Digiplex is a growing movie theater circuit focused on acquiring and improving theaters. It currently owns 19 theaters with 184 screens across 6 states. Digiplex aims to grow its footprint to 100 theaters and 1,000 screens located primarily in top markets. The company pursues an acquisition strategy of purchasing cash flow positive theaters at reasonable multiples. It also seeks to increase theater utilization and revenue through alternative programming events. Digiplex is led by an experienced management team with deep industry expertise.
The importance of a strategic plan for the media companiesNargis Alokozay
The document discusses the importance of strategic planning for media companies. It analyzes the strategies of Walt Disney, Twenty Century Fox, and Netflix. Strategic planning and flexibility are important for media companies to adapt to changes in technology and customer demands. A clear vision and mission also help companies build strong brands. Netflix's strategic focus on content and distribution has made it a successful new entrant, while Twenty Century Fox struggled after its vision became misaligned with customers. The conclusion recommends that media companies proactively scan the environment and focus on innovation, distribution, and strategic flexibility to survive.
Netflix's marketing plan focuses on continuing to add newer content and movies. A SWOT analysis identifies strengths such as brand recognition worldwide and competitive pricing, weaknesses like declining DVD membership, opportunities like expanding internationally, and threats from competition. The plan targets young to middle-aged adults by offering more newly released movies and TV shows on Friday nights, along with incentives like a free month for referrals. Metrics will evaluate the effectiveness of increasing viewership demographics.
This Brand Audit was developed for IMC 613 - Brand Equity Management at West Virginia University.
In the streaming video on demand industry, players in the space all bring different benefits to their subscribers and, instead of fighting to be the one that is chosen over the others, they often just need to fight for a seat at the table, or, more fittingly, a place on a viewer’s
devices. By leveraging the definition of Hulu, reinforcing the benefits of subscription, increasing interaction with its target market, and communicating future plans for the service, Hulu has very high potential to rightfully take their seat at the table and increase its market share amongst its competitors as consumers continue to subscribe to one, two, and three, or more streaming services. This brand audit will provide insight into how Hulu sees itself, how consumers see Hulu, and what is recommended to ensure that Hulu becomes at least one of the services that today’s on-demand
subscribers decide to pay for each month.
Blockbuster Case Analsys By Dare Devil Consultingnagstrikes
- Blockbuster is facing declining revenues and increasing losses as Netflix and Redbox steal market share. Their challenges include outdated practices, ineffective inventory management, and different channels cannibalizing each other.
- The presentation recommends Blockbuster integrate all distribution channels into a seamless customer experience over 3-5 years. This would involve reducing stores to cut costs and fuel consolidating channels, expanding rentals through partners like Target, and aggressively moving to digital content and on-demand.
- The strategic plan has two phases: significantly reduce stores and plow savings into online rentals, vending, and VOD; then aggressively offer on-demand movie and digital content as usage increases on devices. Acquiring Movie Gallery is not recommended due
Profire Energy is an oilfield technology company that specializes in burner management systems (BMS). [1] It was founded in 2002 in Alberta, Canada and is now headquartered in Utah with operations throughout North America and Brazil. [2] BMS automate combustion processes, improving safety and efficiency for oil and gas companies by quickly reigniting burner flames when failures occur. [3] While the market for BMS is large due to over 1.3 million oil and gas wells in North America, it remains served by only a few companies. Profire Energy seeks to expand its product offerings and distribution network to capture more of this growing market.
The importance of a strategic plan for the media companiesNargis Alokozay
The document discusses the importance of strategic planning for media companies. It analyzes the strategies of Walt Disney, Twenty Century Fox, and Netflix. Strategic planning and flexibility are important for media companies to adapt to changes in technology and customer demands. A clear vision and mission also help companies build strong brands. Netflix's strategic focus on content and distribution has made it a successful new entrant, while Twenty Century Fox struggled after its vision became misaligned with customers. The conclusion recommends that media companies proactively scan the environment and focus on innovation, distribution, and strategic flexibility to survive.
Netflix's marketing plan focuses on continuing to add newer content and movies. A SWOT analysis identifies strengths such as brand recognition worldwide and competitive pricing, weaknesses like declining DVD membership, opportunities like expanding internationally, and threats from competition. The plan targets young to middle-aged adults by offering more newly released movies and TV shows on Friday nights, along with incentives like a free month for referrals. Metrics will evaluate the effectiveness of increasing viewership demographics.
This Brand Audit was developed for IMC 613 - Brand Equity Management at West Virginia University.
In the streaming video on demand industry, players in the space all bring different benefits to their subscribers and, instead of fighting to be the one that is chosen over the others, they often just need to fight for a seat at the table, or, more fittingly, a place on a viewer’s
devices. By leveraging the definition of Hulu, reinforcing the benefits of subscription, increasing interaction with its target market, and communicating future plans for the service, Hulu has very high potential to rightfully take their seat at the table and increase its market share amongst its competitors as consumers continue to subscribe to one, two, and three, or more streaming services. This brand audit will provide insight into how Hulu sees itself, how consumers see Hulu, and what is recommended to ensure that Hulu becomes at least one of the services that today’s on-demand
subscribers decide to pay for each month.
Blockbuster Case Analsys By Dare Devil Consultingnagstrikes
- Blockbuster is facing declining revenues and increasing losses as Netflix and Redbox steal market share. Their challenges include outdated practices, ineffective inventory management, and different channels cannibalizing each other.
- The presentation recommends Blockbuster integrate all distribution channels into a seamless customer experience over 3-5 years. This would involve reducing stores to cut costs and fuel consolidating channels, expanding rentals through partners like Target, and aggressively moving to digital content and on-demand.
- The strategic plan has two phases: significantly reduce stores and plow savings into online rentals, vending, and VOD; then aggressively offer on-demand movie and digital content as usage increases on devices. Acquiring Movie Gallery is not recommended due
Profire Energy is an oilfield technology company that specializes in burner management systems (BMS). [1] It was founded in 2002 in Alberta, Canada and is now headquartered in Utah with operations throughout North America and Brazil. [2] BMS automate combustion processes, improving safety and efficiency for oil and gas companies by quickly reigniting burner flames when failures occur. [3] While the market for BMS is large due to over 1.3 million oil and gas wells in North America, it remains served by only a few companies. Profire Energy seeks to expand its product offerings and distribution network to capture more of this growing market.
This document contains forward-looking statements and disclaimers about InterCloud's financial projections and business strategies. It notes that actual results could differ from what is presented due to various risk factors. It also states that the pro forma financial information provided is constructed from separate financial statements of the companies involved and does not necessarily represent what the combined financials would be. The document provides an overview of InterCloud, describing its cloud platforms and services, growth strategies, key metrics like revenue and EBITDA, value propositions for investors and customers, examples of professional services case studies, comparative financial statements, and backgrounds of the key executives.
