This document is an investor presentation by Cummins that provides an overview of the company's business segments and financial performance. It summarizes that Cummins has diversified its business across engine, power generation, components and distribution segments. It has grown faster than its peer group since 2003 with higher net income and cash flow. Cummins is also more global now with over 50% of revenue from outside the US. The presentation provides details on each business segment and their growth strategies.
Tim Solso, Chairman and CEO of Cummins, presented at Citigroup's 19th Annual Global Industrial Manufacturing Conference. Over the past several years, Cummins has delivered on its financial commitments, growing revenue significantly above targets and improving margins and returns. Moving forward, Cummins aims to further increase profitability, reduce debt, invest in growth opportunities, and deliver increased shareholder value.
The document is a presentation by Tim Solso, Chairman and CEO of Cummins, at Baird's 2005 Industrial Conference. It summarizes Cummins' financial performance and commitments, including exceeding targets for revenue growth, EBIT margin, capital expenditures, debt ratios, and returns. It outlines strategies to increase profitability, reduce debt, invest in growth areas, and create shareholder value. Cummins is well positioned for future growth in emerging markets like China and India. The presentation also discusses strategies for heavy duty engines, components and distribution businesses, and preparations for 2007 emissions regulations.
The document provides an overview of Cummins Inc.'s management team and financial performance. It introduces the executive committee and lists the vice presidents of various business divisions. It then summarizes Cummins' financial targets for metrics like revenue growth, EBIT margin, capital expenditures, and debt-to-capital ratio. Several charts show how the company has delivered on these targets and improved its stock price, margins, earnings, and return on equity over time.
The document summarizes key points from a presentation given at a ULI Fall Meeting in Miami Beach, FL in October 2008 regarding the global credit crunch and its impacts. Some of the key points include: construction completions in the US are much lower now than in the 1980s and will not likely cause overbuilding; commercial mortgage debt outstanding in the US grew significantly as a percentage of GDP leading up to the credit crunch; global investment sales transaction volumes and property values have declined significantly due to the credit crunch; and the world's reliance on oil from the Persian Gulf region has significant geopolitical implications.
The document summarizes Bill Johnson's presentation at the Morgan Stanley Global Electricity & Energy Conference on April 3, 2008. The presentation outlines Progress Energy's strategy to secure its energy future through operational excellence, growth prospects like rate base expansion, and maintaining constructive regulation. It highlights Progress Energy's two regulated utilities with strong growth prospects and discusses key strategic issues like US climate change policy and needed new baseload capacity like the proposed Levy County nuclear project.
Yahoo reported its financial results for Q2 2007, with the following highlights:
1) Total revenue ex-TAC (excluding traffic acquisition costs) increased 11% year-over-year to $1.244 billion.
2) Revenue ex-TAC from owned and operated sites increased 18% year-over-year to $877 million, while revenue ex-TAC from affiliate sites declined 17% to $155 million.
3) Operating cash flow increased 4% year-over-year to $474 million, representing 38% of total revenue ex-TAC.
The document summarizes AutoZone's 2008 annual stockholders' meeting. It discusses AutoZone's position as the largest auto parts retailer in the US, with over $6.5 billion in annual sales. It highlights AutoZone's strategic priorities of growing its US retail and commercial segments, expanding in Mexico, and growing its ALLDATA business. The document also reviews AutoZone's strong financial performance in recent years and its focus on continued sales growth, improving customer satisfaction, and managing costs.
Melbourne IT FY 2011 Investor PresentationMelbourne IT
- The company reported a 5% decline in revenue and 11% decline in EBIT for the full year 2011 compared to 2010, impacted by a strong Australian dollar and $3 million in transformation costs. Excluding transformation costs, EBIT declined 4%.
- Revenue for the second half of 2011 increased 5% compared to the first half, with EBIT increasing 70% and NPAT increasing 76% over the same period.
- The Digital Brand Services division saw revenue growth of 8% for the full year and EBIT growth of 41%, driven by strong performance in the second half from new .brand domain applications and brand protection services.
Tim Solso, Chairman and CEO of Cummins, presented at Citigroup's 19th Annual Global Industrial Manufacturing Conference. Over the past several years, Cummins has delivered on its financial commitments, growing revenue significantly above targets and improving margins and returns. Moving forward, Cummins aims to further increase profitability, reduce debt, invest in growth opportunities, and deliver increased shareholder value.
The document is a presentation by Tim Solso, Chairman and CEO of Cummins, at Baird's 2005 Industrial Conference. It summarizes Cummins' financial performance and commitments, including exceeding targets for revenue growth, EBIT margin, capital expenditures, debt ratios, and returns. It outlines strategies to increase profitability, reduce debt, invest in growth areas, and create shareholder value. Cummins is well positioned for future growth in emerging markets like China and India. The presentation also discusses strategies for heavy duty engines, components and distribution businesses, and preparations for 2007 emissions regulations.
The document provides an overview of Cummins Inc.'s management team and financial performance. It introduces the executive committee and lists the vice presidents of various business divisions. It then summarizes Cummins' financial targets for metrics like revenue growth, EBIT margin, capital expenditures, and debt-to-capital ratio. Several charts show how the company has delivered on these targets and improved its stock price, margins, earnings, and return on equity over time.
The document summarizes key points from a presentation given at a ULI Fall Meeting in Miami Beach, FL in October 2008 regarding the global credit crunch and its impacts. Some of the key points include: construction completions in the US are much lower now than in the 1980s and will not likely cause overbuilding; commercial mortgage debt outstanding in the US grew significantly as a percentage of GDP leading up to the credit crunch; global investment sales transaction volumes and property values have declined significantly due to the credit crunch; and the world's reliance on oil from the Persian Gulf region has significant geopolitical implications.
The document summarizes Bill Johnson's presentation at the Morgan Stanley Global Electricity & Energy Conference on April 3, 2008. The presentation outlines Progress Energy's strategy to secure its energy future through operational excellence, growth prospects like rate base expansion, and maintaining constructive regulation. It highlights Progress Energy's two regulated utilities with strong growth prospects and discusses key strategic issues like US climate change policy and needed new baseload capacity like the proposed Levy County nuclear project.
