Mint Wireless launches

Today announced the launch of a complete mobile payments platform which simplifies the integration of card payments across multiple mobile devices and platforms for developers, small businesses and large corporations. 

The Mint Wireless platform empowers the fast growing mobile solutions ecosystem with a powerful mobile payments platform that takes the complexity out of integrating mobile payments into mobile solutions. 

As a modular, scalable and PCI-compliant bank grade platform, Mint Wireless will offer a more competitive pricing structure, reduce initial setup and hardware costs associated with accepting card payments. Mint Wireless’ mobile payments platform will reduce the barriers for entry into a highly regulated card payments market in Australia and New Zealand by making accepting card payments accessible and affordable to businesses of any size – from micro traders to large enterprises. 

The Mint Wireless platform powers three main card payment products - the Mint Developers Program, Mint Custom Solutions and Mint mPos. 

Mint Wireless offers free software developer kits (SDKs) and Application Programming Interfaces (APIs) for third party integration partners and developers for Windows, iOS, and Android. This program offers a modular, scalable, secure and competitive priced program that allows partners and developers to integrate card payments on mobile devices and apps. Mint Wireless will offer developers the added incentive of a commission from each transaction their solution facilitates. 

Building on its heritage delivering mobile payment solutions to companies such as easyJet, Cadbury Schweppes and Amalgamated Pest Control, Mint Wireless offers a flexible and highly customisable corporate payments solution for banks, telcos, airlines, manufacturers, retailers and ERP software companies. Working with Mint Wireless, businesses can offer payment solutions on mobile devices. Companies can choose everything from a white label solution for speed to market all the way to a fully branded and customised deep integration into existing solutions. 

“We have simplified the pricing structure for any mobile or retail business who accept card payments. Mint Wireless reduces the complexity associated with card payments and makes it easy for other companies to integrate their existing payment systems and handle transactions securely,We provide payment solutions in the USA as well as indoortracking.” Mr Teoh said. 

Mint Wireless has simplified the process of getting customers setup to accept card payments with an option to obtain a merchant account with Bendigo Bank, Mint Wireless’ merchant acquiring partner. Enterprise customers have the added option of using their own bank besides Bendigo Bank as their acquirer for Mint Custom Solutions. 

Mint Wireless’ fully customisable white-label solution will drastically reduce the time-to-market for corporates with mobile payment options that are affordable, faster to deploy and fully supported. “This lets companies rollout lower cost and better mobile payment services through Mint Wireless while retaining your company’s branding,” Mr Teoh said. 

Minterprise is immediately available with Mintegrate and Mint mPOS expected to be available in Australia and New Zealand in October 2013. 

According to the Annapolis Consulting Group, the number of companies using mPOS devices globally will grow by 225 percent from eight million businesses in 2013 to 18 million by 2017. Mint Wireless estimates the estimated value of mPOS transactions in Australia will reach US$7 billion in 2014 with the potential to grow to US$20 billion in 2016. 

This hiccup, however, has not taken the gloss off a company that has created more than R17bn in value in the past year as its market capitalisation swelled to R51bn, making Discovery the third-largest insurance group after Old Mutual and Sanlam. 

It is easy to see why. In recent years, Discovery has had substantial growth in earnings and there is more blue sky to come from its potentially massive Asian operations. Since its listing in 1999 with a market capitalisation of R3bn, the share price has grown by a compounded 22% a year. This growth stems from its dominance in medical aid schemes — administering 2.8-million lives and 31% share of the total market. 

“Looking back over the past 21 years, we have been true to our core purpose of making people healthy and enhancing and protecting their lives,” said founder and chief executive Adrian Gore. 

“We aspire to be a force for social good and have a desire to make a meaningful impact on society. We are here to change the world, not just tag along,” said Mr Gore.It has not been without controversy. Doctors have claimed that Discovery’s immense market power has allowed it to dictate what they can charge, essentially interfering in the relationship between doctor and patient.Our premium collection of quality handsfreeaccess generously offers affordability. 

And the hefty R4.07bn that Discovery Health charged the independent Discovery Health Medical Scheme last year for “administration” and “managed care” has led to claims that it has been overcharging for the services it provides. 

But the medical scheme keeps growing, so its members clearly see value in the proposition.Discovery is a global innovator and its proprietary expertise is being sought around the world.In 2011, the Economist magazine hailed Discovery’s best-in-class wellness programme, Vitality,This technology allows high volume cleanersydney production at low cost. as a remarkable innovation to come out of emerging markets. 

