- The document is an investor presentation from Fairchild Semiconductor from September 2014.
- It provides an overview of Fairchild's business, strategy, sales and marketing efforts, and financial highlights from Q2 2014.
- The presentation outlines Fairchild's focus on becoming more application-centric and customer-focused, building its leadership team, and implementing a new sales strategy, brand identity, and marketing approach.
External Analysis: The Identification of Opportunities & Threats
The document discusses analyzing opportunities and threats within an industry through an external analysis. It defines key concepts like industry boundaries, market segments, and Porter's 5 forces model. Porter's 5 forces include the threat of new entrants, competitive rivalry, bargaining power of suppliers and customers, and threat of substitutes. The document also discusses how industries evolve through the industry life cycle of introduction, growth, maturity, shakeout, and decline. Finally, it addresses how macroenvironmental factors like economic conditions, technology, politics, and demographics can impact industries and create opportunities or threats over time.
Sage ERP X3 is an enterprise resource planning (ERP) software that provides financial management, supply chain management, and customer relationship management capabilities. It allows for customization of workflows and data integration across multiple sites. While Sage ERP X3 enables multi-national companies to manage their operations globally, its user interface and reporting features lag behind some competitors.
Jeffrey Even has over 25 years of experience in strategic leadership roles in information delivery, business process, and intelligence at insurance companies. He has a proven track record of successfully leading implementations of systems like Salesforce.com and leading process improvements. Currently, he is an Assistant Vice President at The Hartford Insurance Group responsible for strategic transformation and execution of all aspects of sales automation and analytics.
Nokia Capital market Day Nov 2014 HERE Sean FernbackLudovic Privat
HERE leverages its location cloud and map content across automotive, enterprise, and consumer segments. It has competitive advantages including a customer-first approach, strong industry relationships, and the world's best map. Opportunities exist in growing automotive navigation adoption, the enterprise market, and seamless consumer experiences. HERE aims to strengthen its leadership position and serve ecosystem players.
Alveris is a global marketing and IT consulting company with clients throughout the U.S., Canada and Asia. Alveris was founded on entrepreneurialism and helping companies with new product ideas, go-to-market strategies, reducing operational costs and generating new sales opportunities.
Free Gartner Report: Aligning Supply and Demand for IT Services
Cloud computing is transforming how IT manages costs and standards, but its impact extends into how IT itself is managed as a business. Public cloud computing puts pressure on the entire IT cost structure to become wiser and more efficient about balancing the supply and demand for IT services.
While cloud commoditization is driving down prices, IT is forced to manage resulting increases in consumption. The report recommends steps CIOs should take to improve the maturity of their approach to IT service management, installing:
• Benchmarking and chargeback to manage demand for cloud services
• Expand their strategic vendor management and IT procurement practices
• Become a broker of services, including external cloud computing.
Consider using IT cost transparency improvement as a cultural change agent to transform the IT organization from a focus on “speed and quality” to one of “IT cost and business value”.
For more cloud management insights visit http://vmware-erdos.com
Marketing plan for Amonika Computer PartsLovelySheenu
The document outlines a business plan for a company called Amonika that manufactures and distributes computer parts. It discusses Amonika's goals of providing affordable, high-quality computer parts and services while establishing a strong brand recognition and large distribution network. The plan also analyzes Amonika's strengths, weaknesses, opportunities, threats and main competitors. It proposes strategies around pricing, distribution, promotion, products and customers to position Amonika as a market leader in the computer parts industry. Financial projections estimate that the business will break even within 2.25 years.
External Analysis: The Identification of Opportunities & Threats
The document discusses analyzing opportunities and threats within an industry through an external analysis. It defines key concepts like industry boundaries, market segments, and Porter's 5 forces model. Porter's 5 forces include the threat of new entrants, competitive rivalry, bargaining power of suppliers and customers, and threat of substitutes. The document also discusses how industries evolve through the industry life cycle of introduction, growth, maturity, shakeout, and decline. Finally, it addresses how macroenvironmental factors like economic conditions, technology, politics, and demographics can impact industries and create opportunities or threats over time.
Sage ERP X3 is an enterprise resource planning (ERP) software that provides financial management, supply chain management, and customer relationship management capabilities. It allows for customization of workflows and data integration across multiple sites. While Sage ERP X3 enables multi-national companies to manage their operations globally, its user interface and reporting features lag behind some competitors.
Jeffrey Even has over 25 years of experience in strategic leadership roles in information delivery, business process, and intelligence at insurance companies. He has a proven track record of successfully leading implementations of systems like Salesforce.com and leading process improvements. Currently, he is an Assistant Vice President at The Hartford Insurance Group responsible for strategic transformation and execution of all aspects of sales automation and analytics.
Nokia Capital market Day Nov 2014 HERE Sean FernbackLudovic Privat
HERE leverages its location cloud and map content across automotive, enterprise, and consumer segments. It has competitive advantages including a customer-first approach, strong industry relationships, and the world's best map. Opportunities exist in growing automotive navigation adoption, the enterprise market, and seamless consumer experiences. HERE aims to strengthen its leadership position and serve ecosystem players.
Alveris is a global marketing and IT consulting company with clients throughout the U.S., Canada and Asia. Alveris was founded on entrepreneurialism and helping companies with new product ideas, go-to-market strategies, reducing operational costs and generating new sales opportunities.
Free Gartner Report: Aligning Supply and Demand for IT Services
Cloud computing is transforming how IT manages costs and standards, but its impact extends into how IT itself is managed as a business. Public cloud computing puts pressure on the entire IT cost structure to become wiser and more efficient about balancing the supply and demand for IT services.
While cloud commoditization is driving down prices, IT is forced to manage resulting increases in consumption. The report recommends steps CIOs should take to improve the maturity of their approach to IT service management, installing:
• Benchmarking and chargeback to manage demand for cloud services
• Expand their strategic vendor management and IT procurement practices
• Become a broker of services, including external cloud computing.
Consider using IT cost transparency improvement as a cultural change agent to transform the IT organization from a focus on “speed and quality” to one of “IT cost and business value”.
For more cloud management insights visit http://vmware-erdos.com
Marketing plan for Amonika Computer PartsLovelySheenu
The document outlines a business plan for a company called Amonika that manufactures and distributes computer parts. It discusses Amonika's goals of providing affordable, high-quality computer parts and services while establishing a strong brand recognition and large distribution network. The plan also analyzes Amonika's strengths, weaknesses, opportunities, threats and main competitors. It proposes strategies around pricing, distribution, promotion, products and customers to position Amonika as a market leader in the computer parts industry. Financial projections estimate that the business will break even within 2.25 years.
