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From Standard & Poor’s Equity Research

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NEEDHAM CUTS SALARY.COM TO HOLD FROM BUY

Needham analyst Richard Davis says Salary.com (SLRY) posted a “trifecta” of issues for investors to digest: first quarter revenue and EPS miss; guiding down on hiring ramp; naming of third CFO from that time IPO. He notes value is based on projected growth of specie flow and confidence in those estimates.

Davis says by this news, both metrics worsened. He says he didn’t foresee the veer from what he thought was a compelling low require to be paid of distribution and in a great degree focused model. He believes the company’s decision to build an HR management system platform to compete with a half dozen wide firms in the face of a slowing economy could give a good interest off handsomely, or it could subsist a mischance.

He widens $0.14 financial year 2009 (March) loss set a value on to $0.80 overthrow.

CARIS DOWNGRADES BROCADE COMMUNICATIONS TO AVERAGE FROM BUY

Caris algebraist Shebly Seyrafi says the downgrade of Brocade Communications Systems (BRCD) is based on subdued guidance and limited upside to stock. Seyrafi notes the company had a good quarter, but guided for third quarter reward decline, noting macro concerns.

Seyrafi says growth in stick segment, which restrain provides the majority of the company’s total revenue, has been weak. He notes the company sees $0.13-$0.14 third quarter EPS, compared to his and Street’s $0.14 estimate.

The analyst thinks BRCD’s rather subdued outlook, level with its product cycle, is an incremental negative despite Emulex (ELX) and QLogic (QLGC). He notes the shares recently made a strong move and now have more limited upside.

Seyrafi sees $0.61 fiscal year 2008 (October) EPS and $0.63 for fiscal year 2009.

SUSQUEHANNA NOTES EARNINGS MISS FOR YUCHENG TECHNOLOGIES

Susquehanna analyst James Friedman says Yucheng Technologies Ltd. (YTEC) reported significant upside to revenue ($16 million, vs. his $11.1 million estimate), but aggressive roll-out of China merchant credit card (POS) systems caused minor miss in EPS ($0.09 vs. his $0.10 estimate).

Friedman says while gross profits of $5.1 million beat his $3.7 million estimate, these more than exhausted by dint of. POS initiatives, causing 164% spike in SG&A year-over-year to $3.7 million; consequently, $1.05 very great number operating reward missed his $1.8 million est. But he says depending steady growth rate, he estimates POS can generate as much of the same kind with $0.20 of recurring annual EPS from beginning to end allotted period.

He believes creation of credit in China is a worthy investment and reiterates positive rating. He maintains $0.84 2008 EPS estimate and 20 price target.

LOS ANGELES A federal leading jury on Thursday indicted a Missouri woman for her alleged role in perpetrating a MySpace online hoax on a 13-year-old neighbor girl who committed suicide.

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Lori Drew of suburban St. Louis was charged by one estimate of cabal and three counts of accessing protected computers without authorization to obtain information to inflict emotional torture attached the girl.

Drew allegedly helped create a false-identity MySpace account to contact Megan Meier, who thought she was chatting with a 16-year-old boy named “Josh Evans.”

Megan hanged herself at home in October 2006 after receiving cruel messages, including single stating the cosmos would be better right side without her.

Drew has denied creating the account and sending messages to Megan.

MySpace, a civic networking site, is based in Beverly Hills. The indictment noted that computer servers are located in Los Angeles County.

Due to juvenile privacy rules, the indictment refers to the girl during the time that M.T.M., the U.S. attorney’s office declared.

The conspiracy think carries a maximum penalty of five years in federal prison. Each count of accessing protected computers carries a maximum possible penalty of five years in prison.

Last month, 19-year-old Ashley Grills, an employee of Drew, told ABC’s “Good Morning America” she created the false MySpace profile, but said Drew wrote more of the messages to Megan.

Grills also claimed Drew suggested talking to Megan via the Internet to find loudly which Megan was saying about her daughter, who was a author friend.

Grills also said she wrote the message to Megan about the world being a better place exclusively of her. The message was supposed to end the online relationship with “Josh” because Grills felt the joke had gone too far.

“I was trying to get her angry so she would leave him alone and I could get dispose of of the whole MySpace,” Grills told the morning show.

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NEW YORK — CBS is acquiring a big online reach through its acquisition of CNet Networks but that also a company that’s faced heavy criticism from investors. Those concerns as spring as the hefty $1.8 billion estimation tag helped send CBS’s shares down afterwards the deal was announced Thursday.

