This document summarizes Mary Lehmann's presentation at the 2009 Barclays Capital Industrial Select Conference on February 11, 2009. It provides an overview of ArvinMeritor's globally diverse business portfolio, highlights from the first quarter including sales and earnings results, cost reduction measures, and vehicle production and sales outlooks for commercial vehicle systems and light vehicle systems. Segment results, cash flow, working capital trends and the status of factoring and securitization programs are also reviewed.
This document summarizes a presentation given by Jay Craig, Senior Vice President and Controller of ArvinMeritor, at the JPMorgan Harbour Auto Conference on August 6, 2007. The presentation discusses ArvinMeritor's financial results for the third quarter of fiscal year 2007, including earnings of $0.25 per share before special items. It also provides guidance for full year 2007 EPS of $0.75 to $0.80 before special items. The presentation addresses questions about free cash flow and the sale of the Emissions Technologies business unit.
The document summarizes Celanese Corporation's 1Q 2006 earnings conference call and webcast scheduled for May 9, 2006. It includes an agenda with the CEO and CFO slated to speak. Financial highlights are provided for Celanese's 1Q 2006 results including net sales growth of 12% and diluted adjusted EPS growth of 16% year-over-year. Guidance for full year 2006 adjusted EPS is given in the range of $2.50 to $2.90 per share. Various non-GAAP financial measures are reconciled to the most comparable GAAP measures.
- Revenue and earnings for the company increased in the first quarter compared to the prior year.
- Earnings per share were $0.77, up 20% from the prior year.
- The company is increasing its full year 2006 earnings forecast to a range of $3.82 to $3.97 per share.
Sanjiv Khattri, Executive Vice President and CFO of GMAC Financial Services C...finance8
The document provides a financial update from GMAC's Executive Vice President and CFO for the first quarter of 2007. It summarizes key performance metrics, including a net loss of $305 million compared to net income of $495 million in Q1 2006, driven by pressures in the residential mortgage market. It also discusses GMAC's continued strong auto finance performance and insurance earnings. ResCap maintained strong liquidity but faced credit issues in nonprime lending.
In the second quarter of FY2009:
- ADM reported segment operating profits of $815 million, down 15% from the second quarter of the previous fiscal year.
- Oilseeds processing profits increased 46% to $319 million due to strong results in crushing and origination.
- Corn processing profits declined 89% to $29 million as sweeteners and starches fell while bioproducts recorded a loss.
- Agricultural services profits rose 47% to $462 million from increased merchandising and handling volumes.
The chairman noted that prudent risk management enabled the company to deliver strong results in a challenging market environment.
- The company reported third quarter 2006 earnings per share of $1.06, up 8% from the prior year. Excluding a pension accounting charge, EPS was $1.12, up 14%.
- All business segments saw revenue growth. Fleet Management Solutions revenue was up 5% and Supply Chain Solutions revenue increased 19%.
- The company's debt to equity ratio was 160% at the end of the third quarter 2006, an increase from 143% at the end of 2005 but still below the long-term target range.
Sanjiv Khattri, Executive Vice President and CFO of GMAC Financial Services U...finance8
This document is the transcript from a fixed income investor presentation given by Sanjiv Khattri, Executive Vice President and Chief Financial Officer of GMAC. The presentation summarizes GMAC's financial performance in Q2 2007, including details on results from their auto finance, insurance, and Residential Capital (ResCap) business segments. It provides key metrics on ResCap's mortgage portfolios and credit quality, noting continued challenges from the weak US housing market.
- Fleet Management Solutions operating revenue increased 2% to $713.9 million driven by a 6% increase in contractual revenue, while commercial rental revenue declined 13% and fuel services revenue declined 3%.
- Net before tax earnings for FMS increased 8% to $80.8 million and net before tax earnings as a percentage of operating revenue increased to 11.3% from 10.7% in the prior year.
- The company reaffirmed its full year 2007 earnings forecast of $4.30 to $4.40 per share, with second quarter earnings forecasted to be $1.04 to $1.07 per share.
This document summarizes a presentation given by Jay Craig, Senior Vice President and Controller of ArvinMeritor, at the JPMorgan Harbour Auto Conference on August 6, 2007. The presentation discusses ArvinMeritor's financial results for the third quarter of fiscal year 2007, including earnings of $0.25 per share before special items. It also provides guidance for full year 2007 EPS of $0.75 to $0.80 before special items. The presentation addresses questions about free cash flow and the sale of the Emissions Technologies business unit.
The document summarizes Celanese Corporation's 1Q 2006 earnings conference call and webcast scheduled for May 9, 2006. It includes an agenda with the CEO and CFO slated to speak. Financial highlights are provided for Celanese's 1Q 2006 results including net sales growth of 12% and diluted adjusted EPS growth of 16% year-over-year. Guidance for full year 2006 adjusted EPS is given in the range of $2.50 to $2.90 per share. Various non-GAAP financial measures are reconciled to the most comparable GAAP measures.
- Revenue and earnings for the company increased in the first quarter compared to the prior year.
- Earnings per share were $0.77, up 20% from the prior year.
- The company is increasing its full year 2006 earnings forecast to a range of $3.82 to $3.97 per share.
Sanjiv Khattri, Executive Vice President and CFO of GMAC Financial Services C...finance8
The document provides a financial update from GMAC's Executive Vice President and CFO for the first quarter of 2007. It summarizes key performance metrics, including a net loss of $305 million compared to net income of $495 million in Q1 2006, driven by pressures in the residential mortgage market. It also discusses GMAC's continued strong auto finance performance and insurance earnings. ResCap maintained strong liquidity but faced credit issues in nonprime lending.
In the second quarter of FY2009:
- ADM reported segment operating profits of $815 million, down 15% from the second quarter of the previous fiscal year.
- Oilseeds processing profits increased 46% to $319 million due to strong results in crushing and origination.
- Corn processing profits declined 89% to $29 million as sweeteners and starches fell while bioproducts recorded a loss.
- Agricultural services profits rose 47% to $462 million from increased merchandising and handling volumes.
The chairman noted that prudent risk management enabled the company to deliver strong results in a challenging market environment.
- The company reported third quarter 2006 earnings per share of $1.06, up 8% from the prior year. Excluding a pension accounting charge, EPS was $1.12, up 14%.
- All business segments saw revenue growth. Fleet Management Solutions revenue was up 5% and Supply Chain Solutions revenue increased 19%.
- The company's debt to equity ratio was 160% at the end of the third quarter 2006, an increase from 143% at the end of 2005 but still below the long-term target range.
Sanjiv Khattri, Executive Vice President and CFO of GMAC Financial Services U...finance8
This document is the transcript from a fixed income investor presentation given by Sanjiv Khattri, Executive Vice President and Chief Financial Officer of GMAC. The presentation summarizes GMAC's financial performance in Q2 2007, including details on results from their auto finance, insurance, and Residential Capital (ResCap) business segments. It provides key metrics on ResCap's mortgage portfolios and credit quality, noting continued challenges from the weak US housing market.
- Fleet Management Solutions operating revenue increased 2% to $713.9 million driven by a 6% increase in contractual revenue, while commercial rental revenue declined 13% and fuel services revenue declined 3%.
- Net before tax earnings for FMS increased 8% to $80.8 million and net before tax earnings as a percentage of operating revenue increased to 11.3% from 10.7% in the prior year.
- The company reaffirmed its full year 2007 earnings forecast of $4.30 to $4.40 per share, with second quarter earnings forecasted to be $1.04 to $1.07 per share.
This statistical supplement from Ameriprise Financial provides key financial metrics and information for the first quarter of 2006 compared to previous periods. Some highlights include:
- Revenue increased 6% to $1.949 billion from the prior year period, while income before taxes was relatively flat.
- Adjusted earnings increased 17% to $189 million, excluding one-time items.
- Total client assets under management or administration grew 11% to $446 billion.
- The number of financial advisors was relatively unchanged at 12,339.
