- Sales and earnings increased across all major brands and operating groups in the first half of 2016. Total sales were up 8.6% and earnings before interest and tax were up 14.9%.
- Retail sales grew strongly, particularly for the Bonds and Sheridan brands. Bonds retail comp store sales increased 22% and Sheridan's increased 9%.
- Wholesale sales were flat overall, though the company is focusing on partnerships with key wholesale customers and international expansion of key brands.
- The company expects full year 2016 EBIT to be between $73-75 million and reinstated dividend payments at a 60% payout ratio.
Nestle Purina PetCare is a global leader in pet food and pet care products. It is a subsidiary of Nestle SA and had global retail sales of $14.1 billion in 2010. The document provides information on Nestle Purina's market share, brands, manufacturing and distribution footprint, financial performance, and strategies. It recommends establishing a manufacturing facility in Latvia by 2017 to increase profitability by 8% and expanding into new markets in Europe and Asia by 2015 to increase sales by 4.5%.
François-Xavier Roger, CFO of Nestlé, discusses the company's focus on sustainability leadership and creating shared value. Nestlé has a proven track record of margin improvement and cost savings over the past 4 years. Sustainability investments of CHF 3.2 billion from 2020-2025 are expected to be earnings-neutral through a similar resource generation model. Sustainability is integral to Nestlé's growth strategy and consumer expectations, including increasing investments in climate action, sustainable packaging, and plant-based products.
- The Company (Celsius) is significantly outpacing category growth in the convenience channel, growing 44% YoY compared to the category growth of 4%.
- Though Celsius has only 15% of total sales volume (ACV), it is ranked as the 11th top brand with over 200 brands in the category.
- Celsius saw record quarterly revenue in Q3 2020 of $80 million, up 80% year-over-year, marking its 7th consecutive quarter of growth in North America.
MC Group reported its first quarter 2017 results, with sales revenue growing 7% year-over-year to 1.22 billion THB. Gross profit increased 5% to 624 million THB despite lower gross margins from apparel promotions. Net profit grew 14% to 232 million THB, with earnings per share of 0.29 THB. For 2017, MC Group revised its sales growth guidance downward to 10% from a previous range of 12-15% due to soft consumer spending in the first quarter, but maintained its other financial targets.
Mondelēz International is focused on delivering strong shareholder returns through leveraging unique assets, cost reduction initiatives, and generating strong cash flow. The company is a global snacks powerhouse with leading brands in biscuits, chocolate, gum, and candy. It has an advantaged global footprint, with emerging markets representing 38% of revenues. Mondelēz will continue to focus on snacks, reduce supply chain and overhead costs, and invest in brands, innovation, and routes to market.
The Procter & Gamble Company Full Report (1)Mozika Maloba
P&G is restructuring its business to focus on 10 core brands that account for 85% of sales and 95% of profits. It is cutting costs by streamlining operations and reducing the number of agency relationships. This will improve margins while funds are reinvested in innovation. P&G is also rebranding its beauty segment, which accounts for 40% of profits, by focusing on key brands like Olay, Pantene, and Head & Shoulders that have growth potential. A risk is P&G's declining market share over the past 16 quarters and lower organic sales volumes.
Cases in Business Transformation - Retail, CarrefourREV Partners
Carrefour is one of the world's largest food retailers that operates over 12,000 stores across 30 countries. In 2018, Carrefour launched a multi-year transformation plan focused on four key pillars: simplifying the organization, improving productivity, creating an omni-channel shopping experience, and increasing access to healthy foods. Early results indicate the plan is driving sales growth and accelerating profit improvements through cost reductions and investments in higher-growth areas like convenience stores and online shopping.
Danone implemented the RESPECT program to evaluate and develop its supply base in a sustainable way. The program helps identify risks in the supply chain and ensures suppliers follow Danone's social principles. It involves registering suppliers on the SEDEX platform to share information and conduct audits. This allows Danone to build strategic relationships with conforming suppliers and improve their performance through corrective action plans. While initial challenges involved supplier and internal engagement, the program now strengthens relationships and transparency within the supply chain. The RESPECT program supports Danone's dual economic and social mission and aligns purchasing activities with its sustainability strategy.
Nestle Purina PetCare is a global leader in pet food and pet care products. It is a subsidiary of Nestle SA and had global retail sales of $14.1 billion in 2010. The document provides information on Nestle Purina's market share, brands, manufacturing and distribution footprint, financial performance, and strategies. It recommends establishing a manufacturing facility in Latvia by 2017 to increase profitability by 8% and expanding into new markets in Europe and Asia by 2015 to increase sales by 4.5%.
François-Xavier Roger, CFO of Nestlé, discusses the company's focus on sustainability leadership and creating shared value. Nestlé has a proven track record of margin improvement and cost savings over the past 4 years. Sustainability investments of CHF 3.2 billion from 2020-2025 are expected to be earnings-neutral through a similar resource generation model. Sustainability is integral to Nestlé's growth strategy and consumer expectations, including increasing investments in climate action, sustainable packaging, and plant-based products.
- The Company (Celsius) is significantly outpacing category growth in the convenience channel, growing 44% YoY compared to the category growth of 4%.
- Though Celsius has only 15% of total sales volume (ACV), it is ranked as the 11th top brand with over 200 brands in the category.
- Celsius saw record quarterly revenue in Q3 2020 of $80 million, up 80% year-over-year, marking its 7th consecutive quarter of growth in North America.
MC Group reported its first quarter 2017 results, with sales revenue growing 7% year-over-year to 1.22 billion THB. Gross profit increased 5% to 624 million THB despite lower gross margins from apparel promotions. Net profit grew 14% to 232 million THB, with earnings per share of 0.29 THB. For 2017, MC Group revised its sales growth guidance downward to 10% from a previous range of 12-15% due to soft consumer spending in the first quarter, but maintained its other financial targets.
Mondelēz International is focused on delivering strong shareholder returns through leveraging unique assets, cost reduction initiatives, and generating strong cash flow. The company is a global snacks powerhouse with leading brands in biscuits, chocolate, gum, and candy. It has an advantaged global footprint, with emerging markets representing 38% of revenues. Mondelēz will continue to focus on snacks, reduce supply chain and overhead costs, and invest in brands, innovation, and routes to market.
The Procter & Gamble Company Full Report (1)Mozika Maloba
P&G is restructuring its business to focus on 10 core brands that account for 85% of sales and 95% of profits. It is cutting costs by streamlining operations and reducing the number of agency relationships. This will improve margins while funds are reinvested in innovation. P&G is also rebranding its beauty segment, which accounts for 40% of profits, by focusing on key brands like Olay, Pantene, and Head & Shoulders that have growth potential. A risk is P&G's declining market share over the past 16 quarters and lower organic sales volumes.
Cases in Business Transformation - Retail, CarrefourREV Partners
Carrefour is one of the world's largest food retailers that operates over 12,000 stores across 30 countries. In 2018, Carrefour launched a multi-year transformation plan focused on four key pillars: simplifying the organization, improving productivity, creating an omni-channel shopping experience, and increasing access to healthy foods. Early results indicate the plan is driving sales growth and accelerating profit improvements through cost reductions and investments in higher-growth areas like convenience stores and online shopping.
Danone implemented the RESPECT program to evaluate and develop its supply base in a sustainable way. The program helps identify risks in the supply chain and ensures suppliers follow Danone's social principles. It involves registering suppliers on the SEDEX platform to share information and conduct audits. This allows Danone to build strategic relationships with conforming suppliers and improve their performance through corrective action plans. While initial challenges involved supplier and internal engagement, the program now strengthens relationships and transparency within the supply chain. The RESPECT program supports Danone's dual economic and social mission and aligns purchasing activities with its sustainability strategy.
- In fiscal 2004, SUPERVALU reported sales of $20.2 billion and net earnings of $280 million. It achieved its lowest debt-to-capital ratio in over a decade and return on invested capital of 14.1%.
- Key accomplishments included strong comparable store sales growth across its retail banners and completing work to accelerate growth at its Save-A-Lot format, including converting stores and opening 75 new stores.
- In distribution, it took steps to improve capacity utilization rates and implement efficiency initiatives while expanding its non-asset based logistics platform.
This is a HBS case study about P&G's new product launching strategy. In this case I am responsible for survey data analysis and project financial analysis.
Procter & Gamble Earnings Per Share Increase 16 Percent For Quarterfinance3
Procter & Gamble reported a 16% increase in earnings per share for the July-September quarter. Sales increased 13% to $13.74 billion, with all regions growing sales at or above long-term targets. Unit volume grew 12% globally, led by a over 20% increase in developing markets. Diluted earnings per share were $0.73, up from $0.63 the previous year. The company expects earnings per share growth to continue for the fiscal year despite rising costs.
Gregg Engles, Chairman and CEO of WhiteWave Foods, presented at the CAGNY2014 conference. He discussed WhiteWave's mission of changing the way the world eats for the better through convenient, flavorful, nutritious, and responsibly produced food and beverage options. Engles provided an overview of WhiteWave's financial performance, brands, growth strategies, and recent acquisitions. He highlighted the company's focus on innovation, brand building, and expanding into new categories and geographies.