Yahoo reported its financial results for Q2 2007, with the following highlights:
1) Total revenue ex-TAC (excluding traffic acquisition costs) increased 11% year-over-year to $1.244 billion.
2) Revenue ex-TAC from owned and operated sites increased 18% year-over-year to $877 million, while revenue ex-TAC from affiliate sites declined 17% to $155 million.
3) Operating cash flow increased 4% year-over-year to $474 million, representing 38% of total revenue ex-TAC.
The document summarizes AutoZone's 2008 annual stockholders' meeting. It discusses AutoZone's position as the largest auto parts retailer in the US, with over $6.5 billion in annual sales. It highlights AutoZone's strategic priorities of growing its US retail and commercial segments, expanding in Mexico, and growing its ALLDATA business. The document also reviews AutoZone's strong financial performance in recent years and its focus on continued sales growth, improving customer satisfaction, and managing costs.
Melbourne IT FY 2011 Investor PresentationMelbourne IT
- The company reported a 5% decline in revenue and 11% decline in EBIT for the full year 2011 compared to 2010, impacted by a strong Australian dollar and $3 million in transformation costs. Excluding transformation costs, EBIT declined 4%.
- Revenue for the second half of 2011 increased 5% compared to the first half, with EBIT increasing 70% and NPAT increasing 76% over the same period.
- The Digital Brand Services division saw revenue growth of 8% for the full year and EBIT growth of 41%, driven by strong performance in the second half from new .brand domain applications and brand protection services.
1) Symantec reported revenue growth of 16% year-over-year and 7% quarter-over-quarter for its fiscal first quarter of 2009. Non-GAAP earnings per share grew 38% year-over-year and 11% quarter-over-quarter.
2) By segment, Security & Compliance revenue grew 12% year-over-year and 5% quarter-over-quarter, while Storage and Server Management grew 20% and 9% respectively.
3) Internationally, revenue grew 19% year-over-year and 7% quarter-over-quarter, while in the US revenue grew 13% and 7% respectively.
2008 J.D. Power Automotive Online Marketing Review3GEngagement
This document summarizes findings from an automotive online marketing review by J.D. Power and Associates. It finds that 2008 US new vehicle sales will be the lowest since 1993 due to higher gas prices causing cars to outsell light trucks. Compact vehicles have also gained market share at the expense of midsize and large vehicles. While online marketing budgets are being reduced, automotive internet usage and time spent researching online is increasing, with more models viewed closer to purchase. The report also examines trends in mobile access, social media, and consumer reviews in influencing car shoppers.
Carlisle Companies reported strong sales and earnings growth in Q1 2011 despite significant raw material cost increases. Net sales were up 27% to $693.6 million, with 13% organic growth. Earnings before interest and taxes increased 42% to $55.2 million, with a 90 basis point improvement in margins. The acquisition of Hawk contributed $76 million in sales and added positively to earnings in its first quarter as part of Carlisle. Raw material costs rose substantially year-over-year but were offset by volume growth, price increases, and cost savings initiatives.
The document discusses the challenges facing the printing and publishing industries due to economic recession and technological changes. It notes declining revenues and employment in these sectors. However, it argues that opportunities still exist for companies that innovate and gain market share through new business models, platforms like web-to-print and cloud computing, customization, and cost efficiencies. The presentation recommends strategies like developing the best team, continuous innovation, geographic expansion, reducing costs, expanding product/service offerings, and making technology investments to achieve growth and create sustainable value in this changing environment.
This corporate presentation by Bellatrix Exploration provides an overview of the company's operations and growth strategy. Some key points:
- Bellatrix has seen significant production, reserve, and cash flow growth between 2009-2011, with liquids production up 257% over that period.
- The company forecasts further production and cash flow growth in 2012 and 2013, targeting exit production rates of 19,000-19,500 boe/d in 2012 and 21,500-22,500 boe/d in 2013.
- Bellatrix has a large inventory of low-risk drilling locations focused on its Cardium and Notikewin areas, with over 1,000 net Cardium locations providing decades of drilling potential.
This document provides an overview and business plan for Andy OnCall Chicagoland West, a home improvement franchise located in Chicago's western suburbs seeking $90,000 in growth capital. The business has been the highest grossing in the Andy OnCall network and aims to drive further growth through a digitally-focused strategy leveraging email, web advertising, and an enhanced online presence to lower customer acquisition costs. The target territory has over 1.1 million residents and $600 million annually spent on home improvements, and the business has already achieved $1 million in annual sales in its second year of operation.
This document is AutoZone's 2003 annual report which provides financial highlights and discusses priorities and growth areas. Some key points:
- In fiscal year 2003, AutoZone achieved record sales of $5.5 billion, operating profit of $918 million, earnings per share of $5.34, and after-tax return on invested capital of 23.4%.
- The three growth priorities are the U.S. retail business, AZ Commercial business, and expanding into Mexico.
- The CEO highlights accomplishments in fiscal 2003 and discusses opportunities for continued growth in the industry, focusing on increasing market share and capturing unperformed maintenance.
- AutoZone aims to be the most exciting zone for vehicle solutions through innovation
This document provides an overview of The Sherwin-Williams Company to investors. It discusses the coatings industry and Sherwin-Williams' position as a top manufacturer. It highlights Sherwin-Williams' diversified customer base in architectural, industrial, and OEM coatings. It also outlines the company's controlled distribution network, leading brands, investment in technology, acquisition strategy, and financial strength.
This document discusses the economic recession and its various causes. It analyzes factors like the housing crisis leading the recession, overleveraged financial institutions, falling asset prices, and a weak household balance sheet both in the US and globally. It examines how productivity growth, central banks, and foreign purchases of treasuries contributed to rising debt levels and a consumer-driven economy in the US. It concludes that the current crisis is secular in nature rather than a normal cycle and will take time to recover from.
The document provides an overview and analysis of Harrah's Entertainment, Inc. In 3 sentences:
Harrah's is the largest provider of branded casino entertainment with over 100,000 employees and 40 million loyalty program members, and has grown significantly through acquisitions while focusing on increasing same-store sales and cross-market visitation using its loyalty programs and marketing capabilities. The presentation outlines Harrah's financial strength and growth strategies, and notes opportunities for continued growth through development projects and reinvestment in existing properties while maintaining an attractive valuation relative to peers.