The document discusses the shifting technology business models and trends driving suppliers to transform from traditional product-focused models to outcome-focused models. It outlines four levels of supplier operating models, with levels 1 and 2 representing traditional product-focused suppliers and levels 3 and 4 representing outcome-focused suppliers. As customer demand shifts to prioritize outcomes over products, suppliers must transform their offers, financial models, sales processes and operations to remain competitive in capturing this new market. Level 3 and 4 suppliers are preparing to discuss customer outcomes rather than just products and features to better meet business needs.
This document discusses organizational elements, master data, and transactions in SAP systems. It provides examples of organizational elements like client, company code, plant, and describes how master data like customer, material, and employee records are organized and related to organizational elements. It also defines transactions as application programs that execute business processes in SAP.
Computer manufacturing company Business plan Bilal shafique
This business plan is based on assumption and planed before starting the business. this plan was presented by M.Bilal and Khursheed Alam BSIT students in University of Sargodga GRW campus.
The document discusses the role of information technology in the telecommunications industry. It outlines several key areas where IT can support telecom companies, including customer management, service management, product management, and revenue assurance. It also notes emerging trends like infrastructure as a service, mobile commerce, and analytics solutions. The document provides an example pitch for an IT company to a telecom, highlighting capabilities around transition management, expertise, and optimization. It includes examples of revenue models and metrics an IT company can use to track performance and account health with telecom customers.
This document provides a summary of Uday Puranik's professional experience and qualifications. It outlines his 23 years of experience in strategic planning, business development, sales, marketing and project management. Currently he works as a technical consultant in industrial automation. Previously he was a partner at Analogic Automation, an authorized system integrator for Rockwell Automation, where he drove business growth across various industries. He holds a B.E. in Electronics and Telecommunications.
The document discusses Hyperion Business Performance Management software for retailers. It provides an overview of Hyperion's solution capabilities including executive dashboards, KPIs, alerts, scorecards, enterprise planning, and business intelligence. It then summarizes Hyperion's market position, customer base, and the key benefits their integrated BPM system provides for managing all aspects of a retailer's business performance.
The document provides guidance on developing a business plan. It defines a business plan and outlines its key components, including an executive summary, description of the product/service, market analysis, marketing strategy, organizational structure, and financial projections. An effective business plan clearly conveys customer value, market size and growth potential, and feasibility while addressing competition and risks. Developing a business plan requires thorough research and forces disciplined thinking about transforming a business idea into a viable enterprise.
It shows the marketing plan of a computer hardware company. Amonika computer parts supplies high quality products but there is no brand recognition.Therefore marketing plan has been prepared.
Enterprise Planning for the Retail IndustryAlithya
In the new economic reality, retailers need to plan for the short and long-term. However, most organizations fall short of comprehensive Enterprise Planning due to a combination of inadequate tools and siloed processes. Learn how Hyperion Strategic Finance can be deployed to seed operational plans with strategic targets as well as receive the latest forecasts from Planning and Essbase. In addition to integrating the short and long-range planning processes, we will also discuss how true Enterprise Planning should utilize the same reporting toolset to integrate and enhance analytical and reporting capabilities in the planning process.
Amonika computer parts, computer parts marketing strategy, marketingAjay Parmar
Amonika Ltd is an Indian computer parts company seeking to expand its sales and distribution. It currently operates in Delhi and neighboring states. The summary outlines Amonika's mission to become a leading personal technology company and its objectives to be the top computer parts distributor and provide high quality, affordable products with an innovative brand image. It analyzes the growing computer hardware market in India and Amonika's strengths, weaknesses, opportunities, and threats. The marketing strategy discusses targeting consumers and businesses, positioning as reliable with good service, and implementing pricing, distribution, promotion, and research plans to achieve sales and market share goals in the first two years.
The top 10 challenges for product managers are: improving innovation, sharpening segmentation, managing portfolios more effectively, leveraging data/machine learning for insights, developing market/customer focus skills, adopting a commercial mindset, keeping ahead of technology changes, breaking down barriers to adoption, managing stakeholders online, and potentially breaking up the product manager role into specialized skillsets.
The document describes an upcoming webinar on M&A best practices hosted by Firmex. It provides details on the event such as the date, time, and speaker. The speaker, Andrew J. Sherman, is introduced, including his background and accomplishments. Trends for buyers to consider in M&A deals for 2012 are listed, and developing an acquisition plan is emphasized as critical for avoiding post-closing failures. Qualifying criteria for screening potential acquisition targets are also discussed.
Rajat Bhaduri has over 25 years of experience in management consulting, business development, and sales of IT solutions and services. He has extensive experience leading large integration projects across various industries and is currently a Senior Advisor at KPMG focusing on their digital consulting practice and Industry 4.0 offerings. Prior to KPMG, he held leadership roles at Wipro, Oman Holding International, Hewlett Packard, and Digital Equipment Corporation where he was responsible for building business, managing accounts, and delivering complex IT projects.
Using Application Maintenance to Fund Digital InitiativesCognizant
CIOs applying a tier-based approach - contain-maintain-invest - to assessing apps can ultimately free up spending from application maintenance in order to drive digitization initiatives that align with corporate goals.
Cloud ERP Strategy & Transformation I Best Practices I NuggetHubRichardNowack
Taking advantage of ERP (Enterprise Resource Planning) software in the cloud (IaaS, PaaS, SaaS) can lead to cost savings and greater performance. In this business best practice slide deck you learn how to setup a cloud ERP strategy and a transformation plan, how to choose a vendor and how to evaluate technical migration scenarios.
We provide you with the following best practices:
- Cloud ERP Strategy Definition and Introduction
- ERP Platform Strategy & Evaluation
- ERP Platform Transformation
This document summarizes key stages in the evolution of business ecosystems: birth, expansion, leadership, and renewal or death. It discusses how ecosystems are formed around innovations, cooperate and compete to drive improvements, and vie for survival. As they mature, ecosystems stimulate demand, challenge other ecosystems, and must continue innovating to maintain leadership and avoid obsolescence in the face of new technologies and business models.
What manufacturers need to know about buying, deploying and maintaining the CPQ system. Hear from other leading manufacturers on how they successfully implemented CPQ.
