- The document discusses Indonesia's macroeconomics and PT Indofood CBP Tbk and PT Ultrajaya Tbk, two major Indonesian food companies.
- It provides financial data and analyses for Indofood and Ultrajaya from 2009-2013, showing increasing sales, profits, and total assets over time.
- SWOT and PLC analyses are presented for Indofood, identifying strengths in brand recognition and distribution, and weaknesses in raw material prices and product diversification.
Coca
Cola began its journey as a small organization which produced beverage. It’s supply chain was little and
limited to a small market. However as Coco Cola grew and expanded itself its supply chain also got expanded
from traditional mass merchandising to modern Supply Chain techniques like J.I.T.
The project describes the sales and distribution network adopted by coca cola beverages in india. It mentions the problems which are faced by the company.
In this report we will discuss about Phase– Introduction, Introduction of a Company, Brief History, International / National Introduction, Vision, Mission, Core Values, Goals, Nature of Business, Type of Ownership, Identify Key Players and Roles, Organizational Hierarchy, Location(s) of Facility, Number of Technical Employees, Products / Services (single product), Phase– EXTERNAL ANALYSIS, Natural Environment:, Natural Resource Coca Cola need, Present and Future needs of Natural Resources, International Arrangement of Water, Issues they face during arranging and managing, Task Environment: Porter’sForces Model, When (situation), Why (objective / reasons), How (process), who (participants), Issues faced, In what format they collected the data of Porter’s Analysis, What benefits they get from conducting PORTER’s Analysis, Societal Environment: PESTEL Analysis, Phase– Internal Analysis: Organizational Perspective, Vision / Mission / Core Values (discuss separately), Vision, Mission, Core Values, Organizational Policies, CLIMATE CHANGE POLICY, CODE OF BUSINESS CONDUCT(INTEGRITY IN THE COMPANY), GUIDANCE FROM CORE COMPLIANCE OFFICER, ENVIRONMENTAL POLICY, HUMAN RIGHTS POLICY, POST-CONSUMER PACKAGING WASTE MANAGEMENT POLICY STATEMENT, Organizational Culture, How Policies and Core Values are helping in developing culture in their organization (examples), What Factors are Influencing their culture and How, Through what method(s) keep the culture alive, Organizational Structure, Degree to which organizational design elements exit in company structure , Core competencies, What are the company-wide core competencies, Which and How capabilities are linked with each core competency, Which and How resources are linked with each capabilities, On the basis of market analysis (Phase ), evaluate each core competency through Criteria Matrix, Coca - Cola Porter's Value Chain Analysis, Inbound Logistics, Operations, Outbound Logistics, Sales and Marketing, Service, Strategic Objectives, WE FOCUSED ON DRIVING REVENUE AND PROFIT GROWTH, WE INVESTED IN OUR BRANDS AND BUSINESS, WE BECAME MORE EFFICIENT, WE SIMPLIFIED OUR COMPANY, Current Strategies (to achieve above objective) (combination of strategies / single strategy for each objective), Corporate Level Strategies, Business level strategies, Functional level strategies, Financial Strategies, Identify Rival Firms: PepsiCo, PepsiCo’s Strengths (Internal Strategic Factors), PepsiCo’s Weaknesses (Internal Strategic Factors), Opportunities for PepsiCo (External Strategic Factors), Threats Facing PepsiCo (External Strategic Factors), Objectives of PepsiCo, PepsiCo’s Generic Strategies, SWOT Analysis , Phase– Gap Analysis & Recommendations, External Analysis, Internal Analysis
Marketing Strategies of Coca-Cola India | MBAtiousaneesh p
Coca-Cola was the 1st international soft drinks brand to enter India in early 1970’s. Indian market was dominated by domestic brands, with Limca being the largest selling brand. Cola was the largest selling flavor with market share of 40%, Lemon drinks 31% and orange drinks only 19%. Up till 1977, Coca-cola was the leading soft drink brand in India.But due to norms set by the Foreign Exchange Regulation Act (FERA), Coca-Cola left India and did not return till 1993 after a 16 year absence from the Indian beverage market. FERA needed Coca-Cola to reveal its secret concentrate formula as well as reduce its equity stake which was not acceptable.
Coca-Cola got the permission to enter the country with a 100 per cent unit in India. On September 22, 1993, the company bought out the Parle brands. As an entry strategy, Coca-Cola India took over Parle Foods. With a fine and detailed distribution network in place, Coke was now ready to take on archrival over a period of time, Coca-Cola India also bought certain bottling units that earlier belonged to Parle or individual distributors.
Coca
Cola began its journey as a small organization which produced beverage. It’s supply chain was little and
limited to a small market. However as Coco Cola grew and expanded itself its supply chain also got expanded
from traditional mass merchandising to modern Supply Chain techniques like J.I.T.
