HASBRO AND CVS/PHARMACY STRIKE EXCLUSIVE DEAL TO BRING

PLAYSKOOL-BRANDED BABY CARE PRODUCTS INTO STORE AISLES;

PLAYSKOOL BRAND TO BE FEATURED PROMINENTLY IN OVER 6,100
CVS/PHARMACY RETAIL LOCATIONS
June 19, 2006 08:00 AM Eastern Daylight Time
PAWTUCKET, R.I.--(BUSINESS WIRE)--June 19, 2006--Hasbro Properties Group (HPG),
the intellectual property development arm of Hasbro, Inc. (NYSE: HAS) and CVS/pharmacy,
the largest retail pharmacy chain in the U.S., today announced an exclusive, first-of-its-kind,
direct-to-market licensing relationship under which Hasbro will introduce a PLAYSKOOLbranded baby care product line at over 6,100 CVS/pharmacy stores nationwide, with the
rollout beginning this fall. The watershed program not only emphasizes an entirely new line
of PLAYSKOOL-branded baby care products, but also underscores CVS/pharmacy as the
place to shop for infant health and play needs. Financial terms of the deal were not disclosed.
The PLAYSKOOL brand was created almost 80 years ago with a commitment of delivering
quality toys that enrich children as they play. The CVS/pharmacy deal allows Hasbro to
further extend the coveted property into a new line of products that serve the most basic
needs of infants such as diapers, wipes, feeding and developmental accessories. Upon
stepping into the CVS/pharmacy baby care aisle, shoppers will be surrounded from floor to
ceiling by the PLAYSKOOL brand's signature primary red color on the floor and "lollipops"
positioned at the top of the shelves. More than 50 PLAYSKOOL baby care products will be
available for purchase with the packaging featuring iconic PLAYSKOOL characters,
including WEEBLES and GLOWORM.
We find or create innovative product lines using leading technologies and offer these
exclusively at CVS/pharmacy. The PLAYSKOOL Baby Care line is a great addition to our
proprietary brand offerings bringing tremendous brand equity and name recognition to the
category.
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"This partnership is incredibly innovative and exciting for both Hasbro and CVS/pharmacy
and establishes PLAYSKOOL's first hug with mom," said Jane Ritson-Parsons, President of
Hasbro Properties Group. "We couldn't ask for a more impactful company to launch a new
PLAYSKOOL-branded line. We're taking the established 'go-to' store for millions of moms
and creating a unique shopping experience that offers high quality baby care and play
products from one of the most well-known and trusted brands for young children."
"Our goal with CVS/pharmacy proprietary brands is to bring products to our customers that
don't exist in the current marketplace," said Mike Bloom, Senior Vice President of
Merchandising at CVS/pharmacy. "We find or create innovative product lines using leading
technologies and offer these exclusively at CVS/pharmacy. The PLAYSKOOL Baby Care
line is a great addition to our proprietary brand offerings bringing tremendous brand equity
and name recognition to the category."

The PLAYSKOOL baby care product line will debut this fall starting in CVS-owned stores
on the West Coast. All CVS stores will carry the PLAYSKOOL baby care product line by the
end of this year.
ABOUT CVS
CVS is America's largest retail pharmacy, operating more than 6,100 retail and specialty
pharmacy stores in 44 states and the District of Columbia. With more than 40 years of
dynamic growth in the retail pharmacy industry, CVS is committed to being the easiest
pharmacy retailer for customers to use. CVS has created innovative approaches to serve the
healthcare needs of all customers through its CVS/pharmacy stores; its online pharmacy,
CVS.com; and its pharmacy benefit management, mail order and specialty pharmacy
subsidiary, PharmaCare. General information about CVS is available through the Investor
Relations portion of the Company's website, at http://investor.cvs.com, as well as through the
pressroom portion of the Company's website, at www.cvs.com/pressroom.
ABOUT THE HASBRO PROPERTIES GROUP
The Hasbro Properties Group (HPG), the intellectual property development arm of Hasbro,
Inc., (NYSE:HAS), translates one of the industry's richest portfolios of brands into a world of
fun and excitement for children and adults globally. Through a host of publishing, digital
media, lifestyle and entertainment platforms, HPG is able to surround fans worldwide with
consumer products that expand Hasbro's core brands, such as TRANSFORMERS,
LITTLEST PET SHOP, MY LITTLE PONY, MONOPOLY, G.I. JOE, TONKA and
PLAYSKOOL.
ABOUT HASBRO
Hasbro (NYSE: HAS) is a worldwide leader in children's and family leisure time
entertainment products and services, including the design, manufacture and marketing of
games and toys ranging from traditional to high-tech. Both internationally and in the U.S., its
PLAYSKOOL, TONKA, MILTON BRADLEY, PARKER BROTHERS, TIGER and
WIZARDS OF THE COAST brands and products provide the highest quality and most
recognizable play experiences in the world.