This document contains information about an opportunity for a Global Marketing Manager position with a US-headquartered industrial IoT company. The company generates $2-3B annually and is looking for a marketing leader to own their distinctive company voice and translate business strategy into marketing strategy. The ideal candidate will have 3+ years of marketing experience, strong relationship building and project management skills, and experience developing marketing plans to drive growth. In return, the role offers career progression opportunities globally and a competitive compensation package.
HITISEM provides IT service management consultation and services. Their mission is to deliver tangible business results and technology advances to benefit their clients. They offer services including CRM, ERP, DMS, ITSM, and ITIL awareness. Their SWOT analysis notes strengths in R&D and staff qualifications, while opportunities exist in new products, acquisitions, and growing markets. They plan to focus on managed services, infrastructure solutions, business applications, and vertical applications. Their goals are to increase sales, profits, brand recognition, and find new markets while improving customer networking. Key issues include being new to the IT market and building a responsive infrastructure.
Enterprise Resource Planning (ERP) is no longer just about financials. Clients now expect smarter tools for data management and integration.
Info-Tech reviews the leading solutions with a step-by-step guide on evaluating how they will provide value in YOUR environment
This document provides a sales strategy for IPenable, which designs communications solutions for electric utilities and device vendors. It outlines IPenable's target customers, key decision makers, sales processes, and initial sales successes and failures. The strategy involves prospecting utilities and vendors through conferences, associations, and meetings with CTOs, project managers, and engineers. The sales cycle can take 6 months to 5 years as utility projects require significant planning. Initial successes came from informational calls to understand customer needs, while delays occurred without a clear customer strategy or impatience with long sales cycles in the utility sector.
#BainWebinar Next Generation Industrial Performance Post COVID-19Bain & Company Brasil
The document summarizes a webinar on accelerating industrial recovery from COVID-19 through operations efficiency. It discusses Bain's approach to digital transformation in operations, including developing a strategy, roadmap, mobilizing teams, and implementing technologies. It also provides an example of Bain's work with Fedrigoni Group to deliver a multimillion euro transformation of their paper and label operations through initiatives in various workstreams, leveraging data analytics and digital tools. The transformation achieved tangible results through improved efficiencies, continuous improvement culture, and digital capabilities.
The document discusses the shifting technology business models and trends driving suppliers to transform from traditional product-focused models to outcome-focused models. It outlines four levels of supplier operating models, with levels 1 and 2 representing traditional product-focused suppliers and levels 3 and 4 representing outcome-focused suppliers. As customer demand shifts to prioritize outcomes over products, suppliers must transform their offers, financial models, sales processes and operations to remain competitive in capturing this new market. Level 3 and 4 suppliers are preparing to discuss customer outcomes rather than just products and features to better meet business needs.
This document discusses organizational elements, master data, and transactions in SAP systems. It provides examples of organizational elements like client, company code, plant, and describes how master data like customer, material, and employee records are organized and related to organizational elements. It also defines transactions as application programs that execute business processes in SAP.
Computer manufacturing company Business plan Bilal shafique
This business plan is based on assumption and planed before starting the business. this plan was presented by M.Bilal and Khursheed Alam BSIT students in University of Sargodga GRW campus.
The document discusses the role of information technology in the telecommunications industry. It outlines several key areas where IT can support telecom companies, including customer management, service management, product management, and revenue assurance. It also notes emerging trends like infrastructure as a service, mobile commerce, and analytics solutions. The document provides an example pitch for an IT company to a telecom, highlighting capabilities around transition management, expertise, and optimization. It includes examples of revenue models and metrics an IT company can use to track performance and account health with telecom customers.
This document provides a summary of Uday Puranik's professional experience and qualifications. It outlines his 23 years of experience in strategic planning, business development, sales, marketing and project management. Currently he works as a technical consultant in industrial automation. Previously he was a partner at Analogic Automation, an authorized system integrator for Rockwell Automation, where he drove business growth across various industries. He holds a B.E. in Electronics and Telecommunications.
The document discusses Hyperion Business Performance Management software for retailers. It provides an overview of Hyperion's solution capabilities including executive dashboards, KPIs, alerts, scorecards, enterprise planning, and business intelligence. It then summarizes Hyperion's market position, customer base, and the key benefits their integrated BPM system provides for managing all aspects of a retailer's business performance.
The document provides guidance on developing a business plan. It defines a business plan and outlines its key components, including an executive summary, description of the product/service, market analysis, marketing strategy, organizational structure, and financial projections. An effective business plan clearly conveys customer value, market size and growth potential, and feasibility while addressing competition and risks. Developing a business plan requires thorough research and forces disciplined thinking about transforming a business idea into a viable enterprise.
It shows the marketing plan of a computer hardware company. Amonika computer parts supplies high quality products but there is no brand recognition.Therefore marketing plan has been prepared.
Enterprise Planning for the Retail IndustryAlithya
In the new economic reality, retailers need to plan for the short and long-term. However, most organizations fall short of comprehensive Enterprise Planning due to a combination of inadequate tools and siloed processes. Learn how Hyperion Strategic Finance can be deployed to seed operational plans with strategic targets as well as receive the latest forecasts from Planning and Essbase. In addition to integrating the short and long-range planning processes, we will also discuss how true Enterprise Planning should utilize the same reporting toolset to integrate and enhance analytical and reporting capabilities in the planning process.
Amonika computer parts, computer parts marketing strategy, marketingAjay Parmar
Amonika Ltd is an Indian computer parts company seeking to expand its sales and distribution. It currently operates in Delhi and neighboring states. The summary outlines Amonika's mission to become a leading personal technology company and its objectives to be the top computer parts distributor and provide high quality, affordable products with an innovative brand image. It analyzes the growing computer hardware market in India and Amonika's strengths, weaknesses, opportunities, and threats. The marketing strategy discusses targeting consumers and businesses, positioning as reliable with good service, and implementing pricing, distribution, promotion, and research plans to achieve sales and market share goals in the first two years.
The top 10 challenges for product managers are: improving innovation, sharpening segmentation, managing portfolios more effectively, leveraging data/machine learning for insights, developing market/customer focus skills, adopting a commercial mindset, keeping ahead of technology changes, breaking down barriers to adoption, managing stakeholders online, and potentially breaking up the product manager role into specialized skillsets.