Manpower planning involves estimating personnel needs over time for projects and operations. It has five essential elements: analyzing current resources, reviewing employee utilization, forecasting demand and supply of employees, and developing a manpower plan. Manpower planning ensures optimum use of human resources, facilitates training and development, and helps identify and address potential shortages or surpluses to reduce costs and improve productivity.
The document discusses several theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on identifying personality traits and characteristics associated with effective leadership. Behavioral theories examine what leaders do and how they act. Contingency theories emphasize that leadership effectiveness depends on interactions between leaders, followers, tasks, and situations. Specific theories covered include the Ohio State leadership studies, path-goal theory, Fiedler's contingency model, Hersey-Blanchard situational theory, and leader-member exchange theory.
The document discusses several theories of leadership, including trait theories, behavioral theories, and contingency theories. It notes that contingency theories consider moderator variables like leader-member relations and task structure. Contingency theories assume leaders must change their behavior to fit the situation or change the situation to fit their behavior. The document also mentions several contemporary leadership perspectives and concludes that it is difficult to isolate exact qualities of a good leader, and that a leader's effectiveness depends on an interaction of their traits, skills, behaviors, and various situational factors.
1. The documents provide standard operating procedures for front desk staff at a hotel, outlining protocols for arrival, briefings, duties, guest interactions, and more.
2. Procedures include arriving 20 minutes before shifts, exchanging uniforms, attending briefings, completing opening/closing duties, welcoming all guests with warmth and assistance, and giving priority recognition to repeat guests.
3. Exact grooming standards, registration processes, and protocols for escorting guests and delivering luggage are also prescribed to ensure thorough professionalism and efficient operations.
There are several leadership styles that can be adopted in different situations: autocratic, bureaucratic, democratic, and laissez-faire. The autocratic style involves a leader retaining power and authority without staff input, while bureaucratic leadership manages through procedures and rules. Democratic leadership encourages staff participation in decision-making. Laissez-faire provides little direction from the leader and gives staff freedom. The most effective style depends on factors like the manager's background, the staff being managed, and the organization.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Leadership refers to the ability of an individual to influence others towards achieving a common goal. Effective leadership involves both managing tasks and developing relationships. There are various leadership styles such as authoritarian, democratic, and laissez-faire that differ in how decisions are made and involvement of group members. A leader's effectiveness also depends on contingencies like the situation and maturity of followers.
The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
The document summarizes several theories of leadership:
1. Great Man Theory and Trait Theory propose that leaders are born with innate qualities and traits. Behavioural theories focus on identifying specific leadership behaviors.
2. Contingency theories emphasize that leadership effectiveness depends on factors like the leader's style and qualities matching the demands of the situation. Fiedler's contingency model and Hersey-Blanchard's situational leadership theory are discussed.
3. Other theories covered include path-goal theory, leader-member exchange theory, and Vroom-Yetton decision making model. Overall, the document provides an overview of several prominent leadership theories from different eras.
- Cummins has doubled revenue over the past 5 years and achieved the highest 3-year period of net earnings as a percent of sales in over 40 years.
- The company has diversified globally and by end markets to reduce cyclicality, aggressively pursued low cost leadership, and built greater earnings stability.
- Cummins is investing in new engine platforms and technologies to capitalize on growth opportunities from evolving global emission standards.
1) Symantec reported revenue growth of 16% year-over-year and 7% quarter-over-quarter for its fiscal first quarter of 2009. Non-GAAP earnings per share grew 38% year-over-year and 11% quarter-over-quarter.
2) By segment, Security & Compliance revenue grew 12% year-over-year and 5% quarter-over-quarter, while Storage and Server Management grew 20% and 9% respectively.
3) Internationally, revenue grew 19% year-over-year and 7% quarter-over-quarter, while in the US revenue grew 13% and 7% respectively.
2008 J.D. Power Automotive Online Marketing Review3GEngagement
This document summarizes findings from an automotive online marketing review by J.D. Power and Associates. It finds that 2008 US new vehicle sales will be the lowest since 1993 due to higher gas prices causing cars to outsell light trucks. Compact vehicles have also gained market share at the expense of midsize and large vehicles. While online marketing budgets are being reduced, automotive internet usage and time spent researching online is increasing, with more models viewed closer to purchase. The report also examines trends in mobile access, social media, and consumer reviews in influencing car shoppers.
Carlisle Companies reported strong sales and earnings growth in Q1 2011 despite significant raw material cost increases. Net sales were up 27% to $693.6 million, with 13% organic growth. Earnings before interest and taxes increased 42% to $55.2 million, with a 90 basis point improvement in margins. The acquisition of Hawk contributed $76 million in sales and added positively to earnings in its first quarter as part of Carlisle. Raw material costs rose substantially year-over-year but were offset by volume growth, price increases, and cost savings initiatives.
The document discusses the challenges facing the printing and publishing industries due to economic recession and technological changes. It notes declining revenues and employment in these sectors. However, it argues that opportunities still exist for companies that innovate and gain market share through new business models, platforms like web-to-print and cloud computing, customization, and cost efficiencies. The presentation recommends strategies like developing the best team, continuous innovation, geographic expansion, reducing costs, expanding product/service offerings, and making technology investments to achieve growth and create sustainable value in this changing environment.
This corporate presentation by Bellatrix Exploration provides an overview of the company's operations and growth strategy. Some key points:
- Bellatrix has seen significant production, reserve, and cash flow growth between 2009-2011, with liquids production up 257% over that period.
- The company forecasts further production and cash flow growth in 2012 and 2013, targeting exit production rates of 19,000-19,500 boe/d in 2012 and 21,500-22,500 boe/d in 2013.
- Bellatrix has a large inventory of low-risk drilling locations focused on its Cardium and Notikewin areas, with over 1,000 net Cardium locations providing decades of drilling potential.