This document discusses two divisions of Neenah, Inc.: Premium Paper & Packaging and Technical Products. Premium Paper & Packaging focuses on image-oriented graphic papers for premium print communications and luxury packaging. Technical Products focuses on performance-based specialty products for filtration, industrial backings, and labels. Both divisions have experienced growing net sales and operating profit percentages in recent years through organic growth and acquisitions. The document provides details on markets, strategies, financials, and growth opportunities for each division.
The presentation provides an overview of Hershey's business model and strategies to sustain momentum and deliver shareholder returns. Hershey has a growing portfolio of beloved brands that hold strong US market shares. It has unmatched capabilities connecting it to consumers through customer strategies, data analytics, agile supply chain, and precision consumer messaging. Hershey also has a dynamic workforce and takes a long-term view in its growth, focusing on environmental, social and governance goals. Its strategies are aimed at balanced long-term sales growth and margin expansion to deliver consistent earnings growth and healthy cash flow.
Financial ratio analysis of pepsico and coco colaharanadhreddy2
The document analyzes and compares the financial performance of PepsiCo and Coca-Cola from 2014-2016 using ratio analysis. It finds that both companies need to improve their current and liquid ratios to meet ideal levels. PepsiCo has higher debt ratios, indicating greater reliance on creditors than own funds, while Coca-Cola has stronger proprietary ratios. PepsiCo also has higher inventory turnover but lower gross and operating profit margins than Coca-Cola. Overall, the document concludes that Coca-Cola's financial position is stronger with better cost control and profitability, while PepsiCo needs to reduce debt reliance and improve liquidity.
This document outlines Pepsi's marketing plan. It provides an overview of Pepsi as a company with over 100 years of producing cola drinks. It then details Pepsi's vision, mission, strengths, weaknesses, opportunities, threats and product details. The marketing strategies section discusses Pepsi's positioning, product, pricing and distribution strategies. It also outlines the company's advertising approaches. The document concludes with an action plan and recommendations to strengthen Pepsi's research, partnerships and reputation in global markets.
The document discusses Coca-Cola's strategy and investments to achieve long-term profitable growth through 2020. It highlights growth in emerging markets, executing strategies in developed markets like North America, and investing in core brands and system capabilities globally. Coca-Cola aims to capture opportunities from rising global prosperity while driving sustainable growth across geographic segments.
The document summarizes a presentation given at the CAGNY conference by J.P. Bilbrey, President and CEO of The Hershey Company. It discusses the company's strategies to drive predictable, profitable, and sustainable results globally through international expansion, portfolio growth, delivering strong North American performance, innovation, and leveraging knowledge and capabilities. It provides an outlook for 2015 with a focus on net sales growth, adjusted gross and operating margin expansion, and adjusted earnings per share growth.
Dirk Van de Put, CEO of Mondelēz International, presented at CAGNY 2019. He outlined the company's strategy to drive accelerated growth by adopting a more consumer-centric approach, focusing on operational excellence, and building a winning culture. Van de Put projected 3%+ organic net revenue growth, high single-digit adjusted EPS growth at constant currency, dividend growth above adjusted EPS growth, and over $3 billion in annual free cash flow as part of an attractive long-term financial outlook. He also highlighted strategic initiatives around global and local brands, new marketing approaches, agile innovation, expanding channels and key markets, and partnerships and M&A to support continued growth.
General Mills' annual report summarizes its financial performance in fiscal year 2012. Key points include:
- Net sales grew 12% to $16.7 billion, with international sales up 45% due to the Yoplait yogurt acquisition.
- Segment operating profit rose 2% to over $3 billion.
- Adjusted diluted EPS grew 3% to $2.56, excluding one-time items.
- The company aims to continue balanced growth across core and emerging markets through established and new brands.
Mohawk Industries is a leading global flooring manufacturer that produces carpet, rugs, ceramic tile, wood, stone, laminate, and other flooring products. In 2006, Mohawk saw sales growth of 19% to $7.9 billion despite challenges in the housing market, due to its recent acquisition of Unilin and price increases. Earnings per share grew 17% compared to 2005. Mohawk invested $166 million in capital expenditures to increase production capacity and enhance customer service. Going forward, Mohawk aims to continue expanding its product categories, customer markets, and global presence through strategic investments and organizational changes.
Procter & Gamble tries to optimize inventory across its large, complex global supply chain. As one of the world's largest consumer goods companies with over 300 brands, P&G faces challenges managing inventory levels across its many suppliers, manufacturing facilities, and markets. P&G uses multi-echelon inventory optimization to holistically manage inventory levels across its entire supply chain network to minimize costs while achieving optimal service levels. This approach helps P&G coordinate inventory levels between different locations and stages in its supply chain.
GNC presented at the William Blair Growth Stock Conference on June 14, 2011. The presentation provided an overview of GNC's business segments including retail, franchise, and manufacturing/wholesale. It highlighted GNC's leading market position in health and wellness retailing in the US and globally. The presentation also discussed positive macro trends driving industry growth, such as increasing focus on health and wellness, and how GNC is well-positioned to capitalize on these trends through its premium branded products and knowledgeable customer service.
P&G Delivers at Top End of Increased Earnings Expectationsfinance3
P&G delivered strong financial results in the October-December quarter, with double-digit growth in unit volume, net sales, and earnings. Unit volume grew 19% overall and 9% excluding acquisitions, with all business segments experiencing growth. Net sales increased 20% to $13.22 billion due to volume growth and a 4% boost from foreign exchange rates. Reported net earnings grew 22% to $1.82 billion, driven by volume growth and manufacturing cost savings enabling marketing investments.
Laurent Freixe presented on driving sustainable value creation in Zone Americas. Some key points:
1) Zone Americas has a strong footprint across North and Latin America with $37.7 billion in sales and over 90,000 employees.
2) Zone Americas has accelerated organic growth from 3.4% in 2017 to 4.8% in 2020 while reducing structural costs and increasing underlying operating profit margin.
3) Sustainability is at the core of the strategic framework, including initiatives from farm to fork and beyond like regenerative agriculture, renewable energy, and reducing water usage.
Unilever outlined 5 strategic choices to drive growth: 1) Develop their portfolio into high growth spaces like prestige beauty and functional nutrition. 2) Win with purpose-driven brands powered by innovation. 3) Accelerate in the US, India, China and emerging markets. 4) Lead in future channels. 5) Build a purpose-led organization with a growth culture. They will focus on operational excellence, improving competitiveness, and driving long-term growth and margin improvement.
- Logan Property Holdings reported a 53.6% increase in contracted sales to RMB20.51 billion for 2015. Net profit grew 11% to RMB2.69 billion while core profit rose 12.1% to RMB1.97 billion.
- The company acquired eight new projects in 2015, adding 2.39 million square meters to its land bank which totaled 13.71 million square meters as of December 2015.
- Financial highlights included a 16.6% rise in revenue to RMB14.57 billion and gross and core profit margin remaining strong at 30.4% and 13.5% respectively.
Banyan Tree Holding Limited saw a decrease in revenue from main operations of 2.19% in 2008 due to the global economic crisis and deterioration of property markets. While gross profit increased by 1.22%, net profit margin decreased significantly by 19.87% due to higher operating costs and expenses from new resorts and expansion projects. Fixed asset turnover declined slightly by 1.08% as a result of increased capital expenditures. Debt to equity ratio and interest coverage ratio also worsened in 2008 as the company took on more debt to finance its growth initiatives. In comparison, Shangri-La Asia Limited was more profitable and efficient, with higher sales, net profit margin, and fixed asset turnover in 2008.
Chief business development officer perfomance appraisal 2tonychoper6104
This document contains information about performance evaluation methods for a chief business development officer, including example phrases and a sample evaluation form. It discusses 12 common performance appraisal methods such as management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. The forms and phrases provided are meant to help evaluate a CBO's performance factors like attitude, decision-making, teamwork, problem-solving and interpersonal skills. An example evaluation form rates a CBO's performance on various criteria and includes sections for strengths, areas for improvement, and employee/manager comments.
- In fiscal 2004, SUPERVALU reported sales of $20.2 billion and net earnings of $280 million. It achieved its lowest debt-to-capital ratio in over a decade and return on invested capital of 14.1%.
- Key accomplishments included strong comparable store sales growth across its retail banners and completing work to accelerate growth at its Save-A-Lot format, including converting stores and opening 75 new stores.
- In distribution, it took steps to improve capacity utilization rates and implement efficiency initiatives while expanding its non-asset based logistics platform.
This is a HBS case study about P&G's new product launching strategy. In this case I am responsible for survey data analysis and project financial analysis.
Procter & Gamble Earnings Per Share Increase 16 Percent For Quarterfinance3
Procter & Gamble reported a 16% increase in earnings per share for the July-September quarter. Sales increased 13% to $13.74 billion, with all regions growing sales at or above long-term targets. Unit volume grew 12% globally, led by a over 20% increase in developing markets. Diluted earnings per share were $0.73, up from $0.63 the previous year. The company expects earnings per share growth to continue for the fiscal year despite rising costs.
Gregg Engles, Chairman and CEO of WhiteWave Foods, presented at the CAGNY2014 conference. He discussed WhiteWave's mission of changing the way the world eats for the better through convenient, flavorful, nutritious, and responsibly produced food and beverage options. Engles provided an overview of WhiteWave's financial performance, brands, growth strategies, and recent acquisitions. He highlighted the company's focus on innovation, brand building, and expanding into new categories and geographies.