This document provides an overview and estimates for MetLife's 4th quarter 2008 results and full year 2008 results. It also reviews MetLife's 2009 plan and discusses key topics such as their variable annuities business and GMIB rider liability. Some of the key points include estimated operating earnings of ($50)-$150 million for Q4 2008, realized gains of $1,200-$1,800 million, and an operating EPS estimate of $3.50-$3.75 for full year 2008. The 2009 plan projects operating earnings of $2,920-$3,250 million and an adjusted operating EPS of $3.60-$4.00. MetLife also discusses their hedging activities and disputes analyses claiming a
Quest Diagnostics acquired SmithKline Beecham Clinical Laboratories in 1999, making it the clear leader in diagnostic testing in the US. Net income excluding special items was $41.2 million in 1999 compared to $26.9 million in 1998 due to the acquisition. However, after special items related to the acquisition, the company reported a net loss of $3.4 million. The company's strategy is focused on capitalizing on its position in diagnostic testing, becoming a leading provider of medical information by leveraging its large database of test results, and becoming recognized as the quality leader in healthcare services.
This document summarizes Northrop Grumman's Q3 2008 financial results. It highlights increases in sales, earnings per share, cash from operations, and new business awards compared to Q3 2007. The CEO also notes share repurchases, a record backlog, opportunities for growth, and raised guidance for full year EPS. Updates are provided on major defense programs and milestones. The CFO discusses the company's liquidity, risk mitigation efforts, and negotiating better contracts. Projections for full year 2008 sales, margins, cash flow, and earnings are included. Potential impacts of market declines on 2009 pension expenses are also estimated.
This document provides a statistical supplement with financial information for Ameriprise Financial, Inc. for the second quarter of 2006. It includes:
- Consolidated income statements and adjusted income statements excluding certain items
- Financial metrics and targets for revenue growth, earnings growth, and return on equity
- Information on managed assets, financial advisors, debt ratios, and other business metrics
- Segment income statements and selected financial details for the asset accumulation, protection, and corporate segments
The document contains financial summaries, income statements, business metrics, ratios and other key performance indicators to provide an overview of Ameriprise's financial performance and position in the second quarter of 2006.
Textron's 2000 annual report outlines its new strategic framework aimed at delivering compelling growth through creating a portfolio of powerful brands and fostering enterprise excellence, with return on invested capital (ROIC) as the key performance metric. Some key points:
- The framework focuses on transitioning businesses into strong brands in attractive, growing industries and leveraging the potential of the Textron enterprise through initiatives like supply chain management, e-business strategies, and shared services.
- Financial goals include achieving a ROIC at least 400 basis points above the weighted average cost of capital, 5% annual organic revenue growth, segment profit margins over 13%, and 10% annual earnings per share growth.
- A Transformation Leadership Team was established to lead
The document is the transcript from an analyst conference held by Atmos Energy Corporation on October 1, 2008. It discusses Atmos Energy's regulated and nonregulated operations. Atmos Energy operates natural gas distribution divisions across 12 states and has a nonregulated pipeline and storage business. It is focused on growing its rate base and earning approved rates of return through capital investments and rate cases.
This document is United Airlines' 1998 annual report. It contains the following key information:
1) Jerry Greenwald, United's CEO, provides a letter addressing the challenges of 1998, including economic problems in Asia hurting revenues. However, United still had healthy profits of $1.3 billion due to preparedness and cost controls.
2) Greenwald discusses United's progress on its "Quality Flight Plan" over the past 5 years to improve customer satisfaction, fleet, financial position, and employee relations.
3) The report includes financial highlights and operating statistics showing United's continued strong financial performance in 1998 despite challenges, as well as comments from passengers in seat 14D addressing improvements to United's fleet and customer experience
1) The document provides an earnings conference call forecast for Q4 2007 and full year 2008. It includes details on Q4 2007 results, 2008 forecasts, and questions and answers.
2) Key highlights of Q4 2007 results include earnings per share of $1.24, up 15% from prior year. Operating revenue was up 4% and total revenue up 5%.
3) The forecast expects continued growth in 2008 from contractual revenue increases and favorable foreign exchange rates across all business segments.
1) UAL Corporation reported significant losses in 2001 due to the impacts of September 11th terrorist attacks and the weak economy. UAL's losses totaled $2.1 billion for the year, with passenger revenues down 39% in the fourth quarter.
2) United Airlines operates a major domestic and international air transportation network, with hubs in Chicago, Denver, Los Angeles, San Francisco, and Washington D.C. It focuses on markets in North America, Pacific, Atlantic, and Latin America.
3) In response to the difficult financial conditions following 9/11, United undertook large schedule reductions and employee furloughs to reduce costs, while continuing efforts to strengthen revenues and customer service.
Sanjiv Khattri, Executive Vice President and CFO of GMAC Financial Services 2...finance8
This document provides a summary of GMAC's preliminary second quarter 2007 earnings results. Key points include:
- Net income of $293 million, down from $787 million in Q2 2006. Excluding ResCap, net income doubled year-over-year.
- ResCap results improved due to reducing nonprime exposure and production, though credit quality continues to weaken with the housing market.
- Auto finance continues to perform well with improving margins and originations up.
- Insurance had favorable underwriting results.
- GMAC and ResCap maintain strong liquidity positions with $17.5 billion in cash and marketable securities.
Pfizer Quarterly Corporate Performance - First Quarter 2008finance5
This document summarizes Pfizer's first quarter 2008 earnings teleconference. It discusses Pfizer's financial results for the quarter, including a 18% decrease in reported net income. It also provides guidance for 2008, reaffirming revenue of $47-49 billion and adjusted diluted EPS of $2.35-$2.45. Key highlights included steady growth from products like Lyrica and Chantix, though results were impacted by the loss of exclusivity for Norvasc and Zyrtec. Cost reduction efforts remained on track to save $1.5-2 billion versus 2006.
CMC is a global steel and metals company with over 14,000 employees worldwide. It manufactures, recycles, markets, and distributes steel and metal products through a network of over 200 locations globally. CMC operates steel minimills, fabrication plants, service centers, and recycling facilities. It aims to be vertically integrated and diversified in its product offerings and geographic reach.
The document provides an overview of CMC's business model, current market conditions, earnings results, and operational metrics for the third quarter of 2008. It discusses CMC's strategy of vertical integration, product diversification, and global geographic dispersion. It also reviews earnings, sales, margins, capital investments, and performance across CMC's different business segments.
The document provides an overview of CMC, a global steel and metals company. It discusses CMC's business model which focuses on vertical integration, product diversification, and global geographic dispersion. It also summarizes CMC's track record of conservative management and 30 consecutive years of profitability. Finally, it outlines CMC's five operating segments and overall strategy of achieving a global reach through regional focus and growth in key markets.
The document provides an overview of CMC's business model which focuses on vertical integration, product diversification, and global geographic dispersion. It then discusses CMC's current market conditions and outlook across different geographic regions and product lines, including details on earnings expectations, capital investment projects, and quarterly financial statistics. The document also reviews factors influencing costs and selling prices for CMC's various steel manufacturing operations in North America.
CMC is a global steel and metals company with over 14,000 employees worldwide. It manufactures, recycles, markets, and distributes steel and metal products through a network of over 200 locations globally. CMC operates steel minimills, fabrication plants, service centers, and recycling facilities. It aims to vertically integrate its operations from scrap processing to steel fabrication to provide a hedge against steel and metal price fluctuations.
10 Insightful Quotes On Designing A Better Customer ExperienceYuan Wang
In an ever-changing landscape of one digital disruption after another, companies and organisations are looking for new ways to understand their target markets and engage them better. Increasingly they invest in user experience (UX) and customer experience design (CX) capabilities by working with a specialist UX agency or developing their own UX lab. Some UX practitioners are touting leaner and faster ways of developing customer-centric products and services, via methodologies such as guerilla research, rapid prototyping and Agile UX. Others seek innovation and fulfilment by spending more time in research, being more inclusive, and designing for social goods.