This document provides an overview and business plan for Andy OnCall Chicagoland West, a home improvement franchise located in Chicago's western suburbs seeking $90,000 in growth capital. The business has been the highest grossing in the Andy OnCall network and aims to drive further growth through a digitally-focused strategy leveraging email, web advertising, and an enhanced online presence to lower customer acquisition costs. The target territory has over 1.1 million residents and $600 million annually spent on home improvements, and the business has already achieved $1 million in annual sales in its second year of operation.
This document is AutoZone's 2003 annual report which provides financial highlights and discusses priorities and growth areas. Some key points:
- In fiscal year 2003, AutoZone achieved record sales of $5.5 billion, operating profit of $918 million, earnings per share of $5.34, and after-tax return on invested capital of 23.4%.
- The three growth priorities are the U.S. retail business, AZ Commercial business, and expanding into Mexico.
- The CEO highlights accomplishments in fiscal 2003 and discusses opportunities for continued growth in the industry, focusing on increasing market share and capturing unperformed maintenance.
- AutoZone aims to be the most exciting zone for vehicle solutions through innovation
This document provides an overview of The Sherwin-Williams Company to investors. It discusses the coatings industry and Sherwin-Williams' position as a top manufacturer. It highlights Sherwin-Williams' diversified customer base in architectural, industrial, and OEM coatings. It also outlines the company's controlled distribution network, leading brands, investment in technology, acquisition strategy, and financial strength.
This document discusses the economic recession and its various causes. It analyzes factors like the housing crisis leading the recession, overleveraged financial institutions, falling asset prices, and a weak household balance sheet both in the US and globally. It examines how productivity growth, central banks, and foreign purchases of treasuries contributed to rising debt levels and a consumer-driven economy in the US. It concludes that the current crisis is secular in nature rather than a normal cycle and will take time to recover from.
The document provides an overview and analysis of Harrah's Entertainment, Inc. In 3 sentences:
Harrah's is the largest provider of branded casino entertainment with over 100,000 employees and 40 million loyalty program members, and has grown significantly through acquisitions while focusing on increasing same-store sales and cross-market visitation using its loyalty programs and marketing capabilities. The presentation outlines Harrah's financial strength and growth strategies, and notes opportunities for continued growth through development projects and reinvestment in existing properties while maintaining an attractive valuation relative to peers.
Manpower planning involves estimating personnel needs over time for projects and operations. It has five essential elements: analyzing current resources, reviewing employee utilization, forecasting demand and supply of employees, and developing a manpower plan. Manpower planning ensures optimum use of human resources, facilitates training and development, and helps identify and address potential shortages or surpluses to reduce costs and improve productivity.
The document discusses several theories of leadership, including trait theories, behavioral theories, and contingency theories. Trait theories focus on identifying personality traits and characteristics associated with effective leadership. Behavioral theories examine what leaders do and how they act. Contingency theories emphasize that leadership effectiveness depends on interactions between leaders, followers, tasks, and situations. Specific theories covered include the Ohio State leadership studies, path-goal theory, Fiedler's contingency model, Hersey-Blanchard situational theory, and leader-member exchange theory.
The document discusses several theories of leadership, including trait theories, behavioral theories, and contingency theories. It notes that contingency theories consider moderator variables like leader-member relations and task structure. Contingency theories assume leaders must change their behavior to fit the situation or change the situation to fit their behavior. The document also mentions several contemporary leadership perspectives and concludes that it is difficult to isolate exact qualities of a good leader, and that a leader's effectiveness depends on an interaction of their traits, skills, behaviors, and various situational factors.
1. The documents provide standard operating procedures for front desk staff at a hotel, outlining protocols for arrival, briefings, duties, guest interactions, and more.
2. Procedures include arriving 20 minutes before shifts, exchanging uniforms, attending briefings, completing opening/closing duties, welcoming all guests with warmth and assistance, and giving priority recognition to repeat guests.
3. Exact grooming standards, registration processes, and protocols for escorting guests and delivering luggage are also prescribed to ensure thorough professionalism and efficient operations.
There are several leadership styles that can be adopted in different situations: autocratic, bureaucratic, democratic, and laissez-faire. The autocratic style involves a leader retaining power and authority without staff input, while bureaucratic leadership manages through procedures and rules. Democratic leadership encourages staff participation in decision-making. Laissez-faire provides little direction from the leader and gives staff freedom. The most effective style depends on factors like the manager's background, the staff being managed, and the organization.
+ 10 Leadership Tools >>> https://lnkd.in/dfhe4rg
Leadership presentation, illustrated and documented.
Sources, references and bibliography mentioned in the scope of the presentation.
Leadership refers to the ability of an individual to influence others towards achieving a common goal. Effective leadership involves both managing tasks and developing relationships. There are various leadership styles such as authoritarian, democratic, and laissez-faire that differ in how decisions are made and involvement of group members. A leader's effectiveness also depends on contingencies like the situation and maturity of followers.
The document discusses various theories and styles of leadership. It defines leadership as the ability to influence others towards achieving a common goal. Some key points made are:
1) There are different theories of leadership including trait theory, behavioral theory, contingency theory and situational theory.
2) Common leadership styles discussed are authoritarian, democratic, and laissez-faire.
3) Additional models covered include Fiedler's contingency model, path-goal theory, the managerial grid, and Likert's leadership systems.
4) Factors that influence leadership effectiveness include the leader, followers, communication skills, and adapting to different situations.
The document summarizes several theories of leadership:
1. Great Man Theory and Trait Theory propose that leaders are born with innate qualities and traits. Behavioural theories focus on identifying specific leadership behaviors.
2. Contingency theories emphasize that leadership effectiveness depends on factors like the leader's style and qualities matching the demands of the situation. Fiedler's contingency model and Hersey-Blanchard's situational leadership theory are discussed.
3. Other theories covered include path-goal theory, leader-member exchange theory, and Vroom-Yetton decision making model. Overall, the document provides an overview of several prominent leadership theories from different eras.
- Cummins has doubled revenue over the past 5 years and achieved the highest 3-year period of net earnings as a percent of sales in over 40 years.
- The company has diversified globally and by end markets to reduce cyclicality, aggressively pursued low cost leadership, and built greater earnings stability.