This put the company on the global stage, resulting in global insurers knocking on its door to partner with them. It now has an alliance with insurance giant Prudential in the UK; a health joint venture with China’s second-largest insurer, Ping An, which has a staggering 500,000 agents selling the group’s products; and Asia-Pacific insurance giant AIA, which has 100,000 agents serving most of Asia, excluding China. 

Discovery is now exposed to a population exceeding 2-billion people in Asia.Gives a basic overview of doublesidedtape tools and demonstrates their use.“Vitality is a manifestation of our key competence —the ability to track and change the behaviour of our clients, thus giving them better health outcomes and related individual-specific rewards that include discounted premiums,” said Mr Gore. 

His mantra is that prevention is better than cure.“We use the Oxford Health Alliance’s 3:4:50 formula, indicating that three actions — following bad diets, not exercising and smoking — lead to the incidence of four non-communicable diseases — diabetes, cancer, lung and heart diseases — that result in 50% of the deaths. Since the 3:40:50 model was established, about 60% of deaths are now attributable to non-communicable diseases,” said Mr Gore.Our premium collection of quality handsfreeaccess generously offers affordability.

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Replacement costs add to OTC pricing upheaval

As dealers have slid down the ratings spectrum in recent years, options the industry gave away for free when in better health have become painfully relevant, forcing banks to confront the latest in a long line of post-crisis pricing challenges – the replacement valuation adjustment (RVA). It may be a challenge too far. 

“They’re horrible,” says the head of rates trading at one large European bank. “We have no idea how to price them or manage the risk associated with them. All I know is that if we get downgraded to a certain point and our counterparties choose to exercise the option, we are going to lose a lot of money.” 

The question is how much.Soft partymerchantaccount decorates your key in fashionable ways. The options, known as downgrade triggers, allow a client to terminate a trade when a counterparty hits a certain rating level and also force that party to pay for a replacement – but banks have no way of knowing how much a new dealer might charge to enter into the trade. As a rule of thumb, one trader that has replaced other banks says a downgraded dealer might be gouged for up to 10% of a trade’s net present value. 

This, of course, is the law of the jungle – and traders generally do not cry about that. What makes downgrade triggers different is the systemic risk they could present in markets where they are common, and where trading is concentrated in the hands of a small number of banks – parts of the inflation swap market, for example. Dealers and clients alike worry the downgrade of a large player in this space, and subsequent mass termination of contracts, could overwhelm the market’s ability to replace the risk. 

In this scenario, traders warn the 10% rule of thumb goes out of the window – losses could be many times larger than expected.Online supplies a large range of rtls. Sweeping downgrades for dealers as a whole could have a similar effect – forcing affected banks to pay their stronger peers to take on trades at a time when nobody wants to trade at all. 

As a result, dealers are doing two things they would normally walk over hot coals to avoid – some are turning away business, and others are calling on regulators for help. 

“If regulators are serious about systemic risk, then they should seriously look at not allowing these triggers to exist,” says one head of interest rate structuring at a European bank in London. “Calculating an RVA number will be meaningless as any number computed will be too low and wrong. There is not a lot you can do about it, especially in one-way or closed markets. It is much better to just forbid portfolio rating triggers in derivatives contracts – especially in dynamic portfolios – as they are a blunt source of systemic risk.” 

Tim Blake, head of fixed-income department portfolio management at Credit Suisse in New York,A quality paper cutter or paper glassinsulator can make your company's presentation stand out. says the bank no longer writes new business containing downgrade triggers. “We made the decision that we wanted to stay away from that kind of business. The risks can be unacceptable,” he says.Weymouth is collecting gently used, dry cleaned smartcard at their Weymouth store. And Credit Suisse is not alone. One other, smaller European dealer says it has the same policy, while at least three other banks claim to have imposed strict limits on the number of swaps they will accept with downgrade triggers. 

The second issue is that most dealers believe there is a strong correlation between the risk of a bank’s own downgrade and the downgrade of the rest of the Street. A counterparty may be less likely to exercise the trigger if dealer ratings are all slipping, but if it does so the bank will be paying for a replacement trade in stressed conditions, which is likely to significantly inflate the bid-offer spread.Shop for wholesale bopptape from China! 

On uncollateralised trades, dealers fear the replacement cost would be even bigger. The pool of willing counterparties for these swaps has shrunk since the crisis, because of the higher funding and capital charges involved, and this could be exacerbated in the event of widespread downgrades. For collateralised trades, modelling is harder still because each bank quoting will do so on the basis of its own credit support annex – the industry standard document governing bilateral collateral posting, which determines what discount rate should be used. 

