Joan E. Gilsdorf Tiffin Advertiser Tribune Joan E. Gilsdorf, 89, a former Tiffin resident, passed away Saturday, Jan. 26, 2013, at Sunset Village, Sylvania. Prior to her marriage, Joan was employed as a registered nurse at Mercy St. Vincent Medical Center, Toledo. Over the years Joan made, by ... |
Tuesday, January 29, 2013
Joan E. Gilsdorf - Tiffin Advertiser Tribune
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Thursday, January 24, 2013
ProLogis sale brings in $561M - Minneapolis / St. Paul Business Journal:
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The Denver real estate company, one of the world’s largesyt owners of distribution centers, estimates the sale will generate $200 million in net earningd to help cut debt. Another $96 million in Nortyh American properties are expected to sell in the seconed half ofthe year. ProLogis did not say wherre the sold properties were Butthe entire, $657 million Northj American portfolio being marketed includes 136 mostlyy older properties in markets such as metro Chicago, Houston, Dallas, Atlanta, Phoenix and Washington, D.C. The portfoliok totaled 14.
2 million square feet of A venture withan unnamed, major state pensioh fund bought 90 of the Nortj American properties, including nearly 10 millionb square feet, for $426 million, according to ProLogis. In the seconrd quarter, ProLogis generated a total of $840 million in gros s proceeds from the sale of industrial assetsz and contributions toproperty funds, the company In addition to the North America n portfolio sales, ProLogis received the followingt proceeds in the second period: • $151 millionj from contributions of properties to the ProLogis European Properties Fund II. • $128 millionj sale of one property in Japan to GIC RealEstate Pte. Ltd.
, as part of the company’ss sale of Asian assetzs earlierthis year. GIC, a subsidiary of the Governmentf of SingaporeInvestment Corp. Pte. Ltd., acquired all of Chinese operations and part of its Japanese propertu fund interests in the firsg quarterfor $1.3 billion. ProLogis (NYSE: PLD) is a publicly traded real estate investment trustthat develops, owns and manages distributio n centers in North America, Europe and The company’s portfolio of owned and/or managed propertiex includes 475 million square feet of space. In the fall of ProLogis embarked on a repositioninvg program to adjust to the current recession and pay downsignificant debt.
The plan included cutting stafgfand costs, selling properties and refinancing debt. ProLogisa reported $9.3 billion in debt at the end of thefirst quarter. The REIT plans to release its totall second-quarter financial results on July 23.
The Denver real estate company, one of the world’s largesyt owners of distribution centers, estimates the sale will generate $200 million in net earningd to help cut debt. Another $96 million in Nortyh American properties are expected to sell in the seconed half ofthe year. ProLogis did not say wherre the sold properties were Butthe entire, $657 million Northj American portfolio being marketed includes 136 mostlyy older properties in markets such as metro Chicago, Houston, Dallas, Atlanta, Phoenix and Washington, D.C. The portfoliok totaled 14.
2 million square feet of A venture withan unnamed, major state pensioh fund bought 90 of the Nortj American properties, including nearly 10 millionb square feet, for $426 million, according to ProLogis. In the seconrd quarter, ProLogis generated a total of $840 million in gros s proceeds from the sale of industrial assetsz and contributions toproperty funds, the company In addition to the North America n portfolio sales, ProLogis received the followingt proceeds in the second period: • $151 millionj from contributions of properties to the ProLogis European Properties Fund II. • $128 millionj sale of one property in Japan to GIC RealEstate Pte. Ltd.
, as part of the company’ss sale of Asian assetzs earlierthis year. GIC, a subsidiary of the Governmentf of SingaporeInvestment Corp. Pte. Ltd., acquired all of Chinese operations and part of its Japanese propertu fund interests in the firsg quarterfor $1.3 billion. ProLogis (NYSE: PLD) is a publicly traded real estate investment trustthat develops, owns and manages distributio n centers in North America, Europe and The company’s portfolio of owned and/or managed propertiex includes 475 million square feet of space. In the fall of ProLogis embarked on a repositioninvg program to adjust to the current recession and pay downsignificant debt.
The plan included cutting stafgfand costs, selling properties and refinancing debt. ProLogisa reported $9.3 billion in debt at the end of thefirst quarter. The REIT plans to release its totall second-quarter financial results on July 23.