Experience is more than just an interface. It is a relationship, as well as a series of touch points between your brand and your customer. Here are our top 10 highlights and takeaways from the recent UX Australia conference to help you transform your customer experience design.
For full article, continue reading at https://yump.com.au/10-ways-supercharge-customer-experience-design/
How to Build a Dynamic Social Media PlanPost Planner
Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
This document summarizes a presentation given by Jay Craig, Senior Vice President and Controller of ArvinMeritor, at the JPMorgan Harbour Auto Conference on August 6, 2007. The presentation discusses ArvinMeritor's financial results for the third quarter of fiscal year 2007, including earnings of $0.25 per share before special items. It also provides guidance for full year 2007 EPS of $0.75 to $0.80 before special items. The presentation addresses questions about free cash flow and the sale of the Emissions Technologies business unit.
This statistical supplement from Ameriprise Financial provides key financial metrics and information for the first quarter of 2006 compared to previous periods. Some highlights include:
- Revenue increased 6% to $1.949 billion from the prior year period, while income before taxes was relatively flat.
- Adjusted earnings increased 17% to $189 million, excluding one-time items.
- Total client assets under management or administration grew 11% to $446 billion.
- The number of financial advisors was relatively unchanged at 12,339.
This document provides an overview and estimates for MetLife's 4th quarter 2008 results and full year 2008 results. It also reviews MetLife's 2009 plan and discusses key topics such as their variable annuities business and GMIB rider liability. Some of the key points include estimated operating earnings of ($50)-$150 million for Q4 2008, realized gains of $1,200-$1,800 million, and an operating EPS estimate of $3.50-$3.75 for full year 2008. The 2009 plan projects operating earnings of $2,920-$3,250 million and an adjusted operating EPS of $3.60-$4.00. MetLife also discusses their hedging activities and disputes analyses claiming a
Quest Diagnostics acquired SmithKline Beecham Clinical Laboratories in 1999, making it the clear leader in diagnostic testing in the US. Net income excluding special items was $41.2 million in 1999 compared to $26.9 million in 1998 due to the acquisition. However, after special items related to the acquisition, the company reported a net loss of $3.4 million. The company's strategy is focused on capitalizing on its position in diagnostic testing, becoming a leading provider of medical information by leveraging its large database of test results, and becoming recognized as the quality leader in healthcare services.
This document summarizes Northrop Grumman's Q3 2008 financial results. It highlights increases in sales, earnings per share, cash from operations, and new business awards compared to Q3 2007. The CEO also notes share repurchases, a record backlog, opportunities for growth, and raised guidance for full year EPS. Updates are provided on major defense programs and milestones. The CFO discusses the company's liquidity, risk mitigation efforts, and negotiating better contracts. Projections for full year 2008 sales, margins, cash flow, and earnings are included. Potential impacts of market declines on 2009 pension expenses are also estimated.
This document provides a statistical supplement with financial information for Ameriprise Financial, Inc. for the second quarter of 2006. It includes:
- Consolidated income statements and adjusted income statements excluding certain items
- Financial metrics and targets for revenue growth, earnings growth, and return on equity
- Information on managed assets, financial advisors, debt ratios, and other business metrics
- Segment income statements and selected financial details for the asset accumulation, protection, and corporate segments
The document contains financial summaries, income statements, business metrics, ratios and other key performance indicators to provide an overview of Ameriprise's financial performance and position in the second quarter of 2006.
Textron's 2000 annual report outlines its new strategic framework aimed at delivering compelling growth through creating a portfolio of powerful brands and fostering enterprise excellence, with return on invested capital (ROIC) as the key performance metric. Some key points:
- The framework focuses on transitioning businesses into strong brands in attractive, growing industries and leveraging the potential of the Textron enterprise through initiatives like supply chain management, e-business strategies, and shared services.
- Financial goals include achieving a ROIC at least 400 basis points above the weighted average cost of capital, 5% annual organic revenue growth, segment profit margins over 13%, and 10% annual earnings per share growth.
- A Transformation Leadership Team was established to lead
The document is the transcript from an analyst conference held by Atmos Energy Corporation on October 1, 2008. It discusses Atmos Energy's regulated and nonregulated operations. Atmos Energy operates natural gas distribution divisions across 12 states and has a nonregulated pipeline and storage business. It is focused on growing its rate base and earning approved rates of return through capital investments and rate cases.
This document is United Airlines' 1998 annual report. It contains the following key information:
1) Jerry Greenwald, United's CEO, provides a letter addressing the challenges of 1998, including economic problems in Asia hurting revenues. However, United still had healthy profits of $1.3 billion due to preparedness and cost controls.
2) Greenwald discusses United's progress on its "Quality Flight Plan" over the past 5 years to improve customer satisfaction, fleet, financial position, and employee relations.
3) The report includes financial highlights and operating statistics showing United's continued strong financial performance in 1998 despite challenges, as well as comments from passengers in seat 14D addressing improvements to United's fleet and customer experience
1) The document provides an earnings conference call forecast for Q4 2007 and full year 2008. It includes details on Q4 2007 results, 2008 forecasts, and questions and answers.
2) Key highlights of Q4 2007 results include earnings per share of $1.24, up 15% from prior year. Operating revenue was up 4% and total revenue up 5%.
3) The forecast expects continued growth in 2008 from contractual revenue increases and favorable foreign exchange rates across all business segments.
1) UAL Corporation reported significant losses in 2001 due to the impacts of September 11th terrorist attacks and the weak economy. UAL's losses totaled $2.1 billion for the year, with passenger revenues down 39% in the fourth quarter.
2) United Airlines operates a major domestic and international air transportation network, with hubs in Chicago, Denver, Los Angeles, San Francisco, and Washington D.C. It focuses on markets in North America, Pacific, Atlantic, and Latin America.
3) In response to the difficult financial conditions following 9/11, United undertook large schedule reductions and employee furloughs to reduce costs, while continuing efforts to strengthen revenues and customer service.
Sanjiv Khattri, Executive Vice President and CFO of GMAC Financial Services 2...finance8
This document provides a summary of GMAC's preliminary second quarter 2007 earnings results. Key points include:
- Net income of $293 million, down from $787 million in Q2 2006. Excluding ResCap, net income doubled year-over-year.
- ResCap results improved due to reducing nonprime exposure and production, though credit quality continues to weaken with the housing market.
- Auto finance continues to perform well with improving margins and originations up.
- Insurance had favorable underwriting results.
- GMAC and ResCap maintain strong liquidity positions with $17.5 billion in cash and marketable securities.
Pfizer Quarterly Corporate Performance - First Quarter 2008finance5
This document summarizes Pfizer's first quarter 2008 earnings teleconference. It discusses Pfizer's financial results for the quarter, including a 18% decrease in reported net income. It also provides guidance for 2008, reaffirming revenue of $47-49 billion and adjusted diluted EPS of $2.35-$2.45. Key highlights included steady growth from products like Lyrica and Chantix, though results were impacted by the loss of exclusivity for Norvasc and Zyrtec. Cost reduction efforts remained on track to save $1.5-2 billion versus 2006.
CMC is a global steel and metals company with over 14,000 employees worldwide. It manufactures, recycles, markets, and distributes steel and metal products through a network of over 200 locations globally. CMC operates steel minimills, fabrication plants, service centers, and recycling facilities. It aims to be vertically integrated and diversified in its product offerings and geographic reach.
The document provides an overview of CMC's business model, current market conditions, earnings results, and operational metrics for the third quarter of 2008. It discusses CMC's strategy of vertical integration, product diversification, and global geographic dispersion. It also reviews earnings, sales, margins, capital investments, and performance across CMC's different business segments.
The document provides an overview of CMC, a global steel and metals company. It discusses CMC's business model which focuses on vertical integration, product diversification, and global geographic dispersion. It also summarizes CMC's track record of conservative management and 30 consecutive years of profitability. Finally, it outlines CMC's five operating segments and overall strategy of achieving a global reach through regional focus and growth in key markets.
