognition by their customers. There were also other companies that held the greatest market share in 1905 but at the same time did not have the competitive advantages of the companies like DuPont and General Electric. These companies such as International Paper and American Chicle, saw their market share decrease significantly by 1929 as smaller competitors joined forces with each other and provided much more competition. The companies that merged were mass producers of homogeneous goods that could exploit the efficiencies of large volume production. In addition, many of these mergers were capital-intensive. Due to high fixed costs, when demand fell, these newly-merged companies had an incentive to maintain output and reduce prices, however more often than not mergers were "quick mergers". These "quick mergers" involved mergers of companies with unrelated technology and different management. As a result, the efficiency gains associated with mergers were not present. The new and bigger company would actually face higher costs than competitors because of these technological and managerial differences. Thus, the mergers were not done to see large efficiency gains; they were in fact done because that was the trend at the time, Companies which had specific fine products, like fine writing paper, earned their profits on high margin rather than volume and took no part in Great Merger Movement.
Address lookup
canonical name intertradecb.com.
aliases
addresses 104.31.90.92
104.31.91.92
Domain Whois record
Queried whois.internic.net with "dom intertradecb.com"...
Domain Name: INTERTRADECB.COM
Registrar: REALTIME REGISTER BV
Sponsoring Registrar IANA ID: 839
Whois Server: whois.yoursrs.com
Referral URL: http://www.realtimeregister.com
Name Server: JOSH.NS.CLOUDFLARE.COM
Name Server: MAY.NS.CLOUDFLARE.COM
Status: ok https://icann.org/epp#ok
Updated Date: 21-sep-2015
Creation Date: 28-aug-2015
Expiration Date: 28-aug-2016
>>> Last update of whois database: Fri, 08 Jul 2016 22:37:41 GMT <<<
For more information on Whois status codes, please visit https://icann.org/epp
Queried whois.yoursrs.com with "intertradecb.com"...
Domain Name: intertradecb.com
Registry Domain ID: 1955889171_DOMAIN_COM-VRSN
Registrar WHOIS Server: whois.yoursrs.com
Registrar URL: http://www.realtimeregister.com
Updated Date: 2016-04-05T09:23:39Z
Creation Date: 2015-08-28T11:31:19Z
Registrar Registration Expiration Date: 2016-08-28T11:31:19Z
Registrar: REALTIME REGISTER B.V.
Registrar IANA ID: 839
Reseller: Hostcontrol
Domain Status: ok http://www.icann.org/epp#ok
Registry Registrant ID: Not Available From Registry
Registrant Name: InterTrade C B
Registrant Organization: InterTrade C B
Registrant Street: 821 2nd Avenue, Suite 1200
Registrant City: Seattle
Registrant State/Province: WA
Registrant Postal Code: 98104
Registrant Country: US
Registrant Phone: +1.2069008770
Registrant Phone Ext:
Registrant Fax:
Registrant Fax Ext:
Registrant Email: [email protected]
Registry Admin ID: Not Available From Registry
Daniel 8 :25