Friday, January 18, 2013
Chinese company to buy Hummer - Charlotte Business Journal:
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When GM, which filed for bankruptcyg protection Monday, announced earlier Tuesday that a buyer had been found forthe off-road vehicler line, the name was not immediately Tengzhong, a major industrial machinery group, will acquire the rightd to the Hummer brand, along with a senior management and operationalk team. It will also assume existing dealer agreemente relatingto HUMMER’s dealership network. It is contemplatedr that Tengzhong will, as part of the enter into a long-term contract assembly and key component and material supply agreementwith GM.
In an earliedr statement, GM said it expects the deal if successful to securse morethan 3,000 US The final terms of the scheduled to close in the thirde quarter, are subject to final negotiations. The cost of the transactionb wasnot revealed. is actingg as exclusive financial advisor and is actintg as international legal counseo to Tengzhong onthis transaction. Citi is actingv as financial advisorto GM.
When GM, which filed for bankruptcyg protection Monday, announced earlier Tuesday that a buyer had been found forthe off-road vehicler line, the name was not immediately Tengzhong, a major industrial machinery group, will acquire the rightd to the Hummer brand, along with a senior management and operationalk team. It will also assume existing dealer agreemente relatingto HUMMER’s dealership network. It is contemplatedr that Tengzhong will, as part of the enter into a long-term contract assembly and key component and material supply agreementwith GM.
In an earliedr statement, GM said it expects the deal if successful to securse morethan 3,000 US The final terms of the scheduled to close in the thirde quarter, are subject to final negotiations. The cost of the transactionb wasnot revealed. is actingg as exclusive financial advisor and is actintg as international legal counseo to Tengzhong onthis transaction. Citi is actingv as financial advisorto GM.
Friday, January 11, 2013
Peyton: City should cut staff and pension, raise taxes - Business First of Columbus:
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The city faces a $180 million budget gap aftetr losing $100 million worth of property tax revenue dueto Tallahassee-initiatexd property tax reform, $40 million through the global economic crisixs and $40 million in increasedx pension costs. Although the city isn’f at risk of defaulting on its bondsx ormissing payroll, its spending model isn’t sustainable. Peyton said he will proposes to the City Council July 13 that it cutthe city’as operating budget by $40 million by reducing non-publifc safety operating budget by 5 percent and eliminate more than 100 He also wants to freeze pay for all city employeese and give an unpaix furlough of a week or two to all non-publicc safety employees.
Peyton said one way to modifyhthe city’s pension plan, which has a $1.2 billion unfundedc liability, would be to reduce the 8.4 percen t rate of return, have participants contribute and changr the retirement age and years of service “We can no longer provide what no one in the countr gets today,” said Peyton at the unveilingh of the initiative “ Fix It Now” at the Times-Union Performintg Arts Center. To plug the remainingy $60 million budget gap, Peyton said the millaged rate will have to be increaserdfrom 8.48 to 9.
69, meaning the averagde homeowner will spend $115 more next He said critics will say that in this current economi climate the city should tighten its belt by not raisinyg taxes but by cutting its services. “That’s not a plan,” said “That’s a bumper sticker.” The cutting of services would reducethe city’s quality of life, which has been an economicx driver. Without the raised taxes, the city would have to close two fire five libraries, 10 community and senior centers, the Cecilo Equestrian Center and The Ritz Theate and LaVilla Museum.
Without the revenue generated through the increasexdproperty taxes, the city would also have to eliminates its recycling program, cut children’s programs and reducwe funding for special events, such as the Jacksonville Jazz World of Nations and Make A Scene. The City Councikl will vote to set the millage rate July 28 andthe city’sa budget needs to be approved by Sept. 27. For more informatioh on Peyton’s plan, check out
The city faces a $180 million budget gap aftetr losing $100 million worth of property tax revenue dueto Tallahassee-initiatexd property tax reform, $40 million through the global economic crisixs and $40 million in increasedx pension costs. Although the city isn’f at risk of defaulting on its bondsx ormissing payroll, its spending model isn’t sustainable. Peyton said he will proposes to the City Council July 13 that it cutthe city’as operating budget by $40 million by reducing non-publifc safety operating budget by 5 percent and eliminate more than 100 He also wants to freeze pay for all city employeese and give an unpaix furlough of a week or two to all non-publicc safety employees.
Peyton said one way to modifyhthe city’s pension plan, which has a $1.2 billion unfundedc liability, would be to reduce the 8.4 percen t rate of return, have participants contribute and changr the retirement age and years of service “We can no longer provide what no one in the countr gets today,” said Peyton at the unveilingh of the initiative “ Fix It Now” at the Times-Union Performintg Arts Center. To plug the remainingy $60 million budget gap, Peyton said the millaged rate will have to be increaserdfrom 8.48 to 9.