The document provides an overview of CMC's business model which focuses on vertical integration, product diversification, and global geographic dispersion. It then discusses CMC's current market conditions and outlook across different geographic regions and product lines, including details on earnings expectations, capital investment projects, and quarterly financial statistics. The document also reviews factors influencing costs and selling prices for CMC's various steel manufacturing operations in North America.
CMC is a global steel and metals company with over 14,000 employees worldwide. It manufactures, recycles, markets, and distributes steel and metal products through a network of over 200 locations globally. CMC operates steel minimills, fabrication plants, service centers, and recycling facilities. It aims to vertically integrate its operations from scrap processing to steel fabrication to provide a hedge against steel and metal price fluctuations.
10 Insightful Quotes On Designing A Better Customer ExperienceYuan Wang
In an ever-changing landscape of one digital disruption after another, companies and organisations are looking for new ways to understand their target markets and engage them better. Increasingly they invest in user experience (UX) and customer experience design (CX) capabilities by working with a specialist UX agency or developing their own UX lab. Some UX practitioners are touting leaner and faster ways of developing customer-centric products and services, via methodologies such as guerilla research, rapid prototyping and Agile UX. Others seek innovation and fulfilment by spending more time in research, being more inclusive, and designing for social goods.
Experience is more than just an interface. It is a relationship, as well as a series of touch points between your brand and your customer. Here are our top 10 highlights and takeaways from the recent UX Australia conference to help you transform your customer experience design.
For full article, continue reading at https://yump.com.au/10-ways-supercharge-customer-experience-design/
How to Build a Dynamic Social Media PlanPost Planner
Stop guessing and wasting your time on networks and strategies that don’t work!
Join Rebekah Radice and Katie Lance to learn how to optimize your social networks, the best kept secrets for hot content, top time management tools, and much more!
Watch the replay here: bit.ly/socialmedia-plan
http://inarocket.com
Learn BEM fundamentals as fast as possible. What is BEM (Block, element, modifier), BEM syntax, how it works with a real example, etc.
The document discusses how personalization and dynamic content are becoming increasingly important on websites. It notes that 52% of marketers see content personalization as critical and 75% of consumers like it when brands personalize their content. However, personalization can create issues for search engine optimization as dynamic URLs and content are more difficult for search engines to index than static pages. The document provides tips for SEOs to help address these personalization and SEO challenges, such as using static URLs when possible and submitting accurate sitemaps.
This document summarizes a presentation given by Jay Craig, Senior Vice President and Controller of ArvinMeritor, at the JPMorgan Harbour Auto Conference on August 6, 2007. The presentation discusses ArvinMeritor's financial results for the third quarter of fiscal year 2007, including earnings of $0.25 per share before special items. It also provides guidance for full year 2007 EPS of $0.75 to $0.80 before special items. The presentation addresses questions about free cash flow and the sale of the Emissions Technologies business unit.
- Revenue and earnings for the company increased in the first quarter compared to the prior year.
- Earnings per share were $0.77, up 20% from the previous year.
- The company is increasing its full year 2006 earnings forecast to a range of $3.82 to $3.97 per share.
This document summarizes a presentation given by Chip McClure, Chairman and CEO of ArvinMeritor, at the 2009 AANY Conference sponsored by Deutsche Bank. The presentation discusses ArvinMeritor's strategic priorities of accelerating restructuring, improving operations, completing the separation of the LVS business, growing high-margin segments, and innovating technology. It provides an overview of ArvinMeritor's global business portfolio and the timeline of cost actions the company has taken in recent years to address declining vehicle production volumes. Charts show external estimates for reductions in 2009 production of Class 8 trucks in North America, medium and heavy trucks in Europe, and light vehicles.
The document summarizes the key points from a presentation given by Chip McClure, Chairman and CEO of ArvinMeritor, at the 2009 AANY Conference sponsored by Deutsche Bank. The presentation provides an overview of ArvinMeritor's strategic priorities and actions taken to improve performance and liquidity given deteriorating market conditions. It outlines the plans to separate the commercial vehicle solutions and light vehicle solutions businesses, pursue a sale of the body systems unit, and explore options for exiting the chassis systems business. Frequently asked questions are also addressed.
- The company reported second quarter earnings per share of $0.98, up from $0.97 in the second quarter of 2004. Revenue increased 10% compared to the second quarter of 2004.
- Fleet Management Solutions revenue increased 9% and earnings increased 8% compared to the second quarter of 2004, driven by improved used vehicle sales and rental results.
- The company reaffirmed its full year 2005 earnings forecast of $3.42-$3.52 per share, which includes a $0.12 state tax benefit.
- Revenue for the second quarter was up 10% year-over-year, with increases across all business segments. Fleet Management Solutions revenue was up 9% and earnings up 8%.
- Earnings per diluted share were $0.98 compared to $0.97 in the prior year second quarter. Excluding special items, earnings per share were $0.86, up 13% from $0.76.
- For the year-to-date period, earnings per diluted share were $1.61 compared to $1.50 in the prior year. Excluding special items, earnings per share were $1.50, up 17% from $1.28.
- The company reported first quarter 2005 earnings per share of $0.64, up from $0.53 in the first quarter of 2004.
- Fleet Management Solutions revenue increased 10% and earnings increased 28% compared to the prior year period.
- The company is increasing its full year 2005 earnings forecast to a range of $3.30 to $3.40 per share.
- The company reported first quarter 2005 earnings per share of $0.64, up from $0.53 in the first quarter of 2004. This included a one-time recovery and excluded gains from real estate sales.
- Fleet Management Solutions revenue increased 10% and operating revenue grew 5% compared to the prior year, driven by acquisitions and commercial rental growth. This led to a 28% increase in net earnings before tax.
- Supply Chain Solutions revenue rose 8% due to new business, but earnings declined due to lower margins in some automotive accounts. Dedicated Contract Carriage earnings also declined due to contract losses and higher costs.
This document summarizes Office Depot's fourth quarter 2008 earnings conference call. Key points include:
- Total sales declined 15% year-over-year to $3.3 billion due to economic challenges.
- The company reported a GAAP loss of $1.54 billion or $5.64 per share. Excluding charges, the loss was $199 million or $0.73 per share.
- North American retail sales fell 18% with a comparable store sales decline of 18% and an operating loss of $119 million versus a $23 million profit in Q4 2007.
The document summarizes Office Depot's fourth quarter 2008 earnings conference call. It reported a GAAP loss of $1.54 billion or $5.64 per share due to impairment charges. Excluding charges, the loss was $199 million or $0.73 per share. Total sales declined 15% to $3.3 billion due to economic challenges. It is taking actions like store closures to improve profitability in 2009.
Preliminary 2008 First Quarter Results for General Motors showed:
- A net loss of $3.3 billion compared to a net income of $94 million in Q1 2007.
- Adjusted earnings before tax of $0.4 billion, up $0.2 billion from Q1 2007.
- Adjusted automotive operating cash flow of negative $3.6 billion.
- Global market share declined 0.5 percentage points to 12.5% while production fell 107,000 units to 2.233 million.
- The American Axle strike cost approximately $0.8 billion in lost earnings before tax for the quarter.
- Fleet Management Solutions operating revenue increased 2% to $713.9 million driven by a 6% increase in contractual revenue, while commercial rental revenue declined 13% and fuel services revenue declined 3%.
- Net before tax earnings for FMS increased 8% to $80.8 million, with earnings as a percentage of operating revenue increasing to 11.3% from 10.7% in the prior year.
- The company reaffirmed its full year 2007 earnings forecast of $4.30 to $4.40 per share, with second quarter earnings forecasted at $1.04 to $1.07 per share.
- GM reported a GAAP net loss of $3.3 billion for the first quarter of 2008. Adjusted net loss was $350 million, excluding special items.
- Revenue was about flat at $42.1 billion as growth in international regions offset declines in North America. Adjusted automotive earnings before tax were $392 million.
