Travel Medicine and Vaccination Centre – Travel Clinic – 18 travel

#travel centre

Travel Medicine and Vaccination Centre Travel Clinic

18 travel clinics in BC for your travel health vaccination needs. Staffed by travel medicine specialists. Competitive fees convenient travel clinic hours

Travel Health

We care about what happens on your trip. We are committed to providing business and pleasure travellers with the highest level of service and expertise.

The doctors and nurses who work in our travel clinics help travellers venturing to tropical and developing countries. Over the years, we’ve helped more than 200,000 British Columbians enjoy safe and healthy travel. Whether you are cruising foreign ports or trekking in the deepest backcountry, our individualized travel health services provide you with expert advice and guidance geared to your health status and travel itinerary.

TMVC’s travel health professionals:

  • Administer all recommended and required vaccines, including Yellow Fever.
  • Prescribe medications for Malaria, altitude sickness, and traveller’s diarrhea.
  • Provide the information you will need to travel safely, including how to protect yourself from insects and animals that carry diseases, avoid potentially unsanitary food and water, and handle injuries or medical emergencies.

We also provide travel health accessories including mosquito nets, insect repellents, first aid kits, and water purification products.

Workplace Health

Our workplace health solutions support healthy and productive workplaces in businesses across BC. We can provide your business with:

  • A full range of employee health vaccinations, including Tetanus, Hepatitis A, Hepatitis B, and seasonal flu
  • TB skin tests
  • Periodic and pre-placement medical examinations
  • Preventative health and wellness services

More and more businesses are doing business internationally, which means employees have to travel overseas. If your employees have to travel to developing or tropical regions, we can help them to stay healthy. Our corporate travel health services can often be delivered at your company premises and include:

  • Travel consultations.
  • Pre-travel medical examinations.
  • Pre-travel counselling services and immunizations.
  • Travel health and disease prevention seminars.
  • Vaccines and prescriptions.
  • Preparation for high altitude.
  • Medical kits and travel supplies.


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Michael Porter biography – quotes – competitive advantage #michael #porter #competitive


Michael Porter

The power of Michael Porter ’s publications lies in their practical character.

Michael Porter ’s publications provide entrepreneurs with extensive guidelines for obtaining better operating results.

10 famous quotes by Michael Porter

  1. Innovation is the central issue in economic prosperity.
  2. The best CEO s I know are teachers, and at the core of what they teach is strategy.
  3. The essence of strategy is choosing what not to do.
  4. The company without a strategy is willing to try anything.
  5. If all you re trying to do is essentially the same thing as your rivals, then it s unlikely that you ll be very successful.
  6. Finally, strategy must have continuity. It can t be constantly reinvented.
  7. Strategy 101 is about choices: You can t be all things to all people.
  8. The essence of strategy is that you must set limits on what you re trying to accomplish.
  9. Companies operating in urban communities have a tremendous ripple effect.
  10. Good leaders need a positive agenda, not just an agenda of dealing with crisis.

Publications and books by Michael Porter et al.