- Cummins is investing in new engine platforms and technologies to capitalize on growth opportunities from evolving global emission standards.
- Cummins has doubled revenue over the past 5 years and achieved the highest 3-year period of net earnings as a percent of sales in over 40 years.
- The company has diversified globally and by end markets to reduce cyclicality, aggressively pursued low cost leadership, and built greater earnings stability.
- Cummins is investing in new engine platforms and technologies to capitalize on growth opportunities from evolving global emission standards.
Tim Solso, Chairman and CEO of Cummins, presented at Citigroup's 19th Annual Global Industrial Manufacturing Conference. Over the past several years, Cummins has delivered on its financial commitments, growing revenue significantly above targets and improving margins and returns. Moving forward, Cummins aims to further increase profitability, reduce debt, invest in growth opportunities, and deliver shareholder value through dividends and share repurchases. Cummins is well positioned for future success, especially in emerging markets like China and India, despite challenges like emissions regulations.
The document is an investor presentation by Cummins discussing the company's performance and strategy. It summarizes that Cummins has doubled revenue in 5 years, generated strong earnings growth and cash flow, and improved its debt ratio. It also outlines Cummins' strategic principles of diversifying its end markets and businesses to reduce cyclicality, pursuing low cost leadership, and investing in profitable growth opportunities through new products and markets.
This presentation provides an overview of Cummins Inc.'s performance and strategy. It discusses how Cummins has doubled revenue in 5 years, generated strong earnings and cash flow, and improved its debt ratio. The presentation outlines Cummins' strategic principles of diversifying markets and products to reduce cyclicality, pursuing low cost leadership, and investing in profitable growth opportunities. It highlights Cummins' technology leadership and growing markets in areas like power generation and emerging economies.
The document is a presentation by Tim Solso, Chairman and CEO of Cummins, at Baird's 2005 Industrial Conference. It summarizes Cummins' financial performance and commitments, including exceeding targets for revenue growth, EBIT margin, capital expenditures, debt ratios, and returns. It outlines strategies to increase profitability, reduce debt, invest in growth, and create shareholder value. Key markets like North America heavy-duty trucks and emerging markets are growing significantly. Cummins is well-positioned for future emissions regulations and global trends.
This document summarizes Dover Corporation's fourth quarter 2007 earnings conference call. It discusses Dover's strong financial performance in Q4 and fiscal year 2007, with record revenue and earnings. Segment margins increased 20 basis points in Q4 and decreased 70 basis points for the full year. Organic growth was 2.8% in Q4 and 2.3% for fiscal year 2007. The document reviews performance and growth across Dover's various business platforms.
This document provides a summary of Savvis' first quarter 2009 results. Some key points include:
- Revenue for Q1 2009 was $221.5 million, an increase of 9% year-over-year.
- Hosting revenue was $152.3 million, an increase of 18% year-over-year.
- Adjusted EBITDA was $58.8 million, an improvement of 46% year-over-year.
- Guidance for 2009 includes adjusted EBITDA between $190-200 million and adjusted free cash flow between $20-35 million.
Dover Corporation reported first quarter 2008 financial results with revenue increasing 8% year-over-year to $1.9 billion and EPS growth of 16% to $0.76. Business activity remained strong across segments with organic growth of 2.8% and acquisition growth contributing an additional 1.8% to revenue. Free cash flow was $104 million, significantly higher than the prior year. For the full year, the company expects organic revenue growth in the mid-single digits with margin improvement of 50-75 basis points and $312 million remaining for share repurchases.
Dover Corporation reported first quarter 2008 results with revenue increasing 8% year-over-year to $1.9 billion driven by organic growth of 2.8% and acquisition growth of 1.8%. Earnings per share increased 16% to $0.76 per share and free cash flow was $104 million, up significantly from the prior year. Business activity remained strong across Dover's portfolio of industrial businesses although some segments faced tougher prior year comparisons and challenges in certain US markets.
Dover Corporation reported first quarter 2008 financial results with revenue increasing 8% year-over-year to $1.9 billion and EPS growth of 16% to $0.76. Business activity remained strong across segments with organic growth of 2.8% and acquisition growth contributing an additional 1.8% to revenue. Free cash flow was $104 million, significantly higher than the prior year. For the full year, the company expects organic revenue growth in the mid-single digits with margin improvement of 50-75 basis points and $312 million remaining for share repurchases.
The document discusses Ireland's need for fiscal consolidation given its large budget deficit and rising debt levels. It notes that without policy changes, Ireland's general government budget deficit will exceed 10% of GDP in 2009 and its gross government debt will reach around 50% of GDP. If annual borrowing remains above 10% of GDP, Ireland's debt could reach 100% of GDP fairly quickly. The document argues that significant cuts to current and capital government spending are required to reduce borrowing and contain the growth of debt. Further tax increases may also be needed to achieve fiscal consolidation.
National Oilwell Varco is the largest oilfield equipment company in the world. Through a strategy of mergers and acquisitions over the past 15 years, it has achieved superior returns on investment compared to industry averages. It provides complete solutions for oil and gas customers through its all-in-one business model. Current success is linked to its strategic initiatives of constant growth through acquisitions, international expansion via mergers and acquisitions, and offering customers an all-in-one solution from rigs to petroleum distribution through its portfolio of brands.
The 2001 annual report discusses Group 1 Automotive's record financial and operational results for the year. Revenues increased 11% to over $3.9 billion while earnings per share grew 38% to $2.59. The company benefited from a diversified revenue mix, with 40% of revenues and 85% of profits coming from areas other than new vehicle sales. Going forward, Group 1 plans to pursue additional acquisitions to take advantage of opportunities in the automotive retailing industry.
This document introduces Cummins' management team and provides an overview of the company's strategy and financial performance. It outlines goals such as revenue growth of 8-10% annually, an EBIT margin of 6-9%, and keeping capital expenditures below depreciation and amortization. Charts show strong growth in sales, stock price outperformance, and profitability of joint ventures. The summary emphasizes Cummins' focus on creating shareholder value through earnings growth, cash management, and reducing cyclicality in its business.