This document discusses two divisions of Neenah, Inc.: Premium Paper & Packaging and Technical Products. Premium Paper & Packaging focuses on image-oriented graphic papers for premium print communications and luxury packaging. Technical Products focuses on performance-based specialty products for filtration, industrial backings, and labels. Both divisions have experienced growing net sales and operating profit percentages in recent years through organic growth and acquisitions. The document provides details on markets, strategies, financials, and growth opportunities for each division.
The presentation provides an overview of Hershey's business model and strategies to sustain momentum and deliver shareholder returns. Hershey has a growing portfolio of beloved brands that hold strong US market shares. It has unmatched capabilities connecting it to consumers through customer strategies, data analytics, agile supply chain, and precision consumer messaging. Hershey also has a dynamic workforce and takes a long-term view in its growth, focusing on environmental, social and governance goals. Its strategies are aimed at balanced long-term sales growth and margin expansion to deliver consistent earnings growth and healthy cash flow.
Financial ratio analysis of pepsico and coco colaharanadhreddy2
The document analyzes and compares the financial performance of PepsiCo and Coca-Cola from 2014-2016 using ratio analysis. It finds that both companies need to improve their current and liquid ratios to meet ideal levels. PepsiCo has higher debt ratios, indicating greater reliance on creditors than own funds, while Coca-Cola has stronger proprietary ratios. PepsiCo also has higher inventory turnover but lower gross and operating profit margins than Coca-Cola. Overall, the document concludes that Coca-Cola's financial position is stronger with better cost control and profitability, while PepsiCo needs to reduce debt reliance and improve liquidity.
This document outlines Pepsi's marketing plan. It provides an overview of Pepsi as a company with over 100 years of producing cola drinks. It then details Pepsi's vision, mission, strengths, weaknesses, opportunities, threats and product details. The marketing strategies section discusses Pepsi's positioning, product, pricing and distribution strategies. It also outlines the company's advertising approaches. The document concludes with an action plan and recommendations to strengthen Pepsi's research, partnerships and reputation in global markets.
The document discusses Coca-Cola's strategy and investments to achieve long-term profitable growth through 2020. It highlights growth in emerging markets, executing strategies in developed markets like North America, and investing in core brands and system capabilities globally. Coca-Cola aims to capture opportunities from rising global prosperity while driving sustainable growth across geographic segments.
The document summarizes a presentation given at the CAGNY conference by J.P. Bilbrey, President and CEO of The Hershey Company. It discusses the company's strategies to drive predictable, profitable, and sustainable results globally through international expansion, portfolio growth, delivering strong North American performance, innovation, and leveraging knowledge and capabilities. It provides an outlook for 2015 with a focus on net sales growth, adjusted gross and operating margin expansion, and adjusted earnings per share growth.
Dirk Van de Put, CEO of Mondelēz International, presented at CAGNY 2019. He outlined the company's strategy to drive accelerated growth by adopting a more consumer-centric approach, focusing on operational excellence, and building a winning culture. Van de Put projected 3%+ organic net revenue growth, high single-digit adjusted EPS growth at constant currency, dividend growth above adjusted EPS growth, and over $3 billion in annual free cash flow as part of an attractive long-term financial outlook. He also highlighted strategic initiatives around global and local brands, new marketing approaches, agile innovation, expanding channels and key markets, and partnerships and M&A to support continued growth.
General Mills' annual report summarizes its financial performance in fiscal year 2012. Key points include:
- Net sales grew 12% to $16.7 billion, with international sales up 45% due to the Yoplait yogurt acquisition.
- Segment operating profit rose 2% to over $3 billion.
- Adjusted diluted EPS grew 3% to $2.56, excluding one-time items.
- The company aims to continue balanced growth across core and emerging markets through established and new brands.
Mohawk Industries is a leading global flooring manufacturer that produces carpet, rugs, ceramic tile, wood, stone, laminate, and other flooring products. In 2006, Mohawk saw sales growth of 19% to $7.9 billion despite challenges in the housing market, due to its recent acquisition of Unilin and price increases. Earnings per share grew 17% compared to 2005. Mohawk invested $166 million in capital expenditures to increase production capacity and enhance customer service. Going forward, Mohawk aims to continue expanding its product categories, customer markets, and global presence through strategic investments and organizational changes.
Procter & Gamble tries to optimize inventory across its large, complex global supply chain. As one of the world's largest consumer goods companies with over 300 brands, P&G faces challenges managing inventory levels across its many suppliers, manufacturing facilities, and markets. P&G uses multi-echelon inventory optimization to holistically manage inventory levels across its entire supply chain network to minimize costs while achieving optimal service levels. This approach helps P&G coordinate inventory levels between different locations and stages in its supply chain.
GNC presented at the William Blair Growth Stock Conference on June 14, 2011. The presentation provided an overview of GNC's business segments including retail, franchise, and manufacturing/wholesale. It highlighted GNC's leading market position in health and wellness retailing in the US and globally. The presentation also discussed positive macro trends driving industry growth, such as increasing focus on health and wellness, and how GNC is well-positioned to capitalize on these trends through its premium branded products and knowledgeable customer service.
P&G Delivers at Top End of Increased Earnings Expectationsfinance3
P&G delivered strong financial results in the October-December quarter, with double-digit growth in unit volume, net sales, and earnings. Unit volume grew 19% overall and 9% excluding acquisitions, with all business segments experiencing growth. Net sales increased 20% to $13.22 billion due to volume growth and a 4% boost from foreign exchange rates. Reported net earnings grew 22% to $1.82 billion, driven by volume growth and manufacturing cost savings enabling marketing investments.
Laurent Freixe presented on driving sustainable value creation in Zone Americas. Some key points:
1) Zone Americas has a strong footprint across North and Latin America with $37.7 billion in sales and over 90,000 employees.
2) Zone Americas has accelerated organic growth from 3.4% in 2017 to 4.8% in 2020 while reducing structural costs and increasing underlying operating profit margin.
3) Sustainability is at the core of the strategic framework, including initiatives from farm to fork and beyond like regenerative agriculture, renewable energy, and reducing water usage.
Unilever outlined 5 strategic choices to drive growth: 1) Develop their portfolio into high growth spaces like prestige beauty and functional nutrition. 2) Win with purpose-driven brands powered by innovation. 3) Accelerate in the US, India, China and emerging markets. 4) Lead in future channels. 5) Build a purpose-led organization with a growth culture. They will focus on operational excellence, improving competitiveness, and driving long-term growth and margin improvement.
- Logan Property Holdings reported a 53.6% increase in contracted sales to RMB20.51 billion for 2015. Net profit grew 11% to RMB2.69 billion while core profit rose 12.1% to RMB1.97 billion.
- The company acquired eight new projects in 2015, adding 2.39 million square meters to its land bank which totaled 13.71 million square meters as of December 2015.
- Financial highlights included a 16.6% rise in revenue to RMB14.57 billion and gross and core profit margin remaining strong at 30.4% and 13.5% respectively.
Banyan Tree Holding Limited saw a decrease in revenue from main operations of 2.19% in 2008 due to the global economic crisis and deterioration of property markets. While gross profit increased by 1.22%, net profit margin decreased significantly by 19.87% due to higher operating costs and expenses from new resorts and expansion projects. Fixed asset turnover declined slightly by 1.08% as a result of increased capital expenditures. Debt to equity ratio and interest coverage ratio also worsened in 2008 as the company took on more debt to finance its growth initiatives. In comparison, Shangri-La Asia Limited was more profitable and efficient, with higher sales, net profit margin, and fixed asset turnover in 2008.
Chief business development officer perfomance appraisal 2tonychoper6104
This document contains information about performance evaluation methods for a chief business development officer, including example phrases and a sample evaluation form. It discusses 12 common performance appraisal methods such as management by objectives, critical incident, behaviorally anchored rating scales, and 360-degree feedback. The forms and phrases provided are meant to help evaluate a CBO's performance factors like attitude, decision-making, teamwork, problem-solving and interpersonal skills. An example evaluation form rates a CBO's performance on various criteria and includes sections for strengths, areas for improvement, and employee/manager comments.
This document summarizes a presentation on Sunway Berhad, a Malaysian conglomerate founded in 1978. It provides an introduction to the company and its divisions, as well as milestones, objectives, market share details, and 5-year financial highlights and business plan. The company aims to increase annual revenue by 10% and net profit by 12% through expanding its property development, construction, and other business segments. While targets for revenue growth can be met, efforts are needed to lower costs and improve gross profit margins to fully achieve financial objectives.
- CDL's sales decreased by 5.18% in 2008 due to the economic downturn reducing property demand. However, this decrease was smaller than CapitaLand Limited's 27.43% decrease.
- CDL's gross profit margin increased by 4.42% points while CapitaLand's increased by 3.97% points, showing CDL performed slightly better. However, CDL's net profit margin decreased by 5.48% points more than CapitaLand's 30.02% points decrease due to higher expense increases for CDL.
- Overall, CDL demonstrated better financial performance in 2008 compared to its competitor CapitaLand Limited, though both were negatively impacted by the economic environment.
The document discusses community asset partnerships and limited liability partnerships as alternatives to conventional financing. It provides examples of how community partnerships can be used to finance development projects through pooling local resources and selling investment units to raise capital. By working together through these partnership structures, communities are able to undertake projects that would otherwise not be possible with traditional loans.