The project describes the sales and distribution network adopted by coca cola beverages in india. It mentions the problems which are faced by the company.
In this report we will discuss about Phase– Introduction, Introduction of a Company, Brief History, International / National Introduction, Vision, Mission, Core Values, Goals, Nature of Business, Type of Ownership, Identify Key Players and Roles, Organizational Hierarchy, Location(s) of Facility, Number of Technical Employees, Products / Services (single product), Phase– EXTERNAL ANALYSIS, Natural Environment:, Natural Resource Coca Cola need, Present and Future needs of Natural Resources, International Arrangement of Water, Issues they face during arranging and managing, Task Environment: Porter’sForces Model, When (situation), Why (objective / reasons), How (process), who (participants), Issues faced, In what format they collected the data of Porter’s Analysis, What benefits they get from conducting PORTER’s Analysis, Societal Environment: PESTEL Analysis, Phase– Internal Analysis: Organizational Perspective, Vision / Mission / Core Values (discuss separately), Vision, Mission, Core Values, Organizational Policies, CLIMATE CHANGE POLICY, CODE OF BUSINESS CONDUCT(INTEGRITY IN THE COMPANY), GUIDANCE FROM CORE COMPLIANCE OFFICER, ENVIRONMENTAL POLICY, HUMAN RIGHTS POLICY, POST-CONSUMER PACKAGING WASTE MANAGEMENT POLICY STATEMENT, Organizational Culture, How Policies and Core Values are helping in developing culture in their organization (examples), What Factors are Influencing their culture and How, Through what method(s) keep the culture alive, Organizational Structure, Degree to which organizational design elements exit in company structure , Core competencies, What are the company-wide core competencies, Which and How capabilities are linked with each core competency, Which and How resources are linked with each capabilities, On the basis of market analysis (Phase ), evaluate each core competency through Criteria Matrix, Coca - Cola Porter's Value Chain Analysis, Inbound Logistics, Operations, Outbound Logistics, Sales and Marketing, Service, Strategic Objectives, WE FOCUSED ON DRIVING REVENUE AND PROFIT GROWTH, WE INVESTED IN OUR BRANDS AND BUSINESS, WE BECAME MORE EFFICIENT, WE SIMPLIFIED OUR COMPANY, Current Strategies (to achieve above objective) (combination of strategies / single strategy for each objective), Corporate Level Strategies, Business level strategies, Functional level strategies, Financial Strategies, Identify Rival Firms: PepsiCo, PepsiCo’s Strengths (Internal Strategic Factors), PepsiCo’s Weaknesses (Internal Strategic Factors), Opportunities for PepsiCo (External Strategic Factors), Threats Facing PepsiCo (External Strategic Factors), Objectives of PepsiCo, PepsiCo’s Generic Strategies, SWOT Analysis , Phase– Gap Analysis & Recommendations, External Analysis, Internal Analysis
Marketing Strategies of Coca-Cola India | MBAtiousaneesh p
Coca-Cola was the 1st international soft drinks brand to enter India in early 1970’s. Indian market was dominated by domestic brands, with Limca being the largest selling brand. Cola was the largest selling flavor with market share of 40%, Lemon drinks 31% and orange drinks only 19%. Up till 1977, Coca-cola was the leading soft drink brand in India.But due to norms set by the Foreign Exchange Regulation Act (FERA), Coca-Cola left India and did not return till 1993 after a 16 year absence from the Indian beverage market. FERA needed Coca-Cola to reveal its secret concentrate formula as well as reduce its equity stake which was not acceptable.
Coca-Cola got the permission to enter the country with a 100 per cent unit in India. On September 22, 1993, the company bought out the Parle brands. As an entry strategy, Coca-Cola India took over Parle Foods. With a fine and detailed distribution network in place, Coke was now ready to take on archrival over a period of time, Coca-Cola India also bought certain bottling units that earlier belonged to Parle or individual distributors.
Technology and innovation make significant influence in today’s market and it has become the basic requirement for any organization to make the survival of any industry. Therefore, organizations try to implement technology advancements with innovation in order to protect their market position for long time. This report is based on one of famous case analysis of Eastman Kodak Company. Even the Kodak has competitive market position in traditional photography film industry; they lost their market position with digital transformation of photography.
Report explains the Kodak case with reference to the selected three strategic perspectives such as Blue ocean strategy, strategy as narrative and transient advantage. Each of these strategies discuss with three initiatives. Three initiatives such as: academic review of the theory, implication to the case study and recommendations for future improvements. Finally, it explains the conclusion and recommendations of the case analysis.
These slides use ideas from my (Jeff Funk) class to develop a business model for ZipCar. Users can rent ZipCar vehicles using their mobile phones; they simply search for the closest vehicle and then find the vehicle in a prescribed parking space using GPS. This enables them to find vehicles faster than current methods. Zip Car targets people who want to use a vehicle for more than a single taxi trip and who do not live near the rental agency offices.