Adobe PDF Q1 2003 Earnings Release Presentationfinance7
The document summarizes Motorola's Q1 2003 earnings release conference call. It provides slides presented by Motorola executives discussing financial results including a 2% decline in sales but improved earnings per share. Gross margin and operating margin improved due to cost reduction efforts. Motorola's workforce was estimated to decrease to approximately 90,000 by the end of 2003 through outsourcing, attrition and reductions. Research and development spending remained relatively stable.
- Goodrich Corporation reported second quarter 2006 results, with sales growing 10% year-over-year and income from continuing operations increasing 30% to $81 million compared to second quarter 2005.
- The company raised its 2006 sales outlook to $5.75-5.85 billion and adjusted net income per diluted share outlook to $3.40-3.55 due to improved operational performance.
- All business segments saw sales and operating income increases compared to second quarter 2005, driven by higher commercial airplane original equipment and aftermarket sales as well as cost improvements.
- Goodrich Corporation reported second quarter 2006 results, with sales growing 10% year-over-year and income from continuing operations increasing 30% to $81 million.
- The company raised its 2006 sales outlook to $5.75-5.85 billion and adjusted net income per diluted share outlook to $3.40-3.55 due to improved operational performance.
- Segment operating margins improved across all segments (Engine Systems, Airframe Systems, Electronic Systems), driven by higher commercial airplane original equipment and aftermarket sales as well as cost reductions.
This document summarizes PPG Industries' first quarter 2007 financial results. It discusses strong sales growth in most business segments, particularly Performance & Applied Coatings which grew 26% due to acquisitions. Commodity Chemicals sales declined 7% due to lower prices. The summary also notes key economic indicators and how PPG uses cash, such as funding businesses, dividends, debt repayment, acquisitions and stock repurchases.
Dover Corporation is a $7 billion global provider of industrial products, fluid management, engineered systems and electronic technologies. In 2008, Dover exceeded 3 of its 5 performance targets and achieved strong free cash flow of $834.6 million. Looking ahead, Dover is focused on cost savings initiatives, restructuring programs, and strategic capital allocation to deliver solid results in a challenging economic environment. Guidance for 2009 anticipates an 11-13% decline in total revenue but maintains a target for free cash flow to remain above 10% of revenue.
ConAgra Foods is selling its chicken business to focus on branded and value-added food items. The sale includes chicken processing operations and will generate cash for ConAgra to reinvest. ConAgra will receive Class A shares in Pilgrim's Pride, the chicken company acquiring its business, representing 7% of voting shares and 49% of equity. It can sell up to 1/3 of these shares annually but expects to reduce ownership over time based on market conditions. ConAgra will also receive notes from Pilgrim's Pride due in 2011 with a 10.5% interest rate to be paid semi-annually.
This document summarizes the Q1 FY2004 earnings results of a large packaged foods company. Key points include:
- Q1 EPS was $0.37 compared to $0.43 in Q1 FY2003, impacted by various one-time gains and losses.
- Packaged foods sales were down $168M excluding divested businesses, with a 5% volume decline.
- Several major brands saw growth, while others like Butterball declined.
- Corporate expenses increased due to litigation expenses from a past joint venture.
- The effective tax rate for FY2004 is estimated at 38%.
ConAgra Foods is selling its United Agri Products business to focus on branded and value-added products, as part of a broader strategy of divesting non-core businesses over the past year including fresh beef/pork, canned seafood, and cheese operations. The sale is expected to close by December 31, 2003 for cash and $60-75 million in preferred stock. ConAgra will retain some international UAP operations generating $250 million in annual sales, concentrated in several countries. Proceeds will be used for debt paydown and general corporate purposes including acquisitions and stock buybacks.
ConAgra Foods divested its poultry business to focus on branded, value-added foods with strong margins and growth. The $300 million cash and 25 million Pilgrim's Pride shares valued at $245 million totaled less than the poultry business' estimated $545 million book value due to the shares being valued based on past prices, not current prices. ConAgra Foods can sell up to 1/3 of the shares each year and account for shares eligible for resale within a year as securities, and other shares using cost accounting. The poultry business was previously reported in Meat Processing but is now in Discontinued Operations.
ConAgra Foods completed the divestiture of its chicken processing and crop inputs businesses, finalizing its strategy to focus on branded, value-added food opportunities. The company received $300 million in cash and 25 million shares of Pilgrim's Pride stock worth $245 million for the chicken business. ConAgra can sell up to 1/3 of the Pilgrim's Pride shares per year and will account for the shares as securities held for resale within one year or using the cost method if the eligibility for resale is over one year away. The chicken business was previously reported as part of ConAgra's Meat Processing segment but is now in Discontinued Operations.
ConAgra Foods has divested several commodity businesses and acquired branded and value-added food products to focus on higher margin businesses. The company is planning a share repurchase program using cash from strong operating cash flows and recent divestitures. ConAgra expects to continue investing in growth through acquisitions and paying down debt while deploying cash to dividends, debt repayment, and share repurchases as appropriate.
The document provides a Q&A summary of ConAgra Foods' financial results for Q2 FY04 compared to Q2 FY03. Key points include:
- Q2 FY04 diluted EPS was $0.51 compared to $0.44 in Q2 FY03, impacted by $0.04 in discontinued operations in FY04 and $0.03 in divestiture expenses in FY03.
- Sales comparability was impacted by $506M in divested fresh meat businesses in FY03 and $154M in divested canned food businesses in FY03.
- Examples of brand sales growth included Banquet, Chef Boyardee, Egg Beaters
Packaged Foods sales increased 4% excluding divestitures, with 2% volume growth. Several brands posted sales growth including Armour, Banquet, and Blue Bonnet, while others like ACT II and Butterball declined. Sales comparability was affected by $155 million in divested businesses last year. Operating profit grew 5% in Packaged Foods and 10% overall when adjusting for divested businesses and cost savings initiatives. The company is implementing cost cutting measures expected to save more than implementation costs in the future.
The document provides the quarterly and annual financial results for a company. Some key highlights include:
- Several consumer brands posted sales growth for the quarter including Banquet, Blue Bonnet, and Chef Boyardee, while others like ACT II and Eckrich saw declines.