- A strike at American Axle impacted production by about 100,000 units and reduced earnings before tax by approximately $800 million for the quarter.
- While markets outside North America grew, results in GMNA declined due to lower industry volume, mix shifts away from trucks, and higher material costs partially offset by cost reductions.
- Revenue increased 14% to $1.49 billion due to growth across all business segments.
- Earnings per diluted share were $0.98, up 20% from $0.82 in the prior year, driven by improved performance across business segments.
- Fleet Management Solutions saw the largest earnings growth of 20% due to higher used vehicle sales, improved fuel margins, and lower costs.
The document provides an overview of the company's third quarter 2005 earnings conference call, including highlights such as earnings per share increasing 20% compared to the prior year, business segment results with revenue and earnings increases across all segments, and debt to equity ratios remaining below long-term targets while supporting continued growth.
Mary Lehmann, Vice President and Treasurer of the company, presented at the UBS 2007 Leveraged Finance Conference on May 9, 2007. In the presentation, Lehmann provided an overview of the company's financial guidance for 2007, highlighted improvement factors for 2008-2009, and discussed the Performance Plus initiative to achieve top quartile financial performance among peers through cost improvements and revenue enhancement. Lehmann also provided an update on the pending sale of the Emissions Technologies unit and addressed questions regarding the company's balance sheet and pension obligations.
Mary Lehmann, Vice President and Treasurer of the company, presented at the UBS 2007 Leveraged Finance Conference on May 9, 2007. In the presentation, Lehmann provided an overview of the company's financial guidance for 2007, highlighted improvement factors for 2008-2009, and discussed the Performance Plus initiative to achieve top quartile financial performance. Key points included projected 2007 EPS of $0.70 to $0.80 before special items, cost savings of $150 million by 2009 from restructuring under Performance Plus, and anticipated growth in North American commercial vehicle demand starting in 2008.
- GM reported a GAAP net loss of $38.9 billion for Q3 2007 due to a $38.6 billion non-cash charge for establishing a valuation allowance against deferred tax assets in the US, Canada and Germany. Excluding special items, the adjusted net loss was $1.6 billion.
- Automotive revenue was a record $43.1 billion for Q3, while adjusted automotive results improved $577 million versus Q3 2006. GMAC reported a loss of $757 million due entirely to losses at ResCap related to the challenging US housing market.
- GM's gross liquidity increased to $30 billion at the end of the quarter, including $5.4 billion in proceeds
- The company reported third quarter 2006 earnings per share of $1.06, up 8% from the prior year. Excluding a pension accounting charge, EPS was $1.12, up 14%.
- All business segments saw revenue growth. Fleet Management Solutions revenue was up 5% and Supply Chain Solutions revenue increased 19%.
- The debt to equity ratio increased to 160% at the end of the third quarter of 2006, compared to the long term target midpoint of 125-150%.
General Motors reported a preliminary first quarter 2009 net loss of $6 billion including special items. Excluding special items, the adjusted net loss was $5.9 billion. The automotive sector recorded an adjusted operating loss of $3.9 billion, down $4.7 billion from the first quarter of 2008 due to lower industry volumes and market share declines partially offset by cost reductions. GMAC results recognized by GM were a loss of $0.9 billion. Adjusted automotive cash flow was negative $10.2 billion.
Similar to arvinmeritor 4BB5E682-5686-4507-B498-4C9536248A86_ARM_2009_Barclays_Industrial_Select_FINAL (20)
The document provides an overview of CMC's business model, current market conditions, earnings results, and operational metrics for the third quarter of 2008. It discusses CMC's strategy of vertical integration, product diversification, and global geographic dispersion. It also reviews demand trends, input costs, earnings, investments, segment performance, and operational details.
This document provides an overview of Commercial Metals Company (CMC) and its quarterly performance. It discusses CMC's business model, including its vertical integration and product and geographic diversification. It also summarizes CMC's financial performance from 2003-2007, highlighting increasing sales, earnings, and shareholder returns over that period. Current market conditions and CMC's outlook are briefly addressed.
The document provides an overview of CMC's business model and current market conditions for the 4th quarter of 2008. It summarizes CMC's key business segments, product lines, capital projects, financial statistics, and discusses challenges in the global steel market including falling prices, reduced demand, and excess inventory. It analyzes factors such as raw material costs, sales prices, margins, and operating profits across CMC's divisions.
The document provides an overview of CMC's business model and current market conditions for the 4th quarter of 2008. It summarizes CMC's key business segments, current projects, liquidity position, financial statistics, and discusses challenges in the global steel market including falling prices, reduced demand, and excess inventory. It analyzes performance and outlook for CMC's Americas and international operations.
This document summarizes notes from the 4th Annual Global Steel CEO Forum held by Goldman Sachs on December 4, 2008. It discusses the current challenging market conditions for the steel industry due to the global liquidity crisis, including falling prices, production cutbacks, and declining demand. Updates are provided on conditions and outlook for different markets, including further price declines and inventory reductions in North America, continued cutbacks and oversupply in Europe and the Middle East, and China's efforts to stimulate domestic demand and infrastructure spending to boost its economy and steel demand. Breaking the negative cycle depends on the effectiveness of global government intervention programs and restoration of confidence.
The document discusses how Commercial Metals Company (CMC) is different from other steel companies. It notes that CMC focuses on long steel products, has diversified its business across five segments including steel mills, fabrication, recycling, and marketing, and has a track record of consistent profitability and financial strength over 26 years. The document aims to show investors that CMC's strategy and performance set it apart from other steel industry firms.
The document discusses how Commercial Metals Company (CMC) is different from other steel companies. It notes that CMC focuses on long steel products, has diversified its business across five segments including steel mills, fabrication, recycling, and marketing, and has a track record of consistent profitability and financial strength over 26 years. The document aims to show investors that CMC's strategy and performance set it apart from other steel industry firms.
The document discusses how Commercial Metals Company (CMC) is different from other steel companies. It notes that CMC focuses on long steel products, has diversified its business across five segments including steel mills, fabrication plants, recycling, and marketing/distribution, and has a track record of consistent profitability and financial strength over 26 years. The document aims to show shareholders that CMC's business strategy and performance set it apart from other steel industry firms.
This document is Commercial Metals Company's 2005 Annual Report. It summarizes the company's financial performance for fiscal year 2005, including record net earnings of $286 million on net sales of $6.6 billion, up from $132 million on $4.8 billion the previous year. It discusses positive results across the company's business segments, including Domestic Mills, Domestic Fabrication, Recycling, and Marketing & Distribution. The annual report also provides an overview of the company's operations, strategic focus on vertical integration, and capital expenditure plans.
This document is the 2005 annual report for Commercial Metals Company. It summarizes the company's financial performance for fiscal year 2005, which saw record net earnings of $286 million on net sales of $6.6 billion, up from $132 million on $4.8 billion the previous year. The company's domestic mills and fabrication segments significantly outperformed the prior year due to higher steel prices and strong end-user demand. While operations in Poland saw a decline from the prior year, performance improved in the fourth quarter. Overall, the company benefited from favorable market conditions across most of its businesses.
This document is Commercial Metals Company's 2005 Annual Report which summarizes the company's financial performance for fiscal year 2005. Some key points:
- The company achieved record net earnings of $286 million on record net sales of $6.6 billion in fiscal year 2005, up from $132 million in net earnings on $4.8 billion in net sales in fiscal year 2004.
- All of the company's business segments - Domestic Mills, Domestic Fabrication, Recycling, and Marketing & Distribution - experienced strong financial performance and profitability in 2005.
- The company continued its strategy of vertical integration and diversification which has helped it perform well in changing market conditions.
- For
This annual report summarizes Commercial Metals Company's financial performance in fiscal year 2006. Some key points:
- Record net earnings of $356 million on $7.6 billion in net sales, up from $286 million on $6.6 billion the prior year.
- All five business segments (domestic mills, CMCZ, domestic fabrication, recycling, and marketing/distribution) performed well due to favorable market conditions and the company's vertical integration strategy.