The Gross Profit Margin is a financial ratio that measures financial performance by calculating the money remaining after direct costs are deducted from revenue. It allows management to evaluate performance over time and against industry averages. The Gross Profit Margin is calculated by taking the gross profit (revenue minus direct costs) and dividing it by total revenue. Various factors like discounts, costs increases, and customer switching can impact a business's gross profit margin.
This document provides a summary of a presentation about property tax including capital gains tax (CGT) and goods and services tax (GST). It discusses the basics of GST and CGT as they relate to various property transactions. It covers topics like GST registration thresholds, the margin scheme, capital gains discounts, distinguishing between business profits and capital gains, and the tax implications of subdivisions, renovations, and different property types (residential, commercial, commercial residential). The presentation aims to help property investors understand and navigate the accounting and tax aspects of their portfolio.
The document summarizes Banyan Tree's global marketing strategy for its luxury resort brand. It discusses segmentation of wealthy couples aged 30-40, positioning the brand as romantic and rejuvenating escapes in Asia, Europe and the US. A SWOT analysis notes opportunities in expansion but threats from competitors. Michael Porter's 5 forces model is applied. The marketing mix details services, prices from $200-4000 per night, promotion through websites and magazines, and distribution globally through travel agencies and direct bookings.
Ho Kwon Ping founded Banyan Tree resorts in 1994 after losing his family's food and property businesses to low-cost competitors. He saw a gap in the luxury resort market between very expensive boutique resorts and large hotel chains. Banyan Tree aimed to provide intimate, private villas with their own pools and spas, native furnishings, and cultural experiences starting at $500-2500 per night. The first resort opened in Phuket, Thailand, and the brand soon expanded to other locations emphasizing blending into the natural environment, supporting local communities, and promoting sustainability. By 2004 Banyan Tree had over 15 resorts, 35 spas, and 38 retail shops across 20 countries in Asia and the
Break even analysis- A Comprehensive and Clear DescriptionShyama Shankar
Break-even analysis is one of the most important concepts in management-accounting that enables the management to calculate production costs accurately and avoid wastage. It relates volume with profits at different levels and helps the company to fix price accordingly.
The Subscription Economy Operating PlanZuora, Inc.
Due to the massive demand, we are replaying this webinar on 3/12. Register here: http://info.zuora.com/ZuoraOperatingPlan.html
In the Subscription Economy, your business' operating plan must be based on maximizing and maintaining recurring revenue. But there are metrics that need to be considered when creating the right operating plan for recurring revenue businesses. In fact, we call these The Only 3 Metrics that Matter in the Subscription Economy.
Key Metric #1:
Churn Rate
Key Metric #2:
Recurring Profit Margin
Key Metric #3:
Growth Efficiency
However, creating an operating plan around these key metrics and delivering a profitable and sustainable business is easier said than done.
Check out our slide deck, The Subscription Economy Operating Plan to see how CFOs in the subscription world are translating the most critical metrics into an efficient and scalable operating plan.
Ratio analysis involves calculating relationships between financial statement items to interpret a firm's financial condition and performance. Ratios can be classified into liquidity, capital structure, profitability, and activity ratios. Liquidity ratios measure short-term solvency, capital structure ratios measure long-term solvency, profitability ratios measure operating efficiency and returns, and activity ratios measure asset utilization and efficiency. Ratios are compared over time, against industry standards, or between firms to identify strengths, weaknesses, and trends.
- Burberry had a strong financial year in 2013/2014, with total revenue increasing 17% to £2.33 billion and adjusted pre-tax profit up 8% to £461 million, driven by retail growth.
- The company invested in strategic priorities like expanding into beauty, strengthening digital capabilities, growing menswear, and focusing on key markets.
- There was a leadership transition as Angela Ahrendts stepped down as CEO and Christopher Bailey assumed the newly created role of Chief Creative and CEO.
- The board was strengthened with new non-executive appointments to support the company's future strategy.
Luxottica Group reported strong financial results for the first quarter of 2015, with adjusted group sales growth of 22.2% reaching over €2.2 billion, up 7.2% at constant exchange rates. Retail sales grew over 20% driven by positive comparable store sales at Sunglass Hut and LensCrafters. Operating income increased 32.6% and net income grew 33.7%, reflecting margin expansion in both wholesale and retail. Management provided guidance for mid to high single-digit adjusted sales growth for full year 2015 and reaffirmed a "rule of thumb" target of 2x sales growth for operating income and net income.
Supply Chain Network of Fast Retailing Co.(UNIQLO)Lúcia Dénis
This document is a group report for a Supply Chain Management class that analyzes the supply chain strategies of Fast Retailing Co., Ltd., the parent company of the UNIQLO brand. The report is divided into four phases: (1) an overview of the company and its competitive strategies, (2) analysis of regional facility configuration, (3) identification of potential facility sites, and (4) choices for facility location. The summary focuses on Fast Retailing's supply chain business model, expansion strategies, and current financial situation showing room for improvement in asset utilization and supply chain management.
Lesson 2 a balanced approach to setting objectivesSamuel Lee Mohan
In this lesson you learned that a balanced approach to setting objectives involves Financial and Strategic objectives. You also learned that financial objectives are lag indicators while strategic objectives are lead objectives.
H&M is a Swedish clothing retailer known for fast fashion at low prices. In recent years, it has grown rapidly by opening many new stores globally and through strategic partnerships with fashion designers. For the 2009 fiscal year, H&M saw a 15% increase in sales but weaker growth due to the recession. It plans further expansion in key markets in 2010 through new stores and online sales in the UK. Key strengths are its fashion offerings and quality at low prices, while weaknesses include potential issues with its logistics and risks from oil price fluctuations.
The document provides an overview of Clorox's Q4 2016 investor deck. Key points include:
- Over 80% of Clorox's sales come from #1 or #2 share brands positioned in mid-sized categories.
- Clorox has an advantaged portfolio supported by consumer megatrends like health and wellness.
- Clorox is driving growth through initiatives like increased brand investments, innovation, and expansion into new categories and markets internationally.
- Digital transformation is a key focus, with Clorox increasing investments in digital media and using technology to improve consumer engagement and ROI.
The document provides an overview of Clorox's 2016 performance and long-term strategy. Some key points:
- For fiscal year 2016, Clorox expects sales growth of 1-2% and earnings per share growth of 6-8%, driven by innovation, cost savings, and portfolio momentum.
- Clorox's Strategy 2020 focuses on engaging employees, increasing brand investment, maintaining core brands while expanding into new areas, and reducing waste to fund growth.
- Clorox has an advantaged portfolio with over 80% of sales from #1 or #2 brands, and is leveraging digital technology and e-commerce to drive growth.
- International markets represent a key part of Cl
- Henkel achieved record results in 2010, with adjusted return on sales above 12% for the first time. Organic sales increased 7% and adjusted EPS rose 47.6%.
- All business sectors and regions contributed to growth. Emerging markets exhibited the strongest growth.
- Henkel continues optimizing structures to adapt to changing market conditions and stay ahead of competition. Integration of acquisitions is progressing.
- Strong brands and innovations remain key to success. Top brands accounted for high shares of sector sales.
- The document provides an overview of Clorox's Q1 FY17 investor deck, including highlights from various business segments.
- Key metrics discussed are sales growth of 2-4% expected for FY17, EBIT margin growth of 25-50 bps, and diluted EPS growth of 6-10% excluding potential tax benefits.
- International represents 17% of sales and is a key component of the portfolio, with strategies to optimize profitability across international markets.
This document provides an overview of Clorox's FY16 Q4 investor deck. Some key points:
- Clorox has an advantaged portfolio with over 80% of sales from #1 or #2 share brands across cleaning, household, lifestyle, and international categories.
- Innovation is delivering 3%+ annual sales growth and Clorox is focusing on 3D innovation to drive demand.
- Digital transformation and eCommerce are areas of focus as those channels grow.
- International represents 17% of sales and provides growth opportunities in mid-sized countries.
- For FY17, Clorox expects 2-4% sales growth, 25-50bps EBIT margin improvement, and
Ernst & Young the Luxury & Cosmetics Financial Factbook
The industry faces three main challenges in the year ahead:
• Manage demand worldwide — This year, the industry has been impacted by currency
volatility: many consumers have abandoned local markets and shopped abroad instead,
to benefit from pricing differences. Most dramatically, while domestic consumption
in mainland China dropped 3% in 2014, Chinese consumers increased their spending
globally by 8%. Luxury companies have started to re-think the idea of a consistent offer
throughout the world, to minimize further effects of currency variations. The choice
is between maintaining a consistent pricing policy without adapting to specific local
fluctuations, or presenting a variable price for each area, chasing exchange rates and
purchasing power.
• Define an omni-channel strategy — Most companies are refocusing their strategies on
the customer experience: omni-channel, flawless retail management, people excellence.
Brands are seeking to take control of their operations by managing a dedicated retail
network. In parallel, companies have to deploy their presence worldwide and thus
continue to develop their wholesale portfolio, focusing on the high quality of their
partners. Digital is increasingly important, both as a marketing tool and as a sales
channel. Companies can no longer focus on a single channel: they have to define a
consistent strategy for all distribution networks and adapt their DNA specifically for
each channel, including social media.
