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CCO » Topics » Future acquisitions could pose risks.

These excerpts taken from the CCO 8-K filed Dec 11, 2009.

Future acquisitions could pose risks.

We frequently evaluate strategic opportunities both within and outside our existing lines of business. We expect from time to time to pursue additional acquisitions and may decide to dispose of certain businesses. These acquisitions or dispositions could be material. Our acquisition strategy involves numerous risks, including:

 

  •  

certain of our acquisitions may prove unprofitable and fail to generate anticipated cash flows;

 

  •  

to successfully manage our large portfolio of outdoor advertising and other properties, we may need to:

 

  •  

recruit additional senior management as we cannot be assured that senior management of acquired companies will continue to work for us and we cannot be certain that any of our recruiting efforts will succeed, and

 

  •  

expand corporate infrastructure to facilitate the integration of our operations with those of acquired properties, because failure to do so may cause us to lose the benefits of any expansion that we decide to undertake by leading to disruptions in our ongoing businesses or by distracting our management;

 

  •  

entry into markets and geographic areas where we have limited or no experience;

 

  •  

we may encounter difficulties in the integration of operations and systems;

 

  •  

our management’s attention may be diverted from other business concerns; and

 

  •  

we may lose key employees of acquired companies.

Additional acquisitions by us may require antitrust review by federal antitrust agencies and may require review by foreign antitrust agencies under the antitrust laws of foreign jurisdictions. We can give no assurances the United States Department of Justice, or DOJ, the Federal Trade Commission or foreign antitrust agencies will not seek to bar us from acquiring additional outdoor advertising properties in any market where we already have a significant position. The DOJ actively reviews proposed acquisitions of outdoor advertising properties. In addition, the antitrust laws of foreign jurisdictions will apply if we acquire international outdoor advertising properties.

 

6

Future acquisitions could pose risks.

We frequently evaluate strategic opportunities both within and outside our existing lines of business. We expect from time to time to pursue additional acquisitions and may decide to dispose of certain businesses. These acquisitions or dispositions could be material. Our acquisition strategy involves numerous risks, including:

 

  •  

certain of our acquisitions may prove unprofitable and fail to generate anticipated cash flows;

 

  •  

to successfully manage our large portfolio of outdoor advertising and other properties, we may need to:

 

  •  

recruit additional senior management as we cannot be assured that senior management of acquired companies will continue to work for us and we cannot be certain that any of our recruiting efforts will succeed, and

 

  •  

expand corporate infrastructure to facilitate the integration of our operations with those of acquired properties, because failure to do so may cause us to lose the benefits of any expansion that we decide to undertake by leading to disruptions in our ongoing businesses or by distracting our management;

 

  •  

entry into markets and geographic areas where we have limited or no experience;

 

  •  

we may encounter difficulties in the integration of operations and systems;

 

  •  

our management’s attention may be diverted from other business concerns; and

 

  •  

we may lose key employees of acquired companies.

Additional acquisitions by us may require antitrust review by Federal antitrust agencies and may require review by foreign antitrust agencies under the antitrust laws of foreign jurisdictions. We can give no assurances the United States Department of Justice (the “DOJ”), the Federal Trade Commission or foreign antitrust agencies will not seek to bar us from acquiring additional outdoor advertising properties in any market where we already have a significant position. The DOJ actively reviews proposed acquisitions of outdoor advertising properties. In addition, the antitrust laws of foreign jurisdictions will apply if we acquire international outdoor advertising properties.

This excerpt taken from the CCO 10-K filed Mar 2, 2009.

Future acquisitions could pose risks.

We frequently evaluate strategic opportunities both within and outside our existing lines of business. We expect from time to time to pursue additional acquisitions and may decide to dispose of certain businesses. These acquisitions or dispositions could be material. Our acquisition strategy involves numerous risks, including:

 

  •  

certain of our acquisitions may prove unprofitable and fail to generate anticipated cash flows;

 

  •  

to successfully manage our large portfolio of outdoor advertising and other properties, we may need to:

 

  •  

recruit additional senior management as we cannot be assured that senior management of acquired companies will continue to work for us and we cannot be certain that any of our recruiting efforts will succeed, and

 

  •  

expand corporate infrastructure to facilitate the integration of our operations with those of acquired properties, because failure to do so may cause us to lose the benefits of any expansion that we decide to undertake by leading to disruptions in our ongoing businesses or by distracting our management;

 

  •  

entry into markets and geographic areas where we have limited or no experience;

 

  •  

we may encounter difficulties in the integration of operations and systems;

 

  •  

our management’s attention may be diverted from other business concerns; and

 

  •  

we may lose key employees of acquired companies.