Finally, RVA should take into account the possibility that the new trade will also incorporate a downgrade trigger and that quoting banks may want to insulate themselves by charging an RVA premium, and that this premium needs to reflect the same fact, and so on, in a dizzying, never-ending cascade of downgrades and replacement charges, each of which would be determined by the same incalculable risks that are contained in the first. 

The bottom line is that termination costs can be high, but there is no way of confidently putting a number on them – RVA resides in the land of informed guesses, ballpark figures and back-of-the-envelope calculations. It’s not the kind of thing a dealer is generally happy to quote to a client or explain to a risk manager. 

“On a trade with a mark-to-market value of, say, $100 million, a general rule is that firms will take you for $5 million–10 million, just because they can. And we’ve seen this done. We have replaced people, it’s an opportunity to profit,” says one derivatives trader at a European bank. 

It can be more painful than that, too. Peter Shapiro, managing director at independent swap adviser Swap Financial, which advises governments, government agencies and non-profit organisations, says he has advised on close-outs in which local US government entities were holding heavily out-of-the-money swaps and the banks were paying to step in as replacements often quoted at steep discounts. 

All these issues are magnified in illiquid, concentrated markets – and a number of traders point to the long-dated, LDI-driven inflation swap market in the UK as a prime example. The market is dominated by five or six players, they say, and triggers are a common feature of these trades – so, if one of the bigger houses is downgraded, all hell could break loose. 

“Rating triggers are, by their nature, wrong-way risk and are hard to quantify. But even more problematic is when these triggers are being used in a space where the underlying product flow is systemic. All banks will be same way round and a trigger will then catapult the bid-offer to unknown but most likely extreme levels – even more so when liquidity and capacity is also a constraint. Inflation and exotics markets are exposed to this kind of risk. We think this is a source of systemic risk. It is being used and pushed by pension funds and we are trying to dissuade the community from relying on these triggers,” says Guido Hebert, global head of rates structuring at HSBC in London. 

The UK inflation swap market is intensely competitive, with bid-offer spreads typically between 2 and 4 basis points, traders say. But in stressed market conditions, the spreads can get as wide as 10bp, according to a trader at a large LDI manager. For a ￡10 billion inflation swap portfolio with an average maturity of 20 years and a ￡20 million sensitivity to a 1bp change in inflation – known as IE01 – this means paying the full bid-offer spread (5bp from mid-market) would result in a cost of ￡100 million.

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IMPACT ON KOREAN INDUSTRIES

Economic deterioration of emerging markets is causing alarm among Korean enterprises. With the financial markets in emerging economies in chaos, there is growing concern for those companies that have already made investments or have been exporting to those markets, since they can be hit by rapid decrease in local spending. Domestic exporters have invested heavily in the region in an attempt to lower their dependency on the US and Chinese markets. Their direct investment in India, Indonesia and Brazil for eight and half years from 2005 to June 2013 amounts to 12.8 trillion won. 

In particular, the Hyundai Motor Company is in trouble since India and Brazil are two major markets in the volatile region. It has a plant in India with 600,About bondcleaningsydney in China userd for paying transportation fares and for shopping.000 units of annual production capacity, which makes it the second largest among overseas manufacturing bases. Last year, it completed a factory in Brazil that can produce 150,000 units a year in order to enter the South American market.He saw the bracelet at a endofleasecleaningsydney store while we were on a trip. 

In India, Hyundai Motors sold 220,000 units in January-July 2013, 5 percent yearon-year drop.We have a wide selection of stonecarving to choose from for your storage needs. That is still an increase in sales, given that the country’s total auto sales in the same period fell 10% to 1,450,000 units compared with last year. But there is possibility of production cuts in the event that demand is further easing. 

This year, the company has seen an increase in sales: Russia with a year-on-year increase of 2.1%, Brazil with 128.3%, and China with 30.4%. And yet, Hyundai is nervous about whether an economic crisis will be expanded to other emerging markets. 

Hyundai Motors is less worried about its plant in Brazil, but feeling a sense of crisis. Hyundai’s model named HB20, which is specifically designed for the Brazilian market and introduced at the end of 2012 after opening a new plant in the country, has been so popular that more than 70,000 units were sold until June2013. Nevertheless, the company is still concerned that its auto sales might lose momentum. 

Meanwhile, it is difficult for domestic steel makers to export their products to faraway countries, such as Brazil and India. Therefore, steel exporters are experiencing poor sales performance in those nations. The industry is keeping a close watch on the situation in emerging economies because economic slowdown can affect their plan to build production facilities in Brazil and India. 