Like other media companies, CBS has been working quickly to expand its online audience as more viewers and advertisers go in that place. Speaking put on a conference call by reporters Thursday, CBS Chief Executive Leslie Moonves said CNet’s 54 million unique users per month would offer CBS into the top 10 online-audience companies in the U.S.

CNet was each early player in the dot-com booming and survived the subsequent crash with a steady focus on technology news, reviews and entertainment with sites that include ZDNet, GameSpot.com and mp3.com. It also owns the highly valuable Internet domains names TV.com, Radio.com and News.com — names that would have clear associations with CBS’s television, radio and advice businesses.

But its log, which once traded as high as $79 during the bubble, has slumped extremely the latest two years, leading to each investor rebellion that was gathering effluvium condign as the CBS deal was announced.

The $11.50 per-share price CBS is paying represents a huge premium of 45 percent over CNet’s stock price the day before.

Moonves predicted that the combined online revenues of CNet and CBS’s own online properties would reach $1 billion by means of 2010 or 2011. Last year CNet alone well-informed revenue of just over $400 million.

CNet investors cheered the deal, sending the company’s shares up $3.46, or 43.5 percent, to close at $11.41. CBS shareholders were in a less degree optimistic, and pushed that company’s shares down 59 cents, or 2.4 percent, to $24.23. Citigroup algebraist Jason Bazinet said in a note that the “pricing risk is high” for CBS.

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As Bill Gates hobnobbed with the chief executives invited to his CEO Summit yesterday, their spouses were getting a personal cooking rebuke with Seattle restaurateur and chef Tom Douglas, according to a source familiar with planning for the hush-hush Microsoft event.

Updated, 5:43 p.m.: After the jump, details on a Douglas-led tour of Pike Place Market and what was on the lunchtime menu.

This person asked not to be named considered in the state of activities surrounding the CEO Summit are kept secret by Microsoft to protect attendee privacy.

I left a communication through Tom Douglas Restaurants seeking more details, but haven’t heard back yet. I’ll update if I swindle.

In past years, the spouses have been treated to tours of Dale Chihuly’s studios and private concerts at Benaroya Hall.

The part said the spouses were in like manner given gifts including signed Tom Douglas cookbooks and locally made glassybaby light holders.

The CEOs themselves were given three books including preview copies of Thomas Friedman’s forthcoming “Hot, Flat, and Crowded: Why We Need a Green Revolution–and How It Can Renew America.” Not surprising considering Friedman attended the event and was interviewed by Charlie Rose during the opening dinner Tuesday at the Fairmont Olympic Hotel.

Microsoft too planned to give the attendees digital picture frames and photos from the event, that concludes today.

Update: Robyn Wolfe through Tom Douglas Restaurants shared some additional detail about the CEO spouses’ excursion Wednesday.

It started with a guided tour of Pike Place Market. Tom Douglas and other members of his staff took atomic groups to a series of tastings: olive oil at DeLaurenti, Washington wine at Pike & Western, coffee at Starbucks, cheese and then mac and cheese at Beecher’s — “So we all gained five pounds there,” aforesaid Wolfe. They hit other market destinations including Sur La Table and the Pike Place Fish Market.

The groups reconvened at the Palace Ballroom, where Douglas gave a cooking demonstration as the spouses ate and watched and occasionally helped out. The Market Tour menu, including Washington wines:

Appetizers to Start Gouger with Tarragon Mousse Sage Potato Toast, Beecher’s Flagship Local Spot Prawns, Brown Butter and Thyme

Chateau Ste. Michelle Frizzante, Columbia Valley, WA 2006 Columbia Crest Grand Estates Sauvignon Blanc, Columbia Valley, WA 2000 Columbia Crest Grand Estates Syrah, Columbia Valley, WA

Salad Course Cold Smoked Beef Tenderloin, Lemon Oil, Mache and Rye Croutons

2006 McKinley Springs Rose, Washington

Entree Course Riesling Braised Halibut with Spring Vegetables and New Potatoes

2006 Long Shadows Poet’s Leap Riesling, Walla Walla, WA

Dessert Course Strawberry Marmalade Tart, Cardamom Whip

More Chateau Ste. Michelle Frizzante

Original passage: http://blog.seattletimes.nwsource.com/techtracks/2008/05/gossip_microsoft_ceo_summit_spouses_cooking_with_t.html

The British retailer makes its biggest acquisition ever, paying $1.86 billion for Korean discount chain, Homever

by Rupert Walker

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In its biggest ever takeover, Tesco announced yesterday that it volition pay W1.95 trillion ($1.86 billion) in coin for Homever’s 36 discount stores owned by Korean fashion retailer E-Land Group.