GAP'S NEW CHAIN STORE AIMS AT THE FASHIONABLY MATURE WOMAN

By ERIC WILSONAUG. 24, 2005

WEST NYACK, N.Y., Aug. 23 - For the millions of American women over 35 who face the
conundrum each morning of a closet full of clothes but nothing to wear, there is little solace
to be found at the vast Palisades Center mall here. With nearly 300 stores and more than half
of them aimed at teenage consumers, this temple of consumerism in Rockland County, about
25 miles north of Manhattan, is full of clothes, but for women of a certain age, many find
little to buy.
"These stores are for skinny little girls," said Irene Giachetti, of New City, N.Y., as she was
tugged at by her teenage son on a back-to-school shopping mission. "It's very difficult to find
anything for me."
So it is with considerable interest in the retail industry that Gap Inc., the nation's largest chain
of clothing stores, chose the Palisades Center to introduce a new chain yesterday aimed at
that unwieldy and indefinable category known as grown-ups. These are customers who are
past any longing for shrunken polo shirts and low-slung denim styles ubiquitous at youthoriented stores like Abercrombie & Fitch, yet consider themselves too hip for conservative
stores like Ann Taylor or Talbots, and too frugal to pursue the elitist designs that make up that
minuscule slice of apparel known as high fashion.
The new chain, Forth & Towne -- poetically sandwiched at the mall between branches of
Forever 21 and Justice: Just for Girls -- is aimed at a market that might be called the new
forgotten woman. Even though women of the baby boom, now age 41 to 59, accounted for 39
percent of women's apparel purchases last year, shoppers who are much younger, 11 to 30,
enjoy nearly five times the retail options, according to industry figures.
"Retailers have been looking for growth for the past several years, but frankly, they've been
looking in all the wrong places," said Marshal Cohen, chief industry analyst of the NPD
Group, a market research company. "Department stores had given up on this customer to
chase after the youth market, and while 40 may be the new 20, these women want to dress
differently."
Baby boomers spent $42.7 billion on apparel last year, compared with teenagers who spent
$20 billion, Mr. Cohen said.
Sabrina Sanchez, 50, of Orange County, N.Y., who is trim, but not petite, complained that
most stores aimed at women her age stocked clothes designed for larger women, based on
national size averages. "I find that clothes are either too mature or too youthful, although Ann
Taylor Loft might have a few things," she said. "But you don't want to look too matronly."
Continue reading the main story

The new Forth & Towne stores -- 4 more will be opened in malls in the Chicago area
beginning next week, 5 more in 2006 and 20 in 2007 -- represent the first of several retail
spin-offs being developed by fashion companies to cater to older customers. Others include
an unnamed project from American Eagle Outfitters and the Ruehl stores of Abercrombie &
Fitch.
That trend is largely inspired by the success of Chico's, a rare example of a primarily mallbased retailer that has tapped into the boomer market, surpassing $1 billion in sales by
catering to mature women with loose, colorful, easy-to-match separates.
Although baby boomers came of age in the Gap jean jackets and khaki pants, which the chain
has sold since its founding in 1969, they have drifted away from the brand as they have aged.
Susan Benedetto, 47, of Middletown, N.Y., who was shopping at the mall for school supplies
at an Apple store for a son in college, said that she had bought only T-shirts from the Gap in
recent seasons. "Everything is geared toward younger women," she said.
Gary Muto, a 17-year veteran of Gap, who was named president of the Forth & Towne brand
in April, said in an interview that Gap holds 8 percent of the apparel market for shoppers
under 35, compared with 3 percent for shoppers over 35. "They have the highest mean
income and spend the most on apparel, and they are underserved," Mr. Muto said.
It is a generation that encompasses an expansive range of ages, body types and tastes, with
perhaps the only common characteristic being that they are not typically driven by the same
impulses as teenage consumers, the live-or-die pursuit of the latest trend. Forth & Towne is
described by Gap executives as a destination for all women over 35: working women, soccer
moms, grandmothers, suburbanites and city dwellers.
"These women come in all shapes and sizes," Mr. Muto said. "They want stylish clothes that
are age appropriate; they want an easy shopping experience"
When research showed Gap executives that women over 35 cannot be easily categorized
because of their eclectic tastes and lifestyles, the company came up with the idea of stocking
its stores with four different brands, one in each corner, that address different customer
profiles.
Career women who might shop at Ann Taylor or Banana Republic will find similar styles at
the front of the 8,000-square-foot Forth & Towne, under the label Allegory, including $48
purple and pink merino wool sweaters and structured jackets, skirts and coats. A second label,
Vocabulary, is more like Eileen Fisher and Chico's, with forgiving oversized knit sweaters
and a chunky knit flecked oatmeal cardigan at $128.
More casual looks hang in the back of the store, under the name Gap Edition, based on the
company's sportswear classics, including jeans and $98 cotton rain jackets in purple, pink and
khaki. Prize, the trendiest label, includes a pleated black satin skirt with a grosgrain ribbon
waistband, $78, several satin flounce skirts, an $88 plum velvet blazer and a range of lacetrimmed transparent tops.