The document describes an upcoming webinar on M&A best practices hosted by Firmex. It provides details on the event such as the date, time, and speaker. The speaker, Andrew J. Sherman, is introduced, including his background and accomplishments. Trends for buyers to consider in M&A deals for 2012 are listed, and developing an acquisition plan is emphasized as critical for avoiding post-closing failures. Qualifying criteria for screening potential acquisition targets are also discussed.
Rajat Bhaduri has over 25 years of experience in management consulting, business development, and sales of IT solutions and services. He has extensive experience leading large integration projects across various industries and is currently a Senior Advisor at KPMG focusing on their digital consulting practice and Industry 4.0 offerings. Prior to KPMG, he held leadership roles at Wipro, Oman Holding International, Hewlett Packard, and Digital Equipment Corporation where he was responsible for building business, managing accounts, and delivering complex IT projects.
Using Application Maintenance to Fund Digital InitiativesCognizant
CIOs applying a tier-based approach - contain-maintain-invest - to assessing apps can ultimately free up spending from application maintenance in order to drive digitization initiatives that align with corporate goals.
Cloud ERP Strategy & Transformation I Best Practices I NuggetHubRichardNowack
Taking advantage of ERP (Enterprise Resource Planning) software in the cloud (IaaS, PaaS, SaaS) can lead to cost savings and greater performance. In this business best practice slide deck you learn how to setup a cloud ERP strategy and a transformation plan, how to choose a vendor and how to evaluate technical migration scenarios.
We provide you with the following best practices:
- Cloud ERP Strategy Definition and Introduction
- ERP Platform Strategy & Evaluation
- ERP Platform Transformation
This document summarizes key stages in the evolution of business ecosystems: birth, expansion, leadership, and renewal or death. It discusses how ecosystems are formed around innovations, cooperate and compete to drive improvements, and vie for survival. As they mature, ecosystems stimulate demand, challenge other ecosystems, and must continue innovating to maintain leadership and avoid obsolescence in the face of new technologies and business models.
What manufacturers need to know about buying, deploying and maintaining the CPQ system. Hear from other leading manufacturers on how they successfully implemented CPQ.
This document contains information about an opportunity for a Global Marketing Manager position with a US-headquartered industrial IoT company. The company generates $2-3B annually and is looking for a marketing leader to own their distinctive company voice and translate business strategy into marketing strategy. The ideal candidate will have 3+ years of marketing experience, strong relationship building and project management skills, and experience developing marketing plans to drive growth. In return, the role offers career progression opportunities globally and a competitive compensation package.
HITISEM provides IT service management consultation and services. Their mission is to deliver tangible business results and technology advances to benefit their clients. They offer services including CRM, ERP, DMS, ITSM, and ITIL awareness. Their SWOT analysis notes strengths in R&D and staff qualifications, while opportunities exist in new products, acquisitions, and growing markets. They plan to focus on managed services, infrastructure solutions, business applications, and vertical applications. Their goals are to increase sales, profits, brand recognition, and find new markets while improving customer networking. Key issues include being new to the IT market and building a responsive infrastructure.
Enterprise Resource Planning (ERP) is no longer just about financials. Clients now expect smarter tools for data management and integration.
Info-Tech reviews the leading solutions with a step-by-step guide on evaluating how they will provide value in YOUR environment
This document provides a sales strategy for IPenable, which designs communications solutions for electric utilities and device vendors. It outlines IPenable's target customers, key decision makers, sales processes, and initial sales successes and failures. The strategy involves prospecting utilities and vendors through conferences, associations, and meetings with CTOs, project managers, and engineers. The sales cycle can take 6 months to 5 years as utility projects require significant planning. Initial successes came from informational calls to understand customer needs, while delays occurred without a clear customer strategy or impatience with long sales cycles in the utility sector.
#BainWebinar Next Generation Industrial Performance Post COVID-19Bain & Company Brasil
The document summarizes a webinar on accelerating industrial recovery from COVID-19 through operations efficiency. It discusses Bain's approach to digital transformation in operations, including developing a strategy, roadmap, mobilizing teams, and implementing technologies. It also provides an example of Bain's work with Fedrigoni Group to deliver a multimillion euro transformation of their paper and label operations through initiatives in various workstreams, leveraging data analytics and digital tools. The transformation achieved tangible results through improved efficiencies, continuous improvement culture, and digital capabilities.
Southwest Airlines is undergoing a digital transformation to modernize its technology capabilities and strengthen its competitive position. The transformation will be a 5-year effort focused on stabilizing existing systems, optimizing operations, and innovating new customer-centric solutions. It aims to unlock $3 billion in business value by developing new capabilities, minimizing technical debt, and leveraging the skills of Southwest employees to deliver cost-effective and sustainable technology. The transformation requires changes to roles, processes, and how work gets done to fully support the airline's strategic initiatives and long-term vision.
SVPMA: Elevating from Consumer to Mission Critical ValueSVPMA
SVPMA March 2014 Monthly event:
“Elevating from Consumer to Mission Critical Value” with Brian Cox, Senior Director of Marketing for Enterprise Solutions, SanDisk
Read more: http://svpma.org/2014/03/march-2014-event-2/
Driving Higher Growth and Profit, the Trilogy: Solution Selling, Pricing Exce...Apttus
Given the pace of business, its imperative that Sales Ops enables the sales organization with high-quality proposals and quotes that can be turned around quickly and efficiently. Attend this session to learn best practices in pricing and contracts that are mutually beneficial for your company and your customers.
SYNOPTEK - MICROSOFT DYNAMICS 365 FOR SALES IMPLEMENTATION Nandita Nityanandam
Synoptek implemented Dynamics 365 for Sales module that supports the sales process from acquiring a new lead through the close of a sale. With this module the client wanted to manage leads, opportunities, accounts and contacts.
Read more: https://synoptek.com/business-process-and-software-solutions/business-applications/
Jeff Yelton - 2010 ScanSource POS & Barcoding Partner ConferenceScanSource, Inc.
The document discusses how companies can help their customers adapt to new realities in the current economic environment. It emphasizes the need to (1) deeply understand customers' challenges and strategies, (2) deliver balanced solutions that create value without compromising other priorities, and (3) provide expert project management and support. Acting as a "fulcrum" to help customers pivot strategically and implement solutions successfully position companies and their partners to succeed.