Report on supply chain management of coca cola.Rizwan Khan
A supply chain is a network of manufacturers, suppliers, di
stributors, transporters, storage facilities & retailers that perform functions like procurement & acquisition of material, processing &transformation of the material into intermediate & finished tangible goods, & finally, the physical
distribution of the finished goods to intermediate or final customers.
The Coca-Cola Company is the world's largest beverage company, largest manufacturer, distributor and marketer of non-alcoholic beverage concentrates and syrups in the world and is one of the largest corporations in the United States. The company is best known for its flagship product Coca-Cola, invented by pharmacist John Stith Pemberton in 1886. The Coca-Cola formula and brand was bought in 1889 by Asa Candler who incorporated The Coca-Cola Company in 1892. Besides its namesake Coca-Cola beverage, Coca-Cola currently offers nearly 400 brands in over 200 countries or territories and serves 1.5 billion servings each day.
Coca-Cola is a carbonated soft drink sold in stores, restaurants and vending machines internationally
The company operates a franchised distribution system dating from 1889 where The Coca-Cola Company only produces syrup concentrate which is then sold to various bottlers throughout the world who hold an exclusive territory.
The Coca-Cola Company is headquartered in Atlanta, Georgia. Its stock is listed on the NYSE and is part of DJIA and S&P 500. Its current president and CEO is Muhtar Kent
Distribution channel of Samsung - Presented at XIMBSomak Ghosh
Distribution channel followed by Samsung in a major Indian city, Bhubaneswar.
The presentation has its own kick ass moments, with its funny disclaimers and ludicrous taglines.
A few concepts, like the demurrage costs, space-revenue trade offs are introduced.
The distribution channel, the second P of marketing, is a crucial factor in the delivery of the created value.
Understanding Megatrends: Their Influence on Luxury Travel Business and Consu...Euromonitor International
Head of Luxury Good Research, Fflur Roberts, presented this session at the TTG Luxury Seminar in October 2017. This session gives an outline of the luxury travel industry and the eight focus megatrends impacting the industry before delving into how the experience more megatrend will shape the future of luxury travel.
Technology and innovation make significant influence in today’s market and it has become the basic requirement for any organization to make the survival of any industry. Therefore, organizations try to implement technology advancements with innovation in order to protect their market position for long time. This report is based on one of famous case analysis of Eastman Kodak Company. Even the Kodak has competitive market position in traditional photography film industry; they lost their market position with digital transformation of photography.
Report explains the Kodak case with reference to the selected three strategic perspectives such as Blue ocean strategy, strategy as narrative and transient advantage. Each of these strategies discuss with three initiatives. Three initiatives such as: academic review of the theory, implication to the case study and recommendations for future improvements. Finally, it explains the conclusion and recommendations of the case analysis.
These slides use ideas from my (Jeff Funk) class to develop a business model for ZipCar. Users can rent ZipCar vehicles using their mobile phones; they simply search for the closest vehicle and then find the vehicle in a prescribed parking space using GPS. This enables them to find vehicles faster than current methods. Zip Car targets people who want to use a vehicle for more than a single taxi trip and who do not live near the rental agency offices.
Report on supply chain management of coca cola.Rizwan Khan
A supply chain is a network of manufacturers, suppliers, di
stributors, transporters, storage facilities & retailers that perform functions like procurement & acquisition of material, processing &transformation of the material into intermediate & finished tangible goods, & finally, the physical
distribution of the finished goods to intermediate or final customers.
The Coca-Cola Company is the world's largest beverage company, largest manufacturer, distributor and marketer of non-alcoholic beverage concentrates and syrups in the world and is one of the largest corporations in the United States. The company is best known for its flagship product Coca-Cola, invented by pharmacist John Stith Pemberton in 1886. The Coca-Cola formula and brand was bought in 1889 by Asa Candler who incorporated The Coca-Cola Company in 1892. Besides its namesake Coca-Cola beverage, Coca-Cola currently offers nearly 400 brands in over 200 countries or territories and serves 1.5 billion servings each day.
Coca-Cola is a carbonated soft drink sold in stores, restaurants and vending machines internationally
The company operates a franchised distribution system dating from 1889 where The Coca-Cola Company only produces syrup concentrate which is then sold to various bottlers throughout the world who hold an exclusive territory.
The Coca-Cola Company is headquartered in Atlanta, Georgia. Its stock is listed on the NYSE and is part of DJIA and S&P 500. Its current president and CEO is Muhtar Kent
Distribution channel of Samsung - Presented at XIMBSomak Ghosh
Distribution channel followed by Samsung in a major Indian city, Bhubaneswar.