This document discusses forward-looking statements and risks for Akers Biosciences, Inc. It notes that any statements regarding future financial performance, development of products and services, or opportunities should be considered forward-looking. Actual results may differ due to risks in development, clinical trials, need for capital, and intellectual property maintenance. The document also provides brief biographies of ABI's experienced management team and board.
- Bitcoin Shop is one of the first publicly traded companies focused on the virtual currency ecosystem. It operates an ecommerce platform that accepts bitcoin and other cryptocurrencies as payment.
- The company is developing its BTCS 2.0 platform to expand its product offerings and vendor base. It aims to build a virtual currency ecosystem through ecommerce.
- Bitcoin Shop has a experienced management team with expertise in capital markets, technology, and the virtual currency industry. It plans to grow its customer base and monetize through additional service offerings.
This document discusses Ruthigen, Inc., a drug development company focused on developing RUT58-60, a hypochlorous acid-based drug candidate for invasive use. RUT58-60 aims to improve patient outcomes for invasive procedures by reducing post-surgical infections in a more effective way than current standard of care antibiotics. Published studies on Microcyn, another hypochlorous acid-based product, show promise in reducing infection rates for diabetic foot ulcers and coronary artery bypass graft surgery wounds. If successful, RUT58-60 could help hospitals reduce costs by shortening patient stays and lowering readmission rates for post-surgical infections.
This document discusses Biocept, Inc., a commercial-stage cancer diagnostics company. It provides an overview of Biocept's liquid biopsy platform and tests, including OncoCEE-BR, their first commercialized test for breast cancer. The document also summarizes Biocept's growth strategy, which includes expanding their test menu, improving operational efficiency, and increasing market penetration. It introduces Biocept's executive team and describes their extensive experience in cancer diagnostics, genomics, and life sciences.
The presentation summarizes Clean Coal Technologies' business and technology. It discusses the company's management team and strategic partnerships. It then provides an overview of the growing global demand for coal and issues with existing coal, before detailing CCTI's patented coal upgrading processes. The presentation outlines the technology, its benefits over alternatives, the planned commercial rollout and compelling projected plant economics.
Oragenics is developing novel antibiotics and probiotics through synthetic biology collaborations. For antibiotics, they are focusing on lantibiotics, a class of naturally produced antibacterial peptides, with a lead compound called MU1140 showing promise against MRSA, VRE and C. difficile. For probiotics, they are engineering bacteria to produce and deliver therapeutics locally for oral diseases. Their OTC probiotic product ProBiora3 supports oral health currently. Upcoming milestones include animal studies on MU1140 in 2014 and generating genetically modified probiotic prototypes in 2014-2015.
Energy Fuels is a uranium mining and milling company with operations in the United States. It currently produces 500,000 pounds of uranium per year and has the goal of increasing production to over 5 million pounds annually as market conditions improve. Energy Fuels owns numerous uranium projects throughout the Western U.S. and operates the only conventional uranium mill in the country. The company is pursuing a strategy of low-cost production while conserving capital and maintaining production optionality for the future.
This document provides an overview of Vaccinogen and its cancer vaccine OncoVAX. OncoVAX is designed to reduce the risk of cancer recurrence after surgery and has shown statistically significant results in reducing recurrence in phase 3 trials for stage 2 colon cancer. Vaccinogen has completed 5 clinical studies involving over 750 patients and is in the final stages of clinical development. OncoVAX represents a potential $5 billion market opportunity in the US and Europe for treating colon and other cancers. The manufacturing process for OncoVAX is straightforward and scalable.
Hangw/ is a global, mobile social media platform that allows users to connect and share live video broadcasts. It has grown rapidly since launch, with over 250,000 downloads and millions of user sessions. The platform generates revenue by showing ads before, during, and after live broadcasts, and shares a portion of ad dollars with broadcasters. Celebrities, athletes, and other influencers use Hangw/ to interact directly with their fans.
The document discusses accounts payable (AP) transformation and how moving from a paper-based to digital process can provide benefits. It outlines common problems with paper-based AP like high costs and lack of visibility. The solution presented is an end-to-end AP automation platform that handles invoice receipt, approval workflows, payments and spend management. Key benefits highlighted include lower processing costs, improved staff efficiency, and enhanced supplier relationships.
Exeo Entertainment, Inc. is a manufacturing company concentrating on developing innovative products that fill a clearly defined need in today’s interactive entertainment industry. Featured products include the Zaaz™ smart TV keyboards, Patented Psyko Krypton™ 5.1 gaming headphones, Krankz Bluetooth music headphones, an Android® based portable gaming system, and the Extreme Gamer® -the world’s first multi–disc game changer.
Lattice Inc. provides technology services to correctional facilities and has experienced 700% revenue growth from 2009 to 2013. It offers a suite of cloud-based services that provide secure communications and information technology to smaller facilities. Some of its products and services include video visitation, email, music downloads, and an integrated jail management software solution. While it faces competition from larger national service providers, Lattice has a unique technology advantage in both the US and foreign markets it is expanding into. Its integrated corrections operations network platform provides cost reductions and enhanced revenue streams for facilities.
This document discusses Genius Brands International and its business model of providing children's entertainment content across multiple platforms. It notes that animated content has enduring appeal across generations and borders. It highlights Genius Brands' existing properties like Baby Genius which have had success on television and other platforms. The document outlines Genius Brands' plans to expand these properties to new distribution channels internationally and through new merchandise programs. It also presents several new animated series concepts in development. Biographies of the Chairman and CEO Andy Heyward and another executive emphasize their experience in children's entertainment.
Srne sorrento therapeutics-redchip conference presentation (20140123)-reducedRedChip Companies, Inc.
Sorrento Therapeutics presents its next-generation cancer therapeutics pipeline, including Cynviloq and RTX. Cynviloq is a late-stage paclitaxel product that offers potential advantages over Taxol and Abraxane such as higher dosing. It has demonstrated efficacy in multiple Phase 2 trials and is pursuing an abbreviated regulatory pathway for approval. RTX is a clinical stage non-opiate pain treatment that produces long-lasting analgesia through a single injection by targeting TRPV1 receptors. Sorrento aims to develop multiple products from RTX through intrathecal and intraganglionic injections.
Big North Graphite : Presenting at Global Online CEO Conference Small Stocks...RedChip Companies, Inc.
This document provides an overview of Big North Graphite Corp., a mining company exploring graphite opportunities in Mexico and Canada. It summarizes the management team's experience, the capital structure including shares outstanding and warrants, and key investment highlights. Specifically, it notes Big North is currently selling amorphous graphite in Mexico and aims to restart near-term flake graphite production at its recently acquired El Tejon Flake Graphite Mine and Mill in Oaxaca, Mexico, which was previously operational until 2002. A cautionary note also indicates forward-looking statements may materially differ from expectations.