• Fine-tune the retail model — The muscular retail strategy carried out by the major
international brands in worldwide tier-one cities has lowered the return of top-line
growth that can be obtained by increasing direct distribution networks. Today clients
are well informed about what they want to buy because of a combination of continuous
on-line/off-line switches, word of mouth, social communities. This may lead to a partial
redefinition of retail strategies, with selected closures of less-performing retail shops,
focus on core locations and well-positioned flagships, reduction in the average size of
directly operated stores (DOS) to improve main sale ratios and reduce costs.
The document provides an overview of Clorox's Q2 FY17 investor deck. Some key points:
1) Clorox has an advantaged portfolio with over 80% of sales from #1 or #2 share brands across cleaning, household, lifestyle, and international categories.
2) Clorox is pursuing a strategy focused on maximizing economic profit through brand investment, reducing waste, and growing into new categories and geographies.
3) Clorox is driving growth through innovation, portfolio management, international expansion, and digital transformation to engage consumers.
The document provides an overview of Clorox's Q2 FY17 investor deck. Some key points:
1) Clorox has an advantaged portfolio with over 80% of sales from #1 or #2 share brands across cleaning, household, lifestyle, and international categories.
2) Clorox is pursuing a strategy focused on maximizing economic profit through brand investment, reducing waste, and growing into new categories and geographies.
3) Clorox is driving growth through innovation, portfolio management, international expansion, and digital transformation to engage consumers.
Coca-Cola HBC si-a publicat recent cel de-al treilea raport integrat la nivel de grup. Acesta contine informatii referitoare la aspecte de business, dar si detalii despre performantele de sustenabilitate si guvernanta corporativa ale companiei.
United Stationers is focusing on six value drivers to achieve long-term financial goals: 1) Delivering profitable sales growth by leveraging product initiatives and serving new channels like e-tailers. 2) Driving out $100 million in costs over 5 years through waste elimination initiatives. 3) Expanding their private brand offerings which now generate 11% of sales. 4) Optimizing assets by improving working capital efficiency and leveraging IT infrastructure investments. 5) Unlocking value from their Sweet Paper acquisition by expanding product offerings and removing costs. 6) Using technology to enhance marketing capabilities and customer relationships.
United Stationers is focusing on six value drivers to achieve long-term financial goals: 1) Delivering profitable sales growth by leveraging product initiatives and serving new channels like e-tailers. 2) Driving out $100 million in costs over 5 years through waste elimination initiatives. 3) Expanding their private brand offerings which now generate 11% of sales. 4) Optimizing assets by improving working capital efficiency and leveraging IT infrastructure investments. 5) Unlocking value from their Sweet Paper acquisition by expanding product offerings and removing costs. 6) Using technology to enhance marketing capabilities and customer relationships.
How Lucky Brand Optimized Allocation and Store Fulfillment with Advanced Anal...National Retail Federation
Lucky Brand implemented advanced analytics and optimization tools from Celect to improve inventory allocation and store fulfillment. Celect's demand prediction and optimization modules were rolled out in three phases from May 2018 to November 2018. Initial results showed improved fulfillment by prioritizing slower stores and increased sales. Celect also provided more optimized size replenishment and store-specific assortments. Future enhancements will refine replenishment and utilize Celect for basics management. Overall, Celect demonstrated customer service and commitment to evolving their tools based on Lucky Brand's feedback.
Sprouts Farmers Market outlined its strategy for 2020 and beyond which includes winning over its target customer segment, refining its brand and marketing approach, updating store formats, expanding in select markets, creating an advantaged fresh supply chain, and delivering on financial targets including 10%+ unit growth, low single digit comparable store sales growth, stable to expanding operating margins, and expansion of return on invested capital. The strategy is aimed at driving low double-digit earnings growth and leveraging strong cash flow generation to self-fund 10% annual unit growth.
Sprouts Farmers Market outlined its strategy for 2020 and beyond which includes winning over its target customer segment, refining its brand and marketing approach, updating store formats, expanding in select markets, creating an advantaged fresh supply chain, and delivering on financial targets including 10%+ unit growth, low single digit comparable store sales growth, stable to expanding operating margins, and expansion of return on invested capital. The strategy is aimed at driving low double-digit earnings growth and leveraging strong cash flow generation to fund 10%+ annual unit growth.
Similar to 160216 investor-presentation-final pacific (20)
The document provides an operational and financial update for Indiabulls Housing Finance Limited for 9M FY15-16 (ending December 31, 2015). Some key highlights include:
- Loan assets grew 29.5% to Rs. 622.6 billion compared to the same period last year.
- Net interest income grew 30.3% to Rs. 26.8 billion for the nine month period.
- Profit after tax for 9M FY15-16 grew 23.6% to Rs. 16.7 billion compared to the same period last year.
- AMC has raised its offer price to acquire Carmike Cinemas to $33.06 per share, a 32% premium to Carmike's unaffected share price.
- Shareholders can elect to receive $33.06 in cash or 1.0819 AMC shares per Carmike share, subject to proration of 70% cash and 30% stock.
- The revised offer is responsive to feedback seeking a higher price and has been approved by both companies' boards. The acquisition is expected to close by the end of 2016, pending regulatory and shareholder approvals.
The document summarizes AMC's acquisition of Carmike Cinemas. Key details include:
- AMC agreed to acquire Carmike for $30 per share, or $756 million in equity value and $1.1 billion in enterprise value.
- The transaction was unanimously approved by Carmike's Board of Directors and is expected to close by the end of 2016.
- The $30 per share price represents a significant premium to Carmike's historical trading multiples and delivers value and certainty to Carmike shareholders.
ASML will acquire HMI to enhance its holistic lithography product portfolio. The acquisition will boost ASML and HMI's metrology technologies and support EUV technologies. It will also support ASML's holistic lithography strategy and addressable market opportunities. The acquisition is expected to close in Q4 2016, pending shareholder and regulatory approval.
- Terex has agreed to sell its Material Handling & Port Solutions (MHPS) business to Konecranes for total consideration of $1.3 billion, consisting of $820 million in cash and a 25% equity stake in Konecranes.
- The sale will allow Terex to benefit from operational synergies realized by Konecranes, strengthen Terex's balance sheet, and provide flexibility to invest in its remaining business areas and buy back shares.
- Terex can terminate the sale agreement by May 31, 2016 if it reaches a deal to sell its entire business to Zoomlion, paying a $37 million termination fee.
This document provides a financial highlights briefing for the fiscal year 2015 results of a toll road company. Key points include:
- Revenue increased 9% to HK$2.208 billion while net profit attributable to shareholders rose 19% to HK$597 million.
- Toll road operations continued to be the primary business segment and driver of results, with revenue increasing 9% to HK$2.198 billion.
- Traffic volumes on the company's toll roads grew 2% overall in 2015 compared to 2014.
- The outlook for 2016 acknowledges challenges from slower economic growth in China but expects the toll road industry fundamentals to remain strong and for the company to remain profitable.
- Lexmark reported fourth quarter and full year 2015 financial results, with fourth quarter revenue in line with guidance and full year core revenue growing 6% at constant currency.
- Enterprise Software revenue grew $75 million in the fourth quarter, with operating income increasing $31 million and margin exceeding 24%.
- Lexmark is progressing its strategic alternatives process while focusing on execution, customers, and unlocking shareholder value. A 2016 restructuring program is expected to generate $100 million in annualized pretax savings.
Geometric reported financial results for the third quarter of FY2016.
- Revenues increased 2.1% quarter-over-quarter in INR terms and 2.3% year-over-year in USD terms.
- Net income increased 25.7% quarter-over-quarter to INR 289.43 million, with EPS of INR 4.48.
- EBITDA increased 18.2% quarter-over-quarter to INR 632.09 million, with an EBITDA margin of 20.1% of revenues.
The document summarizes Halcyon Agri Corporation's 2015 full year financial results. It highlights a volatile natural rubber market environment throughout 2015. While revenue was $994 million, adjusted EBITDA was $49 million due to low natural rubber prices. The company's integration is now complete and it is focusing on harvesting opportunities from its supply chain model. Key financial figures show revenue, gross profit, EBITDA, and operating profit for Q4 and full year 2015. Segment contributions show the processing and distribution segments each contributed around half of sales volume and revenue.
Qube is acquiring Patrick Container Terminals and is conducting an entitlement offer to raise funds. The acquisition and entitlement offer are subject to various conditions and risks. If successful, the transactions will expand Qube's port operations and increase its scale. Pro forma financial information indicates the acquisition would significantly increase Qube's revenue and assets upon completion.
AMC Entertainment Holdings plans to acquire Carmike Cinemas for $30 per share in cash, for a total consideration of $757 million. The acquisition will create the largest movie theater chain in the US with over 600 theaters in 45 states. AMC expects to realize $35 million in annual synergies from eliminating redundant costs. The combined company will have complementary theater footprints, with AMC focused on large urban areas and Carmike on mid-sized non-urban markets. AMC intends to maintain the two brands and expects the acquisition to be accretive to free cash flow per share in its first full year.
APA Group is offering to acquire all remaining securities of Ethane Pipeline Income Fund (EPX) that it does not already own. The unconditional offer price is $1.88 per EPX security plus retention of the declared 3.25 cent distribution for the March 2016 quarter, totaling $122 million. The acquisition provides APA with ownership of a long-term ethane pipeline asset that is strategically important to its core business and offers certainty of value to EPX securityholders. EPX's independent directors unanimously recommend acceptance of the offer, subject to no superior proposal and a positive independent expert's opinion.