  • 2011. Creating shared value. Harvard business review, 89(1/2), 62-77.
  • 2011, 1990. Competitive advantage of nations: creating and sustaining superior performance . Simon and Schuster.
  • 2008. On competition . Harvard Business Press.
  • 2008. The five competitive forces that shape strategy. Harvard business review, 86(1), 25-40.
  • 2008. Competitive strategy: Techniques for analyzing industries and competitors . Simon and Schuster.
  • 2006. Redefining health care: creating value-based competition on results . Harvard Business Press.
  • 2003. The Economic Performance of Regions. Journal: Regional Studies REG STUD. vol. 37, no. 6-7, pp. 545-546.
  • 2002. The determinants of national innovative capacity. Journal: Research Policy RES POLICY. vol. 31, no. 6, pp. 899-933.
  • 2002. The competitive advantage of corporate philanthropy. Harvard business review, 80(12), 56-68.
  • 2002. The determinants of national innovative capacity. Research policy, 31(6), 899-933.
  • 2001. Strategy and the Internet. Harvard business review, 79(3), 62-79.
  • 2000. Location, Competition, and Economic Development: Local Clusters in a Global Economy. Journal: Economic Development Quarterly ECON DEV Q, vol. 14, no. 1, pp. 15-34.
  • 1998. Clusters and the new economics of competition (Vol. 76, No. 6, pp. 77-90). Boston: Harvard Business Review .
  • 1998. Clusters and competition: New agendas for companies, governments, and institutions (pp. 197-287). Boston: Harvard Business School Press.
  • 1998, 1985. Competitive advantage: creating and sustaining superior performance . FreePress.
  • 1997. How much does industry matter, really? .
  • 1997. Competitive Strategy. Journal: Measuring Business Excellence. vol. 1, no. 2, pp. 12-17.
  • 1996. What is strategy?. Published November.
  • 1996. Competitive advantage, agglomeration economies, and regional policy. International regional science review, 19(1-2), 85-90.
  • 1995. Green and competitive: ending the stalemate. Reader In Business And The Environment, 61.
  • 1995. Toward a new conception of the environment-competitiveness relationship. The journal of economic perspectives, 97-118.
  • 1995. The competitive advantage of the inner city. The city reader, 274-286.
  • 1994. The Role of Location in Competition. International Journal of The Economics of Business. vol. 1, no. 1, pp. 35-40.
  • 1992. Capital choices: Changing the way America invests in industry. Journal of Applied Corporate Finance, 5(2), 4-16.
  • 1991. Strategy: Seeking and Securing Competitive Advantage . Harvard Business Review Press.
  • 1991. Towards a dynamic theory of strategy. Strategic management journal, 12(S2), 95-117.
  • 1991. Capital disadvantage: America s failing capital investment system. Harvard business review, 70(5), 65-82.
  • 1991. Towards a dynamic theory of strategy. Journal: Strategic Management Journal STRATEG MANAGE J. vol. 12, no. S2, pp. 95-117.
  • 1990. Competitive Advantage of Nations. Journal: Competitive Intelligence Review. vol. 1, no. 1, pp. 14-14.
  • 1987. From competitive advantage to corporate strategy (Vol. 59). Cambridge, MA: Harvard Business Review.
  • 1986. Competition in global industries . Harvard Business Press.
  • 1986. Coalitions and global strategy. Competition in global industries, 1(10), 315-343.
  • 1986. Changing patterns of international competition. Journal: The International Executive, vol. 28, no. 2, pp. 13-14.
  • 1985. How information gives you competitive advantage .
  • 1982. Business policy: Text and cases (p. 7). RD Irwin.
  • 1981. The contributions of industrial organization to strategic management. Academy of management review, 6(4), 609-620.
  • 1980. Competitive Strategy: Techniques for Analyzing Industries and Competitors . Free Press.
  • 1979. The structure within industries and companies performance. The review of economics and statistics, 214-227.
  • 1979. How competitive forces shape strategy (pp. 21-38). Boston: Harvard Business Review.
  • 1985. How Information Gives You Competitive Advantage .
  • 1979. The Structure within Industries and Companies Performance .
  • 1979. How Competitive Forces Shape Strategy . Harvard Business Review.
  • 1977. From entry barriers to mobility barriers: Conjectural decisions and contrived deterrence to new competition. The Quarterly Journal of Economics, 241-261.

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Commercial property insurance policy #cluett, #wholesalers, #insurance, #workers’ #compensation, #worker’s #comp,


From Coast to Coast, the Best in Workers’ Compensation. and More!

Established in 1995, Cluett Commercial Insurance Agency has become one of the nation s leading wholesalers for Workers Compensation Programs. At Cluett, we recognize that our producers need and require much more than Workers’ Compensation Insurance Markets. Cluett has expanded their “Products and Programs” to include Business Owner’s Policy, Commercial General Liability, Property, Commercial Auto, Commercial Umbrella/Excess and Specialty Programs. Through Cluett we offer a wide array of A Rated Insurance Carriers and Special Programs that provide our member agents the assistance to market both their existing client’s as well as their prospects.

Education And Providing Market Availability Is Our Main Focus

Combining both Education and Market Availability is a winning formula and allows our producers to stand out from the competition. We have set up programs that allow our producers to increase their Agency Sales and Grow their Agency Premium Volume. Cluett recognizes that Workers’ Compensation Insurance is a door opener when it comes to writing a NEW Client. There is so much more to Workers’ Compensation than just seeking the lowest class rate. The Workers’ Compensation Insurance Program must be “Controlled” “Managed” and at Cluett, we have designed a Program to do just that.

Products To Help You Stand Out From The Competition

  • Claims Management Program Cluett/Stephenson and Brook
  • Experience Modification Program
  • Employee Safety Awareness Program
  • FlexPay – A New Program designed for All Assigned Risk Policies
  • CmartBooks A New Submission Approach ONLY Available through Cluett
  • Kyrus Mobil A Distracted Driving Program Great Tool for any Client with an Auto Exposure

Why Agents Keep Coming Back To Cluett

  • Competitive Programs
  • Our access to write a broad range of WC Classes and other P C Products
  • Access to over 400 WC class codes; programs start with minimum premiums as low as $300; middle market risks with premiums over $150,000
  • Loss Sensitive Workers Comp Programs; Retrospective Rating Programs; Deductible Programs; Agency Captive Programs
  • Online Agent Site Simple and Quick Submission Process
  • Excellent Carrier Relationships
  • 24 to 48 Hour Quote Response Time
  • Experienced Underwriting Team
  • Tougher to Place Risks
  • High Mod Program


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American Airlines: Focus On Margins Not Competitive Pricing – American Airlines

#airplane flights

American Airlines: Focus On Margins Not Competitive Pricing


American Airlines continues to producing record profits off strong pretax margins.