Middle east cloud applications market vendors by size, share & growth str...DheerajPawar4
[110 Pages Report] To provide detailed information related to the major factors (drivers, restraints, opportunities, and challenges) influencing the growth of the Middle east cloud applications market.
Laurynas Binderis. Shopify ne tik smulkiam/vidutiniam versluiAll Digital Group
Pranesimas apzvelgs kaip Shopify komecijos sprendimai padeda augti ne tik smulkiam verslui, bet ir stambioms bendrovems. Shopify sprendimai yra pajegus pagelbeti verslui bet kokioje jo raidos stadijoje, nuo startuolio iki brandzios daugiamilijonine kompanijos. Vakaruose daug bendroviu nesugeba prisitaikyti prie mazejancio fizines prekybos erdviu vaidmens ir besikeicianciu vartotoju elgesio. Angliskai sis reiskinys yra vadinamas "Retail Apocalypse". Shopify komercijos sprendimai kartu su jos ekosistema suteikia galimybe prekiautojams greitai reaguoti i rinkos pasikeitimus (lankstumas), plestis tarptautiniu mastu, bei buti ten, kur yra ju pirkejai. Nepailstantis siekis sukurti geriausia komecijos platforma pasaulyje pritrauke beveik 2 milijonus prekiautoju pasirinkti Shopify.
This document discusses how cloud-based corporate performance management (CPM) solutions can help finance teams elevate their role and drive better decision making. It outlines how CPM solutions in the cloud can help finance teams improve processes like budgeting, forecasting and reporting. It also provides an example of how a public medical device company used a cloud-based CPM solution to better integrate financial and operational data and provide executive dashboards. The document argues that cloud/SaaS solutions provide better value than on-premise solutions and allow finance to focus more on analysis rather than IT infrastructure.
This document provides a summary of Steve Lacki's career insights and areas of expertise, which include strategy development and execution, marketing, new product development, and technical skills. Some key highlights are his experience leading divisions up to $350 million in size, developing new industry programs that generated over $85 million in sales, and managing marketing programs and technical documentation. He has expertise across various industries including automation, power systems, and renewable energy.
As Intellect transitions from a products to a platforms company, we take a giant leap into the future of FinTech with composable, contextual and cloud-native products. Deep dive into our NextGen solutions that solve the problems of the banking sector with ease, while accelerating their digital transformations.
B2B Health Check: 5 Steps to eCommerce Fitness [WEBINAR]Four51, Inc.
Webinar Slides from 2/4/16 webinar
73% of B2B buyers now research at least half of their purchases online. Increasingly, they buy online as well. But too many of the websites of manufacturers, wholesalers and distributors aren’t in shape to make the most of this big opportunity to grow sales.
Today, agility, speed and rich features are what distinguish successful B2B e-commerce sites and empower them to deliver an online experience that mirrors what B2B buyers have come to expect from shopping retail websites.
From data management to streamlining key processes to mobile's role, this webinar will cover the tactics and technology online B2B sellers must prioritize to become best-in-class, driving sales and profits.
Hear from Aberdeen Group's Omer Minkara, Newegg's Ross Higgins, Four51's Chip House and Internet Retailer's Don Davis as we explore exactly what must be done to ensure your site is ready for 2016 and beyond.
Questions? Email marketing@four51.com
Mohamad Fayad has over 15 years of experience in product management across multiple industries including telecom, gaming, retail, and government. He has successfully launched over 20 new products and technologies from concept to profitability. Currently a Senior Product Manager at Cummins Allison, Fayad manages the full lifecycle of enterprise software products and leads customer integration projects. Previously at Motorola Solutions, he directed the first commercial WiMAX system and streamlined processes to improve business profitability.
Aftermarket accounts for a quarter of total revenues for manufacturing businesses, but between 40% and 80% of total profits. Today, the average manufacturer only captures 25% of its customers’ total service spending because aftermarket is not part of most companies’ commercial operating model and the supply chain is not set up to handle the major differences between original equipment sales and service sales.
Join us in this On Point webinar to hear more about how you can make aftermarket the centre of your growth strategy and improve your supply chain even in times of crisis. You will also get access to a benchmarking tool that measures the maturity of your aftermarket sales in your organisation.
Quería compartir esta presentación del nuevo producto TMC que creo que puede ser muy interesante para algunas organizaciones: Our approach to Customer Engagement.
Sabemos la cantidad de dinero invertido (o mal invertido) en actividades para incentivar a los clientes a comprar más de nuestros productos, en ocasiones para que no dejen de comprarlos y en otras para fortalecer la relación comercial. Sin embargo, la evidencia indica, como veras en la presentación, que la mayoría de estos programas, por una u otra razón, fracasan.
Este nuevo modelo, simple pero a la vez contundente, busca minimizar los factores que han generado el fracaso de la mayoría de estos programas.
Deep Industry provides IT services focused on digital transformation, including product engineering, enterprise services, and technology infrastructure. It has over 300M in annual revenue and strong growth rates. It focuses on travel, retail/distribution, and software vendors through strategic acquisitions and industry-specific platforms and solutions. Deep Industry has a global presence and long-term strategic partnerships with Fortune 500 customers, and aims to accelerate growth through its technology expertise, customer focus, and talented workforce.
The document discusses SAP's engagement with SAIPEM, an oil and gas services company, to help address SAIPEM's procurement challenges and priorities through digital transformation. It outlines SAIPEM's goals of process simplification, operative effectiveness improvement, and supplier engagement. SAP believes its business network approach is well-positioned to help SAIPEM by providing an integrated, collaborative platform to connect with suppliers. The document also reviews trends in the oil/gas industry that increase pressures around cost, risk/compliance, and project execution for procurement organizations.
Similar to Fairchild Semiconductor - September 2014 Investor Presentation (20)
Presentation Clayton Valley, NevadaFrom Drilling to PEA in under 2 YearsCompany Spotlight
The document summarizes Cypress Development Corp's Clayton Valley lithium project in Nevada. Key points include:
- A Preliminary Economic Assessment shows promising economics including a 32.7% IRR and $1.45 billion NPV.
- Measured and indicated resources total 8.9 million tonnes LCE with additional inferred resources.
- The project has the potential for low-cost production due to favorable geology and metallurgy.
- Upcoming catalysts in 2019 include a metallurgical study and prefeasibility study to further de-risk the project.