The presentation has its own kick ass moments, with its funny disclaimers and ludicrous taglines.
A few concepts, like the demurrage costs, space-revenue trade offs are introduced.
The distribution channel, the second P of marketing, is a crucial factor in the delivery of the created value.
Understanding Megatrends: Their Influence on Luxury Travel Business and Consu...Euromonitor International
Head of Luxury Good Research, Fflur Roberts, presented this session at the TTG Luxury Seminar in October 2017. This session gives an outline of the luxury travel industry and the eight focus megatrends impacting the industry before delving into how the experience more megatrend will shape the future of luxury travel.
Majalah Energi - 1 - 2025 Indonesia Pemimpin Panas Bumi DuniaIrsyad Nashirul Haq
Pada edisi perdana ini, Majalah Energi akan menampilkan topik energi panas bumi secara lebih rinci mengingat porsi energi panas bumi yang besar pada pembangunan pembangkit 10.000 MW tahap kedua. Hal ini sebenarnya tidak berlebihan karena Indonesia mempunyai potensi panas bumi sangat besar, yaitu sekitar 28.170 MW atau 30-40% potensi sumber daya panas bumi dunia yang tersebar di beberapa pulau Indonesia. Namun ironisnya, hingga saat ini energi panas bumi di Indonesia belum banyak dimanfaatkan. Walaupun energi panas bumi merupakan energi yang bersih, ramah lingkungan, berkelanjutan (sustainable) serta merupakan bentuk energi yang tidak mungkin diekspor atau dimanfaatkan ke tempat yang jauh dari sumbernya. Pembangkit Listrik Tenaga Panasbumi (PLTP) pada prinsipnya sama dengan Pembangkit Listrik Tenaga Uap (PLTU). Pada PLTP, uap berasal dari reservoir panas bumi yang diproduksikan melalui sejumlah sumur yang dibor hingga kedalaman 2-3 km di bawah permukaan bumi.
Hi! This deck is a compilation of Indonesia internet stats collected from many sources. Provides some insights related to internet, mobile, and eCommerce penetration in Indonesia.
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
Combination of research and insights from Euromonitor, 2011 Annual Report and other industry publications. All data retrieval, mining and compilation was performed by me.
Bootstrap Business Seminar 5: Creating an Awesome BrandCityStarters
The 5th Seminar in our Bootstrap Business Seminar series looks at how to create an awesome brand with Creative Director at Branding Agency One Ltd, Ben Mumby-Croft.
This presentation was done by Yash Bhansali & Varun Bisen both students of the School of Market Studies' Mastercourse in Equity Research & Valuation. It is a realtime demonstration of the skills that you will acquire once you finish the course.
The Mastercourse in Equity Research & Valuation has enabled both Yash and Varun to prepare and present a financial model on Varun Beverages Ltd with forecasting and calculation of intrinsic value using DCF Valuation methodology absolutely independently.
Normally a research analyst takes two years to "officially" be termed as a sector specialist. However, under the able guidance of Vinit Bolinjkar who has 28 years of market experience your process of learning the ropes of equity research, financial modeling, and forecasting goes much faster.
In fact, he virtually guarantees that after 4 months of the internship (following the two months of online learning) you will be able t easily forecast 80% of the market and be as good as any analyst on Dalal Street with two years of work experience.
Nigeria global competitiveness index macroeconomic environment (2006 - 2012)statisense
The stability of the Macroeconomic Environment is important for business and, therefore, is important for the overall competitiveness of a country. It is also recognized that macroeconomic instability harms the economy. The government cannot provide services efficiently if it has to make high-interest payments on its past debts.
Market Research Report :Coronary stents market in india 2013Netscribes, Inc.
For the complete report, get in touch with us at : info@netscribes.com
Abstract:
Netscribes’ latest market research report titled Coronary stents Market in India 2013 states that manufacturers of coronary stents are experiencing high demand for their products due to a number of factors. Since cardiovascular diseases have become a common occurrence among the Indian population and the healthcare infrastructure in the country is rapidly improving, it has built a strong case for angioplasty procedures in the country. Moreover, an increase in awareness and the willingness to spend on healthcare is benefiting the market. Also, advancements in technology such as the introduction of bioabsorbable stents in the Indian market in December 2012 has made such stents more acceptable to patients, thereby providing further stimulus for market growth. With growth in the number of cath labs in the country and their subsequent expansion to smaller cities and towns, angioplasties will become more accessible to patients and will aid in further development of the market.