Acquisition of tumi announcement presentation (2016 03-04)Arzish Baaquie
Samsonite announced the acquisition of Tumi for $1.8 billion in cash. Tumi is a leading global brand in premium business bags and luggage. The acquisition will create the world's largest travel lifestyle company by combining Samsonite's existing business with Tumi's complementary and premium product portfolio. The transaction is expected to generate significant synergies through efficiencies in operations, sourcing, and distribution. It will enhance Samsonite's expertise in product design and expand its presence in the premium and business travel segments. The deal is subject to shareholder and regulatory approvals and is expected to close in the second half of 2016.
This document contains an earnings presentation by Ingram Micro Inc. for the third quarter of 2015. It provides financial results including net sales, operating income, interest and other expenses, net income, working capital metrics, return on invested capital, gross margin, non-GAAP operating margin, non-GAAP earnings per share, and comparisons to prior quarters. Non-GAAP measures exclude various special items to provide an alternate view of performance. Overall, worldwide net sales decreased 6% year-over-year on a US dollar basis but increased 2% adjusting for foreign exchange impacts.
- Qube Holdings reported solid underlying earnings for the first half of the 2016 fiscal year despite challenging market conditions. Revenue declined slightly due to lower volumes from existing customers.
- The company continued focusing on cost reductions and operational efficiencies to mitigate lower activity levels. New facilities also helped improve margins.
- Qube secured new customers and contracts through innovative logistics solutions, and pursued growth initiatives such as the proposed acquisition of Patrick Container Terminals and development at Moorebank.
1. Los ingresos antes de intereses, impuestos, depreciación y amortización disminuyeron significativamente, mientras que los ingresos netos también disminuyeron debido a varios gastos importantes.
2. Los resultados pueden no ser comparables con medidas financieras similares reportadas por otras compañías.
3. Los importes son presentados en dólares estadounidenses a menos que se indique lo contrario.
Greencross reported solid results for the first half of FY2016, with 18% revenue growth and improved profitability and cash flow. Core business performance was strong, with revenue up across all segments. Gross margins increased 240 basis points to 55.6% due to higher vet margins and increased private label sales. Rapid network expansion continued with 28 new stores and clinics added. Robust cash flow generation reduced net debt and leverage ahead of schedule. An interim dividend of 9 cents per share was declared, up 13%.
The proposed merger between Terex Corporation and Konecranes Plc would create a global leader in lifting and material handling solutions through a stock-for-stock exchange. Under the terms, Terex shareholders would receive 0.80 Konecranes shares for each Terex share. The combined company would have annual sales of $10 billion and be well-positioned in key categories. The merger is expected to generate $121 million in annual cost synergies within 3 years of closing, while being accretive to shareholders' earnings in the first full year. The transaction is subject to shareholder and regulatory approvals.
The document provides an overview of Terex Corporation's financial performance in the third quarter of 2015 compared to the third quarter of 2014. Some key points:
- Net sales decreased 9.3% year-over-year to $1.641 billion due to lower sales across all segments except Materials Processing.
- Operating profit increased to $111.9 million compared to $116.8 million driven by improved profitability in Aerial Work Platforms and Materials Processing.
- Bookings increased in Aerial Work Platforms, Cranes, Material Handling and Port Solutions, and Materials Processing but were down in Construction.
- Global market conditions remain challenging with slowing growth in China and declines in Brazil
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
NIMA2024 | De toegevoegde waarde van DEI en ESG in campagnes | Nathalie Lam |...BBPMedia1
Nathalie zal delen hoe DEI en ESG een fundamentele rol kunnen spelen in je merkstrategie en je de juiste aansluiting kan creëren met je doelgroep. Door middel van voorbeelden en simpele handvatten toont ze hoe dit in jouw organisatie toegepast kan worden.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
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Discover innovative uses of Revit in urban planning and design, enhancing city landscapes with advanced architectural solutions. Understand how architectural firms are using Revit to transform how processes and outcomes within urban planning and design fields look. They are supplementing work and putting in value through speed and imagination that the architects and planners are placing into composing progressive urban areas that are not only colorful but also pragmatic.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
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Garments ERP Software in Bangladesh _ Pridesys IT Ltd.pdfPridesys IT Ltd.
Pridesys Garments ERP is one of the leading ERP solution provider, especially for Garments industries which is integrated with
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Income Tax exemption for Start up : Section 80 IAC
160216 investor-presentation-final pacific
1. Half Year Results 2016
David Bortolussi, Chief Executive Officer
David Muscat, Chief Financial Officer
16 February 2016
2. 11
Strong growth in sales, earnings and returns
Sales up 8.6% with all major brands in growth
EBIT up 14.9% and NPAT up 44.4% with earnings up in all operating groups
Strong cash conversion and improved debt free position
Reduced working capital and improved ROCE
Fully franked dividend reinstated with 60% payout ratio
F16 EBIT expected to be approximately $73-75m
1. No significant items in 1H16. 1H15 significant items contained in Note 9 of the Financial Statements
$ millions 1H16 1H15 Change vs PCP
Sales 425.3 391.8 8.6%
EBIT (pre significant items1) 36.2 31.5 14.9%
NPAT (pre significant items1) 24.3 16.9 44.4%
NPAT (reported) 24.3 (108.7) n.m.
Working capital 119.5 123.4 (3.2)%
Cash conversion (%) 117% 135% (18)pts
Net cash / (debt) 33.0 (24.2) $57.2m
Tangible ROCE 46.7% 32.1% 14.6pts
Earnings per share 2.7cps (13.1)cps n.m.
Dividend per share (fully franked) 1.6cps 0.0cps 1.6cps
3. 22
1. 1H15 significant items contained in Note 9 of the Financial Statements
Sales EBIT pre significant items1
$ millions 1H16 1H15 Chg vs PCP 1H16 1H15 Chg vs PCP
Underwear 268.7 252.6 6.3% 30.0 26.7 12.3%
Sheridan 105.0 95.3 10.2% 9.2 8.7 5.0%
Tontine and Dunlop Flooring 51.7 43.8 18.1% 5.0 2.9 71.6%
Group 425.3 391.8 8.6% 36.2 31.5 14.9%
Sales and earnings up in all Operating Groups
Sales up 8.6%
‒ Underwear: growth driven by Bonds retail with 22% comp store growth and network expansion.
Bonds wholesale flat and Hosiery / other brands down
‒ Sheridan: 10% comp store growth in Australian retail network, UK down but turnaround progressing
‒ Tontine and Dunlop Flooring: both businesses in growth, supported by housing market, prior year
Crestell acquisition and Heartridge sales
EBIT pre significant items up 14.9%
‒ Underwear: improved profitability driven by strong retail growth and contribution
‒ Sheridan: earnings growth driven by Australian retail performance, partially offset by UK loss and
restructuring costs
‒ Tontine and Dunlop Flooring: significantly up due to sales growth and lower manufacturing costs
4. 33
All major brands in growth
1H16 Group sales1; % change vs 1H15
All major brands and businesses grew in 1H16 with Bonds and Sheridan now 71% of total sales
+14%
Tontine1H15 Bonds Sheridan Dunlop
Flooring
1H161Other2JockeyBerlei1
+9%
+22%
+15% +1% +5% (15)%
47%
24%
6%
6%
5%
9%
Tontine
Jockey
Berlei
Sheridan
Other2
Bonds
3%
Dunlop Flooring
1H161
1. Includes share of Berlei International JV sales
2. Other includes Explorer, Hestia, Holeproof, Hosiery brands, Red Robin, Rio, and TMI
5. 44
Retail growing and wholesale flat
Retail continues to grow as a proportion of total sales
7%
32%
66%
Retail - online
Retail - online
61%
Wholesale Retail - in store
6%
1H15
28%Retail - in store
Wholesale
1H161
0%
+24% +35%
1. Includes share of Berlei International JV sales
1H16 Group sales1; % of total or change vs 1H15
6. 55
FX headwinds are being addressed
The Company faces significant FX depreciation headwinds
‒ Approximately 80% of cost of goods sold (COGS) is settled in USD, with purchases now c.85%
hedged for calendar year 2016
‒ Average AUD:USD hedged rates through the P&L decreased from c.0.91 in 1H15 to c.0.85 in 1H16,
and are expected to decrease to c.0.76 in 2H161 and c.0.71 in 1H171
A range of actions have been taken to mitigate the impact, including working with suppliers on Lean
programs to capture further product cost reduction opportunities, reducing CODB, improving product /
channel mix and increasing prices
Price increases have been implemented to offset the gross profit dollar impact of currency depreciation
going into 2H16, for example:
‒ Price rises were implemented across Bonds retail in October 2015
‒ Underwear wholesale price increases were implemented in January 2016 across the trade
In addition to hedging, the Company has plans in place to address FX depreciation in F17 including
distribution centre productivity improvements, ongoing sourcing savings, CODB reduction and the benefit
of further duty reductions
1. Expected 2H16 and 1H17 rates are based on existing forward cover plus forward spot rates at 14 February 2016
7. 66
1. Be a house of leading brands
2. Drive big innovation and
faster fashion
3. Reshape and grow wholesale
distribution
4. Maximise retail potential
5. Take Bonds & Berlei to the
world
Underwear
1. Broaden brand appeal
2. Expand core accessibility and
lifestyle categories
3. Maximise retail potential
4. Turnaround UK and expand
international distribution
5. Improve return on sales
Sheridan
1. Lead the bedding
accessories category
2. Improve Tontine return
on sales
3. Optimise underlay business
4. Expand into hard flooring
5. Maintain lowest cost
manufacturing position
Tontine & Flooring
Related Operating
Group Priorities
Group Strategic
Priorities
1 Be a house of leading brands – lead in creative design, product innovation and quality; invest in