Aben Resources has made a new high-grade gold discovery at its flagship Forrest Kerr project in BC's Golden Triangle region. The region is known for major gold deposits and saw $100 million in exploration spending in 2017. Recent improvements have made the Forrest Kerr project more accessible via new roads. Aben's technical team has reinterpreted historical data and identified additional exploration targets. The project covers over 23,000 hectares of prospective geology along the Forrest Kerr fault zone that is similar to other major deposits in the Golden Triangle.
Aben Resources has discovered high-grade gold zones at its Forrest Kerr project in British Columbia's Golden Triangle. The first hole of the 2018 drill program intersected four separate high-grade gold zones within 190 metres, including 331.0 g/t Au over 1.0 metre. Aben plans to expand drilling at the Boundary North Zone and test other gold anomalies identified through soil sampling. The company also holds the Justin project in Yukon and Chico project in Saskatchewan near recent discoveries.
Cypress Development Corp. owns lithium claims in Clayton Valley, Nevada near Albemarle's Silver Peak lithium mine. A preliminary economic assessment found the project could have a 32.7% IRR and $1.45 billion NPV. The project would extract lithium from claystone using leaching and have average annual production of 24,042 tonnes of lithium carbonate over 40 years. Capital costs are estimated at $482 million to build a 15,000 tonne per day operation.
The document discusses Aben Resources Ltd., a gold exploration company with projects in British Columbia's Golden Triangle region and other areas of Western Canada. It provides an overview of Aben's management team and directors, flagship Forrest Kerr project, recent drilling results showing new high-grade gold discoveries, and its strategy to advance exploration through 2018. The document also briefly outlines Aben's other projects including the Chico gold project in Saskatchewan and Justin gold project in Yukon.
Cypress Development Corp. owns the Clayton Valley lithium project in Nevada. Drilling in 2017 intersected lithium-bearing claystone averaging 921 ppm Li over 77 meters thick. A maiden resource estimate calculated 3.287 million tonnes of lithium carbonate equivalent in the indicated category and 2.916 million tonnes LCE in inferred. Metallurgical tests show the claystone is acid leachable and able to recover over 80% of the lithium. Cypress plans additional drilling, engineering studies, and permitting to advance the project towards production.
- Aben Resources has three highly prospective gold projects in Western Canada including its flagship Forrest Kerr Project in BC's Golden Triangle region, which had recent drilling success expanding the Boundary North Zone.
- Management has over 100 years of combined experience in Western Canada and a proven track record of success.
- The projects have significant historic work identifying high-grade gold and robust discovery potential remains.
Cypress Development Corp. owns the Clayton Valley lithium project in Nevada. Drilling in 2017 intersected lithium-bearing claystone averaging 921 ppm Li over 77 meters. A maiden resource estimate classified over 1.3 million tonnes of lithium carbonate equivalent as indicated and inferred. Metallurgical testing shows the claystone is leachable with over 80% lithium recovery. Cypress aims to advance the project with engineering studies and further drilling to define resources with the goal of becoming a domestic lithium producer for the growing battery market.
The document provides forward-looking statements and discusses risks associated with such statements. It notes that some statements may be deemed forward-looking and lists factors that could cause actual results to differ from forward-looking statements. The document also identifies the qualified person for the technical information as Cornell McDowell and provides Aben's trading symbols and recent share information.
The document provides an overview of Aben Resources Ltd., a mineral exploration company with gold projects in Western Canada. It summarizes Aben's three key projects - Forrest Kerr in BC's Golden Triangle region with recent drill results discovering the Boundary Zone, Chico in Saskatchewan near producing mines, and Justin in Yukon's White Gold district. It outlines the management team's expertise and provides company details like shares outstanding and trading symbols.
- Cypress Development Corp owns the Clayton Valley lithium project in Nevada located near Albemarle's Silver Peak lithium brine operation.
- Drilling in 2017 encountered lithium mineralization averaging 921 ppm Li over 77 meters in 14 holes drilled.
- Metallurgical tests show the claystone is acid leachable with over 80% lithium extraction possible.
- Cypress aims to define a resource estimate in 2018 and advance the project with feasibility studies to develop a lithium operation.
The document discusses forward-looking statements and provides disclaimers about them. It introduces the qualified person for the technical information presented. It also lists Aben's trading symbols and recent share information including price and market capitalization.
1) Cypress Development Corp owns the Clayton Valley lithium project located next to Albemarle's Silver Peak mine in Nevada. Drilling in 2017 intersected lithium-bearing claystone averaging over 900 ppm Li to a depth of over 100 meters.
2) A maiden resource estimate classified over 1.5 million tonnes of lithium carbonate equivalent as indicated and inferred. Metallurgical testing shows the claystone is acid leachable to extract over 80% of the lithium.
3) The project is located in a strategic location to supply the growing lithium-ion battery market in the US, with lithium demand accelerating due to the increased production of electric vehicles globally.
TerraX Minerals is a Canadian mineral exploration company focused on exploring and developing its 100% owned 772 square km Yellowknife City Gold project located adjacent to the city of Yellowknife, Northwest Territories. The project covers high-grade Archean gold districts and has had multiple high-grade gold discoveries. TerraX has a strong management team with experience discovering and developing gold deposits and low exploration costs due to the project's excellent infrastructure and year-round access near Yellowknife.
This document discusses forward-looking statements and provides information about Aben Resources Ltd., including its stock symbols, shares outstanding, recent share price, market capitalization, and three gold exploration projects in Western Canada. It summarizes the management team's experience and the company's investment highlights. Specifically, it owns the Forrest Kerr gold project in British Columbia's Golden Triangle region, which saw successful drilling results in 2017 that led to a new discovery called the North Boundary zone.
Cypress Development Corp owns lithium claystone deposits in Clayton Valley, Nevada near Albemarle's Silver Peak lithium mine. Drilling in 2017 encountered lithium mineralization averaging 921 ppm Li over 77 meters in 14 holes. Metallurgical tests show the claystone is acid leachable with up to 80% lithium extraction. Cypress plans additional drilling, process engineering, and a preliminary economic assessment in 2018 to advance the project. The company sees potential for the project given growing lithium demand from electric vehicles and batteries.
TerraX Minerals is a Canadian mineral exploration company focused on exploring its 100% owned 772 square km Yellowknife City Gold project located near Yellowknife, Northwest Territories. The project covers high-grade Archean gold districts with known deposits and past producers. TerraX has made multiple high-grade gold discoveries on the property and identified several high-priority targets for further exploration and drilling. The company has a strong management team with experience discovering and developing deposits in the region.