- Domestic mills set new records for sales, production, and shipments as metal spreads increased. The copper tube mill's operating profit increased significantly year-over-year.
This annual report summarizes Commercial Metals Company's financial performance in fiscal year 2006. Some key points:
- Record net earnings of $356 million on $7.6 billion in net sales, up from $286 million on $6.6 billion the prior year.
- All five business segments (domestic mills, CMCZ, domestic fabrication, recycling, and marketing/distribution) performed well due to favorable market conditions and the company's vertical integration strategy.
- Domestic mills set production and shipment records while benefiting from high metal spreads. CMCZ also improved significantly through organizational changes and new investments.
Commercial Metals Company reported record financial results for fiscal year 2006 with net sales of $7.6 billion, net earnings of $356 million, and diluted earnings per share of $2.89. All five of CMC's business segments performed well, with domestic steel mills, CMCZ (the Polish steel operation), and recycling being especially strong. Market conditions were favorable, especially for non-residential construction, and CMC executed well. The company also invested in new facilities, acquisitions, and branding initiatives. CMC has high confidence in its future due to the continued expected strength of its end markets and its vertically integrated business model.
Commercial Metals Company had a profitable year in 2007, approaching the record profits of 2006. The company made several strategic acquisitions, announced plans to build a new micro mill, and reorganized internally to take advantage of growth opportunities. All five of the company's business segments performed well. Safety remains a major focus.
Commercial Metals Company had a profitable year in 2007, approaching the record profits of 2006. The company made several strategic acquisitions, announced plans to build a new micro mill, and reorganized internally to take advantage of growth opportunities. All five of the company's business segments performed well. Safety remains a major focus.
Commercial Metals Company had a profitable year in 2007, with earnings approaching record levels from 2006. The company made several strategic acquisitions, announced plans to build a new micro mill, and reorganized internally into two geographic business units. Net sales increased 16% to $8.3 billion while net earnings remained steady at $355 million. The company continued pursuing its strategies of product diversification, vertical integration, and global expansion.
This annual report summarizes Commercial Metals Company's (CMC) performance in fiscal year 2008. Some key points:
- Net earnings were $232 million on $10.4 billion in sales, down from the previous year due to a large LIFO expense.
- CMC continued investing in new facilities, technology, and international and domestic capacity expansion.
- Demand was strong globally due to emerging markets, though slowed at the end of the fiscal year. CMC's strategy focuses on vertical integration and product/geographic diversification.
This annual report summarizes Commercial Metals Company's (CMC) performance in fiscal year 2008. Some key points:
- Net earnings were $232 million on $10.4 billion in sales, down from the previous year due to a large LIFO expense.
- CMC continued investing in new facilities, technology, and international and domestic capacity expansion.
- Demand was strong globally due to emerging markets, though slowed at the end of the fiscal year. CMC's strategy focuses on vertical integration and product/geographic diversification.
This annual report summarizes Commercial Metals Company's (CMC) performance in fiscal year 2008. Some key points:
- Net earnings were $232 million on $10.4 billion in sales, down from the previous year due to a large LIFO expense.
- CMC continued investing in new facilities, technology, and international and domestic capacity expansion.
- Demand was strong globally due to emerging markets, though slowed at the end of the fiscal year. CMC's strategy focuses on vertical integration and product/geographic diversification.
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
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1. 2009 Barclays Capital
Industrial Select
Conference
February 11, 2009
Mary Lehmann
Sr. VP, Strategic Initiatives, and Treasurer
1
2. Forward-Looking Statements
This presentation contains statements relating to future results of the company (including certain projections and business
trends) that are “forward-looking statements” as defined in the Private Securities Litigation Reform Act of 1995. Forward-looking
statements are typically identified by words or phrases such as “believe,” “expect,” “anticipate,” “estimate,” “should,” “are likely
to be,” “will” and similar expressions. There are risks and uncertainties relating to the planned disposition of the Body Systems
and Chassis Systems businesses of ArvinMeritor’s LVS business, including the timing and certainty of completion and the terms of
any transaction or transactions. In addition, actual results may differ materially from those projected as a result of certain risks
and uncertainties, including but not limited to global economic and market cycles and conditions, including the recent global
economic crisis; whether our liquidity will continue to be affected by declining vehicle production volumes; the financial condition
of the company’s suppliers and customers, including potential bankruptcies; possible adverse effects of any future suspension of
normal trade credit terms by our suppliers; the ability of the company to continue to comply with covenants in its financing
agreements; the ability of the company to access capital markets; credit ratings of the company’s debt; continued decline in the
price of our common stock on the NYSE; the demand for commercial, specialty and light vehicles for which the company supplies
products; risks inherent in operating abroad (including foreign currency exchange rates and potential disruption of production
and supply due to terrorist attacks or acts of aggression); availability and sharply rising cost of raw materials, including steel and
oil; OEM program delays; demand for and market acceptance of new and existing products; successful development of new
products; reliance on major OEM customers; labor relations of the company, its suppliers and customers, including potential
disruptions in supply of parts to our facilities or demand for our products due to work stoppages; potential difficulties competing
with companies that have avoided their existing contracts in bankruptcy and reorganization proceedings; successful integration
of acquired or merged businesses; the ability to achieve the expected annual savings and synergies from past and future
business combinations and the ability to achieve the expected benefits of restructuring actions; success and timing of potential
divestitures; potential impairment of long-lived assets, including goodwill; potential adjustment of the value of deferred tax
assets; competitive product and pricing pressures; the amount of the company’s debt; the outcome of existing and any future
legal proceedings, including any litigation with respect to environmental or asbestos-related matters; the outcome of actual and
potential product liability and warranty and recall claims; rising costs of pension and other post-retirement benefits and possible
changes in pension and other accounting rules; as well as other risks and uncertainties, including but not limited to those
detailed from time to time in filings of the company with the SEC. These forward-looking statements are made only as of the
date hereof, and the company undertakes no obligation to update or revise the forward-looking statements, whether as a result
of new information, future events or otherwise, except as otherwise required by law.
All earnings per share amounts are on a diluted basis. The company's fiscal year ends on the Sunday nearest Sept. 30, and its
fiscal quarters end on the Sundays nearest Dec. 31, March 31 and June 30. All year and quarter references relate to the
company's fiscal year and fiscal quarters, unless otherwise stated.