Austyn Zung, senior vice president for design at Forth & Towne, who formerly worked for
Oscar de la Renta, said that her target customers were so varied that she designed for different
tastes, but with a common fit. Forth & Towne's biggest innovation is to scale its sizing based
on a fit model who is a size 10, rather than the industry standard of 8. Its sizes range from 2
to 20, whereas Gap stocks only to size 16.
Margaret Mager, a managing director of Goldman Sachs, who toured the prototype store
Tuesday during previews for retail analysts and the press, and is also a member of its target
audience, said she was pleased with the selections.
"It is like four stores in one," Ms. Mager said. "Instead of trying to target too narrow a
customer, what they've done is develop a store that has four different ideas that can work for
any one customer, because no one is that narrow in what their needs are. "
Banc of America Securities issued a research report describing the Forth & Towne concept as
novel, "but perhaps uneven."
"We think the collections are a little hit and miss and are likely to take a while to work out the
kinks," the report continued. "Also, with 90 percent of the price points under $100 -- in a
store that includes outerwear and blazers -- not everything may offer the quality the shopper
expects."
Analysts also said that because of the slow introduction of the Gap's latest brand -- in
addition to Gap stores, the company owns Banana Republic and Old Navy -- Forth & Towne
will have little impact on the company's stock, which has fallen about 7 percent this year.
And as an indication of the degree of skepticism that some members of its target audience
hold for the company's approach to mature consumers, a blogger in Chicago noted on April
21, the day Gap disclosed the name of its new chain, that Forth & Towne could be called
F.A.T. for short.
"Let people think what they think," Mr. Muto said. "We believe we have an exciting, unique
concept these women haven't seen before."

MCDONALDS SEES HUGE OPPORTUNITY IN THE COFFEE BUSINESS

November 16, 2013 | About: BKW +0% DNKN +0% MCD +0% SBUX +0% YUM +0%
McDonalds (NYSE:MCD) has some very interesting growth plans for the upcoming year.
The Oak Brook-based company plans to optimize the menu, enrich customer experience and
increase the accessibility of McDonalds outlets. The fast food giant is expected to spend $2.9
- $3.0 billion for its expansion plan and open 1,500 - 1,600 new outlets across the globe. The
company
shall
also
remodel
about
1,000
restaurants.
The quick service restaurant chain recently introduced beverages which include White
Chocolate Mocha and Pumpkin Spice Latte. This directly puts McDonalds in competition
with Starbuckss (NASDAQ:SBUX) and Dunkin Donuts (NASDAQ:DNKN). McDonalds
is now not only restricting itself to fast food and competing with Yum!
Brands (NYSE:YUM) and Burger King (NYSE:BKW). It is also focusing on offering
coffee based drinks to compete with coffee brands in partnership with Kraft. Kraft was earlier
a
distributor
of
Starbucks,
before
their
terms
terminated
in
2011.
There is more that suggests that both Starbucks and Dunkin are going to face increased
competition from the maker of Big Mac. McDonalds is also concentrating on its breakfast
menu,
other
than
just
coffee.
An