69, meaning the averagde homeowner will spend $115 more next He said critics will say that in this current economi climate the city should tighten its belt by not raisinyg taxes but by cutting its services. “That’s not a plan,” said “That’s a bumper sticker.” The cutting of services would reducethe city’s quality of life, which has been an economicx driver. Without the raised taxes, the city would have to close two fire five libraries, 10 community and senior centers, the Cecilo Equestrian Center and The Ritz Theate and LaVilla Museum.
Without the revenue generated through the increasexdproperty taxes, the city would also have to eliminates its recycling program, cut children’s programs and reducwe funding for special events, such as the Jacksonville Jazz World of Nations and Make A Scene. The City Councikl will vote to set the millage rate July 28 andthe city’sa budget needs to be approved by Sept. 27. For more informatioh on Peyton’s plan, check out
Thursday, January 10, 2013
Denver-area commercial foreclosures double - The Business Journal of Milwaukee:
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The reasons: disciplined local commercial development and andmetro Denver’s diverse econom y and relatively stable job according to local real estate “It’s a national phenomenon that commerciaol foreclosure rates are very low in comparisom to residential foreclosures. The Denver economy, its diversity and just having some of the right industriesin town, includint the energy industry, made a big differences for us,” said Glenn Mueller, professorr at the ’s real estatwe school. Twenty-three commercial foreclosures were recorded inthe first-quartefr involving loan balances of at least $1 according to county foreclosure filings.
The largest foreclosurre was forthe ’s manufacturintg building at 1350 S. Public Road in Lafayette, for $7.65 million. The trustee was , working on behalf of the There wereroughly 1,300 residential filings in the first many with loan balancess higher than commercial For 2008’s first quarter, there were 11 commercial foreclosurr filings of $1 million-plus in the metr area, and roughly 1,200 residential filings. The filings representg lenders’ notification to borrowers that they’re in default on a real estate loan, and that thei r property is in foreclosure.
The area covered by the data includees Adams, Arapahoe, Boulder, Broomfield, Denver, Douglas and Jeffersonj counties. Most first-quarter commercial foreclosure filings involveed retail properties such as stores and as well as relatively small office and industrial apartment comptlexesand hotels. “Wre haven’t experienced overbuilding like we did inthe 1980s, we have a fairlyt healthy economy and our jobs are mostlhy intact,” said Tim Richey, executive vice president and investment broket at in Denver. “There’sa not enough stress in the markegt to cause significant Most loans for local commercial properties also were underwritten Mueller said.
Conservative underwriting was helped starting a fewyears ago, by stiffer oversight requiredx by federal and state banking regulators. “Regulatorzs started paying special attention to commercial realestatwe loans,” said Barbara executive director of the trader group. “Commercial banks started adjusting lending relationships with commerciall realestate borrowers, and that put us in the good placse we’re in now.
” Most of the public trustees foreclosint on commercial properties in the first quarter were including , , Bank of the West and Bank of There also were nonbank trustees, which have becom less active in metro Denver in the last year or so, such as the Ruth G. Fink Trus Number One, CapFinancial Partners LLC and Colorad Note AcquisitionPartners LLC. “Nonbank lenderas had a big piece of the commercial realestate segment,” Walket said. One of the most high-profile localk commercial properties to face foreclosure in the first quarter was the Neighborhoo FlixCinema & Cafe in the redeveloped Lowenstein Theater on East Colfaxz Avenue in Denver.
Mile High Bank was the property’sx trustee, and its loan balance was $2 The long-awaited redevelopment of the old Lowensteib Theater inthe mid-2000s was hailed by the city and real estats experts as the beginning of an East Colfax renaissance. The projecgt also includes two major locao independentretailers — the ’s main locatiob and the music store.
The reasons: disciplined local commercial development and andmetro Denver’s diverse econom y and relatively stable job according to local real estate “It’s a national phenomenon that commerciaol foreclosure rates are very low in comparisom to residential foreclosures. The Denver economy, its diversity and just having some of the right industriesin town, includint the energy industry, made a big differences for us,” said Glenn Mueller, professorr at the ’s real estatwe school. Twenty-three commercial foreclosures were recorded inthe first-quartefr involving loan balances of at least $1 according to county foreclosure filings.
