2013 VFC Investor Day-Wiseman Presentation
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This document contains financial information and strategic plans for a company over a 5-year period from 2012 to 2017. It shows steady growth in key metrics like revenue (10% CAGR), gross margin (+300 bps), operating margin (+250 bps), and earnings per share (13% CAGR). The company aims to lead in innovation, connect with consumers, serve consumers directly, and expand geographically. By 2017, revenues reached $17.3B, gross margin was 49.5%, operating margin was 16%, and earnings per share was $4.50. Cash flow from operations also grew steadily at a 10% CAGR to $9.5B over the 5-year period.
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ANNUAL REPORT2015For personal .docx
ANNUAL
REPORT
2015
F
o
r
p
e
rs
o
n
a
l u
se
o
n
ly
II
CONTENTS
Chairman and Managing Director and CEO’s Letter 2
Financial Highlights 3
Business Highlights 4
Review of Operations 6
Board of Directors 10
Corporate Governance Statement 12
Corporate and Social Responsibility 24
Directors’ Report 26
Remuneration Report 34
Auditor’s Independence Declaration 47
Independent Auditor’s Report 48
Directors’ Declaration 50
Financial Statements 51
Notes to the Financial Statements 56
Shareholder Information 83
Corporate Directory 84
Company Store Locator IBC
Annual General Meeting
The 2015 Annual General Meeting of
Dick Smith Holdings Limited will be held at
Dick Smith Support Office, 2 Davidson Street
Chullora, New South Wales on
Wednesday 28 October 2015 at 11.00am
F
o
r
p
e
rs
o
n
a
l u
se
o
n
ly
Dick Smith Holdings Limited ANNUAL REPORT 2014 I 1Dick Smith Holdings Limited ANNUAL REPORT 2015 I 1
Dick Smith is renowned
for its convenient
store locations, range
of leading brands,
competitive prices,
customer service and
knowledgeable staff.
WHO WE ARE
F
o
r
p
e
rs
o
n
a
l u
se
o
n
ly
2
CHAIRMAN’S AND
MANAGING DIRECTOR
AND CEO’S LETTER
Dear fellow shareholders
Two years ago, when Dick Smith embarked on a
successful road show with investors prior to our IPO,
we conveyed our strategy as becoming ‘the leading
consumer electronics retailer in Australia and New
Zealand, assisting our customers in achieving the most
from technology at the right value’. We identified five
strategic growth initiatives to deliver sustainable growth
over the medium term.
Two years later our focus on our strategy is unwavering
with these initiatives delivering the sustainable growth
we anticipated and continuing to position the Company
for superior future growth.
Our performance in these five strategic growth initiatives
can be summarised as:
– New stores: With 393 stores in Australia and
New Zealand and opening 15-20 stores annually,
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convenience wherever they are located.
– New formats: Our four formats cater for differing
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customer to a younger demographic at MOVE, a more
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travellers at MOVE by Dick Smith (at Sydney Airport’s
International Terminal).
– Private Label: An integral part of Dick Smith for 45
years, Private Label growth continues to provide the
Company with flexibility to trade competitively and
maintain favourable margins.
– Online/omni-channel: Considered by many as a
disrupter, we view online as a competitive advantage.
With all 393 stores offering Pay & Collect and 210
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low cost model and multiple online platforms allow
your Company to offer leading prices.
– Cost transformation: Having inherited a cost base
that was unsustainable, our investment .
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This document provides forward-looking statements and discusses Sysco's expectations for fiscal year 2024. Some of the key points include:
- Sysco expects mid-single digit sales growth to $80 billion and 5-10% adjusted EPS growth to a range of $4.20 to $4.40 for fiscal year 2024.
- Sysco believes its Recipe for Growth strategy and strategic priorities will enable it to consistently outperform the market.
- The document outlines various risks and uncertainties that could cause actual results to differ from Sysco's expectations.
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- In FY2023, Sysco achieved total sales of $76.3 billion and continues to be the market leader in the highly fragmented US foodservice distribution industry with a 17% market share.
- Sysco's leadership discussed priorities for growth including investments in technology, acquisitions focused on higher-margin specialty businesses, returning capital to shareholders, and a commitment to sustainability and diversity, equity, and inclusion.
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ANNUAL REPORT2015For personal .docx
ANNUAL
REPORT
2015
F
o
r
p
e
rs
o
n
a
l u
se
o
n
ly
II
CONTENTS
Chairman and Managing Director and CEO’s Letter 2
Financial Highlights 3
Business Highlights 4
Review of Operations 6
Board of Directors 10
Corporate Governance Statement 12
Corporate and Social Responsibility 24
Directors’ Report 26
Remuneration Report 34
Auditor’s Independence Declaration 47
Independent Auditor’s Report 48
Directors’ Declaration 50
Financial Statements 51
Notes to the Financial Statements 56
Shareholder Information 83
Corporate Directory 84
Company Store Locator IBC
Annual General Meeting
The 2015 Annual General Meeting of
Dick Smith Holdings Limited will be held at
Dick Smith Support Office, 2 Davidson Street
Chullora, New South Wales on
Wednesday 28 October 2015 at 11.00am
F
o
r
p
e
rs
o
n
a
l u
se
o
n
ly
Dick Smith Holdings Limited ANNUAL REPORT 2014 I 1Dick Smith Holdings Limited ANNUAL REPORT 2015 I 1
Dick Smith is renowned
for its convenient
store locations, range
of leading brands,
competitive prices,
customer service and
knowledgeable staff.