Tesco, which also agreed to take responsibility for Homever’s debt, did not use a bank advisor, though E-Land was advised through Citi.

The purchase is being made through the UK retail giant’s South Korean unit, Home Plus, which already operates discount stores in a disjoint venture by Samsung Group (Tesco has a 95% share of the JV) and is the second largest discounter in Korea. The deal will abet it compete with Shinsegae and Lotte Shopping in Asia’s fourth-largest economy, by doubling the number of supplies that Tesco has in Seoul. According to the company, 20 of the hypermarkets covered by the deal are in the Greater Seoul and Gyeonggi metropolitan area.

The transaction brings to some expiration every unhappy association between E-Land and Homever. E-Land bought Korea’s fourth biggest discounter back in 2006 from French retailer Carrefour since $1.85 billion, but it posted a W200 billion net loss last year. E-Land had re-designed the unpopular warehouse-style supplies and given them a new stain name. But labour unrest over contract workers disrupted operations at some of its outlets and created a public relations blow. European private equity fund Permira came to the rescue earlier this month, agreeing to interrogate W400 billion into the ailing subsidiary—although that deal will things being so not take place.

Earlier in the week, rumours had circulated that Tesco might pay as much a W2.3 trillion for the supplies, time the shares of competitor companies malicious sharply. Nevertheless, the transaction marks the biggest inbound cross-border M&A extent in Korea so far this year and the eighth largest ever. It pushes Korean inbound cross-border volume to $2.8 billion from 22 deals, up 48% from the same sentence last year, according to data-provider, Dealogic. It is in addition the second largest Korean M&A deal this year, appropriate in the rear Eugene Group’s purchase of Himart from Affinity Equity Partners for W1.95 trillion, which was completed at the end of January.

Tesco entered Korea in 1999 and the country is now its most profitable overseas emporium. The company is continuing to expand outside the UK as profits from its limited market, in which it is in the ascendant, come under pressure as consumer spending falls, and also as the government threatens to restrict further domestic expansion. But it is one of the few foreign companies in the sector to stay in Korea, let by one’s self increase. Carrefour and Walmart, for instance, have already given up competing with market chief E-mart, which is owned by Shinsegae, and decided to converging-point on China in place.

Her Presidential primary campaign owes some $20 true great number. If Hillary in the end loses, the fountain-head. origin of funds she’ll use to pay the debt is unknown

by Jane Sasseen

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Think of it during the time that Hillary Clinton’s own personal credit crisis: With her Presidential prospects fading fast, her one time over-powering fundraising machine has stalled out. That’s left the senator from New York racking up debt almost taken in the character of fast as rival Barack Obama is piling on the superdelegates, even as questions have grown about how she’ll be able to pay it all back.

On the edge of the West Virginia main, campaign officials conceded that she’s before that time some $20 million in the red. And conscientious as her lusty showing in that state has done moderate to alter the delegate math that favors Obama, the math Clinton faces put on the circulating medium side will likely increase worse the longer she corsets in the race. "By continuing to incur costs level in the same manner with her funding falls right side, she’s probably digging herself a bigger concavity," says Jan Witold Baran, a specialist in campaign finance law with the law firm of Wiley Rein.

Whatever the final tally, Clinton’s debt already far exceeds the level typically seen at the end of a campaign. With the exception of multimillionaires such as Mitt Romney and Steve Forbes, who always intended to finance their own quixotic runs at the White House out of their confess pockets, most candidates are catachrestic to wind up their campaigns when they loss of innocence a few million into the red. By tapping into her own fortune—the Clintons have earned $109 million since Bill left charge, and Hillary has lent her campaign $11.4 million in recent months—she has been able to hang on remoter longer. The rest of the debt is owed to a huge array of consultants and vendors—everything from the $4.8 million she owed pollster Mark Penn’s firm at the extremity of March to a small in number hundred dollars for equipment rental in sundry cities.

All of which raises a big verbal contest: If Clinton ultimately is defeated by Obama, where will the money come from to pay opposite those debts?

She can’t just walk away from the obligations, other than the money she lent herself. Even if the many political consultants and operatives who depend on campaigns were willing to divide her a bestow, knowing there will be more be in action to come in a future election, that would be considered an illegal campaign donation. And as long as she can certainly continue to hold fundraisers for months and even years to come, as many indebted candidates do after loss a race, Clinton will have to find a slew of new donors who haven’t already given her the maximum $2,300 that an particular can bestow a candidate in the primary.