2
3. Globally Diverse Business Portfolio
2008 Sales – $7.2 Billion
CVS
LVS Body
South
Europe
America
75%
12%
Asia
Pacific
10%
North
America North
LVS Chassis
46% America
Europe 75%
32%
South North
Wheels America America
45% 50%
3
4. Q1 Highlights
• CVS and Wheels met the milestones we indicated in December
• Total company sales of $1,370 million, down 18%
– Down 11% on a constant-currency basis
– CVA and Specialty both posted sales gains
• Reported a loss of $0.77 per share from continuing operations
before special items (1)
• GAAP results include non-cash charges:
– $665 million valuation reserve for certain deferred tax assets
– $279 million LVS goodwill, fixed asset and other impairments
• Cash outflow from operations net of capital expenditures of $386
million
• Additional cost reductions expected to raise FY 2009 savings to a
total of $165 million for CVS and $82 million for LVS
(1) GAAP diluted earnings per share from continuing operations were $(13.71); see Appendix – “Non-GAAP
Financial Information”
4
5. First Quarter Income Statement from
Continuing Operations – Before Special
Items(1)
(in millions, except per share amounts) Three Months Ended December 31,
Better/(Worse)
2008 2007
$ %
Sales $ 1,370 $ 1,663 $ (293) -18%
Cost of Sales (1,297) (1,533) 236 15%
Gross Margin 73 130 (57) -44%
SG&A and other (100) (92) (8) -9%
Operating Income (Loss) (27) 38 (65) -171%
Equity in Earnings of Affiliates 4 11 (7) -64%
Interest Expense, Net and Other (22) (27) 5 19%
Income (Loss) Before Income Taxes (45) 22 (67) -305%
Benefit from/(Provision for) Income Taxes (8) (13) 5 38%
Minority Interests (3) (3) - 0%
Income/(Loss) from Continuing Operations $ (56) $ 6 $ (62) -1033%
Diluted Loss Per Share
Continuing Operations $ (0.77) $ 0.08 $(0.85) -1063%
5 (1) See Appendix – “Non-GAAP Financial Information”
6. Q1 Segment EBITDA Before Special
Items(1)
Three Months Ended December 31,
(in millions)
Better/(Worse)
2008 2007 $ %
EBITDA
Commercial Vehicle Systems $ 52 $ 71 $ (19) -27%
Light Vehicle Systems (41) 12 (53) -442%
Segment EBITDA 11 83 (72) -87%
Unallocated Corporate Costs (1) (1) - 0%
Total EBITDA $ 10 $ 82 $ (72) -88%
EBITDA Margins
Commercial Vehicle Systems 5.4% 6.6% -1.2 pts
Light Vehicle Systems -9.9% 2.1% -12.0 pts
Segment EBITDA Margins 0.8% 5.0% -4.2 pts
Total EBITDA Margins 0.7% 4.9% -4.2 pts
(1) See Appendix – “Non-GAAP Financial Information”
6
7. Timeline of Refocusing and Cost Actions
2006 2007 2008 2009
Completed sale of Announced details of Implemented
last piece of LVA; Performance Plus pay cuts, no
realized proceeds initiative, including merits and
significantly targeted savings of discontinuation
greater than if sold $75 million in 2008 of 401k
as a whole (achieved) matching
Announced
Announced Completed sale Announced austerity
Announced
elimination of
creation of of Emissions actions incremental to
intention to
LVS divisional
Performance Technologies Performance Plus
separate CVS
organization and
Plus profit for total ($70 mil. structural,
and LVS
further
improvement consideration of $55 mil. var. labor)
businesses
headcount
initiative $310 million
reductions
Constant Purpose and Firm Resolve
7
8. 2009 Cost Reductions(1)
FY 2009 Savings (Millions) CVS LVS
What has
changed to
$ 25
Performance Plus $ 50
allow ARM
to clear
October Austerity Actions
covenant
levels at
6
- Variable Labor 50
lower
volumes?
- Other Actions 19
30
Actions Taken in January 32
35 This row.
Total $ 165 $ 82
Memo: Total at Annual Run-Rate $ 225 $ 110
(1) Cost reductions represent expected savings based on current information and management’s best estimates
8
9. SG&A and Headcount
2009
FY 2009 Headcount Reduction
SG&A Expense
B/(W)
Actions Taken to Date
(Millions)
2008
CVS N.A. Plants 302
LVS Stand-alone Costs $ (7)
Vacation Policy and CVS Europe Plants 1,023
(10)
Other Employee Related
Q1 Salaried Reduction
135
Other CVS & Corporate 9 in Force
LVS January Actions 100
Total $ (8)
Total 1,560
9
10. Free Cash Flow(1)
Quarter Ended
December 31,
(In millions)
2008 2007
Pretax Income (Loss) from Continuing Operations $ (356) $ 12
Impairments 279 -
Net Spending (D&A less Capital Expenditures) (16) (2)
Pension and Retiree Medical Net of Expense 1 4
USW Settlement (28) -
Customer Settlement (25) -
Performance Working Capital (2) (185) (352)
Off Balance Sheet Securitization and Factoring (4) 115
Other, including Restructuring (51) (78)
Free Cash Flow from Continuing Ops. $ (385) (301)
Discontinued Operations (1) (4)
Free Cash Flow $ (386) $ (305)
(1) See Appendix – “Non-GAAP Financial Information”
(2) Change in payables less changes in receivables, inventory and customer tooling
10
11. Cash Flow and Working Capital
Working Capital Seasonality Receivables Lag Payables
300
2007
200 2008
2009
100
0
(100)
(200) Sales Inventory/ Receivables
Payables
(300)
1st Qtr 2nd Qtr 3rd Qtr 4th Qtr
Inventory Off-Bal. Sheet Rec. Sales
• The majority of CVS Europe receivables
• In addition to a normal lag effect,
have been sold without recourse
inventory was affected by very late
changes to production schedules • As sales fall, there is no benefit to free
cash flow (as defined by the company)
• As a result, we were unable to plan
for these sold receivables
inventory effectively at the end of the
quarter • Net of off-balance sheet securitization,
working capital will not be a source of
cash in fiscal Q2
• However, balances in off-balance sheet
securitization will fall
11
12. Vehicle Production Scenarios(1) (2009 FY)
YOY YOY
Commercial
(000) Percent Light Vehicle (Millions) Percent
Vehicle
Change Change
North America
140 North America
(27)% 9.2 (32)%
Class 8
Europe Medium &
305 Total Europe
(46)% 16.5 (26)%
Heavy
South America
115 South America
(27)% 3.5 (12)%
Medium & Heavy
• Managing the company to these levels
• At these levels, expect to have adequate liquidity to be in
compliance with all debt covenants
(1) Production levels are provided for the purposes of this example only and are not intended to represent the
Company’s production assumptions. The Company is unable to estimate full-year industry production at this time.
12
13. New in the Q
• Valuation allowances against deferred tax assets were for
wholly-owned operations in the U.S., France, Germany
and Sweden
• Cash restructuring was $12 million in the quarter and is
expected to be $65 million for the year
– Restructuring reserves were $42 million at Dec. 31
• Weighted average borrowing rate on U.S. securitization
program was 4.9% at Dec. 31
• Securitization costs were $4 million in the quarter
13
14. Factoring and Securitization Balances
Likely
Uncommitted
Committed
On-Balance Sheet Used
Direction
(1) (1)
U.S. Facility $ 175 $- $ 93
Likely
Committed Uncommitted
Off-Balance Sheet Used
Direction
(1) (1)
Swedish Facility $ 175 $- $ 168
French Facility 175 - 152
Other - 206 86
Total $ 350 $ 206 $ 406
(1) Constrained by eligible receivables
14
15. CVS Regional Sales
Change at Medium &
Sales
FY 2009 Q1 Change constant Heavy Truck
($million)
Exchange Production
North America $ 517 12 % 13 % (16) %
Europe 277 (32)% (19)% (30) %
South America 95 7% 25 % (9) %
Asia-Pacific 67 (45)% (36)% N/A
Total $ 956 (11)% (4)%
15
16. CVS Sales Decline in Q1 Less than Industry
30% YOY Change in Truck
Production
20%
Sales Change at
Constant Exchange
10%
0%
-10%
-20%
-30%
North America South America Europe
How? • Aftermarket
• Aftermarket • Share
• Steel
• Military • Content per
recoveries
vehicle
• Steel
recoveries
16
17. LVS Regional Sales
Change at
Sales Light Vehicle
FY 2009 Q1 Change constant
($million) Production
Exchange
North America $ 145 (29)% (25)% (24) %
(25) %
Europe 174 (32)% (23)%
(20) %
South America 71 (20)% (17)%
Asia-Pacific 24 (33)% (42)% N/A
Total $ 414 (29)% (24)%
17
18. LVS Divestiture Update
• Executed January cost reductions with a 2009 FY
impact of $32 million
– 100 positions eliminated in January
– Eliminated LVS divisional organization
– Resizing and flattening Body and Chassis organizations
• Execute Body strategy
– Demonstrate cost efficiencies
– Pursue a sale when acceptable returns for shareholders
can be achieved
• Execute Chassis strategy
– Demonstrate cost efficiencies
– Pursuing multiple actions to divest on a timely basis
18
19. Frequently Asked Questions
• Why treat Body and Chassis differently?
• Why not just close LVS?
• Why are steel prices suddenly a problem for LVS?
• Do you expect federal bail-out funds for suppliers?
• What will your cash taxes be?
• What are your intentions for the debt maturity next
week?