opportunity

Don Thompson, the Chief Executive of McDonalds sees huge growth opportunity in both the
coffee and breakfast business. Anyone that stops off to get a cup of coffee anywhere, thats
an opportunity, he said. The potential of coffee business is pretty strong.
Thompson realizes that coffee has the highest growth potential in the global drinks category.
Though several other chains are complaining of a slow moving economy which is affecting
their business growth, Starbucks and Dunkin happens to be those very few outlets witnessing
fair growth. It is quite evident from the 8% same store sales that Starbucks reported in the last
fiscal year. Dunkins sales figure also rose 3.3% in the first nine months of the year in
comparison to McDonalds which witnessed a growth of only 0.2%. Also growth in China,
one of the hot destinations of fast food giants, has slowed down after both Yum! and
McDonalds
suffered
from
the
chicken
supply
issue
last
December.
It is therefore essential for the fast food giant to include other items in the menu. McDonalds
is looking to become a bigger player in the coffee business. Undoubtedly McDonalds would
have to work pretty hard to match up to the level of Starbucks and Dunkin as coffee drinkers
hold better perception for these old coffee players than McDonalds, as per a finding of
YouGov. Globally McDonalds operates around 4,200 McCafes, which are either one section
of the restaurant, or operates as a standalone unit. The company aims to open 350 to 400
McCafes
next
year.

The worlds biggest hamburger chain is experimenting with the sale of McCafe bagged coffee
at supermarkets in 2014 in partnership with Kraft. While McDonalds is trying to diversify
and try coffee, both Starbucks and Dunkin are putting in effort to boost their fast food sales
and increase their afternoon footfall and evening hours as well. To increase sales in the
afternoon, Starbucks recently modified its sandwich and offered new salads and baked items
to attract people during lunch hours. Also the baked offering would attract those who are
conscious of putting on extra kilos and frightened of consuming high calorie burgers.
McDonalds is very hopeful about the coffee business and believes that it would pull up its
sales figure substantially. I believe there would definitely be an overall improvement in store
sales, but how sustainable it would be depends on how people receive McDonalds coffee in
comparison to other coffee makers.

CAMPBELL SOUP BRACING FOR EXTRAORDINARY CHANGE

July 25, 2016 - by Josh Sosland
CAMDEN, N.J. In the face of tectonic generational shifts and a rapidly changing
competitive landscape in the food industry, Campbell Soup Co. is aggressively adapting to
the new food business environment, said Denise Morrison, chairman and chief executive
officer.
During the companys annual investor day July 20, Ms. Morrison offered the kind of
futuristic view, both of Campbell Soup and the food industry, that has become a trademark of
her yearly presentations. She touched on changes at the company and the industry ranging
from the introduction of a yes, yes list of ingredients to recently passed legislation for
G.M.O. labeling.
Over the last several years, Campbell Soup has taken major steps to diversify further away
from its mature soup business, making four major acquisitions Bolthouse Farms, Plum
Organics, Kelsen Group and Garden Fresh Gourmet. The four currently account for $1.2
billion in sales annually (about 15% of the company
total).
Campbell Soup's four major acquisitions
Bolthouse Farms, Plum Organics, Kelsen Group and
Garden Fresh Gourmet account for $1.2 billion in
sales annually.
More importantly, they have provided us with
platforms for growth and value creation, Ms. Morrison said. There are tectonic generational
shifts under way as baby boomers give way to millennials and generation Z as the key
influencers of societal and cultural norms. Thats why were intensely focused on attracting
new consumers to our brands.
Campbell Soup sales were under pressure in the companys most recent quarter, and Ms.
Morrison described a squeeze taking place in the food industry adversely affecting companies
that dont have just the right scale.

Denise Morrison, chairman and C.E.O. of Campbell Soup

Its becoming clear that a new competitive landscape has
developed in the food industry, she said. Big companies are
getting bigger and more global while smaller challengers continue to
fight to undo food. Disruptive business models are emerging at
every step of the value chain.