AV Therapeutics is developing new cancer therapeutics including Capridine, a patented drug that has shown specific activity against prostate cancer in preclinical studies. Capridine addresses an unmet need as it has limited side effects and bone toxicity compared to existing treatments. AV Therapeutics plans to submit an IND application to begin Phase I/II clinical trials for Capridine based on its promising preclinical results showing potency against prostate cancer cells and taxane resistant cell lines with no toxicity to bone marrow cells. The company has a strong management team and scientific advisory board from top institutions to advance its pipeline of safer and more effective cancer treatments.
The document provides an analysis of Cinemark Holdings (CNK) and the motion picture exhibition industry. It summarizes CNK's business model, which derives revenue from film licensing, ticket sales, and concession sales. It finds that CNK has a competitive advantage through its international reach in Latin America. While the overall industry faces risks from increasing online competition, the analysis recommends buying CNK due to its strong position within a stagnant industry.
This document discusses opportunities and challenges for building LCD fabrication (fab) facilities in emerging markets like Brazil, Russia, India, and China. It notes that while direct economic returns may be weak, some countries are still interested in display technology for strategic reasons. It also summarizes that undifferentiated large fabs will not be strongly profitable, but there may be opportunities for smaller niche fabs, leveraging local supply chains, customer relationships, or differentiated product mixes. The document outlines key strategic planning steps companies should take before deciding whether to build a fab in a new country.
Pitch Deck For Pre Seed Funding Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
This is an early stage investment which the owner requires to start the business. This is also known as pre seed capital or pre seed money. Business owners can raise this money from friends, family or investors and give stakes in the company in exchange. The presentation is helpful for start ups looking to raise funding for the initial development of the product, to set up a business, or to build a new team. This presentation will help the start ups to present their business or business idea and future growth plans in front of the potential investors. This presentation comprises the following sections Company Overview, Company introduction, unique business idea, business model, revenue streams, historical events, products, and services etc. Market Overview Target audience identification and segmentation, competitive landscape, market size and opportunities etc. Financials Overview Income statement, revenue, and cash flow projections, capitalization tables, valuation, break even point, and cost analysis etc. Investment and funding overview Funding requirements, use of raised funds, future plans, the exit strategy for the investors etc. This presentation will help the organizations to move from the situation, where they need funds for initial business development to set the future targets, use, and goals of raised funding. https://bit.ly/33qDPxI
Pitch Deck For Pre Seed Funding PowerPoint Presentation SlidesSlideTeam
This is an early stage investment which the owner requires to start the business. This is also known as pre seed capital or pre seed money. Business owners can raise this money from friends, family or investors and give stakes in the company in exchange. The presentation is helpful for start ups looking to raise funding for the initial development of the product, to set up a business, or to build a new team. This presentation will help the start ups to present their business or business idea and future growth plans in front of the potential investors. This presentation comprises the following sections Company Overview, Company introduction, unique business idea, business model, revenue streams, historical events, products, and services etc. Market Overview Target audience identification and segmentation, competitive landscape, market size and opportunities etc. Financials Overview Income statement, revenue, and cash flow projections, capitalization tables, valuation, break even point, and cost analysis etc. Investment and funding overview Funding requirements, use of raised funds, future plans, the exit strategy for the investors etc. This presentation will help the organizations to move from the situation, where they need funds for initial business development to set the future targets, use, and goals of raised funding. https://bit.ly/3btoJWg
This document provides an overview of Netflix's business strategy and performance from 1997-2012. It discusses Netflix's founding and original DVD-by-mail business model. The company later added streaming services and expanded internationally. By 2012, Netflix had over 23 million streaming subscribers and 120,000 titles available. The document also analyzes Netflix using Porter's Five Forces model, identifying intense industry competition and high threat of substitutes as major challenges.
This document contains forward-looking statements and disclaimers about InterCloud's financial projections and business strategies. It notes that actual results could differ from what is presented due to various risk factors. It also states that the pro forma financial information provided is constructed from separate financial statements of the companies involved and does not necessarily represent what the combined financials would be. The document provides an overview of InterCloud, describing its cloud platforms and services, growth strategies, key metrics like revenue and EBITDA, value propositions for investors and customers, examples of professional services case studies, comparative financial statements, and backgrounds of the key executives.
This document discusses forward-looking statements and risks for Akers Biosciences, Inc. It notes that any statements regarding future financial performance, development of products and services, or opportunities should be considered forward-looking. Actual results may differ due to risks in development, clinical trials, need for capital, and intellectual property maintenance. The document also provides brief biographies of ABI's experienced management team and board.
- Bitcoin Shop is one of the first publicly traded companies focused on the virtual currency ecosystem. It operates an ecommerce platform that accepts bitcoin and other cryptocurrencies as payment.
- The company is developing its BTCS 2.0 platform to expand its product offerings and vendor base. It aims to build a virtual currency ecosystem through ecommerce.
- Bitcoin Shop has a experienced management team with expertise in capital markets, technology, and the virtual currency industry. It plans to grow its customer base and monetize through additional service offerings.
This document discusses Ruthigen, Inc., a drug development company focused on developing RUT58-60, a hypochlorous acid-based drug candidate for invasive use. RUT58-60 aims to improve patient outcomes for invasive procedures by reducing post-surgical infections in a more effective way than current standard of care antibiotics. Published studies on Microcyn, another hypochlorous acid-based product, show promise in reducing infection rates for diabetic foot ulcers and coronary artery bypass graft surgery wounds. If successful, RUT58-60 could help hospitals reduce costs by shortening patient stays and lowering readmission rates for post-surgical infections.
This document discusses Biocept, Inc., a commercial-stage cancer diagnostics company. It provides an overview of Biocept's liquid biopsy platform and tests, including OncoCEE-BR, their first commercialized test for breast cancer. The document also summarizes Biocept's growth strategy, which includes expanding their test menu, improving operational efficiency, and increasing market penetration. It introduces Biocept's executive team and describes their extensive experience in cancer diagnostics, genomics, and life sciences.
The presentation summarizes Clean Coal Technologies' business and technology. It discusses the company's management team and strategic partnerships. It then provides an overview of the growing global demand for coal and issues with existing coal, before detailing CCTI's patented coal upgrading processes. The presentation outlines the technology, its benefits over alternatives, the planned commercial rollout and compelling projected plant economics.
Oragenics is developing novel antibiotics and probiotics through synthetic biology collaborations. For antibiotics, they are focusing on lantibiotics, a class of naturally produced antibacterial peptides, with a lead compound called MU1140 showing promise against MRSA, VRE and C. difficile. For probiotics, they are engineering bacteria to produce and deliver therapeutics locally for oral diseases. Their OTC probiotic product ProBiora3 supports oral health currently. Upcoming milestones include animal studies on MU1140 in 2014 and generating genetically modified probiotic prototypes in 2014-2015.