19
21. New Business Wins – Military Vehicles
• Nov. 12: BAE awarded 8,400 more FMTVs (Family of Medium Tactical Vehicles)
• Dec. 11: Navistar Defense awarded 400 more MaxxPro Dash vehicles for U.S.
in addition to 822 previously awarded and delivered by end-January
• Jan. 9: Navistar Defense awarded 1,300 Medium Support Vehicles for
Canadian military
• Jan. 15: Navistar Defense awarded 600 WorkStar variants for U.S. forces in Iraq
Upcoming Opportunities
• MRAP All-Terrain Vehicle
– Large program with award expected in April/May
– Existing MRAP suppliers well positioned
• Joint Light Tactical Vehicle
– On two of the three bids initially chosen to advance (pending GAO review)
21
22. CVS Margins vs. Prior Year
EBITDA Margin Before Special Items(1)
Segment
EBITDA
Margin
FY 2008 Q1 6.6%
Europe medium & heavy truck production volume (1.8)
Asia/Pacific production volume (0.7)
Specialty and Aftermarket volume and mix 1.2
All other volume and mix (0.6)
Performance Plus and other cost savings 1.5
2008 benefit for vacation policy change (0.9)
Other 0.1
FY 2009 Q1 5.4%
(1) ArvinMeritor uses EBITDA as the primary basis for the chief operating decision maker to evaluate the performance of
each of the company’s reportable segments. See slide 12 and the appendix for consolidation and comparison to GAAP
measures. EBITDA margin equals EBITDA divided by sales.
22
23. LVS Margins vs. Prior Year
EBITDA Margin Before Special Items(1)
Segment
EBITDA
Margin
FY 2008 Q1 2.1%
Lower global production volume (5.7)
Stand-alone corporate costs put in place for planned spin (1.7)
Performance Plus and other cost savings 1.2
Steel and other raw material economics, net of pass-thru (2.9)
Foreign exchange (1.0)
Other (1.9)
FY 2009 Q1 (9.9)%
(1) ArvinMeritor uses EBITDA as the primary basis for the chief operating decision maker to evaluate the performance of
each of the company’s reportable segments. See slide 12 and the appendix for consolidation and comparison to GAAP
measures. EBITDA margin equals EBITDA divided by sales.
23
24. Recent Actions to Strengthen
Liquidity
• Renewed on- and off-balance sheet receivables
securitization facilities
• Increased ability to repatriate cash to the U.S. and
Europe
• Implemented cash-friendly cost saving actions
– Negotiated needed savings for at-risk plants
– Reduced salaries and benefits
– Significantly reduced discretionary spending
– Implemented capital expenditure restrictions
• Suspended quarterly dividends on common stock
24
25. Revolving Credit Line Covenants
≤
• Senior secured debt to TTM EBITDA Limit
TTM Adj. EBITDA as Reported • 2.5x through
• Include U.S. Securitization
Revolver Mar. 31, 2009
borrowings only Interest
• 2.0x thereafter
• Include Off-Balance Sheet
• Measured only
Factoring and Securitization
once per
Costs
quarter
• Include cash special items
• Capital expenditures ≤ $210 million annually
25
26. Use of Non-GAAP Financial Information
In addition to the results reported in accordance with accounting principles generally accepted in the United States (“GAAP”) included
throughout this presentation, the Company has provided information regarding income from continuing operations and diluted
earnings per share before special items, which are non-GAAP financial measures. These non-GAAP measures are defined as reported
income or loss from continuing operations and reported diluted earnings or loss per share from continuing operations plus or minus
special items. Other non-GAAP financial measures include “EBITDA” and “free cash flow”. EBITDA before special items is defined as
earnings before interest, taxes, depreciation and amortization, and losses on sales of receivables, plus or minus special items. Free
cash flow represents net cash provided by operating activities less capital expenditures.
Management believes that the non-GAAP financial measures used in this presentation are useful to both management and investors in
their analysis of the Company’s financial position and results of operations. In particular, management believes that free cash flow is
useful in analyzing the Company’s ability to service and repay its debt. EBITDA is a meaningful measure of performance commonly
used by management, the investment community and banking institutions to analyze operating performance and entity valuation.
Further, management uses these non-GAAP measures for planning and forecasting in future periods. The company uses EBITDA as
the primary basis for the chief operating decision maker to evaluate the performance of each of the company’s reportable segments.
These non-GAAP measures should not be considered a substitute for the reported results prepared in accordance with GAAP. Free
cash flow should not be considered substitutes for cash provided by operating activities or other balance sheet or cash flow statement
data prepared in accordance with GAAP or as a measure of financial position or liquidity. In addition, the calculation of free cash flow
does not reflect cash used to service debt and thus, does not reflect funds available for investment or other discretionary uses.
EBITDA should not be considered an alternative to operating income as an indicator of operating performance or to cash flows as a
measure of liquidity. These non-GAAP financial measures, as determined and presented by the Company, may not be comparable to
related or similarly titled measures reported by other companies.
Set forth on the following slides are reconciliations of these non-GAAP financial measures, if applicable, to the most directly
comparable financial measures calculated and presented in accordance with GAAP.
In addition, financial data may be provided on a “trailing twelve month basis,” which equates to the sum of the measure in question
for the four most recent quarters.
26
27. Non-GAAP Financial Information
Income Statement Special Items Walk 1Q 2009
Before
LVS Separation Income Tax
GAAP Special Items
Restructuring Impairments Costs Charges
Q1 2009 Q1 2009
(in millions)
Sales $ 1,370 $ -$ -$ -$ -$ 1,370
Gross Margin 73 - - - - 73
Operating Income (Loss) (338) 26 279 6 - (27)
Loss From Continuing Operations (991) 26 238 6 665 (56)
DILUTED EARNINGS (LOSS) PER SHARE
Continuing Operations $ (13.71) $ 0.36 $ 3.29 $ 0.08 $ 9.21 $ (0.77)
EBITDA
Commercial Vehicle Systems $ 36 $ 8$ 8$ -$ -$ 52
Light Vehicle Systems (308) 15 252 - - (41)
Segment EBITDA (272) 23 260 - - 11
(16) 3 6 6 - (1)
Unallocated Corporate Costs
$ (288) $ 26 $ 266 $ 6$ -$ 10
Total EBITDA
27
28. Non-GAAP Financial Information
Income Statement Special Items Walk 1Q 2008
Before
Income
GAAP Special Items
Restructuring Taxes
Q1 2008 Q1 2008
(in millions)
Sales $ 1,663 $ - $ - $ 1,663
Gross Margin 130 - - 130
Operating Income 28 10 - 38
Income (Loss) From Continuing Operations (1) 6 1 6
DILUTED EARNINGS (LOSS) PER SHARE
Continuing Operations $ (0.01) $ 0.08 $ 0.01 $ 0.08
EBITDA
Commercial Vehicle Systems $ 71 $ - $ - $ 71
Light Vehicle Systems 2 10 - 12
Segment EBITDA 73 10 - 83
(1) - - (1)
Unallocated Corporate Costs
$ 72 $ 10 $ - $ 82
Total EBITDA
28
29. Non-GAAP Financial Information
EBITDA Reconciliation
Three Months Ended
December 31,
2008 2007
$ 10 $ 82
Total EBITDA - Before Special Items
(266) -
Asset Impairment Charges, (1)
(26) (10)
Restructuring Costs
(6) -
LVS Separation Costs
Loss on Sale of Receivables (4) (4)
Depreciation and Amortization (32) (32)
Interest Expense, Net and other (22) (27)
Provision for Income Taxes (645) (10)
Loss From Continuing Operations $ (991) $ (1)
(1) Net of minority interests.
29
30. Non-GAAP Financial Information
Free Cash Flow
(in millions) Three Months Ended
December 31,
2008 2007
Cash flows used for continuing operations $ (337) $ (267)
Cash flows used for discontinued operations (1) (4)
(48) (34)
Cash expenditures
Free cash flow - full company $ (386) $ (305)
30