Additional acquisitions by us may require antitrust review by federal antitrust agencies and may require review by foreign antitrust agencies under the antitrust laws of foreign jurisdictions. We can give no assurances the United States Department of Justice, or DOJ, the Federal Trade Commission or foreign antitrust agencies will not seek to bar us from acquiring additional outdoor advertising properties in any market where we already have a significant position. The DOJ actively reviews proposed acquisitions of outdoor advertising properties. In addition, the antitrust laws of foreign jurisdictions will apply if we acquire international outdoor advertising properties.

These excerpts taken from the CCO 10-K filed Feb 14, 2008.

Future acquisitions could pose risks.

We may acquire outdoor advertising assets and other assets or businesses we believe will assist our customers in marketing their products and services. Our acquisition strategy involves numerous risks, including:

 

  •  

certain of our acquisitions may prove unprofitable and fail to generate anticipated cash flows;

 

  •  

to successfully manage our large portfolio of outdoor advertising and other properties, we may need to:

 

  o recruit additional senior management as we cannot be assured that senior management of acquired companies will continue to work for us and, in this highly competitive labor market, we cannot be certain that any of our recruiting efforts will succeed, and

 

  o expand corporate infrastructure to facilitate the integration of our operations with those of acquired properties, because failure to do so may cause us to lose the benefits of any expansion that we decide to undertake by leading to disruptions in our ongoing businesses or by distracting our management;

 

  •  

entry into markets and geographic areas where we have limited or no experience;

 

  •  

we may encounter difficulties in the integration of operations and systems;

 

  •  

our management’s attention may be diverted from other business concerns; and

 

  •  

we may lose key employees of acquired companies.

We frequently evaluate strategic opportunities both within and outside our existing lines of business. We expect from time to time to pursue additional acquisitions and may decide to dispose of certain businesses. These acquisitions or dispositions could be material.

Future acquisitions
could pose risks.

We may acquire outdoor advertising assets and other assets or businesses we believe will assist our customers in
marketing their products and services. Our acquisition strategy involves numerous risks, including:

 







 • 

certain of our acquisitions may prove unprofitable and fail to generate anticipated cash flows;

STYLE="font-size:6px;margin-top:0px;margin-bottom:0px"> 







 • 

to successfully manage our large portfolio of outdoor advertising and other properties, we may need to:

STYLE="font-size:6px;margin-top:0px;margin-bottom:0px"> 






 orecruit additional senior management as we cannot be assured that senior management of acquired companies will continue to work for us and, in this highly competitive labor market,
we cannot be certain that any of our recruiting efforts will succeed, and

 






 oexpand corporate infrastructure to facilitate the integration of our operations with those of acquired properties, because failure to do so may cause us to lose the benefits of any
expansion that we decide to undertake by leading to disruptions in our ongoing businesses or by distracting our management;

 







 • 

entry into markets and geographic areas where we have limited or no experience;

STYLE="font-size:6px;margin-top:0px;margin-bottom:0px"> 







 • 

we may encounter difficulties in the integration of operations and systems;

STYLE="font-size:6px;margin-top:0px;margin-bottom:0px"> 







 • 

our management’s attention may be diverted from other business concerns; and

STYLE="font-size:6px;margin-top:0px;margin-bottom:0px"> 







 • 

we may lose key employees of acquired companies.

FACE="Times New Roman" SIZE="2">We frequently evaluate strategic opportunities both within and outside our existing lines of business. We expect from time to time to pursue additional acquisitions and may decide to dispose of certain businesses.
These acquisitions or dispositions could be material.

EXCERPTS ON THIS PAGE:

8-K (2 sections)
Dec 11, 2009
10-K
Mar 2, 2009
10-K (2 sections)
Feb 14, 2008

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