Energy Fuels is a uranium mining and milling company with operations in the United States. It currently produces 500,000 pounds of uranium per year and has the goal of increasing production to over 5 million pounds annually as market conditions improve. Energy Fuels owns numerous uranium projects throughout the Western U.S. and operates the only conventional uranium mill in the country. The company is pursuing a strategy of low-cost production while conserving capital and maintaining production optionality for the future.
This document provides an overview of Vaccinogen and its cancer vaccine OncoVAX. OncoVAX is designed to reduce the risk of cancer recurrence after surgery and has shown statistically significant results in reducing recurrence in phase 3 trials for stage 2 colon cancer. Vaccinogen has completed 5 clinical studies involving over 750 patients and is in the final stages of clinical development. OncoVAX represents a potential $5 billion market opportunity in the US and Europe for treating colon and other cancers. The manufacturing process for OncoVAX is straightforward and scalable.
Hangw/ is a global, mobile social media platform that allows users to connect and share live video broadcasts. It has grown rapidly since launch, with over 250,000 downloads and millions of user sessions. The platform generates revenue by showing ads before, during, and after live broadcasts, and shares a portion of ad dollars with broadcasters. Celebrities, athletes, and other influencers use Hangw/ to interact directly with their fans.
The document discusses accounts payable (AP) transformation and how moving from a paper-based to digital process can provide benefits. It outlines common problems with paper-based AP like high costs and lack of visibility. The solution presented is an end-to-end AP automation platform that handles invoice receipt, approval workflows, payments and spend management. Key benefits highlighted include lower processing costs, improved staff efficiency, and enhanced supplier relationships.
Exeo Entertainment, Inc. is a manufacturing company concentrating on developing innovative products that fill a clearly defined need in today’s interactive entertainment industry. Featured products include the Zaaz™ smart TV keyboards, Patented Psyko Krypton™ 5.1 gaming headphones, Krankz Bluetooth music headphones, an Android® based portable gaming system, and the Extreme Gamer® -the world’s first multi–disc game changer.
Lattice Inc. provides technology services to correctional facilities and has experienced 700% revenue growth from 2009 to 2013. It offers a suite of cloud-based services that provide secure communications and information technology to smaller facilities. Some of its products and services include video visitation, email, music downloads, and an integrated jail management software solution. While it faces competition from larger national service providers, Lattice has a unique technology advantage in both the US and foreign markets it is expanding into. Its integrated corrections operations network platform provides cost reductions and enhanced revenue streams for facilities.
This document discusses Genius Brands International and its business model of providing children's entertainment content across multiple platforms. It notes that animated content has enduring appeal across generations and borders. It highlights Genius Brands' existing properties like Baby Genius which have had success on television and other platforms. The document outlines Genius Brands' plans to expand these properties to new distribution channels internationally and through new merchandise programs. It also presents several new animated series concepts in development. Biographies of the Chairman and CEO Andy Heyward and another executive emphasize their experience in children's entertainment.
Srne sorrento therapeutics-redchip conference presentation (20140123)-reducedRedChip Companies, Inc.
Sorrento Therapeutics presents its next-generation cancer therapeutics pipeline, including Cynviloq and RTX. Cynviloq is a late-stage paclitaxel product that offers potential advantages over Taxol and Abraxane such as higher dosing. It has demonstrated efficacy in multiple Phase 2 trials and is pursuing an abbreviated regulatory pathway for approval. RTX is a clinical stage non-opiate pain treatment that produces long-lasting analgesia through a single injection by targeting TRPV1 receptors. Sorrento aims to develop multiple products from RTX through intrathecal and intraganglionic injections.
Big North Graphite : Presenting at Global Online CEO Conference Small Stocks...RedChip Companies, Inc.
This document provides an overview of Big North Graphite Corp., a mining company exploring graphite opportunities in Mexico and Canada. It summarizes the management team's experience, the capital structure including shares outstanding and warrants, and key investment highlights. Specifically, it notes Big North is currently selling amorphous graphite in Mexico and aims to restart near-term flake graphite production at its recently acquired El Tejon Flake Graphite Mine and Mill in Oaxaca, Mexico, which was previously operational until 2002. A cautionary note also indicates forward-looking statements may materially differ from expectations.
AV Therapeutics is developing new cancer therapeutics including Capridine, a patented drug that has shown specific activity against prostate cancer in preclinical studies. Capridine addresses an unmet need as it has limited side effects and bone toxicity compared to existing treatments. AV Therapeutics plans to submit an IND application to begin Phase I/II clinical trials for Capridine based on its promising preclinical results showing potency against prostate cancer cells and taxane resistant cell lines with no toxicity to bone marrow cells. The company has a strong management team and scientific advisory board from top institutions to advance its pipeline of safer and more effective cancer treatments.
The document provides an analysis of Cinemark Holdings (CNK) and the motion picture exhibition industry. It summarizes CNK's business model, which derives revenue from film licensing, ticket sales, and concession sales. It finds that CNK has a competitive advantage through its international reach in Latin America. While the overall industry faces risks from increasing online competition, the analysis recommends buying CNK due to its strong position within a stagnant industry.
This document discusses opportunities and challenges for building LCD fabrication (fab) facilities in emerging markets like Brazil, Russia, India, and China. It notes that while direct economic returns may be weak, some countries are still interested in display technology for strategic reasons. It also summarizes that undifferentiated large fabs will not be strongly profitable, but there may be opportunities for smaller niche fabs, leveraging local supply chains, customer relationships, or differentiated product mixes. The document outlines key strategic planning steps companies should take before deciding whether to build a fab in a new country.
Pitch Deck For Pre Seed Funding Powerpoint Presentation SlidesSlideTeam
"You can download this product from SlideTeam.net"
This is an early stage investment which the owner requires to start the business. This is also known as pre seed capital or pre seed money. Business owners can raise this money from friends, family or investors and give stakes in the company in exchange. The presentation is helpful for start ups looking to raise funding for the initial development of the product, to set up a business, or to build a new team. This presentation will help the start ups to present their business or business idea and future growth plans in front of the potential investors. This presentation comprises the following sections Company Overview, Company introduction, unique business idea, business model, revenue streams, historical events, products, and services etc. Market Overview Target audience identification and segmentation, competitive landscape, market size and opportunities etc. Financials Overview Income statement, revenue, and cash flow projections, capitalization tables, valuation, break even point, and cost analysis etc. Investment and funding overview Funding requirements, use of raised funds, future plans, the exit strategy for the investors etc. This presentation will help the organizations to move from the situation, where they need funds for initial business development to set the future targets, use, and goals of raised funding. https://bit.ly/33qDPxI
Pitch Deck For Pre Seed Funding PowerPoint Presentation SlidesSlideTeam
This is an early stage investment which the owner requires to start the business. This is also known as pre seed capital or pre seed money. Business owners can raise this money from friends, family or investors and give stakes in the company in exchange. The presentation is helpful for start ups looking to raise funding for the initial development of the product, to set up a business, or to build a new team. This presentation will help the start ups to present their business or business idea and future growth plans in front of the potential investors. This presentation comprises the following sections Company Overview, Company introduction, unique business idea, business model, revenue streams, historical events, products, and services etc. Market Overview Target audience identification and segmentation, competitive landscape, market size and opportunities etc. Financials Overview Income statement, revenue, and cash flow projections, capitalization tables, valuation, break even point, and cost analysis etc. Investment and funding overview Funding requirements, use of raised funds, future plans, the exit strategy for the investors etc. This presentation will help the organizations to move from the situation, where they need funds for initial business development to set the future targets, use, and goals of raised funding. https://bit.ly/3btoJWg
This document provides an overview of Netflix's business strategy and performance from 1997-2012. It discusses Netflix's founding and original DVD-by-mail business model. The company later added streaming services and expanded internationally. By 2012, Netflix had over 23 million streaming subscribers and 120,000 titles available. The document also analyzes Netflix using Porter's Five Forces model, identifying intense industry competition and high threat of substitutes as major challenges.