That will be hard to manage, but not impossible: Presidential candidate or not, Clinton order remain a very powerful form in Washington who may one day bring for President another time. "It’s hard to imagine donors be disposed be skinflints towards a session senator with political legs," says Sheila Krumholz, the executive director of the Center for Responsive Politics. "People don’t want to injure by fire bridges."

Still, that approach is credible to bring in only so much; all told, Clinton would need well-nigh 9,000 new donors at $2,300 a pop to gibe the slate clean. And it would do little to resolve her most urgent problem: If she wants her campaign to pay her back the $11 million she has lent it, the campaign has to come up with the money to reimburse her by the time the Democratic meeting. is held in after the proper time August. Thanks to a change in campaign monetary theory laws, candidates can only fully reimburse themselves for any personal money they’ve lent their campaigns until the end of a race; after that, they are limited to reimbursements of $250,000. In Clinton’s case, the repayment clock would stop when Obama officially receives the party’s nomination.

Some campaign finance specialists believe Clinton may have one legal manuever open to her to get around tough funding restrictions. As of Mar. 31, her campaign had $23 the masses in hand to spend adhering the general election, much of it from donors who’ve given the $2,300 maximum concerning the primaries as well as another $2,300 for the fall general election campaign.

A immerse in first-quarter profits. won’t hold back the Dutch photolithography gear maker, which self-reliance roll out new technology to produce equal finer circuits

by Jennifer Fishbein

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It may come as a surprise that a small Dutch company provides the lifeblood of computers, cell phones, DVD players, household attachments, and scores of other high-tech products. But Veldhoven-based ASML Holding (ASML) does exactly that. The leading producer of photolithography equipment for the semiconductor industry, ASML counts among its clients the biggest names in chipmaking, including Intel (INTC) and Samsung Electronics.

Last year, ASML’s sales increased 5.9% over 2006, to greater amount of than €3.8 billion ($6 billion), and net profits grew faster, up 10% to €688 the masses ($1 billion). But the relating to housekeeping slowdown in the U.S. and in many is now forcing some customers to trim capital spending, says ASML’s director of place of traffic intelligence, Antonio Mesquida Küsters. The primitive quarter of 2008 proverb a 3% year-on-year decline in revenues, to €920 million ($1.43 billion), and a 5% fall in profits, to €145 million ($226 million). ASML’s New York-traded shares are down 5.7% year to date, granting at $29.61 on May 7, they’ve rebounded sharply from a low of $21.84 set on Mar. 17.

The tough times likely won’t keep ASML from growing its 65% market share to 80% by 2010, predicts Didier Scemama, a London-based algebraist at brokerage ABN Amro. Key to the company’s success is its baptism by dipping lithography systems, that use water to make shrill the images imprinted onto silicon wafers—similarly to how liquid on the surface of the human eye helps project images onto the retina. The technique be able to produce chip circuits 40-nanometers squab, less than one-thousand the width of a human hair. This year, ASML expects to betray 60 such systems, which are essential to structure next-generation microchips, at a cost of up to €34 million ($53 million) for each.

Next up for this European pioneer in chipmaking gear is the shift to so-called "extreme ultraviolet lithography," or EUV, which uses shorter wavelengths of unburdened to produce on the same level finer circuits. Employing mirrors instead of lenses—in effect, tracing circuit paths expressly into the substrate instead of projecting an image of them onto the chip exterior via lithography—EUV will allow chipmakers to produce features only 10 nanometers in size.

Two of the company’s EUV prototypes are in use—one at IMEC, a nanotechnology research center in Leuven, Belgium, and another at Albany NanoTech at SUNY Albany. ASML’s Küsters expects the machines to go into production in 2012. In the race to innovate ahead of its closest rivals, Nikon and Canon (CAJ), ASML is continuing to bet heavily on cutting-edge technology. "It’s an arms race, and ASML is the weapons leader," says ABN analyst Scemama. And also a top European performer.

Other enterprises can benefit by borrowing strategies from these companies that have existence favored with prospered generation hinder generation

by Stacy Perman

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In 2000, a few members of the Lyman race moved out of its capacious ancestral home. Though the house, set adhering a sprawling cultivate in Middlefield, Conn., had been inhabited by Lymans since its configuration in 1785, it was feeling likewise big for them. Two years later, the 180-member family decided to turn the homestead into an event space conducive to weddings and other occasions. It was the latest in a series of business decisions that have kept the family craft fortunate for over 200 years.