WHO WE ARE
F
o
r
p
e
rs
o
n
a
l u
se
o
n
ly
2
CHAIRMAN’S AND
MANAGING DIRECTOR
AND CEO’S LETTER
Dear fellow shareholders
Two years ago, when Dick Smith embarked on a
successful road show with investors prior to our IPO,
we conveyed our strategy as becoming ‘the leading
consumer electronics retailer in Australia and New
Zealand, assisting our customers in achieving the most
from technology at the right value’. We identified five
strategic growth initiatives to deliver sustainable growth
over the medium term.
Two years later our focus on our strategy is unwavering
with these initiatives delivering the sustainable growth
we anticipated and continuing to position the Company
for superior future growth.
Our performance in these five strategic growth initiatives
can be summarised as:
– New stores: With 393 stores in Australia and
New Zealand and opening 15-20 stores annually,
we provide our customers with unprecedented
convenience wherever they are located.
– New formats: Our four formats cater for differing
demographics ranging from a traditional Dick Smith
customer to a younger demographic at MOVE, a more
discerning consumer at David Jones and international
travellers at MOVE by Dick Smith (at Sydney Airport’s
International Terminal).
– Private Label: An integral part of Dick Smith for 45
years, Private Label growth continues to provide the
Company with flexibility to trade competitively and
maintain favourable margins.
– Online/omni-channel: Considered by many as a
disrupter, we view online as a competitive advantage.
With all 393 stores offering Pay & Collect and 210
stores acting as distribution/fulfilment locations, our
low cost model and multiple online platforms allow
your Company to offer leading prices.
– Cost transformation: Having inherited a cost base
that was unsustainable, our investment .
Bagr june 2015 investor presentation final
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Redred
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- Adjusted EPS grew 11.3% to $0.89, the 11th consecutive quarter of double-digit growth.
- Adjusted operating income increased 9.2% to $744.9 million and adjusted EBITDA grew 11.6% to $927.5 million.
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- Summer Infant designs, markets, and distributes juvenile products like monitors, safety items, bath products, gates, nursery items, gear, and feeding products.
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An effective road map for business owners looking to enter the retail sector is provided by the convenience store business plan sample. Important elements like the competitive landscape, target demographics, market analysis, and financial estimates are outlined. The plan may highlight a wide choice of products, effective inventory control, and customer-focused services, all with an emphasis on ease. It might also emphasize the use of technology, marketing techniques, and sustainability programs to draw in and keep clients. All things considered, the business plan provides entrepreneurs with a thorough roadmap for starting and expanding a profitable convenience store, helping them to overcome obstacles and seize opportunities in the ever-changing retail industry.
Similar to 2013 VFC Investor Day-Wiseman Presentation (20)
Why Knowing Profitability Is the Key to Success at Your Institution
Why Knowing Profitability Is the Key to Success at Your Institution
morgan-stanley-global-consumer-and-retail-conference.pdf
morgan-stanley-global-consumer-and-retail-conference.pdf
2013 VFC Investor Day-Wiseman Presentation
- 1. Eric Wiseman Chairman, President & Chief Executive Officer
- 2. Earnings Per Share $6.46 $11.50$9.63 63% 2012 – Year 2 of 5-year Plan Operating Margin 52% 11.9% 15%13.5% Gross Margin 44% 48% 60% 46.5% 2010 20152012 Revenue $7.7B $12.7B 64% $10.9B
- 3. 2013 – Year 3 of 5-year Plan* Operating Margin 80% 11.9% 15%14.4% Gross Margin 44.3% 48% 86% 47.5% Revenue 2010 2015 $7.7B $12.7B 76% $11.5B 2013 Earnings Per Share $6.46 93% $11.50$10.75 * Based on guidance given on April 26, 2013.
- 7. • Creating new opportunities for growth • Shaping the future of apparel and footwear • From the mass market to the mountain top, we innovate • Deliver groundbreaking sustainable products and services Powerful Innovation
- 8. Powerful Connection • Inspiring deep relationships with consumers • Connecting across lifestyles, aspirations and passions • Informing our strategies to win deeper brand loyalty
- 9. Powerful Strategy How We Win
- 10. LEAD in Innovation Powerful Strategy How We Win
- 11. LEAD in Innovation CONNECT with Consumers Powerful Strategy How We Win
- 12. SERVE Consumers Directly Powerful Strategy How We Win LEAD in Innovation CONNECT with Consumers
- 13. EXPAND Geographically Powerful Strategy How We Win SERVE Consumers Directly LEAD in Innovation CONNECT with Consumers
- 15. VF’s Global Platforms to Optimize Performance International Supply Chain Direct-to- Consumer Strategy Insight Innovation Brand
- 16. Growth
- 17. 2017 Revenues $10.9B 2012 2017 $17.3B 5-year CAGR: 10% Organic: 8% Acquisition: 2% $17.3B
- 18. 2017 Gross Margin 49.5% 46.5% 2012 2017 +300 Basis Points 49.5%
- 19. 2017 Operating Margin +250 Basis Points 16% 13.5% 2012 2017 16%
- 20. $4.502 2017 Earnings Per Share $2.411 2012 2017 $4.50 5-year CAGR: 13% 1$9.63 Prior to stock split on December 23, 2013 2$18.00 Prior to stock split on December 23, 2013 2
- 21. 2017 Cash Flow from Operations $9.5B 5-year Cumulative Total$1.3B 2012 2017 $2.4B 5-year CAGR: 10%