engaging marketing; expand in core and adjacent categories; and gradually reduce promotional activity
2 Reshape and expand distribution – reshape and grow wholesale channels; maximise retail potential
(online, stores and concession); deliver Omni-channel excellence; and progressively grow international
business in Bonds, Berlei and Sheridan
3 Develop a sustainable, Lean global supply chain – take Lean to the next level end-to-end; deliver
best-in-class sourcing and logistics; lead in ethical trading standards; and focus more on
sustainability outcomes
Clear strategic priorities delivering earnings growth
Sustainable, Lean global supply chain
Great and safe place to work
Capability
Investment
Constructive Leadership LEAN Omni-channel excellence
8. 77
1. Be a house of leading brands
Underwear Group reorganised to achieve greater brand focus
and Innovation Hub established
Underwear Group reorganised from a category structure to a
brand-focused business
Innovation Hub established to focus on driving big ideas in
core and adjacent categories, with in-season design teams to
focus on driving performance of basic and seasonal programs
with brand teams
New ranges and campaigns launched in every operating group
Successful Bonds 100 program and Bonds Sport range
expanded, Zippy collaboration with Disney, Berlei Sensation and
innovative ‘The Boys’ social media campaign1
Sheridan Kids & Baby and Decorate ranges expanded
New Dunlopillo and Tontine Luxe ranges launched,
Heartridge hard flooring range expanded and
gaining momentum
1. ‘The Boys’ campaign: www.youtube.com/watch?v=8KuQ3nhpctA
9. 88
2. Reshape and expand distribution
Partnerships with key wholesale customers
Renewed focus on developing joint value creation plans with key
wholesale partners to optimise range, stock availability and in store
experience to drive growth, including leveraging retail learnings
Omni-channel capability program launched
Review completed to take retail capability to global best practice
Opportunity for significantly enhanced offer across a number of areas
of our retail proposition (in store and online) to deliver a seamless
customer journey and improved loyalty, growth and performance
Objective to create a retail experience that matches the strength of
the Bonds and Sheridan brand equities to drive continuing high retail
growth and returns
Further development of international opportunities for
Bonds and Berlei
Berlei Sport sell-in successful:
− Launching in UK and European department stores during
February and March 2016 including John Lewis, House
of Fraser and Galeries Lafayette
− Launching in 50 Macy’s stores across the US from August to
coincide with the US Open, with other retailers to follow
Licencing agreement signed to open 20 Bonds stores in the Middle East
10. 99
3. Develop a sustainable, Lean global supply chain
Investment in a world class warehouse picking system
The Company is investing in a new Goods to Person (GTP)
picking system at its primary distribution centre that serves the
Underwear and Sheridan businesses
The GTP system will significantly increase capacity, improve
capability, lower CODB and increase pick speed and speed to
market for wholesale and retail (in store and online)
Expected to be fully operational by 2Q17
Capital expenditure is expected to be c.$10m in 2H16 and c.$6m
in 1H17 with an attractive return on investment
Reshaping and improving Sheridan’s supply chain
Sheridan’s warehousing and logistics operations consolidated
into the Underwear distribution centre in Melbourne during 1Q16
Product sourcing will transfer in 3Q16 from agent (Li & Fung) to
the Company’s centralised sourcing office in China, with majority
of Li & Fung team transferring to the Company
12. 1111
1. Reported EBIT includes 1H impairment of goodwill and brand names in 1H15
$268.7
25%
75%Bonds
Non-Bonds
13.6
(10.4)
Underwear sales and earnings up
$ millions 1H16 1H15 Change
Sales 268.7 252.6 6.3%
EBIT (pre significant items) 30.0 26.7 12.3%
EBIT (reported)1
30.0 (57.0) n.m.
Bonds sales up 14%
‒ Growth driven by retail
• strong comp store growth and network
expansion
• in store and online sales now 32% and 9% of
Bonds sales respectively with total retail sales
up from 13% to 41% over the past 2.5 years
‒ Bonds wholesale sales held flat despite challenging
wholesale conditions in certain channels
Non-Bonds brands down overall, due mainly to Hosiery and
other brand performance
EBIT pre significant items up 12.3% due mainly to retail
growth and contribution
% Change vs PCPSales by brand
Wholesale (4.7)
Retail 38.9
67%
33%
$268.7
Sales by channel % Change vs PCP
13. 1212
Bonds continues to drive Underwear growth
1. Includes share of Berlei international JV sales
2. Includes Rio, Hestia, Holeproof, Red Robin and TMI
Underwear sales by brand Change
$ millions 1H16 1H15 $m % Comments
Bonds 200.3 176.3 24.0 13.6 Growth in owned retail (new stores and strong comp
sales growth)
Wholesale sales flat
Babywear, Hosiery and Outerwear categories among the
best performers
Strong performance from innovation including
Bonds 100 Anniversary range, Sport range and
Christmas Show Your Glow range
Berlei1 21.5 21.4 0.1 0.6 Core bra sales up supported by new Sensation range
with supply issues constraining growth. Underwear and
hosiery down due to range rationalisation
Jockey 14.1 13.4 0.7 5.1 Strong performance in New Zealand driven by additional
distribution and All Blacks sponsorship
Explorer 8.5 8.6 (0.1) (0.7) Sales broadly flat with reduced supermarket activity
Hosiery brands 8.2 9.8 (1.7) (17.3) Driven by category and competitive dynamics, as well as
the proactive launch of Bonds Tights
Other2 16.8 23.1 (6.3) (27.3) Declines in DDS due to increased competition and range
rationalisation
Total1 269.4 252.6 16.8 6.7
14. 1313
Bonds retail comp growth +22%
Retail sales up 38.9% driven by store openings and
positive comp store growth across the network of 22%
Store rollout continues
‒ 10 new stores opened in 1H16
‒ 66 new Activewear concession sites in Myer1
Retail channel profit contribution increased
significantly due to sales growth, improved
merchandising and gross margins, maturing store
operations and increased leverage of network
overheads
44 42 41 36 34 36
17 22 35 38 46
53
66
61
1H15
75
2H13 1H14
47
79
35
2H152H14
64
66
155
7
59
1H161H13
47
BondsMyer Concession Bonds Outlet / ClearanceBonds Kids
Store rollout trajectory
1. Concessions are stores within a store. Sales in concessions are classified as retail sales
15. 1414
1. Reported EBIT includes 1H impairment of goodwill in F15
Sheridan sales and earnings up
Sales up 10.2% driven by retail performance
‒ Strong Australian comp store growth
‒ UK comp sales down but with improved trajectory
‒ Growth across all categories, with increasing
contribution from new lifestyle categories
EBIT pre significant items up 5.0%
‒ Australian sales and earnings up materially
‒ UK earnings down vs pcp but reduced loss
vs 2H15
‒ Restructuring costs constrained earnings growth
$ millions 1H16 1H15 Change
Sales 105.0 95.3 10.2%
EBIT (pre significant items) 9.2 8.7 5.0%
EBIT (reported)1
9.2 (26.3) n.m.
Wholesale
Retail 75%
25%
$105.0m
13.6
1.1
% Change vs PCPSales by channel
16. 1515
1. Concessions are stores within a store. In Australia, they are within David Jones. In the United Kingdom, they are predominantly within Debenhams
and House of Fraser. Sales in concessions are classified as retail sales
2. Sheridan Factory Outlets. Includes 5 SFO concession outlets
Sheridan retail comp growth +9%
Retail sales up 13.6% driven by strong comp store sales
performance, up 9% overall (Australia up 10%)
‒ Boutique comp sales up materially due to improved
execution and growth in existing and new categories
‒ Concession1 sales in growth overall with Australian
sales up partially offset by UK underperformance
and network rationalisation in that region
‒ SFO2 comp sales up driven by clearance and
improved execution
‒ New Kids and Baby concession launched in
David Jones
Australian store network expansion underway with 4
new sites opened
UK distribution footprint being reshaped, with 11 retail
sites closed during 1H16
83 87 78
107
34
45 48
46
F15
143
17
F14
148
14
17
1H16
170
16
F13
131
SFOBoutique Concession
Store numbers
17. 1616
Update on Sheridan profit improvement program
Initiative Status Description
Key initiatives to increase profitability of Australia operations
Consolidate Sheridan’s warehousing and logistics
operations into the Underwear distribution centre Completed 1Q16
Review product sourcing arrangements with
Li & Fung to optimise agency versus direct
sourcing mix going forward
Insourcing agreed with Li & Fung team
transitioning to Pacific Brands operations in China
Smaller categories and geographies will continue
to be sourced by Li & Fung where appropriate
Simplify wholesale business and move to
concession where possible
Work in
progress
Wholesale organisation structure simplified
Increase leverage of shared services to reduce
overhead and administration costs Management structure simplified
Sourcing, logistics and customer service functions
now shared with Underwear group
Key initiatives to turnaround UK operations
Reshape distribution footprint to focus on most
profitable concessions and online Footprint rationalisation completed with 11
concessions exited with a further 4 SFO stores to
be exited in 2H16
Improve range management, merchandise
planning and gross margins
Work in
progress
Range strategy and pricing reviews completed
with product development and merchandise plans
underway for Summer 16
Reduce overhead and administration costs
Restructuring completed
18. 1717
1. Reported EBIT includes impairment of brand names, goodwill and fixed assets in F15
Note: Tontine business includes Tontine, Dunlopillo, Fairydown and Crestell brands. Dunlop Flooring includes underlay and hard flooring products
Tontine and Dunlop Flooring sales and earnings up
Sales up 18.1%
‒ Tontine sales up 21% driven by Dunlopillo and
Fairydown in DS, value category growth in DDS and
supermarkets, Crestell sales and China export growth
‒ Dunlop Flooring sales up 15% due to strong housing
market in certain states, new hard flooring product
launch and underlay market share growth
EBIT pre significant items up 71.6%
‒ Tontine and Dunlop Flooring earnings up, driven by
sales growth, sourcing savings, improved
manufacturing recoveries and reduced depreciation
$51.7m
49%
51%Tontine
Dunlop
Flooring
21.3
14.9
$ millions 1H16 1H15 Change
Sales 51.7 43.8 18.1%
EBIT (pre significant items) 5.0 2.9 71.6%
EBIT (reported)1
5.0 (16.7) n.m.