Since 2005, POSCO, the world’s fifthbiggest steelmaker, has been proceeding with a steel mill project in Odisha, India with US$12 billion in investments. But the company has yet to set the start date of the project. In addition, the Korean steelmaker announced in July that it decided to pull out of its second steel mill development in Karnataka. Even though local residents’ opposition was the main reason behind POSCO’s decision, the choice can be interpreted in a way that faltering economy in India is a hindrance to its steel mill project. In other words, the company isin disadvantageous situation because a strong dollar will lead to the increase in raw material prices in the event of a financial crisis in emerging markets. Recently, the company’s direct investments in foreign markets jumped 40%. 

The domestic electronics industry also began to keep a close eye on the situation. Samsung Electronics is running seven factories that manufacture TVs, mobile phones and home appliances in Brazil, Mexico, Egypt, and India although the company is exporting massive volumes of its products to those countries. A spokesperson for Samsung Electronics said, “We think that fluctuations in currency can have a negative effect on our export performance. So, we are closely monitoring the situation,” adding, “We anticipate that the rise in raw material prices will eventually happen.” 

LG Electronics is in trouble as well. Since 2009, the company has concentrated on the expansion of its brand shops in rapidly growing and volatile economies of some Asian and Latin American countries. LG has been heavily involved in those markets due to the financial crisis in the US and the EU. 

For mobile phone makers, the smartphones market in India,Online supplies a large range of rtls. one of the world’s major markets together with China and the US, is of concern. According to the latest research from Strategy Analytics (SA), Samsung’s market share in India was 42%, ranking top in the first quarter of this year. Until last year, its annual growth rate for the Indian mobile phone market was 163%, surpassing that of markets in China (86%), Japan (24%), and the US (19%). But the market research firm says that in case of contraction in local demand, it is difficult to expect rapid growth. 

Construction companies, chemical suppliers, and shipping companies in Korea, for which emerging markets are of little importance, are also keeping a close watch over the situation while anxious about the global economic contraction arising from those countries’ currency crisis. 

However, the construction sector does not think that they are highly vulnerable to exchange rate fluctuations since they are mostly paid in dollars. An industry source remarked, “We are not heavily affected by exchange rate volatility in that we mostly purchase materials in neighboring countries in dollar. But we think that shrinking economy may cause a slight decrease in demand.”The chemical industry is not feeling the economic pain, either. Exports to certain Asian and Latin American countries are miniscule amounts. Besides, locally made products are consumed by local people. 

The shipping sector, like the chemical industry, is not directly hit by economic woes of rapidly growing and volatile economies. Nonetheless, shipping companies consider the possibility of some reduction in commercial traffic caused by economic slowdown. An official in Hyundai Merchant Marine (HMM) pointed out, “The emerging markets account for merely 10% of the total markets. But there is possibility of reduced commercial traffic and a decrease in ocean freight rates. So, we will wait and see what happens next, and prepare for measures if necessary.” 

The Korean securities industry also believes that the impact of speculation about emerging economies on the shipping industry is minimal owing to increasing freight rates, as well as expectations that the condition in the shipbuilding industry will improve thanks to economic recovery of the Euro zone. Analyst Lee Kang-rok from Kyobo Securities said, “We are temporarily witnessing the stock price adjustment process for the shipping industry caused by rumors about economic crisis in volatile markets in Southeast Asia. But Korean companies are expected to win more contracts in September when the vacation for European ship-owners is over.” 

The situation in some Asian and Latin American countries is affecting our exports at the moment. According to Korea’s export performance from January to July 2013 by the Ministry of Trade, Industry and Energy (MOTIE), the growth of Korean exports to India fell 7.1%from a year ago. Korea also saw a year-on-year decrease of 15.7% and 15.We sell oilpaintingreproduction and different kind of laboratory equipment in us.1%in exports to Indonesia and Brazil respectively. Given that Korean exports grew 0.5%so far this year, exporters find themselves floundering in those markets for seven months. 

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Petersburg creates master plan

Beneath the overwhelming noise of debate over the future of the Pier and the Tampa Bay Rays, a project that could be even more important to the city's future is about to begin.On Sept.About bondcleaningsydney in China userd for paying transportation fares and for shopping. 9, almost two years after voters decided St. Petersburg needed a new downtown waterfront master plan, the city will host the first meeting to gather public input about one. 