The analyst community is overly focused on competitive pricing in select routes and not the complete income statement impact.

The legacy airline with the largest capital return remains the most attractive airline to own.

Despite record quarterly profits and substantial stock buybacks, American Airlines (NASDAQ:AAL ) hasn’t seen any stock gains this year. Analysts are highly worried about the competitive pricing environment despite the ability of the airline to produce nearly $2 billion in Q3 profits alone.

In addition, the company finished integration of the reservation system setting the airline up for synergy benefits in 2016 that my previous research recommended as a buy signal for the stock. At $43, American Airlines trades at roughly 6.4x forward earnings leaving one struggling with why the long thesis is so difficult for the market.

Focus On Margins

The earnings call was ripe with analysts gnashing teeth on walk-up ticket prices and the willingness of the airline to compete with ultra-low-cost-carriers like Spirit Airlines (NASDAQ:SAVE ). The odd part of the story is the unwillingness of the market to focus on what ultimately counts: pretax margins.

This exchange on the earnings call particularly highlights the mindset of analysts that doesn’t jive with the bottom line performance:

Yeah. Love to do that. So okay, it’s clear that you guys have concluded that ULCCs are a long-term threat in your market and they need to be dealt with and fine. That’s your decision to make. But how do we know that you guys aren’t totally blowing up yourself in the process of defending them, causing long-term damage on the pricing side while you’re doing what you think you need to do to match them on fares.

. we’re pretty happy with our results so far, in markets where we’ve matched ultra-low-cost carriers, our RASM performance has been the same as it has been in the rest of our domestic system. So we’ve performed just as well. What we’ve done is we’re running much higher load factors, particularly on formerly off-peak flights. We’ve done a really good job so far of directing that traffic to formerly off-peak flights running higher load factors, running lower yields.

But our RASM performance even in the short-term has been equivalent to the RASM performance we’ve had in the rest of the system. And there probably are opportunities to fine-tune it, but that’s normal course of business stuff that we do, and it’s not going to be a meaningful change in terms of the number of seats.

The management team successfully brought the airline out of bankruptcy, completed the merger with U.S. Airways, and integrated the reservation systems without any major mishaps. The market though isn’t willing to reward this management group by only focusing on metrics such as ticket prices for walk-up customers in competitive non-stop routes.

The end result is a stock trading at the lowest PE ratio of the legacy carriers off ultra-low earnings expectations for next year. The airline forecast pretax margins of 12 to 14% for Q4 that American Airlines recently rehashed after releasing the October traffic report .

As a comparison, Delta Air Lines (NYSE:DAL ) forecast margins of 16 to 18%. American still needs to generate more synergies from the merger including the integrated pricing and efficient use of airplanes that will take at least 18 months to fully implement. These synergies will close this gap.

At the same time, investors needs to understand that the impact from Love Field and the additional competition with Spirit Airlines and Southwest Airlines (NYSE:LUV ) is a bigger direct impact to American than the other legacy airlines.

Capital Returns

One of the biggest signs that the airline industry is different this time around is the capital returns to shareholders. All of the legacy airlines are either paying dividends or repurchasing shares or both.

In the case of American Airlines, the company is aggressively repurchasing shares. In fact, the airline has easily spent a larger percentage of the market value on capital returns than the other legacy airlines.

AAL Net Common Payout Yield (NYSE:TTM ) data by YCharts

During Q3, American Airlines repurchased $1.63 billion of stock at an average price of $40.56. The airlines has returned an incredible $2.7 billion to shareholders the first nine of this year alone. Keep in mind that the stock is only valued at roughly $27.4 billion.

The prime example of value is that Delta is only returning roughly 7% of the market cap to shareholders via dividends and stock buybacks. United Airlines (NYSE:UAL ) that completed the merger with Continental years prior to the American Airlines merger is returning less than 4% to shareholders.

With the general perception that the airline sector is extremely cheap, American is the only legacy airline that spent the last year proving that to shareholders. Either the other airlines don’t see the value or the company doesn’t have the money.


The key takeaway is to let analysts focus on pricing competition in a few markets while American Airlines focuses on the long-term value of the stock. The airline continues generating massive profits and substantial margins that feed the capital return programs. The recommendation remains to continue buying alongside the airline with the massive stock buyback program.


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