In this environment growth is elusive for large brands in center of store categories. More
than 70% of the industrys growth will come from small- and mid-size brands. Challenger
brands are winning: they are winning with consumers, and they are winning with retailers. As
a result, traditional retailers are responding in a variety of ways with small format and
neighborhood stores, expanded shelf space for purpose-driven brands and private label
offerings and increased presence in e-commerce. Meanwhile, consumers continue to gravitate
toward value, demonstrated by the explosion of lower price retailers such as dollar stores.
There is an asymmetry in the food industry today with smaller, more nimble competitors
that fly under the radar unless youre paying close attention. And were paying very close
attention.
This attention has been demonstrated with the shifts in Campbell Soups portfolio targeted
with a move toward a stable of smaller purposedriven brands, exemplified by the recent
acquisitions, Ms. Morrison said.
Campbell Soup is taking steps toward "real
food" by shifting its existing portfolio.
With its heritage in soups and vegetable juices,
Campbell Soup brings unique strengths in
vegetable nutrition and a history of making
affordable food, Ms. Morrison said. She said these strengths position Campbell Soup to be a
leader in what she defined as real food:

Real food has roots. It should be made with recognizable, desirable ingredients from
plants or animals.
Real food is prepared with care. It should be responsibly crafted and ethically
sourced and sustainable in its practices that safeguard the natural resources we all share.
Real food should be accessible to all. It should always be delicious, safe and
available at a fair price, all three without compromise.
These are the principles that guide our real food philosophy and to be true to ourselves and
our beliefs we must strive to abide by all of these,
not just those that are convenient, Ms. Morrison
said.

Campbell Soup has committed to go to cagefree eggs by 2025 and has banned routine use of
antibiotics by the companys chicken suppliers.
Steps the company is taking in shifting its existing
portfolio toward real food, include commitments to go to cage-free eggs by 2025, and the
ban of routine use of antibiotics by the companys chicken suppliers.

The company also is introducing its yes, yes list, she said.
Its quite simple: yes to more vegetables and yes to more whole grains, she explained.
Today Campbell products provide more than 11 billion servings of vegetables and 4 billion
servings of whole grains per year to consumers and well continue to find ways to add more
servings across our entire portfolio.
Transparency is the new coin of the realm. We
get it and were doing it.
Two hundred of Campbell Soup's products
contain at least one full serving of vegetables
and 220 are a good source of fiber.
Ms. Morrison noted 200 of the companys
products contain at least one full serving of
vegetables and 220 are a good source of fiber.
A year ago, Campbell Soup launched the whatsinmyfood.com web site for consumers to learn
about the Campbell Soup food and ingredients. The web site was a good first step, Ms.
Morrison said, noting that since then the company became the first major food business to
support mandatory national labeling of food with bioengineered ingredients. She expressed
mixed feelings about legislation recently passed by Congress.
Were pleased to see the recent bipartisan
legislation, she said. Its not perfect, but
we believe its an important step forward. It
avoids the patchwork approach of different
state laws and establishes a national
mandatory labeling solution.
Campbell Soup was the first major food
business to support mandatory national
labeling of food with bioengineered
ingredients.
Additional steps Campbell Soup will take going forward will be the disclosure of supply
chain details for the companys largest ingredients tomatoes, carrots, poultry and wheat.
This means providing visibility throughout the supply chain, including the partners we work
with every day to grow and make our food, Ms. Morrison said. This is part of a longer
journey to engage our suppliers in full sustainability, complete traceability and consistently
ethical sourcing for these signature ingredients.
Lets face it. The truth is non-negotiable.

Ms. Morrison described other ways the

changing world is being incorporated into the
changing business model of Campbell Soup.
For example, digital marketing now accounts
for 35% to 40% of the entire advertising spend
at the company each year, she said.
E-commerce, currently accounts for about
1% of Campbell Soup sales.
Equally important, she said, is growth in e-commerce, which currently accounts for about 1%
of Campbell Soup sales.
Clearly we have runway here, she said. Despite the growth of e-commerce, the brick-andmortar food shopping experience remains very appealing. Many consumers are seeking a
blended approach to food shopping. As part of building our e-commerce muscles well pursue
an omnichannel strategy to make sure our products are within arms reach of our consumers
whether thats on a retailers shelves, a mouse
click away at an on-line store or ordered on a
mobile phone for store pickup.
The company is targeting $2 billion of annual
sales in its Packaged Fresh business by 2020,
and Ms. Morrison and other company
executives cited pending new product
introductions that represent innovativeness that
will be key to success in this effort.
A Bolthouse Farms plant-based alternative milk drink will be on the market shortly.
In its Campbell Fresh division, a Bolthouse Farms plant-based alternative milk drink will be
on the market shortly.
Its made with pea protein that delivers far more protein than other alternative milks, she
said.
In the companys soup business, Campbell is introducing a ready-to-serve clean label soup
called Well Yes.
Designed with our real food philosophy, its made with recognizable and desirable
ingredients like kale, potatoes, tomatoes and quinoa, she said.
In remarks about Campbell Soup financials, Anthony DiSilvestro, senior vice-president and
chief financial officer, offered insights into the growth potential of the fresh foods business as
well as challenges the sector has faced.
Our strategy is to build scale by accelerating organic growth in our existing C.P.G.
categories and expanding into adjacent categories both organically and through external