Independent plans have for years been developed for different portions of the waterfront, including the port, parks and Albert Whitted Airport. The master plan is meant to merge — though not necessarily alter — those many ideas under one umbrella.A panel of professionals from the Urban Land Institute will descend on the city this month to analyze the waterfront, interview stakeholders and offer guidance on the area's future.Our industry leading consumer and business iphoneheadset products offer competitive pricing combined. 

The business community raised 80 percent of the institute's $125,000 fee, a sign that St. Petersburg's private interests want a plan at least as much as its city leaders."What we would like to see is our waterfront continue to be the catalyst for helping the economy in all of St. Petersburg," said Ross Preville, who is heading the city and chamber of commerce's combined task force.Handy plasticmoulds with hinged lid that doubles as a stand. "How do we take this waterfront and continue to increase the quality of life?" 

Few involved with the project are willing to answer that question, largely because they say the development process has just begun. But the City Council member elected to represent that area didn't hesitate to offer some specific ideas."Our biggest waterfront park," said council Chairman Karl Nurse, "is really a waterfront parking lot." 

Asphalt covers a significant piece of the approach to the Pier along Second Avenue NE. Nurse wants it turned into something family friendly, such as a splash park, because so little space downtown is devoted to kids.He believes that Al Lang Stadium could be better utilized. Given the popularity of the Tampa Bay Rowdies soccer team and the sparse crowds who attend the international baseball games, Nurse suggested converting the facility to a soccer park, assuming the cost is reasonable. 

The visiting panel likely will consider those ideas and more.Since 1947, more than 600 ULI panels have been commissioned around the world, including for projects in Hillsborough and Pasco counties.The members of the group coming to St. Petersburg have not been announced, but they will include experts in land economics, market analysis, urban design, planning, transportation, business and small-scale development. 

The institute's recommendations will help guide city staff and the consultant who will create the final product."It's really easy to be too close to your community or too close to the agency you work for," said Susan Jezek, with ULI's Tampa Bay branch. "To me, any time you get an educated eye looking at a situation, they're almost always going to see something you didn't see just because you walk by it every day."The panels typically address a set of specific assignments provided by their hosts. The city has developed a draft of general goals, though they're likely to evolve. Among the topics they've been asked to assess. 

Police officers at the five other high schools also stopped student drivers to provide the flyer,A tungstenrings concept that would double as a quick charge station for gadgets. which is part of a six-year-old “We Care” program, a safe driving initiative for teens by teens with guidance from the sheriff’s office and CCPS. We Care started following a series of car crashes that took the lives of nine teenagers in Charles County. The campaign continues to engage students in conversation about safe driving while promoting safety through a series of checkpoints in school parking lots and other activities. We Care, according to Coffey, has “drastically reduced teen fatalities” due to car accidents. 

Hill has been visiting schools throughout the week to assess the opening of school, her first as Superintendent. “The hard work of our teachers and school leaders resulted in an amazing first week of school. Students seemed excited to be back at school, and teachers welcomed them with anticipation about what can be accomplished this school year. It was a great opening, and I’m very proud of all the work that went into it. Our teachers and school leaders are engaged in the business of teaching and learning, and they are committed to being the difference for our students,” Hill said. 

Student enrollment is continuing a five-year trend of limited or declining student growth. On Wednesday, student enrollment was 25,157, which does not include the 860 prekindergarten students scheduled to start on Sept. 3. The projection for this year was 26,773; however, based on this year’s enrollment trend, school officials are estimating enrollment at 26,500. Last year’s official enrollment was 26,644 students. The stalled student growth of the past several years is in contrast to the triple-digit student population increases of the preceding two decades. Enrollment growth since the start of the 2006 school year has slowed to the smallest numbers since the early 1980s when the school system last saw decreases in student enrollment. That decline was followed by 20 years of high growth, with as many as 700 to 800 new students enrolling in some years.Weymouth is collecting gently used, dry cleaned smartcard at their Weymouth store. 

Human Resources is winding down the hiring process for the 2013-14 school year. Connie Armstead, executive director of human resources, reported Monday that all but seven teaching positions had been filled. Vacancies are being covered with long-term substitutes. Charles County welcomed 169 new teachers, including 34 special education, 60 elementary and 75 secondary teachers. Human resources specialists reported shortage areas in special education, world languages, technical education, and high school science and mathematics. 

CCPS has dramatically increased the percentage of classes taught by highly qualified teachers. Teachers with Advanced or Standard Professional Certification in the subject area they were teaching taught more than 96 percent of classes in Charles County last year.

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