Products available in the market can be divided into two types – those manufactured by MNCs that command high prices, and those manufactured by domestic companies that are generally priced lower. It is the MNCs that serve the majority of the market with almost all the big hospitals in tier I cities, where most of the angioplasties are performed, preferring to implant stents manufactured by foreign companies over those manufactured by their Indian counterparts. The general perception is that stents manufactured by MNCs are superior in terms of quality and efficacy, whereas those manufactured by domestic companies fail to attain similar high standards of quality. Also, patients are generally unaware of the choices they have in terms of the types of stents and the various brands that are available in the market, and have to buy stents directly from the hospitals. Since profit margins are higher in case of foreign-manufactured stents, hospitals push for the sale of such stents rather than selling the Indian varieties.
Table of Contents:
The European Unemployment Puzzle: implications from population agingGRAPE
We study the link between the evolving age structure of the working population and unemployment. We build a large new Keynesian OLG model with a realistic age structure, labor market frictions, sticky prices, and aggregate shocks. Once calibrated to the European economy, we quantify the extent to which demographic changes over the last three decades have contributed to the decline of the unemployment rate. Our findings yield important implications for the future evolution of unemployment given the anticipated further aging of the working population in Europe. We also quantify the implications for optimal monetary policy: lowering inflation volatility becomes less costly in terms of GDP and unemployment volatility, which hints that optimal monetary policy may be more hawkish in an aging society. Finally, our results also propose a partial reversal of the European-US unemployment puzzle due to the fact that the share of young workers is expected to remain robust in the US.
The secret way to sell pi coins effortlessly.DOT TECH
Well as we all know pi isn't launched yet. But you can still sell your pi coins effortlessly because some whales in China are interested in holding massive pi coins. And they are willing to pay good money for it. If you are interested in selling I will leave a contact for you. Just telegram this number below. I sold about 3000 pi coins to him and he paid me immediately.
Telegram: @Pi_vendor_247
what is the future of Pi Network currency.DOT TECH
The future of the Pi cryptocurrency is uncertain, and its success will depend on several factors. Pi is a relatively new cryptocurrency that aims to be user-friendly and accessible to a wide audience. Here are a few key considerations for its future:
Message: @Pi_vendor_247 on telegram if u want to sell PI COINS.
1. Mainnet Launch: As of my last knowledge update in January 2022, Pi was still in the testnet phase. Its success will depend on a successful transition to a mainnet, where actual transactions can take place.
2. User Adoption: Pi's success will be closely tied to user adoption. The more users who join the network and actively participate, the stronger the ecosystem can become.
3. Utility and Use Cases: For a cryptocurrency to thrive, it must offer utility and practical use cases. The Pi team has talked about various applications, including peer-to-peer transactions, smart contracts, and more. The development and implementation of these features will be essential.
4. Regulatory Environment: The regulatory environment for cryptocurrencies is evolving globally. How Pi navigates and complies with regulations in various jurisdictions will significantly impact its future.
5. Technology Development: The Pi network must continue to develop and improve its technology, security, and scalability to compete with established cryptocurrencies.
6. Community Engagement: The Pi community plays a critical role in its future. Engaged users can help build trust and grow the network.
7. Monetization and Sustainability: The Pi team's monetization strategy, such as fees, partnerships, or other revenue sources, will affect its long-term sustainability.
It's essential to approach Pi or any new cryptocurrency with caution and conduct due diligence. Cryptocurrency investments involve risks, and potential rewards can be uncertain. The success and future of Pi will depend on the collective efforts of its team, community, and the broader cryptocurrency market dynamics. It's advisable to stay updated on Pi's development and follow any updates from the official Pi Network website or announcements from the team.
US Economic Outlook - Being Decided - M Capital Group August 2021.pdfpchutichetpong
The U.S. economy is continuing its impressive recovery from the COVID-19 pandemic and not slowing down despite re-occurring bumps. The U.S. savings rate reached its highest ever recorded level at 34% in April 2020 and Americans seem ready to spend. The sectors that had been hurt the most by the pandemic specifically reduced consumer spending, like retail, leisure, hospitality, and travel, are now experiencing massive growth in revenue and job openings.
Could this growth lead to a “Roaring Twenties”? As quickly as the U.S. economy contracted, experiencing a 9.1% drop in economic output relative to the business cycle in Q2 2020, the largest in recorded history, it has rebounded beyond expectations. This surprising growth seems to be fueled by the U.S. government’s aggressive fiscal and monetary policies, and an increase in consumer spending as mobility restrictions are lifted. Unemployment rates between June 2020 and June 2021 decreased by 5.2%, while the demand for labor is increasing, coupled with increasing wages to incentivize Americans to rejoin the labor force. Schools and businesses are expected to fully reopen soon. In parallel, vaccination rates across the country and the world continue to rise, with full vaccination rates of 50% and 14.8% respectively.
However, it is not completely smooth sailing from here. According to M Capital Group, the main risks that threaten the continued growth of the U.S. economy are inflation, unsettled trade relations, and another wave of Covid-19 mutations that could shut down the world again. Have we learned from the past year of COVID-19 and adapted our economy accordingly?