Pitch Deck For Early Stage Funding Powerpoint Presentation SlidesSlideTeam
This complete deck covers various topics and highlights important concepts. It has PPT slides which cater to your business needs. This complete deck presentation emphasizes Pitch Deck For Early Stage Funding Powerpoint Presentation Slides and has templates with professional background images and relevant content. This deck consists of total of fouty two slides. Our designers have created customizable templates, keeping your convenience in mind. You can edit the colour, text and font size with ease. Not just this, you can also add or delete the content if needed. Get access to this fully editable complete presentation by clicking the download button below. https://bit.ly/2R3CiqX
Rob Aitken: Future of TV - SXSW 2016 Panel Picker SubmissionCKasik
Visual aid for Rob Aitken's SXSW 2016 presentation "The Future of TV"
How soon can I stop paying for TV, and what services should I be subscribing to in the future? This talk will address these questions, as well as discussing the future of TV, given the recent changes in consumer demand, programmer distribution, cable offerings and the introduction of new smart devices. This will include an overview of TV economics, comparing them to more recent trends to understand how the industry may evolve. We'll also take a look at other disrupted media sectors to understand how consumer preferences and content creation costs could affect how the TV landscape evolves.
Transmedia Capital is a $25 million seed stage venture fund investing in new technologies that impact traditional media and entertainment industries. It will focus on opportunities created by disruption of these industries from technological innovation. The fund will provide small initial investments of $150k-$3m and mentor support to 8-15 portfolio companies per year. It believes this approach is better suited to current venture capital realities and opportunities compared to larger traditional VC funds.
This document discusses the rise of programmatic advertising and the importance of measurement for brands in this new environment. Programmatic allows ads to be bought and sold automatically in milliseconds based on specific criteria like demographics and interests. It is forecasted that programmatic will make up over 25% of all digital ad buys by 2017. While programmatic provides speed, precision and control, brands still need transparency, quality inventory, and simplicity. Neutral third party measurement is also important to provide validity and consistency, especially as algorithms can replicate errors quickly. The document provides examples of how brands can use measurement data to ensure they reach the right audience, drive brand lift at scale, and apply offline data to online campaigns. Ultimately, programmatic is shifting
Kinepolis created a sustainable competitive advantage in the declining Belgian movie theater industry in the 1980s. While other theaters focused on competition, Kinepolis offered unprecedented value through larger screens, seating, and amenities at lower costs. This "value innovation" strategy expanded the market by 40% in Kinepolis' first year. Compaq stayed ahead of competitors in the server industry through successive value innovations like ProSignia and Proliant 1000, which offered more capabilities at lower prices. High-growth companies achieve success not by competing but by making competitors irrelevant through strategic value innovations that create new value curves for customers.
A presentation for the lovely students studying Advertising Management & Campaigns Project (ADV30002) at Swinburne University of Technology on Thursday, 20th March 2014.
This is a great initiative organised by lecturer, Mr David Reid.
Today, we will cover the following agenda items:
- Introduction
- Relationships
- Digital update & opportunities
- 5 step work-flow
- Q&A's
If you have any questions, please contact me on:
damus@puglifeadsolutions.com.au
Netflix represents a classical subscription-based video on demand service model where users pay a subscription fee for access to streaming content. Netflix was founded in 1997 as a DVD rental service and transitioned to streaming in 2007. It is now the largest online streaming provider with over 75 million subscribers globally. The document discusses Netflix's industry structure, competitive forces as streaming faces competition from services like Hulu. A SWOT and Porter's Five Forces analysis is presented. The value chain and role of data and algorithms in powering recommendations is also examined. Current and potential strategies like expanding internationally and replacing cable boxes are proposed.
The document discusses 10 strategic levers for sourcing LCD displays, including supply-demand considerations, product specifications, co-investments with suppliers, disintermediation, touch integration, new display technologies, supplier commercial interests, manufacturability, and portfolio management. It provides examples of how each lever can provide competitive advantages, such as locking up future capacity or improving pricing through specification changes. Key factors that influence strategic responses for large panels versus small panels are also outlined.
The document discusses several key factors to consider when developing a business case for a digitization project:
1) Clearly define the needs and benefits of digitization, ensuring the needs come from external stakeholders rather than just internal drivers.
2) Calculate the total costs of ownership in producing and sustaining digital assets over the long term.
3) Set tangible and measurable targets for user engagement and return on investment based on known patterns of demand.
4) Strategically prioritize digitization initiatives to maximize public and economic benefits.
Innovation Showcase: How Warner Bros. and iHeartMedia Build Apps on App CloudDreamforce
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1. A Peek Into The Future of Theatrical Exhibition
NASDAQ: DCIN
www.digiplexdest.com
2. Forward-Looking Statements
Certain statements and estimates in this presentation are "forward-looking statements" within
the meaning of the Private Securities Litigation Reform Act of 1995. They include, for example,
statements about: expected benefits from the conversion to digital cinema; and the Company’s
ability to successfully pursue its strategies. These forward-looking statements are not guarantees
of future performance. They are based on management's expectations that involve a number of
business risks and uncertainties, including the risks set forth under the heading “Risk Factors” in
our 10-K for the year ended June 30, 2013, any of which could cause actual results to differ
materially from those expressed in or implied by the forward-looking statements. Any estimates
or other forward-looking statements provided in this presentation speak only as of the date they
were made, and, except to the extent required by law, we undertake no obligation to update or
review any estimate and/or forward-looking statement because of new information, future
events or other factors.