- Total depreciation and amortization was around $93 million for the quarter and $352 million for the fiscal year.
- Capital expenditures were around $106 million for the quarter and $352 million for the fiscal year.
- Net interest expense was $80 million for the quarter and $275 million for the fiscal year.
- Corporate expenses were around $95 million for the quarter and $342 million
- Major brands in the Retail Products segment that posted sales growth included ACT II, Armour, Banquet, and Blue Bonnet. Brands that posted sales declines included Healthy Choice, Slim Jim, and Snack Pack.
- Retail volume increased 8% while foodservice volume was flat excluding divested businesses.
- Increased input costs negatively impacted operating profits in the Retail Products segment by approximately $45 million.
- Capital expenditures were approximately $105 million, reflecting increased investment in information systems.
This document contains the questions and answers from ConAgra Foods' Q2 FY2005 earnings call. Some key details include:
- Several major brands in the Retail Products segment posted sales growth, while others saw declines.
- Retail volume increased 7% and Foodservice volume decreased 1% excluding divested businesses.
- Capital expenditures increased significantly year-over-year due to investments in information systems.
- The company received proceeds from the sale of its minority interest in Swift Foods and shares of Pilgrim's Pride stock.
This document summarizes the Q3 2005 earnings results of a major food company. Some key highlights include: 1) Major brands in the Retail Products segment saw mixed sales results, with growth for brands like Chef Boyardee but declines for brands like Butterball. 2) Unit volumes declined 3% for Retail Products but increased 4% for Foodservice Products. 3) The packaged meats operations were slightly profitable but profits were over $45 million lower than the previous year. The company expects some improvement but not year-over-year profit gains for packaged meats in Q4.
This document summarizes ConAgra Foods' earnings results for fiscal year 2005 (FY05) in a question and answer format. Some key details include:
- FY05 diluted EPS was $1.23, including $0.12 in expenses that impacted comparability.
- Major brands in the Retail Products segment that saw sales growth included ACT II, Banquet, and Blue Bonnet. Brands that saw declines included Armour and Butterball.
- Retail Products volume increased 2% while Foodservice Products volume decreased 2% in Q4.
- Total depreciation and amortization was approximately $351 million for FY05 and $90 million for Q4. Capital expenditures
The document provides the questions and answers from the Q1 FY06 earnings call for ConAgra Foods. Some key details from the summary include:
- Sales grew for major brands like Butterball but declined for brands like ACT II. Retail Products volume declined 3% while Foodservice increased 4%.
- Depreciation and amortization was $89 million. Capital expenditures were $71 million and net interest expense was $68 million. Corporate expense was $73 million.
- Gross margin was 21.6% and operating margin was 10.9%. The effective tax rate for FY06 is estimated to be 36%.
Major brands in the Retail Products segment that posted sales growth included ACT II, Blue Bonnet, Butterball, Kid Cuisine, Marie Callender's, Reddi-wip and Ro*Tel. Brands that posted sales declines included Armour, Banquet, Cook's, DAVID, Eckrich, Egg Beaters, Healthy Choice, Hebrew National, Hunt's, LaChoy, Orville Redenbacher, PAM, Parkay, Peter Pan, Slim Jim, Snack Pack, Swiss Miss, Van Camp's and Wesson. Retail Products volume declined 5% for the quarter while Foodservice Products volume increased 2%. Corporate expense for the quarter was approximately $103 million
The document provides financial information from ConAgra Foods' Q3 FY06 quarterly earnings call. Some key details include:
- Retail segment sales grew 4% and Foodservice grew 1% over the prior year. Several major brands posted sales growth while others declined.
- Gross margin was 24.8% and operating margin was 12.5% for the quarter.
- Net debt was $3.6 billion, down from $4.5 billion a year prior due to debt repayment of $500 million during the quarter.
- Capital expenditures for the quarter and fiscal year-to-date were below prior year levels. Projected fiscal year expenditures are up to $400
- Major brands in the Consumer Foods segment that posted sales growth in Q4 FY06 included Blue Bonnet, Chef Boyardee, DAVID, Egg Beaters, Hebrew National, and Hunt's. Brands that posted sales declines included ACT II, Banquet, Healthy Choice, Peter Pan, Slim Jim, Snack Pack, and Van Camp's.
- Consumer Foods volume declined 2% in Q4 while Food and Ingredients volume increased 1%.
- Total depreciation and amortization for Q4 was approximately $85 million and approximately $353 million for all of FY06. Capital expenditures were approximately $92 million for Q4 and $288 million for FY
This document summarizes the Q1 FY07 financial results of ConAgra Foods. Some key highlights include:
- Consumer Foods volume increased 1% and Food and Ingredients volume increased 2% in Q1.
- Gross margin was 24.7% and operating margin was 11.7% for the quarter.
- Net debt decreased to $2.88 billion from $3.97 billion in Q1 FY06.
- Restructuring charges totaled $39 million pre-tax, impacting costs in Consumer Foods and corporate expenses.
Major brands in the Consumer Foods segment that posted sales growth included Egg Beaters, Healthy Choice, and Slim Jim. Brands that posted sales declines included ACT II and Blue Bonnet. Total depreciation and amortization from continuing operations was $88 million for the quarter and $177 million year-to-date. Capital expenditures were $66 million for the quarter and $111 million year-to-date. Net interest expense was $52 million for the quarter and $110 million year-to-date.
1) Several major brands in the Consumer Foods segment posted sales growth for the quarter, while others like ACT II and Banquet saw declines. Overall, Consumer Foods volume declined 1% excluding divested businesses.
2) Total depreciation and amortization from continuing operations was around $91 million for the quarter and $268 million year-to-date. Capital expenditures were around $147 million for the quarter and $258 million year-to-date.
3) The company's net debt at the end of the quarter was around $3 billion, with a net debt to total capital ratio of 39%.
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✅ Video presentation: https://youtu.be/4ZvsSKd1MzE
2. Disclosure Regarding Forward-Looking Statements
& non-GAAP Financial Measures
This presentation contains certain forward-looking information.
Any forward-looking statement involves risk and uncertainty.