“In order for the U.S. economy to continue growing, whether there is another wave or not, the U.S. needs to focus on diversifying supply chains, supporting business investment, and maintaining consumer spending,” says Grace Feeley, a research analyst at M Capital Group.
While the economic indicators are positive, the risks are coming closer to manifesting and threatening such growth. The new variants spreading throughout the world, Delta, Lambda, and Gamma, are vaccine-resistant and muddy the predictions made about the economy and health of the country. These variants bring back the feeling of uncertainty that has wreaked havoc not only on the stock market but the mindset of people around the world. MCG provides unique insight on how to mitigate these risks to possibly ensure a bright economic future.
what is the best method to sell pi coins in 2024DOT TECH
The best way to sell your pi coins safely is trading with an exchange..but since pi is not launched in any exchange, and second option is through a VERIFIED pi merchant.
Who is a pi merchant?
A pi merchant is someone who buys pi coins from miners and pioneers and resell them to Investors looking forward to hold massive amounts before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade pi coins with.
@Pi_vendor_247
Turin Startup Ecosystem 2024 - Ricerca sulle Startup e il Sistema dell'Innov...Quotidiano Piemontese
Turin Startup Ecosystem 2024
Una ricerca de il Club degli Investitori, in collaborazione con ToTeM Torino Tech Map e con il supporto della ESCP Business School e di Growth Capital
when will pi network coin be available on crypto exchange.DOT TECH
There is no set date for when Pi coins will enter the market.
However, the developers are working hard to get them released as soon as possible.
Once they are available, users will be able to exchange other cryptocurrencies for Pi coins on designated exchanges.
But for now the only way to sell your pi coins is through verified pi vendor.
Here is the telegram contact of my personal pi vendor
@Pi_vendor_247
BYD SWOT Analysis and In-Depth Insights 2024.pptxmikemetalprod
Indepth analysis of the BYD 2024
BYD (Build Your Dreams) is a Chinese automaker and battery manufacturer that has snowballed over the past two decades to become a significant player in electric vehicles and global clean energy technology.
This SWOT analysis examines BYD's strengths, weaknesses, opportunities, and threats as it competes in the fast-changing automotive and energy storage industries.
Founded in 1995 and headquartered in Shenzhen, BYD started as a battery company before expanding into automobiles in the early 2000s.
Initially manufacturing gasoline-powered vehicles, BYD focused on plug-in hybrid and fully electric vehicles, leveraging its expertise in battery technology.
Today, BYD is the world’s largest electric vehicle manufacturer, delivering over 1.2 million electric cars globally. The company also produces electric buses, trucks, forklifts, and rail transit.
On the energy side, BYD is a major supplier of rechargeable batteries for cell phones, laptops, electric vehicles, and energy storage systems.
The Evolution of Non-Banking Financial Companies (NBFCs) in India: Challenges...beulahfernandes8
Role in Financial System
NBFCs are critical in bridging the financial inclusion gap.
They provide specialized financial services that cater to segments often neglected by traditional banks.
Economic Impact
NBFCs contribute significantly to India's GDP.
They support sectors like micro, small, and medium enterprises (MSMEs), housing finance, and personal loans.
how can I sell pi coins after successfully completing KYCDOT TECH
Pi coins is not launched yet in any exchange 💱 this means it's not swappable, the current pi displaying on coin market cap is the iou version of pi. And you can learn all about that on my previous post.
RIGHT NOW THE ONLY WAY you can sell pi coins is through verified pi merchants. A pi merchant is someone who buys pi coins and resell them to exchanges and crypto whales. Looking forward to hold massive quantities of pi coins before the mainnet launch.
This is because pi network is not doing any pre-sale or ico offerings, the only way to get my coins is from buying from miners. So a merchant facilitates the transactions between the miners and these exchanges holding pi.
I and my friends has sold more than 6000 pi coins successfully with this method. I will be happy to share the contact of my personal pi merchant. The one i trade with, if you have your own merchant you can trade with them. For those who are new.
Message: @Pi_vendor_247 on telegram.
I wouldn't advise you selling all percentage of the pi coins. Leave at least a before so its a win win during open mainnet. Have a nice day pioneers ♥️
#kyc #mainnet #picoins #pi #sellpi #piwallet
#pinetwork
Empowering the Unbanked: The Vital Role of NBFCs in Promoting Financial Inclu...Vighnesh Shashtri
In India, financial inclusion remains a critical challenge, with a significant portion of the population still unbanked. Non-Banking Financial Companies (NBFCs) have emerged as key players in bridging this gap by providing financial services to those often overlooked by traditional banking institutions. This article delves into how NBFCs are fostering financial inclusion and empowering the unbanked.
how to sell pi coins in all Africa Countries.DOT TECH
Yes. You can sell your pi network for other cryptocurrencies like Bitcoin, usdt , Ethereum and other currencies And this is done easily with the help from a pi merchant.