Cypress Development Corp owns lithium claystone deposits in Clayton Valley, Nevada that have the potential to be a significant lithium resource. Drilling in 2017 encountered mineralization averaging 921 ppm lithium over 77 meters thick in 14 drill holes. Metallurgical testing shows the claystone is acid leachable with up to 80% lithium extraction. Cypress plans additional drilling, metallurgical testing, and a preliminary economic assessment in 2018 to further define the resource potential.
Cypress Development Corp owns lithium claystone deposits in Clayton Valley, Nevada near Albemarle's Silver Peak lithium mine. Drilling in 2017 encountered mineralization averaging 921 ppm lithium over 77 meters thick in 14 drill holes. Metallurgical tests show the claystone is acid leachable with up to 80% lithium extraction. Cypress plans additional drilling, metallurgical testing, and a preliminary economic assessment in 2018 to evaluate the project's potential.
Cypress Development Corp is exploring for lithium resources in Clayton Valley, Nevada. Recent drilling has encountered lithium-bearing claystone up to 112 meters below surface, with grades averaging over 800 ppm lithium. Metallurgical testing indicates 80% of the lithium can be extracted using a weak sulfuric acid solution. Cypress plans additional drilling in 2018 and expects to publish a initial lithium resource estimate in Q1 2018 to advance the project towards a preliminary economic assessment. The project is located near existing lithium production and infrastructure to be a potential new supply of lithium for the growing battery market.
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2. 2
Notes on Forward Looking Statements
and Non-GAAP Measures
• Comments in this presentation other than statements of historical fact may constitute forward looking statements and are
based on Fairchild’s management’s estimates and projections and are subject to various risks and uncertainties
• These risks and uncertainties are described in the Company’s periodic reports and other filings with the Securities and
Exchange Commission (see the Risk Factors section) and are available at http://sec.gov and investor.fairchildsemi.com
• Actual results may differ materially from those projected in the forward looking statements
• Some data in this presentation may include non-GAAP measures that we believe provide useful information about the
operating performance of our businesses that should be considered by investors in conjunction with GAAP measures that
we also provide. You can find a reconciliation of non-GAAP to comparable GAAP measures at the Investor Relations
section of our web site at http://investor.fairchildsemi.com
Recent additions to our website at http://investor.fairchildsemi.com
Updated Financials (through current quarter with segment revenue/gross margin breakouts)
• Quarterly Fact Sheet with current quarter highlights
• This investor presentation
4. 4
Fairchild Today…
Fairchild Semiconductor
2013 Revenue $1.4B
Mobile, Computing, Consumer &
Communications Group
(MCCC)
(38% of 2013 Revenue)
Mobile Power
Switches & Interface
Signal Conditioning
LV MOSFETs
Logic
Comprehensive offering of low voltage
solutions (<200V)
Power Conversion, Industrial & Automotive
Group
(PCIA)
(52% of 2013 Revenue)
Power Conversion
HV MOSFET & IGBT
SPM
Automotive
Opto
Comprehensive offering of high voltage
solutions (>200V)
Standard Products Group
(SPG)
(10% of 2013 Revenue)
Standard discrete & analog
Essential functions for key
customers
5. 5
• Energy efficiency, mobility and cloud
mega-trends
• Power silicon content grows faster than
end market sales – premium paid for
efficiency
• Fairchild has deep power system
knowledge to support greater integration
and higher efficiency
• Company focused on delighting all
customers from large OEMs to the ―long
tail‖
Markets That Drive Our Business
6. 6
Building a Great Leadership Team
• Promoting from within in areas of progress
Automotive, Supply Chain, Assembly & Test
• Recruiting & upgrading in areas of weakness
Sales & Marketing, Fab Operations, Engineering
• Opportunistically adding talent
Strategy, Finance
7. 7
Building a Great Company
SALES &
MARKETING
TECHNOLOGY
OPERATIONS
BUSINESS
UNITS
• Solid operations org is key foundation
• Sales & marketing as well as
technology also well in place
• Business units key focus now
10. 10
Strategy as a Daily Activity
Differentiated Products
Application-Centric
Customer Focus
Product-Centric
BEFORE
Commoditized Technology Approach
NOW
Driving Innovation & Disruption
11. 11
$0
$6
$12
$18
$24
$30
$36
$BUSD
MOBILITY
ENERGY
CLOUD
App-Centric vs. Product-Centric
Fairchild Addresses 45% of the TAM in 2018
New
strategic
focus
areas
enable
Fairchild to
address
45% of
TAM
$24.6B TAM
2013 2018
Source: TAM – WSTS 2014 Spring Forecast (excluding standard products, such as logic)
Addressable Percentage - Fairchild Internal Data
$32.2B TAM
% of TAM addressed based on product-centric
% of TAM with new strategic focus
13%
13. 13
13
50,000 ft
1,000 ft
CLOUDENERGY MOBILITY
25vFET 100vFET 600vFET GATE DRIVER MUX INTEGRATED SOLUTION WIRELESS IC DIODE FUEL GAUGE
CHARGER
Systems solutions
that serve the
needs
Technologies that
build the systems
50 product ideas
Power System in
Package,
Sensing Systems,
Intelligent Sensors
Today
Application Themes: Customer Empathy
15. 15
Controller IP
Isolation IP
LV/MV FET IP HV FET IP
Sensor IP
Driver IP
Packaging IP
Controller IP
Isolation IP Sensor IP
Driver IP
HV FET IPLV/MV FET IP
15
Power Systems Landscape
16. 16
Megatrend/Insight Datacenter operators care about
total cost of operations (i.e. end-end efficiency)
Application
Technology
Fairchild Differentiation
Market Potential $700M in 2018
Strategy to Revenue
Datacenter
High Voltage
IGBT
Med Voltage
MODULE
Low Voltage
MODULE
Competitor 1Competitor 2
Fairchild = End-to-End Solution Provider
Competitor 3
17. 17
Megatrend/Insight Consumers don’t want to think about charging
Application Mobile, Phone, & Tablet
Technology Adaptive, Smart-Charging ICs
Design In 2015 Large Chinese Mobile Customer — Fairchild Total System Solution
Fairchild communications protocol enables customers to provide a total
system solution, from wall AC adaptor to battery.