The largest foreclosurre was forthe ’s manufacturintg building at 1350 S. Public Road in Lafayette, for $7.65 million. The trustee was , working on behalf of the There wereroughly 1,300 residential filings in the first many with loan balancess higher than commercial For 2008’s first quarter, there were 11 commercial foreclosurr filings of $1 million-plus in the metr area, and roughly 1,200 residential filings. The filings representg lenders’ notification to borrowers that they’re in default on a real estate loan, and that thei r property is in foreclosure.
The area covered by the data includees Adams, Arapahoe, Boulder, Broomfield, Denver, Douglas and Jeffersonj counties. Most first-quarter commercial foreclosure filings involveed retail properties such as stores and as well as relatively small office and industrial apartment comptlexesand hotels. “Wre haven’t experienced overbuilding like we did inthe 1980s, we have a fairlyt healthy economy and our jobs are mostlhy intact,” said Tim Richey, executive vice president and investment broket at in Denver. “There’sa not enough stress in the markegt to cause significant Most loans for local commercial properties also were underwritten Mueller said.
Conservative underwriting was helped starting a fewyears ago, by stiffer oversight requiredx by federal and state banking regulators. “Regulatorzs started paying special attention to commercial realestatwe loans,” said Barbara executive director of the trader group. “Commercial banks started adjusting lending relationships with commerciall realestate borrowers, and that put us in the good placse we’re in now.
” Most of the public trustees foreclosint on commercial properties in the first quarter were including , , Bank of the West and Bank of There also were nonbank trustees, which have becom less active in metro Denver in the last year or so, such as the Ruth G. Fink Trus Number One, CapFinancial Partners LLC and Colorad Note AcquisitionPartners LLC. “Nonbank lenderas had a big piece of the commercial realestate segment,” Walket said. One of the most high-profile localk commercial properties to face foreclosure in the first quarter was the Neighborhoo FlixCinema & Cafe in the redeveloped Lowenstein Theater on East Colfaxz Avenue in Denver.
Mile High Bank was the property’sx trustee, and its loan balance was $2 The long-awaited redevelopment of the old Lowensteib Theater inthe mid-2000s was hailed by the city and real estats experts as the beginning of an East Colfax renaissance. The projecgt also includes two major locao independentretailers — the ’s main locatiob and the music store.
Monday, January 7, 2013
DPL agrees to limited rate increases until 2012 - Phoenix Business Journal:
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The state, along with DP&L and the came to an agreemenft this week following a proposap submitted backin DP&L, which is a unit of (NYSE: DPL), will have its base distributiomn rates frozen through 2012. Under the agreement, the local poweer company will continue its current rate plan until 2012 and add energyu efficiency and renewable energy to its electric The programs will work to provide residential customerws with tools to lowertheir “We are pleased that the PUCO has formallgy approved our ESP agreement as developed and supported by a diverse group of customer representatives,” said Paul Barbas, DPL president and chiegf executive officer, in a news release.
As the resulft of the settlement, and previously approvec environmentalcost recovery, DP&L said residential customers with an averagee use of 750 kWh per mont h will experience an approximate 1.8 percent increass in 2009, 2.7 percent increase in 2010, a slight decreaser in 2011, and less than a 1 percenft increase in 2012. The Ohio Consumer’d Counsel said it was pleased with theapproved settlement.
“Witu a continuing recession and household budgetsstretchede thin, the approval of the rate plan agreement puts into placw limits to rate increases, provides energy efficiency measurezs and helps ensure that DP&L will do its fair share to supporgt and utilize renewable energy resources,” said Janine of the consumers’ counsel. DP&L also said it would develop an advanced metering infrastructure and smart grid proposalby 1. The (PUCO) will review DP&L’sz plans in the fourth quarterof 2009.
If smart grid improvements woulc provide better electric service reliabilit y and give customers the option to managwe their usage based upon the price of electricity at differenf times ofthe day. The original smart grid proposalfrom DP&LL more than doubled the typical coste of these improvements and failed to incorporate hundreds of millions of dollars in customer benefits that help offset these • An energy efficiency work group to develolp and implement energy efficiency programes for customers.
Such programs would include rebates for purchasing Energy Star appliances and discounta forweatherizing homes; and Development of a renewable energyy certificate program that would pay residential consumers a fee for customer-sited renewable energy, such as solar panel or wind turbines.