development as we have done with the acquisition of Garden Fresh Gourmet, he said. Year
to date we have not delivered the expected level of growth in C-Fresh as we faced declines in
our ingredient businesses and experienced a weather-related carrot yield issue in the third
quarter. We expect continued weakness in the fourth quarter due to the recently announced
recall of protein drinks as well as the impact of a major carrot customer moving to a dual
source arrangement
Despite those challenges we remain confident in the growth potential of this business and
expect to deliver improved performance going forward.
Also picking up on some of Ms. Morrisons themes was Mark Alexander, president of
Americas, Simple Meals and Beverages. For example, he elaborated on efforts form the
company to continue its portfolio shift over time.
Over the next three years we plan to invest approximately $50 million to drive this effort,
he said We will continue to evolve existing products and launch new varieties aligned to our
real food philosophy. And well be transparent about our efforts. Today we published the
Campbells real food index, which well use to track our progress.
Planned steps that will improve index scores in coming years include diminishing the use of
monosodium glutamate, removing artificial colors from formulations and B.P.A. from canline, as well as the phasing out of antibiotic-fed chicken.
He cited the newly unveiled soup line, Well Yes, as a challenger brand.
For people who want real food that will positively benefit their well-being, (Well Yes is) a
product that will score 100% on our real food index, he said.He also cited attractive
potential for Plum Organics,
acquired three years ago.
Campbell's new Well Yes
soup will score 100% on the
company's real food index.
During the past 12 months
the organic baby food
category generated $461
million in retail sales and
grew nearly 11%, he said.
Over the same period Plum
grew 25% and delivered $119 million in retail sales, solidifying its position as the leader in
the organic baby food category.
More recently, the company launched an organic infant formula under the Plum brand.
Organic brands are underrepresented in the formula category, he said. And given our
experience in the baby and tots markets we believe there is a great opportunity.

GENERAL ELECTRIC: DIVERSIFICATION, VALUATION, YIELD, AND

GROWTH
Jan. 7.13 | About: General Electric (GE)
Follow(2,152 followers)
Momentum, growth at reasonable price, long-term horizon
Send Message
Momentum at a Reasonable Price
The industrial powerhouse, General Electric (NYSE:GE), is a great diversified combination
of valuation, yield, and growth. GE was one of the 12 original companies on the Dow Jones
Industrial Index. After 116 years, it is the only company remaining on the index. GE is
diversified among six segments: Energy Infrastructure, Aviation, Healthcare, Transportation,
Home and Business Solutions, and GE Capital. The company's current valuation and growth
should allow it to bring its stock to life for the long-term.
Each of the company's segments provides important products and solutions for today's global
economy. The Energy sector produces generators; gas, steam, and wind turbines; nuclear
reactors; oil and gas extraction; water treatment solutions, mining motors, electrical
equipment and more. The Aviation segment produces jet engines and other aerospace
products and services for commercial and military aircraft. GE's Healthcare segment provides
medical diagnostic equipment, disease research, drug discovery, and biopharmaceutical
manufacturing technologies. The Transportation segment offers drive technology for the
railroad, mining, transit, power generation, oil and gas, and marine industries. The Home and
Business segment provides many familiar products that we use in our homes and workplaces
such as: lighting, appliances, plant automation, hardware, and software. Finally, the GE
Capital segment offers a variety of financial products such as loans, leases, fleet management,
credit cards, and other products.
GE Capital is the segment that
gave the company many of its
woes during the financial
crisis. However, with the
economy making incremental
progress, this segment should
improve going forward.
With
improvements in
housing andauto sales, GE
Capital should see increases
for home and auto loans. Also,
the company just announced on Friday January 4, 2013 that GE Capital will serve as
administrative agent on a $400 million asset-based revolving credit facility and as syndication

agent on a $325 million cash flow term loan credit facility for Genesis Healthcare. This
financing was used for Genesis to acquire Sun Healthcare Group.