2
3. Investment Highlights
Growth Story: Fastest growing public company in the theater exhibition space
Revenues have grown 3.7x year over year
Potential for significant multiple expansion as company grows in size and liquidity improves
Strong Acquisition Pipeline: Favorable M&A landscape in the theater exhibition industry
provides wealth of opportunities
Management has relationships, dialogues, and business history with a vast number of theater owners / prospective
acquisition candidates
Content Play: Emphasis on alternative content provides innovative strategy to drive
incremental growth and improve capacity utilization
Focused on acquiring proprietary content that can drive customers to theaters at non-peak times
Strong Management Team: Executive team of industry veterans provides outsized
experience and knowledge base relative to company size
Pioneers in the digital cinema industry (Clearview / Cinedigm legacy)
Most of the current management team has worked together for over a decade at previous enterprises
Strategic Alliances: Digiplex has meaningful relationships with key industry players, providing
material credibility at an early growth stage
3
5. Long-Term Industry Box Office Success and Stability
Cinema Has Performed Well Over Decades
2012 broke all-time domestic box record
set in 2009 by ~$240 million, for a total of
$10.8 billion
U.S. Annual Box Office Performance (billions $US)
2012
$10.8
$12
$11
5% Box Office CAGR* (1970-2011)
$10
$9
Stable industry with consistent pricing
power, despite technological advances
Inexpensive out-of-home entertainment
option typically resilient to economic
pressures
Average ticket price has grown from $5.66
in 2001 to $7.96 in 2012
$8
$7
$6
$5
$4
$3
$2
$1
$0
Commercial Penetration of New Media Forms “Competing” With Box Office:
Cable
VCR
Internet
DVD
Sources: Box Office Mojo, Box Office Magazine
5
6. Film Remains the Most Popular and Affordable Out-of-Home Entertainment
$350
$300
Average Cost
$250
$200
Theme Parks
$150
$100
$50
Cinemas
$-
200
400
600
800
1,000
Popularity (Attendance)
1,200
1,400
Source: MPAA – Theatrical Market Statistics, 2012
6
8. Strategic Overview
Acquisition Plan: Opportunistically expand Digiplex ’s national footprint by
identifying and acquiring solid performing theaters in accretive transactions at
reasonable cash flow multiples (approx. 4.5x – 6x, including initial CapEx)
Improve the Theater-Going Experience: Further enhance acquired theaters with
additional investments in digital technology and focus on customer enjoyment
Increase Utilization: Drive theater-level utilization rates with proprietary and
alternative programming to attract targeted niche customers to events at off-peak
times
Long-term Goals:
100 theaters/1,000 screens in 75/100 top DMAs
Become a media company: As the platform grows, Digiplex will be increasingly focused on pushing
proprietary content through its platform and to other non-owned affiliates
Goal of alternative content reaching 20% of total revenue at high margins, with minimal risk
8
9. Screen Acquisition Landscape
Favorable Industry Trends
Approximately 40,000 Screens Domestically
~ 20,000
Owned by Top 4 Exhibitors
(AMC, Regal, Cinemark, Carmike)
~8,000
Regional
Circuits
~12,000
Disaggregated
Independents
Industry has a significant number of smaller-scale
regional and “Mom n’ Pop” theatre owners
Ongoing digital conversion of domestic screen base
requires significant investment on behalf of owners to
stay relevant; often exceeding capital access
These factors have produced significant opportunities
in the acquisition pipeline
Disciplined Approach
Price: ~4.5x-6x Theater-Level Cash Flow
Our Opportunity:
We believe that there is a substantial number of
theaters within this subset of screens that are
ripe for acquisition. We seek acquisition
candidates that fit the following:
• Cash Flow Positive
• High Quality Assets
• Located in Top 100 DMA
• Owners Seeking Exit Opportunity
Includes initial CapEx and cost of improvements
Location: methodical targeting of free zones in top100 DMAs
Focus on creating media distribution network
better tailored to local tastes
Early stage of roll-up allows us to be more
opportunistic than our competition
geographically
9
10. Digiplex Footprint Overview
Current Footprint:
19 Theaters / 184 Screens
Located in six states (AZ, CA, CT, NJ, OH, PA)
15 of Digiplex’s 19 locations are in top 30 DMAs
100% digital screen base (including 35-40% 3D capable)
Long-Term Goal: Grow to become a national circuit featuring 100 theaters / 1,000 screens in 75 of the
Top 100 DMAs
Added 165 screens since the Company’s IPO in April 2012
Additional Positives:
Joint Venture with Start Media provides acquisition vehicle / capital
The size of DCIN’s footprint allows for better acquisition opportunities (smaller theaters at
preferred pricing / purchase multiples)
10
11. Digiplex Acquisition History
Bloomsburg
Camp Hill
Reading
Selinsgrove
Williamsport
Lisbon Theater
Acquisition 4
Lisbon
Surprise Point 14
Apple Valley
Mission Marketplace
Temecula Tower
Poway
Mission Valley
River Village
Acquisition 5
Surprise
Apple Valley
Oceanside
Temecula
Poway
San Diego
Bonsall
Sparta
Acquisition 6
Sparta
Solon
Acquisition 7
Solon
Torrington
Acquisition 8
Torrington
ND
$163,636
1
8
8
$0.1
1.0x
$12,500
5
11
12
10
12
9
54
$13.9
4.8x
$257,407
1
12
12
$6.6
6.0x
$550,000
7
14
14
13
10
10
7
6
74
$12.8
5.0x
$172,973
1
3
3
ND
ND
ND
1-Feb-13
Cinema Center of Bloomburg
Cinema Center of Camp Hill
Cinema Center of Fairground Mall
Cinema Center of Selinsgrove
Cinema Center of Williamsport
Acquisition 3
$1.8
1-Jan-13
Bloomfield
2
6
5
11
1
16
16
ND
ND
ND
1
6
6
$0.6
ND
$105,751
New Jersey
New Jersey
Bloomfield 8
Acquisition 2
TTV/
Screen
11-Dec-12
Westfield
Cranford
TTV /
TLCF
29-Sep-12
Rialto
Cranford
Acquisition 1
Transaction
Value ($MM)
20-Apr-12
State
# Screens
17-Feb-11
Location
# Theaters
31-Dec-10
Theatre
Acquisition Date
Connecticut
Pennslyvania
Pennslyvania
Pennslyvania
Pennslyvania
Pennslyvania
Connecticut
Arizona
California
California
California
California
California
California
New Jersey
Ohio
Connecticut
19-Jul-13
Mean
9.6
4.2x
$210,378
Median
10.0
4.9x
$168,305
11
12. Improve Utilization: Alternative Programming
Strategy: Schedule wide range of alternative programming, building awareness and attendance gains through active
targeted marketing and comprehensive social media customer engagement initiatives
Long-term goal: Generate 20% of total box receipts from alternative content, improving attendance metrics at ~50%
higher ticket price…replacing underperforming Hollywood titles on screen
Progress Update: Continuing to introduce DCIN’s alternative programming, targeted marketing platform, and active,
low-cost social-based outreach strategies that were successfully implemented in its first 3 locations to its newly
acquired facilities
Alternative programming as a % of total fiscal Q4’13 admissions revenues averaged ~3% at locations owned for