Market Potential $3.8B in 2018
Strategy to Revenue
Wall to Battery (W2B)
18. 18
Megatrend Reduce vehicle CO2 emissions through electrification
Insight 48V Technology allows OEMs to reduce losses and provides better
return ($ spent / CO2 reduction)
Application of Focus Mild hybrid
Technologies High-performance power modules SPM®
Design In 2015 3 Tier 1, 4 OEM in 3 continents
Market Potential $2.1B in 2018
Strategy to Revenue
Automotive
19. 19
Megatrend/Insight Autonomous machine control
Application Industrial internet of things and wearables, from drones, robotic
vacuums to technical clothing
Technology MTi family: 3D motion hardware and software modules
Target Customer Broad industrial applications and wearables
Market Potential $1.4B* in 2018
Strategy to Revenue
Motion Tracking
* Does not include Smart Phone applications
21. 21
Sales Overview
• Foundation — New sales strategy
• People — New leaders, skills, mindset
• Deployment — New growth opportunities
• Execution — New customer engagement model
22. 22
Foundation
New Sales Strategy
• DEMAND CREATION
- Design In/Win — shift coverage to R&D
- System approach — understand the application
- Customer empathy — fill a latent need, solve a problem
• CLOSER TO CUSTOMERS
- Proximity — quick response
- Adaptive — fragmented customer base
- Agile — early engagement with emerging customers
• ACCOUNTABILITY
- Revenue accountability moved to design origin
- Pay on results — new sales bonus on design-in, revenue growth
23. 23
• NEW SKILLS – VALUE ADDED TO CUSTOMERS
- More technical sales – EE
- More Field Applications Engineers (FAE) – FAE as application experts
• NEW MINDSET – PROACTIVE, DRIVE DEMAND
- More field-based people, less operations
- Relationship-builders
People
New Leaders, Skills, Mindset
JOSEPH KARIM
Americas VP
22 years
Atmel, Intersil, ADI
ANDY LAI
China VP
22 years
ADI, NSC, TI
ANDREAS HAMMER
EMEA VP
16 years
SiLabs, TI
JOSEPH NOTARO
Motion Tracking VP
22 years
STM
WEI LI
Taiwan GM
20 years
Lucent, Maxim
• RAISING THE BAR – NEW LEADERSHIP TEAM
24. 24
Resources
Best Deployed
• Increase investment on most significant markets
- China
- Germany
- Silicon Valley
• Shift resources to most promising opportunities
- Generated revenue vs. transacted revenue locations
- Invest where the growth will be vs. where revenue is today
- Aligned company focus segments
• Expand customer base
- More in fragmented markets: (i.e. Industrial, Auto)
- Emerging segments and customers: (i.e. Wearables)
- Mass market
26. 26
New Customer Engagement
• CUSTOMERS DRIVE PRODUCT DEFINITION
- System expertise provides unique insight
- FAE conduit of customer pain points
• INCREASE COMPLETE RECEIVED VALUE
- Product to solution, design expertise
- Supply chain excellence
- No EOL policy
• RELATIONSHIPS MAKE A DIFFERENCE
- Attention to every customer
- Focus on customer empathy
27. 27
• CLOUD & TELECOM
- Move to IC & System approach
- More strategic engagement
- Growth acceleration
• MOBILE POWER & W2B
- Full end-end solution
- Huge value to customer
- Major ASP increase YR13 Y14 $M Y15 $M Y16 $M
Others
Mobile Power & W2B
Cloud & Telecom
Source: Fairchild Internal Data
Execution Customer Showcase
Relationship, Focus, System Approach Drives Growth
33. 33
New Go-to-Market
Website: Optimized for Long-Tail Lead Generation
• SHIFT commodity sales content to
value-added content
• MOVE design engineers through
the entire buying journey
34. 34
New Go-to-Market
Success Via Power Seminars in 2014
• 3x new customer leads
• Scalability
Live streaming to remote locations
Post-seminar engagement
• Wider awareness
New prospects
Social media & community
Boston, MA – May 1
Taichung, Taiwan – May 15
Beijing, China – May 20
Shenzhen, China – May 22
San Jose, CA – June 3
35. 35
New Go-to-Market
Success Via Accelerating Customer Acquisition
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
# of Customer
Locations
Source: Fairchild Internal Data
37. 37
Highlights of the Quarter – Q2 2014
Sales were $372m, up 8% QoQ and 4% higher than a year ago
Industrial & appliance demand remained seasonally strong…design wins in leading Asian appliance makers and solar inverters
Automotive sector demand was up 9% QoQ and 14% YoY…great pipeline of business opportunities in the power train
Mobile demand was up QoQ…design wins at leading Asian reference designs and major mobile platforms
Distribution POS was up 8% QoQ and channel inventory was roughly flat in $ resulting in about a 1 week reduction to 9 weeks of
inventory. Fairchild maintains one of the leanest inventory positions in the industry
Gross margin was up 3 points to 33.4% which was better than forecast due primarily to higher factory loadings in Q1, better
product mix and strong manufacturing execution
OPEX was $98m or up $1.4m QoQ due to the annual merit increase and equity vesting offset by one-time benefit cost reductions
Free cash flow was $70m in Q2. Net cash was higher QoQ at $120m despite repurchasing $69m in stock
Repurchased 5m shares in Q2 or 4% of outstanding stock…plan to buyback another $100m in the next 2 – 4 quarters
Utilization increased in Q2…plan to reduce factory loadings in Q3 to tightly control inventories
Lead times remain short and supply chain is well positioned to support turns business
38. 38
Q3 Forward Guidance Provided at Q2 Earnings Call
• Sales expected to be $370 – 385m
• Gross margin expected to be 34 – 25% due primarily to higher sales &
factory utilization as well as better product mix
• R&D and SG&A forecast at $97 to 99m
• Adjusted tax rate forecast to be between 15% +/-3%
42. 42
Balance Sheet Improvement
Disciplined Asset Management
• Q2 balance sheet summary:
• Cash and investments exceed debt by $120m
• Internal inventory increased to 87 DOI…still lean at <90 days but we plan to
reduce factory loadings in Q3 to tightly control inventories
• DSO decreased QoQ to 36 days
• Days of payables increased QoQ to 46 days
• FCF was $70m
• Primary focus remains investing in our business and enhanced buyback
• Repurchased $69m of stock or 5m shares to reduce share count by 4% in Q2
• Plan to buyback another $100m of stock in the next 2 – 4 quarters
47. 47
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