The state, along with DP&L and the came to an agreemenft this week following a proposap submitted backin DP&L, which is a unit of (NYSE: DPL), will have its base distributiomn rates frozen through 2012. Under the agreement, the local poweer company will continue its current rate plan until 2012 and add energyu efficiency and renewable energy to its electric The programs will work to provide residential customerws with tools to lowertheir “We are pleased that the PUCO has formallgy approved our ESP agreement as developed and supported by a diverse group of customer representatives,” said Paul Barbas, DPL president and chiegf executive officer, in a news release.
As the resulft of the settlement, and previously approvec environmentalcost recovery, DP&L said residential customers with an averagee use of 750 kWh per mont h will experience an approximate 1.8 percent increass in 2009, 2.7 percent increase in 2010, a slight decreaser in 2011, and less than a 1 percenft increase in 2012. The Ohio Consumer’d Counsel said it was pleased with theapproved settlement.
“Witu a continuing recession and household budgetsstretchede thin, the approval of the rate plan agreement puts into placw limits to rate increases, provides energy efficiency measurezs and helps ensure that DP&L will do its fair share to supporgt and utilize renewable energy resources,” said Janine of the consumers’ counsel. DP&L also said it would develop an advanced metering infrastructure and smart grid proposalby 1. The (PUCO) will review DP&L’sz plans in the fourth quarterof 2009.
If smart grid improvements woulc provide better electric service reliabilit y and give customers the option to managwe their usage based upon the price of electricity at differenf times ofthe day. The original smart grid proposalfrom DP&LL more than doubled the typical coste of these improvements and failed to incorporate hundreds of millions of dollars in customer benefits that help offset these • An energy efficiency work group to develolp and implement energy efficiency programes for customers.
Such programs would include rebates for purchasing Energy Star appliances and discounta forweatherizing homes; and Development of a renewable energyy certificate program that would pay residential consumers a fee for customer-sited renewable energy, such as solar panel or wind turbines.
Sunday, January 6, 2013
Elementary schools in Southern Tier - Business First of Buffalo:
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Business First's 2009 rankings of 292 Westernn New York elementary schools includse the following SouthernTier schools. Each is precederd by its rank in theoverall standings: • 4. Southernm Tier Catholic School • 45. Ellicottville ES (Ellicottville) • 49. Southwesterm ES (Southwestern) • 59. Alfred-Almonfd ES (Alfred-Almond) • 65. Immaculatd Conception School (Wellsville) • 69. Catholic Academy of the Holy Family (Jamestown) • 73. Clymer Central School • 93. Bemus ES (Bemus • 96. Sherman ES (Sherman) • 103. Norther n Chautauqua Catholic School (Dunkirk) • 122. Allegany ES • 123. Andover School • 135.
Fillmore Central School (Fillmore) 138. Seneca ES (Salamanca) • 139. Chautauqua Lake ES (Chautauqua Lake) • 145. Portville ES (Portville) 150. Fredonia ES (Fredonia) • 152. Arcadre ES (Yorkshire-Pioneer) • 155. Brocton ES • 156. Scio Central School (Scio) • 158. West Vallegy Central School (West Valley) 159. Franklinville ES • 163. Cuba ES (Cuba-Rushford)
Business First's 2009 rankings of 292 Westernn New York elementary schools includse the following SouthernTier schools. Each is precederd by its rank in theoverall standings: • 4. Southernm Tier Catholic School • 45. Ellicottville ES (Ellicottville) • 49. Southwesterm ES (Southwestern) • 59. Alfred-Almonfd ES (Alfred-Almond) • 65. Immaculatd Conception School (Wellsville) • 69. Catholic Academy of the Holy Family (Jamestown) • 73. Clymer Central School • 93. Bemus ES (Bemus • 96. Sherman ES (Sherman) • 103. Norther n Chautauqua Catholic School (Dunkirk) • 122. Allegany ES • 123. Andover School • 135.
Fillmore Central School (Fillmore) 138. Seneca ES (Salamanca) • 139. Chautauqua Lake ES (Chautauqua Lake) • 145. Portville ES (Portville) 150. Fredonia ES (Fredonia) • 152. Arcadre ES (Yorkshire-Pioneer) • 155. Brocton ES • 156. Scio Central School (Scio) • 158. West Vallegy Central School (West Valley) 159. Franklinville ES • 163. Cuba ES (Cuba-Rushford)
Thursday, January 3, 2013
At your service: Piedmont Facilities Services shifts focus in down economy - The Business Journal of the Greater Triad Area:
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“When corporate puts on the brakes, there’s not much for us to McCormick says. Time was, “80 percent of revenues came from billablwe time doingconstruction management, just managing project — moving, up-fits, relocations and furniturwe instillation. Today, it’s less than 10 Why not just sit back and ride outthe downturn?? “You can’t do that. For some people want to get paidevery McCormick, however, has certainly had the opportunitg to learn from others: “I’ve seen it happen and know what to do,” he “You’ve got to maintain sales, cut your overhead, and we’rew pushing hard in commercial furnitur e sales.