more than one year (6% in Q3 ‘13 – less contribution from Hollywood content)
Procure Content
A diverse range of programming that
appeals to wide array of audiences
Schedule Programming
Ideally Mon.-Thurs., when average
cinemas operate at <10% capacity
Digital content allows for timely and
targeted schedule and content
optimization
Market Events
Create awareness/interest through
DCIN’s consumer engagement
initiatives: customer targeting,
relationship building, fostering a
two-way dialog with guests
12
13. Improve Utilization: Alternative Programming Successes
Sample Content and Event Grosses
Alternative programming consistently outperforming lowest
(and often highest) grossing movies…at higher prices
Day of
the Week
Monday
Event Offered
Opera Encore: Die Walkure
Movie Classic: Star Trek 25th Anniversary
Opera Encore: Wagner’s Dream
Event Gross
that Day
$453
$911
$389
Highest Grossing
Movie that Day
$250
$284
$360
Lowest Grossing
Movie that Day
$0
$169
$0
Event Ticket
Price (1 adult)
$12.50
$12.50
$12.50
Tuesday
Ballet: Nutcracker Live
Concert: Rolling Stones Live in 1978
Ballet: Le Corsaire
$1,345
$672
$566
$125
$90
$125
$0
$9
$0
$20.00
$12.50
$15.00
Wednesday
Broadway: West Side Story
Broadway: Love Never Dies
Opera: La Traviata
$2,425
$1,422
$1,340
$73
$108
$93
$56
$0
$0
$12.50
$12.50
$20.00
Thursday
Movie Classic: Singin’ in the Rain
Art Show: Leonardo Live
Movie Classic: Singin’ in the Rain
$2,603
$1,592
$955
$608
$272
$235
$48
$20
$28
$12.50
$12.50
$12.50
Saturday
Opera Live: Don Giovanni
Opera Live: La Traviata
Sports: Mayweather vs. Ortiz
$7,073
$3,850
$1,817
$530
$1,169
$2,037
$21
$48
$44
$25.00
$12.50
$18.00
Sunday
Opera Live: Phantom of the Opera
Ballet: Le Corsaire
Los Angeles Philharmonic
$1,104
$976
$479
$282
$309
$309
$28
$8
$8
$18.00
$15.00
$18.00
$783.31
$497.05
$76.41
$15.01
Averages:
13
14. Conceptual Overview: Alternative Content to Drive Utilization
Weekly Box Office Contribution (Historical)
Goal for Alternative Content
30%
Long-Term Goal: Achieve 20% Box
Office Contribution from Alternative
Content
High Margin / Low Risk
25%
Benefits of Alternative Content:
20%
Drive incremental weekday
attendance
15%
10%
Smooth out the daily demand curve
5%
Generate attractive admission
premiums
0%
Mon
Tues
Wed
Thurs
Fri
Sat
Sun
Source: BoxOfficeMojo.com, 2012 daily domestic box office data
Longer-term downstream revenue
opportunities
14
15. Using Digital Technology to Serve Diverse Audience
DigiNext Value-Creation Opportunity
Unique, specialty content joint venture with Nehst Studios featuring a curated series of documentaries and indie features (hand-selected
from world’s leading film festivals) shown on Digiplex circuit and at friendly, non-competing theaters
Forged unique alternative content distribution alliance with cinema advertising giant
potential platform of 14,000+ Screenvision theater network auditoriums across the US
DCIN receives 50% of all net downstream/ancillary revenues including DVD, digital downloads and international broadcast rights
Additional features and unique benefits of DigiNext:
Opportunity for innovative live Q&A between audience and cast members
Affordable pricing ($7.00 per ticket, or $6.00 if 5-title subscription purchased)
‘Pay it Forward’ – a charitable program allowing Digiplex patrons to give back to their community
~Ten releases/year (excluding high-traffic ‘holidays’)
February 2013
March 2013
April 2013
August 2013
December 2013
Leveraging digital technology in innovative ways to enhance entertainment options
Select DCIN theater locations have started presenting special engagements of major Hollywood movie releases with both Spanish and English
sound tracks
Participating locations include, Apple Valley and San Diego, CA, and Reading, PA
DCIN plans to expand this entertainment option to include more locations and to feature Asian and other foreign language presentations in
addition to Spanish
15
16. Experienced Management Team of Industry Pioneers
Digiplex Corporate Officers
Bud Mayo, Chairman and CEO (Board Member): Industry veteran with over two decades of experience. Previously,
Bud founded and led both Cinedigm Digital Cinema Corp., the pioneer and leader in digital cinema, and Clearview
Cinema Group, a top U.S. theater circuit. In recognition of his efforts within the industry, Bud received the distinct
honor of being inducted into the film exhibition Hall of Fame at the industry's 2010 ShowEast conference.
Brian Pflug, CFO (Board Member): Former Controller at Clearview Cinemas and former SVP of Accounting and Finance
at Cinedigm Digital Cinema Corp. Mr. Pflug has worked with Bud Mayo since 1998, when Brian was controller at
Clearview Cinemas. The two then worked together at Cinedigm Digital Cinema Corp. where Brian rose to senior vice
president of Accounting and Finance, his most recent position before Digiplex.
Chuck Goldwater, Senior Vice President (Board Member): Industry veteran with over two decades of experience.
Former CEO of Digital Cinema Initiatives, the major studio consortium that set digital standards; and was the former
Head of Cinedigm’s digital cinema unit. Chuck has held senior management positions at a number of leading theater
exhibitors including USA Cinemas, National Amusements and Loews Theatres, and he served as President/CEO of
Mann Theatres and President at Clearview Cinemas.
Jeff Butkovsky, Chief Technology Officer: Jeff has an extensive background in digital cinema and over 25 years in
technology management, software development and technology sales. He was Cinedigm Digital Cinema Corp.’s Senior
Vice President and Chief Technology Officer from October 2000 to July 2010.
16
17. Case Study: Clearview Cinemas
Bud Mayo co-founded Clearview with four theaters and sold the company to Cablevision four years later
Attractive exit price for IPO investors:
Share Price Aug 21, 1997 (market open):
$ 8.00
Sold for Share Price Dec 8, 1998 (on or about 12/8):
$24.25
Hold Time (# of days):
~ 474
Return on Investment (approximate):
233%
Clearview Cinemas Corporate Timeline
1995: Acquired 3
theaters and 11
screens
1994
Sep. 1994: Co-founded
by Bud Mayo with 4
theaters and 8 screens
1995
Dec. 1994: Received
equity from CMNY
Capital and added 3
screens
1996: Acquired 9
theaters and 39
screens
1996
May 1996: Received
equity investment of
$4.5M from MidMark
Capital
Aug. 1997: IPO – Sold
1.15M shares for $9.2M
gross
Jan. – Sep. 1998: Acquired 11
theaters and the right to
operate one theater for a total
of 54 screens
1997
1997: Acquired 14 theaters with
79 screens, added 6 screens to
acquired theaters and
constructed a 5-screen theater
1998
Dec. 1998: Sale to Cablevision
(NYSE: CVC) for $160M, including
New York City’s Ziegfeld Theatre
PAST PERFORMANCE IS NOT INDICATIVE OF FUTURE RESULTS: The above information is presented solely for informational purposes, and no representation, warranty or guarantee is being made relative to the
future performance of the Company or the trading price of its Class A common stock whatsoever.