What is a pi merchant ?
Since pi is not launched yet in any exchange. The only way you can sell right now is through merchants.
A verified Pi merchant is someone who buys pi network coins from miners and resell them to investors looking forward to hold massive quantities of pi coins before mainnet launch in 2026.
I will leave the telegram contact of my personal pi merchant to trade with.
@Pi_vendor_247
If you are looking for a pi coin investor. Then look no further because I have the right one he is a pi vendor (he buy and resell to whales in China). I met him on a crypto conference and ever since I and my friends have sold more than 10k pi coins to him And he bought all and still want more. I will drop his telegram handle below just send him a message.
@Pi_vendor_247
Poonawalla Fincorp and IndusInd Bank Introduce New Co-Branded Credit Cardnickysharmasucks
The unveiling of the IndusInd Bank Poonawalla Fincorp eLITE RuPay Platinum Credit Card marks a notable milestone in the Indian financial landscape, showcasing a successful partnership between two leading institutions, Poonawalla Fincorp and IndusInd Bank. This co-branded credit card not only offers users a plethora of benefits but also reflects a commitment to innovation and adaptation. With a focus on providing value-driven and customer-centric solutions, this launch represents more than just a new product—it signifies a step towards redefining the banking experience for millions. Promising convenience, rewards, and a touch of luxury in everyday financial transactions, this collaboration aims to cater to the evolving needs of customers and set new standards in the industry.
7. INFLATION
President Susilo Bambang
Yudhoyono administration
decided to reduce its massive
fuel subsidiesin late 2005 due
to the rising international oil
price
June 2013, gasoline was
raised by 44 percent to IDR
6,500 (USD $0.66) and
diesel by 22 percent to IDR
5,500 (USD $0.56) per liter
Increasing of oil price
in international
commerce
Employment, Unemployment,
and Wages
9. UNEMPLOYMENT
RATE 1986-2010
Many new jobs to
Indonesia's job market
especially the industry
and service sector
Asian Financial Crisis
Impact from
Asian Financial
Crisis
10. UNEMPLOYMENT
RATE 2000-2013
Decreasing number of unemployment
rate reflects that government could
provide more jobs opportunities for
people and it will also be related to their
welfare growth rate.
Employment, Unemployment,
and Wages
12. POVERTY IN INDONESIA
OUTPUT, INCOME,
& SPENDING :
The poor in Indonesia in September
2012 as many as 28.59 million
people (11.7%) lower than in
February 2004, which reached 36.1
million people (16.7%).
In September 2012 amounted to Rp
259.520 per capita per month.
World Bank indicates that
Indonesian living on less than USD
$1.25 a day
13.
14. PT. INDOFOOD CBP, TBK
Type : Public Company
Product : Foods and Beverages
Founded : 1990
Founder : Suduno Salim
History : on 1990, as PT Panganjaya Intikusuma
on 1994 Change its name into PT Indofood
Already export into Australia, Europe and Asia
ICBP was established as a separate entity in September
2009 and listed on the Indonesia Stock Exchange (“IDX”) on 7 October
2010.
15. SWOT
Analysis
Strengt
h
Weaknes
s
Oppor
tunity
Threat
Strength
• The biggest food company in
Indonesia
• Indofood brand is the most known
food brand in Indonesia.
• The product is practical and easy to
find anywhere.
• The product cost cheaper than their
competitors.
• Indofood distribute their food to a lot
of country.
SWOT ANALYSIS
19. PLC ANALYSIS
The product of Indofood are in Maturity stage, with the sales which
always increase, and leads the market share by 75% in Indonesia.
Source: http://utharymaladhika.blogspot.com/2013/12/pt.htm
20. INDOFOOD’S PRODUCT COMPARE WITH OTHER
Source: http://www.topbrand-award.com/top-brand-survey/surve
result/top_brand_index_2014
Indofood’s product always dominant than other
product
23. COMPANY STRATEGIES
Market Penetration Strategy. This strategy seeks to increase
market share of a product through marketing efforts
greater. Can be implemented to increase the number of sales
personnel, advertising, or other promotional efforts.
Market Development Strategy. The goal to increase market share
by introducing a product or service to new areas.
Product Development Strategy. Increase sales by improving or
modifying existing products.