” That’s because his company generally also gets the contractf for installing the furniture and building the And there’s something else he’s doing that he’xs seen others do a lot of. He’xs relocating — from his current office near the old RJR worleheadquarters (now the University Corporate to a smaller facility, downsizing from the 10,0090 square feet to 3,500 square feet. And, says “we’re not doing any up-fit over (just) some carpet and a little paint.” he’s optimistic.
Over the years, he’x seen a lot of companies come and go and other companies comeroaring “It ain’t gone yet, and I’m still kicking. I have no intentio of throwing in the he says.
“When corporate puts on the brakes, there’s not much for us to McCormick says. Time was, “80 percent of revenues came from billablwe time doingconstruction management, just managing project — moving, up-fits, relocations and furniturwe instillation. Today, it’s less than 10 Why not just sit back and ride outthe downturn?? “You can’t do that. For some people want to get paidevery McCormick, however, has certainly had the opportunitg to learn from others: “I’ve seen it happen and know what to do,” he “You’ve got to maintain sales, cut your overhead, and we’rew pushing hard in commercial furnitur e sales.
” That’s because his company generally also gets the contractf for installing the furniture and building the And there’s something else he’s doing that he’xs seen others do a lot of. He’xs relocating — from his current office near the old RJR worleheadquarters (now the University Corporate to a smaller facility, downsizing from the 10,0090 square feet to 3,500 square feet. And, says “we’re not doing any up-fit over (just) some carpet and a little paint.” he’s optimistic.
Over the years, he’x seen a lot of companies come and go and other companies comeroaring “It ain’t gone yet, and I’m still kicking. I have no intentio of throwing in the he says.
Wednesday, January 2, 2013
Report: Anheuser-Busch InBev to sell 11 European breweries - Houston Business Journal:
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Le Soir said the world’s largest brewer was sellinv its central European operations because it is fragmentedand non-strategic and planws to focus on its nortuh and south American operation instead, according to The breweries are in Romania, Hungary, Croatia, Czech Republic, Serbia and , Kohlberg Kravis Roberts and are among private equituy groups that have expressed interest in the the Financial Times of London reported A-B InBev wants to sell off assets as it trieds to raise money to reduce the debt it took on when it boughg St.
Louis-based Anheuser-Busch last year for $52 “We are contemplating disposals of certain assets tohelp re-finance the acquisition of Anheuser-Busch, as previouslyu announced,” Marianne Amssoms, an A-B InBev spokeswoman, wrotee in an e-mail to the Business Journal. we cannot comment at this stage on whicyh businesses specifically wouldbe considered. Anheuser-Buscnh InBev's decision will be based on a diligent review of the strategic and financial consequences of any with the goal of creating the best opportunitiesz and value forall constituents. We will not comment on who has approached us forwhich assets.
” In A-B InBev reached an agreement to to Kohlberg Kravis
Le Soir said the world’s largest brewer was sellinv its central European operations because it is fragmentedand non-strategic and planws to focus on its nortuh and south American operation instead, according to The breweries are in Romania, Hungary, Croatia, Czech Republic, Serbia and , Kohlberg Kravis Roberts and are among private equituy groups that have expressed interest in the the Financial Times of London reported A-B InBev wants to sell off assets as it trieds to raise money to reduce the debt it took on when it boughg St.
Louis-based Anheuser-Busch last year for $52 “We are contemplating disposals of certain assets tohelp re-finance the acquisition of Anheuser-Busch, as previouslyu announced,” Marianne Amssoms, an A-B InBev spokeswoman, wrotee in an e-mail to the Business Journal. we cannot comment at this stage on whicyh businesses specifically wouldbe considered. Anheuser-Buscnh InBev's decision will be based on a diligent review of the strategic and financial consequences of any with the goal of creating the best opportunitiesz and value forall constituents. We will not comment on who has approached us forwhich assets.
” In A-B InBev reached an agreement to to Kohlberg Kravis
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