17
19. Key Strategic Partnerships
Joint Venture Partner
•Up to $20MM in
acquisition capital
•Alternative Content
Distributor
On Screen Advertising
Partner
•14,000 screen network
•($0.17 per patron, ~50/50 split)
•Content through Fathom
Specialty Content JV
Point-of-Sale Software
•Integrated with EMS and ERP
•Provides documentaries and
indie features
Exhibitor Management
Services Platform
Negotiating Partner with Film
Distributors
•EMS tracks ticketing, receipts,
revenue, payments, scheduling
•Monthly flat fee for license fee
negotiations
19
20. Start Media Joint Venture
Formation: December 10, 2012
Purpose: To acquire, refit and operate movie theaters
Start Media has committed to contribute up to $20 million.
Agreement:
JV is managed by a four person board of managers (equal representation)
As of June 30, 2013, Digiplex and Start Media owned 33% and 67% of the equity of JV, respectively
JV has a first right of refusal to acquire any theaters DCIN wishes to acquire, except for any theaters
within a ten mile radius of existing Digiplex owned theaters. If JV does not exercise its right of first
refusal, DCIN has the right to make the acquisition independently.
Agreement for ten years, optional renewal of terms in 2022
Progress Update:
Digiplex has contributed 961,393 shares of Class A common stock
Start Media has contributed approximately $10.3 million in cash to date
Capital contributions were used for the UltraStar acquisitions, the Torrington theater acquisition,
and to fund anticipated capital expenditures for JV-owned theaters
20
22. Selected Financials and Operating Metrics
($ in thousands)
Admission revenue
Concession revenue
Other
Three Months Ended
June 30,
2013
2012
Twelve Months Ended
June 30,
2013
2012
%∆
%∆
7,578
3,301
322
2,651
1,032
113
186%
220%
185%
21,305
8,889
990
4,738
1,646
287
350%
440%
245%
Total Revenue
11,201
3,796
195%
31,184
6,671
367%
Net Loss
(1,209)
(1,002)
NM
(5,256)
(1,967)
NM
Gross Margin Analysis
Box office less exhibition cost gross margin
Concession gross margin
47.3%
82.0%
44.0%
81.9%
8%
0%
49.8%
83.2%
49.6%
82.1%
0%
1%
Theatre level cash flow (1)
Adjusted EBITDA (1)
1,922
888
701
32
174%
NM
5,633
2,366
1,251
(410)
350%
NM
Key Operating Metrics
Theaters
Average Screens
Total attendance (in thousands)
Average attendance per screen
18
178
1,009
5,667
8
62
339
5,506
125%
187%
198%
3%
18
130
2,852
22,014
8
30
570
19,331
125%
333%
400%
14%
$ 7.92 $ 7.82
$ 3.45 $ 3.04
$ 11.37 $ 10.86
1%
13%
5%
8.31
2.89
11.20
(6%)
13%
(1%)
Average admission per patron
Average concessions sales per patron
Sales Total Per Patron
$
$
$
7.83 $
3.27 $
11.10 $
(1) Theater level cash flow and Adjusted EBITDA are supplemental non-GAAP financial measures. These metrics as shown above are net of Start Media’s share of these items.
22
23. Selected Financials and Operating Metrics
Assets
($ in thousands)
Cash and Equivalents
Accounts Receivable
Inventories
Deferred financing costs, current portion
Prepaid expenses and other current assets
Twelve Months Ended
June 30,
2013
2012
Liabilities and Equity
($ in thousands)
Property and equipment, net
Goodwill
Intangible Assets
Security deposit
Deferred financing costs, long-term portion, net
Other Assets
Total Assets
2,037
238
78
381
Accounts payable
Accrued expenses
Payable to vendor for digital systems
Notes payable, current portion
Capital lease, current portion
6,296
2,734
29,171
3,156
6,186
205
1,225
9
15,432
980
4,114
3
14
46,248
23,277
2,478
3,964
1,373
121
851
1,088
3,334
1,000
-
Earnout from theater acquisition
296
79
Deferred revenue
Total Current Assets
3,607
697
191
357
1,444
Twelve Months Ended
June 30,
2013
2012
305
31
8,537
6,383
8,615
239
159
407
190
83
Total Current Liabilities
Notes payable, long-term portion
Capital lease, net current portion
Unfavorable leasehold liability, long-term portion
Deferred rent expense
Deferred tax liability
Total Liabilities
Preferred stock
Class A Common Stock (20,000,000 shares authorized,
5,511,938 and 4,519,452 issued and outstanding as of June
30, 2013 and 2012)
Class B Common Stock (900,000 shares authorized,
865,000 and 900,000 issued and outstanding as of June 30,
2013 and 2012)
Additional paid in capital
Accumulated deficit
Total stockholder equity
Noncontrolling Interest
Total Equity
199
39
18,156
6,695
-
-
55
45
9
9
25,816
(7,049)
19,285
(2,757)
18,831
16,582
9,261
-
28,092
16,582
23
24. Digiplex Model Summary – “Cinema Reinvented”
TRANSFORM
CONVERT & INVEST
ACQUIRE
Cash flow positive theaters
Top DMAs
Pay reasonable cash flow multiples
(including initial CapEx)
Convert analog systems
Integrate into DCIN digital platform
Add additional screens where
feasible/profitable
Theaters to entertainment
destinations
Innovative programming + social
media = increased seat utilization
(especially on slow weeknights)
ex: Sporting Events, Opera,
Ballet
INCREMENTAL REVENUES
PRE-SHOW ADVERTISING
COST REDUCTIONS
Software systems provide
flexibility/efficiency/lower expenses
Virtual print fees (VPF) benefit
theater level cash flows, offsetting
film rent
Participation on NCM national
pre-show ad network (19K+
screens)
Generating guaranteed per
attendee minimum rate…or better
Attendance gains lead to
enhanced concession revenues at
attractive gross margins (>80%)
3D (36% of footprint is 3D
compatible)
Alternative programming (~50%+
higher ticket prices)
Ad revenues of 17¢ per patron is
NCM minimum guarantee
24
25. Investment Highlights
Growth Story
Strong Acquisition Pipeline
Content Play
Strong Management Team
Strategic Alliances
25