Sales by business % Change vs PCP
19. 1818
Product development in flooring and premium bedding
Heartridge hard flooring gaining momentum
Heartridge is a new collection of timber, laminate and vinyl plank flooring
launched by Dunlop Flooring in 2H15
Strategy to leverage existing Dunlop Flooring customer relationships and
infrastructure to gain market share in fast growing category
Well received by major flooring retailers with preferred supplier status
with majority of key accounts
Solid performance to date and momentum growing
Tontine Luxe and Dunlopillo range
Range extension into premium comfort and therapeutic support
offer following extensive consumer research
Premium market positioning in department stores and specialty
retailers with additional distribution
Positive sales momentum to date
Tontine China exports
Development of premium woollen quilt export business to China
22. 2121
Gross margins up 1.4pts versus PCP as a result of:
‒ Increasing mix of higher margin retail sales, favourable product / brand mix and reduced
clearance activity
‒ Partly offset by the adverse impact of FX depreciation, net of product cost savings, duty benefits
and price increases
Change
$ millions 1H16 1H15 $m %
Sales 425.3 391.8 33.6 8.6
Gross margin 212.4 190.1 22.3 11.7
Gross margin (%) 49.9 48.5 1.4pts n.m.
Gross margin up due to channel mix
0.850.890.91
0.981.01
2H16E11H152H14
c.0.761
1H162H151H14
Average AUD:USD hedged rates through the P&L
1. Expected 2H16 rate based on existing forward cover plus forward spot rate at 14 February 2016
23. 2222
Change
$ millions 1H16 1H15 $m %
Warehousing and freight 31.6 29.0 2.6 9.0
Sales, retail and marketing 110.9 97.1 13.8 14.2
Administrative 33.7 32.5 1.3 3.9
CODB 176.2 158.6 17.6 11.1
CODB / Sales 41.4% 40.5% 0.9pts n.m.
Increased investment in retail and brands
CODB up due mainly to increased investment in retail and brand marketing
Warehousing and freight expenses increased due to higher volumes and costs associated with the
transition of Sheridan into Underwear distribution centre
Sales, retail and marketing expenses up
‒ Investment in retail expansion (primarily Bonds) had a positive contribution to EBIT
‒ Store expenses reduced as a percentage of sales due to greater operational leverage and
improved execution
‒ Advertising expense up due mainly to Bonds 100 and Berlei Sensation campaigns
Administrative expenses up as a result of restructuring costs
24. 2323
Consistent with guidance, inventory up $16.1m in 1H16 primarily due to FX depreciation ($13m), a
relatively early Chinese New Year which impacts shipment timing, and sales seasonality and growth
FX impact fully mitigated through permanently extending creditor terms via improved supply chain
finance terms made available to suppliers and Lean system benefits
Returns on tangible capital employed increased significantly due to disciplined working capital
management and improved profitability
Capex largely related to new store openings
Working capital reduced and returns improved
1H16 change vs
$ millions 1H16 2H15 1H15 2H15 1H15
Trade debtors 78.4 74.2 71.0 4.2 7.4
Inventories 147.2 131.1 131.0 16.1 16.2
Trade creditors (106.0) (88.2) (78.6) (17.8) (27.4)
Working capital 119.5 117.2 123.4 2.3 (3.9)
Working capital / LTM sales (%) 14.6 14.8 16.0 (0.2)pts (1.4)pts
Tangible ROCE (%) 46.7 40.2 32.1 6.5pts 14.6pts
Inventory turns (x) 2.8 3.1 3.1 (0.3) (0.3)
Capital expenditure reported 8.7 6.0 11.8 2.7 (3.1)
25. 2424
Strong cash conversion maintained
Net cash position increased to $33m
Facilities further downsized to reflect the size of the business and to reduce unused line fees
‒ Tranche 1 debt facility closed ($50m)
‒ Tranche 2 debt facility retained, but remains undrawn
‒ Securitisation facility maintained
Strong cash conversion and debt free
33.0
0.9
Dec 15
(24.2)
Dec 14 Jun 15
Net cash / (debt)
$ millions
1. Restructuring cash flow relates to amounts previously reported as significant items
2. Cash conversion is defined as OCFPIT divided by EBITDA before significant items
$ millions 1H16
EBITDA (reported) 42.1
Change in working capital / Other 7.2
OCFPIT 49.3
Net interest / tax paid (4.4)
Restructuring payments (4.4)
Net operating cash flow 40.5
Cash conversion 117%
27. 2626
Trading update, outlook and dividend
2H16 sales for the 6 weeks to date are up 8% versus PCP, but 2H16 results will largely be dependent on
May and June trading which are significant months
The Company expects EBIT growth in 2H16, relative to PCP for the continuing business pre significant
items, to be similar to the first half. Accordingly, F16 EBIT is expected to be approximately $73-75m
Fully franked interim dividend declared of 1.6cps equating to a payout ratio of 60%
28. 2727
Conclusion
EBIT up 15% with strong sales and earnings growth in all businesses
All major brands in growth with improving distribution profile
Substantial progress in mitigating FX headwinds
Reinstatement of fully franked dividends with a 60% payout ratio
F16 EBIT expected to be approximately $73-75m
Significant investment in strategic initiatives to drive future growth
30. 2929
Appendix A: Non-IFRS financial information
All amounts represent continuing business unless otherwise noted as reported
All full year statutory numbers referred to in this document have been audited, all half year statutory
numbers have been reviewed
In addition to statutory reported amounts, certain non-IFRS measures are used by Directors and
management as measures of assessing the financial performance of the Company and individual
operating groups, including:
‒ Average AUD:USD hedged rates through the P&L
‒ Cash conversion
‒ Comp store sales growth
‒ Inventory turns, FX impact on stock
‒ Return on capital employed
‒ Sales by brand, channel and business
‒ Store numbers
‒ 2H16 trading to date
The Directors consider that these performance measures are appropriate for their purposes and present
meaningful information on the underlying drivers of the business. Many of the measures used are
common practice in the industry within which Pacific Brands operates
Some non-IFRS financial information is stated before significant items as disclosed in Note 9 to the
Financial Statements. Results excluding such items are considered by Directors to be a better basis for
comparison from period to period as well as more comparable with future performance. They are also the
primary measure of earnings considered by management in operating the business and by Directors in
determining dividends taking into account other considerations
31. 3030
Appendix B: Definitions
Cash conversion – OCFPIT / EBITDA before significant items
CODB (Cost of doing business) – operating expenses (warehousing and freight, sales, retail & marketing,
administration) below gross margin other than expenses that are individually significant as disclosed in Note 9 to
the Financial Statements
Comp sales growth – % growth in net sales revenue for stores (including online) that have been open for at least
13 months
Continuing business – Underwear, Sheridan, Tontine & Dunlop Flooring and Other Unallocated segments
Discontinued business – Workwear and Brand Collective segments
EBIT – earnings before interest and tax
EBITDA – earnings before interest, tax, depreciation and amortisation
Gross Margin – gross profit plus other income and share of profit of equity accounted investments
Inventory turns – LTM cost of goods sold / closing inventory
LTM – Last twelve months
Net debt – Interest bearing loans and borrowings less cash and cash equivalents
OCFPIT (Operating cash flow) – cash flow from operations pre interest and tax
Payout ratio – Dividends declared / NPAT before significant items
ROCE (Return on Capital Employed) – LTM EBIT before significant items / period end total capital employed
Tangible ROCE – as for ROCE but using total capital employed less Intangibles
TCE (Total Capital Employed) – Intangible assets (brand names & goodwill) plus net tangible assets
32. 3131
Appendix C: Retail network
Total
Continuing
business Branded Concession Outlet
Total
stores Online 31 Dec 15 30 Jun 15 31 Dec 14
Underwear 53 66 36 155 4 159 83 79
Sheridan 17 107 46 170 3 173 146 151
Tontine and
Dunlop Flooring - - - - 1 1 1 1
Total 70 173 82 325 8 333 230 231