Today, the event space is one of multiple businesses spun out of Lyman Orchards, including two golf menstrual discharge, a line of baked goods, and Connecticut’s largest indoor farm market. The farm, operated by means of eight generations of Lymans, sits on 1,100 acres and earned $10 million in revenue in 2007. "I think obviously it’s unusual for a family business to last as long as us," says John Lyman, Orchards’ executive vice-president.

Indeed, according to the Family Firm Institute, a research group in Boston, solitary 30% of family-owned businesses structure it to the second generation, 10% to the third generation, and 3% to the fourth. While entirely enterprises are susceptible to failure, unmindful of ownership, household businesses contend with some rare issues (BusinessWeek.com, 9/26/07), such as managing line of descendants, going public, bringing in outside board members and other executives, and agreement products or services relevant through the generations.

While the odds are indeed stacked in expectation of family-owned businesses being operated by continuous generations of family members, there are examples of companies that wish remained family-controlled and successful through time. Kongo Gumi (BusinessWeek.com, 4/16/07), a Japanese construction company that began in the year 578 lasted for 14 generations until 2006. The Marinelli family of Agnone, Italy, has been making bells in its foundry since around the year 1000. The Loane Bros. started in 1815 as a maker of canvas sails on Baltimore’s Bowley’s Wharf for the famous Baltimore clipper ships in 1815. When the steamship made sails obsolete, Loane shifted the joint concern’s focus to manufacturing awnings. Today’s sixth generation continues to produce awnings and also makes event tents.

While the statistics put on’t encourage family ownership over the long haul, those companies that have threadbare the odds describe a consecrated wafer of things that have contributed to their success. According to William O’Hara, the executive director of the Institute for Family Enterprise at Bryant University in Rhode Island, the biggest mistake that most family businesses make is not planning for the future. "The companies that have trouble are those that don’t take care ahead, whether about succession or future products," he says. Regarding the happy not many that do make it, O’Hara says, "Those that esteem been around for centuries deal in products that respond to full of fellow-feeling indispensably."

According to John Lyman, the key to his household’s 265 years of success has been remaining tied to the land since well as continuously diversifying offerings. The head of the family’s third generation, Charles Elihu Lyman, introduced non-agricultural products such as spring lambs and dairy human trash, and began selling hay for local livestock. He is also credited with introducing peaches as a major crop in Connecticut.

In the 1930s, the family began promoting Lyman Orchards as a recreational family destination, through the launch of the Apple Blossom Festival. "To bar relevant in the place of traffic you have to change," says John Lyman. "We are constantly looking for new opportunities. We’ve tried to have existence open to new ideas. We are not heavy risk-takers, but we put to the test not to be afraid of taking risks, too."

Luz II has raised $115 million from the likes of Google and BP to send away in haste the lying-in of electricity generated through solar-thermal plants

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Getty Images

by Jennifer L. Schenker

A conference organized by Israeli President Shimon Peres to mark the rude’s 60th anniversary kicked off May 13 with a showcase of 60 pioneering Israeli firms that have the potential to shake up medicine, biotech, clean energy, transportation, information technology, and communications. Among them was Luz II, a Jerusalem thermal solar energy company with more than one reason to celebrate its newfound recognition.

Early the next epoch, Luz II announced it had raised $115 the multitude in financing from a high-profile group of investors including Google.org—the philanthropy offset of Internet giant Google (GOOG)—and Black River Asset Management, each asset management unit of agricultural giant Cargill. Also participating in the funding are the investment arms of couple major oil companies, BP (BP) Alternative Energy and StatoilHydro Venture.

All of Luz II’s preceding investors also kicked in to the latest round, including the Chevron Technology Ventures unit of Chevron (CVX), Silicon Valley venture firm Draper Fisher Jurvetson, Morgan Stanley (MS), and DBL Investors, a anterior unit of JP Morgan (JPM), bringing the company’s total funding to age to more than $160 million.

The starting anew investment round comes on the heels of a huge deal signed in March betwixt Luz II’s parent company, Oakland (Calif.) BrightSource Energy, and utility giant Pacific Gas & Electric (PCG) that calls for Luz II to make provision PG&E with up to 900 megawatts of solar electricity, unit of the largest such contracts ever awarded. Unlike photovoltaic systems that change the heart of sunlight directly into electricity, Luz II’s thermal solar classification use concentrated heat from the light to drive turbines that produce rule.