The Company’s future results may be affected by changes in general
economic conditions and by the actions of customers and competitors.
Actual outcomes may differ materially from what is expressed in any
forward-looking statement. A more complete disclosure about forward-
looking statements begins on page 60 of our 2005 Form 10-K, and it applies
to this presentation.
This presentation contains certain non-GAAP financial measures such as
earnings before interest and taxes (EBIT). Please refer to our website
(www.cummins.com) for the reconciliation of EBIT to GAAP financial
measures.
2
3. Since 2003 The New Cummins Has
Grown Faster Than Our Peer Group
134% Growing net income
CAGR Since 2003
faster than revenue
84% Converting more
income into cash
31%
21% 18%
13%
Revenue Net Income Operating Cash
Flow
CMI Peer Group Median
3
4. The New Cummins is Creating
Greater Value Than Ever Before
Excess Return (ROIC- WACC)
25%
r
de
20% l
ho
re
ha
15%
g S alue
n
ati V
10%
e
Cr
5%
0%
-5%
-10%
-15%
1999 2000 2001 2002 2003 2004 2005 Q306
LTM
4
5. 2007 Creates Investment Opportunity
We have fundamentally changed our business
2007 emission downturn is a known,
predictable, finite event
We are confident in our ability to perform in
2007 and beyond
5
6. The New Cummins
Diversified to mitigate the cyclicality of our end
markets
Building greater stability in earnings
Focused cash management strategy
Virtually integrating through OEM partnerships
Global technology leader in constantly changing
emissions environment
6
7. Diversified Global Power Leader
Four Complementary Businesses
Engines Power Components Distribution
Generation
7
8. Lower Concentration of Revenue From
North America Heavy Duty Truck
Q3 2006LTM
1999
Engines 12%
Components 2%
14%
19%
81% 86%
NA HD Truck Original Equipment Sales
Sales to All Other Markets
8
9. Greater Percentage of Revenue From
Outside US
Q3 2006LTM
1999
49%
39% 61%
51%
US Consolidated Net Sales
ROW Consolidated Net Sales
9
10. Capitalizing on Established Position
in Emerging Markets
India
China
$900
GR R
$1,200
CA AG
%C
$800
%
27 18
US$ Millions
$1,000 $700
$600
$800
$500
$600
$400 `
$300
$400
$200
$200
$100
$0
$0
2000 2001 2002 2003 2004 2005
2000 2001 2002 2003 2004 2005
Consolidated Unconsolidated
Net Sales JV Net Sales
10
11. Growing Stable Diversified Earnings
EBIT
Larger contributor to
$1,250 $1,145M
total EBIT
$1,000
US$ Millions
Less cyclical
$750
Growth demonstrates
$306M *
$500
return on investment
$250 Distribution Channel
Emerging Markets
$0
Aftermarket
Q3 '06LTM
1999*
Stable Cyclical
* Excludes restructuring charges
11
13. Growing Profits from Joint Venture
Earnings from Unconsolidated JVs
$160
Access local market $133
Develop new $120
US$ Millions
technologies
$80
Achieve low cost
leadership $40
$0
($40) ($27)
LTM
1999 Q3 '06
13
14. Maintain Strong Balance Sheet
$550 M debt reduction
Reducing debt
in 2006
$255 - $260 M global
Funding our liabilities
pension funding in 2006
Target: 15.5% - 16.5%
Working capital
of sales
management
14
15. Investing in Profitable Growth
New light-duty diesel in North America
New 13-liter engine – Dongfeng
11-liter engine – Shaanxi
New 2.8 to 3.8-liter engine – Foton
New product introductions for Components
Increased capacity
15
19. Unique Technology Integration
Fuel Systems
Electronic Controls
Air Handling Systems
Filtration and Aftertreatment
Combustion Technologies
19
20. Technology Leadership Creates
Advantage in 2007
Building on current product architecture
Comparable fuel economy
Field tests with end-users receiving very
positive feedback
EPA certification in process for MR and HD
platforms
Well positioned to grow on-highway market
share significantly in 2007
20
21. This is the New Cummins
Improved
Improved
Global
Global Power-Generation
Power-Generation
Engine Business
Engine Business Business
Business
Strong Global
Growing Key Strong Global
Growing Key
Distribution
Technologies in Distribution
Technologies in
Network
Components Network
Components
21
23. Cummins
Q3 2006LTM Revenue by Segment
Components
Best 3rd Quarter Ever Segment 17%
Double-digit revenue Engine
growth in each segment Segment 56%
Earnings grew faster
Distribution
than revenue Segment 10%
On pace for record
cash flow from
operations for the year
Power Gen
Segment 17%
Q3 2006LTM Data
Sales: $11.1 billion
EBIT: $1,145 million
EBIT Margin: 10.3% (Target: 7-10%)
23
24. Cummins
Q3 2006LTM Revenue by Marketing Territory
Africa/Middle East
International revenue Canada 5%
7%
continues to be above
50% Mexico/Latin
America
Pre-emission demand 9%
has accelerated US
growth rate
United States
Most international 49%
areas growing at Asia/Australia
16%
double digit rate
Softer demand in Europe/CIS
China and SE Asia 14%
24
35. Non-GAAP Reconciliation – EBIT
Twelve Months Ended
Millions
October 1, 2006
Segment EBIT $ 1,145
Interest Expense $ (102)
Earnings before income taxes and minority interests $ 1,043
EBIT = Earnings before interest, taxes, and minority interests.
We use EBIT to assess and measure the performance of our operating segments and also as a component in measuring our
variable compensation programs. The table above reconciles EBIT, a non-GAAP financial measure, to our consolidated
earnings before income taxes and minority interests, for each of the applicable periods.
35
36. Non-GAAP Reconciliation – Net
Assets
September 25, October 1,
Millions
2005 2006
Net assets for operating segments $ 3,312 $ 4,138
Liabilities deducted in computing net assets 3,421 3,541
Minimum pension liability excluded from net assets (826) (837)
Deferred tax assets not allocated to segments 928 712
Debt-related costs not allocated to segments 27 25
Total assets $ 6,862 $ 7,579
36