Luz II is currently developing a number of thermal solar plants in Southern California’s Mojave Desert, with construction of the first complaisance set to spasm in 2009. The new funding should hindrance the startup accelerate delivery of utility-grade ability at a time when many power companies are searching for reliable sources of renewable energy. "Our technology will change the way utilities generate electricity," promises Arnold Goldman, the U.S.-born chairman and founder of both Brightsource Energy and Luz II, and an attendee at the Jerusalem conference.

Luz II’s big news underscores the expansion to which warm solar energy is fast becoming one of the hottest renewable energy bets for investors. Some experts go as far as predicting that over 90% of the U.S.’s electrical needs someday could exist met by solar hot power—including even powering fleets of electric cars.

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MOSCOW

According to one translation, in an attempt to try to persuade Putin to be connected with sanctions against Iran, the White House signed the Russian-American agreement upon the peaceful uses of nuclear energy, the longtime dream of Russian nuclear-fuel exporters giving them the upright to directly export low-enriched uranium to the United States without intermediaries.

Under another version, Putin decided to spare Medvedev from making the unpleasant but requisite decision.

It would have existence surprising if Russia, which co-authored and voted for the U.N. sanctions, had not joined their enforcement.

Before signing the order pretty soon before Medvedev’s installation, Putin had instructed Valentin Sobolev, acting writing-desk of the Russian Security Council, to tell President Mahmoud Ahmadinejad during his visit to Tehran that Russia would wait committed to the principles of its relations with Iran, and that its policy does not depend on the man in power.

This secured the continuity of Russia’s policy regarding Iran subordinate to the modern president. Happy with the news, Ahmadinejad asked Sobolev to devise his greetings to Putin and Medvedev.

Iranian Ambassador to Russia Gholamreza Ansari said, with good reason, that Putin’s rule was a golden period in Russian-Iranian relations. During it, the two countries signed a trade and economic cooperation agreement for 10 years, but also though it has not even been halfway implemented because of Iran’s passivity.

Putin was also instrumental in the Bushehr nuclear sway plant project, inasmuch as he convinced Iran to agree to return used nuclear fuel to Russia and presage a supplementary protocol to the Nuclear Non-Proliferation Treaty. This has alleviated some international concerns more than the Bushehr plant and allowed Iran to without fault its construction.

Putin also proposed setting up an international uranium-enrichment center in Russia, which Iran would be able to use. This idea allowed International Atomic Energy Agency experts and international negotiators to convince Iran to postpone, if not terminate, its uranium-enrichment project, and also offered a chance for a diplomatic resolution to Iran’s nuclear problem.

And final, Iran has greatly enhanced its status in Central Asia by receiving observer status in the Shanghai Cooperation Organization and becoming a prominent candidate for membership in that regional body. Thanks to Moscow, Iran is now involved in multitude Central Asian projects, including in Afghanistan.

In addition, Iran is also Russia’s strategic partner in such crucial regions for the Caucasus, the Caspian and Central Asia, as well as in the activity and gas spheres. Russian and Iranian interests do not clash there, but fulfilment each other under all development scenarios. Such partners are worth their weight in gold.

The above are assured elements in Russian-Iranian relations, which the administration of the new Russian president will use to impel on the predecessor’s policy. But they cannot safeguard the two countries from problems

Tehran seems to have being speculating on Moscow’s desire to solve its nuclear problem diplomatically. It knows that the U.N. sanctions co-authored by dint of. Russia have power to be easily neutralized by the bale of dogmatic proposals on Iran, drafted at the solicitousness of Moscow.

But it is not unmixed why Tehran prefers not to notice that each new Security Council courage makes the space for solving its problem diplomatically much smaller.

The new Kremlin administration may advance new demands to Tehran touching its nuclear program, and not because the repaired president will make different Russia’s policy. By refusing to resume negotiations on U.N. conditions, Tehran is paving the way for the only possible solution

Iran’s nuclear program is not the only headache because the between nations community, including Moscow. Other problems are Iran’s missive program, its anti-Israeli rhetoric, and its questionable stance regarding the Arab-Israeli problem.

Despite all of this, Tehran still hopes that Russia’s third president, Dmitry Medvedev, be disposed carry on Putin’s policy regarding Iran. And he is likely to do this, in certain mutual commitments.

http://en.rian.ru/). The opinions expressed in this article are those of the author and may not necessarily represent those of RIA Novosti.