30. PT. ULTRAJAYA’S PRODUCT COMPARE WITH OTHER
Source: http://www.topbrand-award.com/top-brand-survey/survey-
result/top_brand_index_2014
PT. UltraJaya’s product which is Ultramilk
is dominant in the market
32. 2010 2011 2012 2013
Net Sales 1,880.4 2,102.4 2,809.9 3,460.2
Gross Profit 592.2 625.7 901.7 1.013,8
Net Income 107.1 128.4 353.0
325
Operating
Income
185.4 182.1 429.3
423.2
Income before
Tax
156.8 203 458
436.7
Total Assets 2,007.0 2,180.5 2,420.8 2,811.6
Total Expense 406.8 443.6 449.1 551.2
Total Liabilities 783.4 828.5 744.3 796.5
Earnings per
Share¹
37 44 122
113
Ultrajaya Milk Industry's Financial Highlights:
33. NET SALES
Year
2011
Year
2012
Year
2013
Series1 2102.4 2809.9 3460.2
0
1000
2000
3000
4000
GROSS PROFIT
Year
2011
Year
2012
Year
2013
Gross Profit
Series1 625.7 901.7 1013.8
0
200
400
600
800
1000
1200
Year
2011
Year
2012
Year
2013
Series1 128.4 253 325
0
50
100
150
200
250
300
350
NET INCOME
Year
2011
Year
2012
Year
2013
Series1 182.1 429.3 423.2
0
100
200
300
400
500
OPERATING INCOME
34. INCOME BEFORE
TAX
Year
2011
Year
2012
Year
2013
Series1 203 458 436.7
0
100
200
300
400
500
Year
2011
Year
2012
Year
2013
Series1 2180.5 2420.8 2811.6
0
500
1000
1500
2000
2500
3000
TOTAL ASSET
Year
2011
Year
2012
Year
2013
Series1 443.6 449.1 551.2
0
100
200
300
400
500
600
TOTAL EXPENSE
Year
2011
Year
2012
Year
2013
Series1 828.5 744.3 796.5
700
720
740
760
780
800
820
840
TOTAL LIABILITIES
38. Horizontal Analysis
For 2013 and 2012
Comparative
Balance Sheet
Amount
Horizontal
Analysis
(%)
Vertical
Analysis
(%)
CURRENT ASSETS
Cash and Cash equivalent 611.624.871.676 535.889.526.748 75.735.344.928 14 20,51981
Trade Receivables 368.549.136.075 297.400.522.080 71.148.613.995 24 4,544754
Other Receivables:
Third Party 6.667.801.268 5.814.947.244 852.854.024 15 0,054478
Related Party 6.735.873.458 5.583.463.949 1.152.409.509 21 0,073612
Inventories 534.977.217.239 334.169.035.934 200.808.181.305 60 12,82701
Advance Payment 32.446.909.931 15.213.609.789 17.233.300.142 113 1,10081
Prepaid Expenses 4.508.845.491 2.355.498.099 2.153.347.392 91 0,137549
1.565.510.655.138 1.196.426.603.843 369.084.051.295 31 23,57595
Non-Current Financial Asset 43.521.681.858 35.204.659.333 8.317.022.525 24 2,128054
Investment in Assoaciates and Joint Venture 119.735.695.043 105.844.919.475 13.890.775.568 13 3,554195
Investment in Long term Livestock 30.102.682.590 26.062.111.777 4.040.570.813 16 1,03385
Fixed Assets 965.974.994.305 979.511.601.619 -13.536.607.314 -1 -3,46358
Intangible Assets 18.694.072.362 17.933.194.395 760.877.967 4 0,194684
Deffered Tax Asset 1.599.130.743 32.796.696 1.566.334.047 4.776 0,400774
Other non-current Assets 66.482.070.103 59.777.494.891 6.704.575.212 11 1,715482
1.246.110.327.004 1.224.366.778.186 21.743.548.818 2 5,563463
TOTAL ASSETS 2.811.620.982.142 2.420.793.382.029 390.827.600.113 16 100
Total Non-Current Assets
31 December 201231 December 2013
ASSETS
NON-CURRENT ASSESTS
Total Current Asset
Increase (Decrease)
39. Horizontal Analysis (2013 and 2012) Comparative Balance Sheet
(con’t)
Amount
Horizontal
Analysis
(%)
Vertical
Analysis
(%)
SHORT TERM LIABILITIES
Short Term Loans 21.412.410.529 5.268.078.050 16.144.332.479 306 39,40379
Trade Payables 463.538.990.751 394.466.233.719 69.072.757.032 18 168,5872
Other Payables:
Related Party 102.562.222 102.562.222 #DIV/0! 0,250326
Derivative Payables 357.190.478 357.190.478 #DIV/0! 0,871802
Dividend Payable 14.826.576.643 15.816.567.871 -989.991.228 -6 -2,41629
Taxes Payables 22.410.075.747 57.854.467.257 -35.444.391.510 -61 -86,5098
73.915.874.428 51.171.595.269 22.744.279.159 44 55,51241
1.601.977.123 -1.601.977.123 -100 -3,90998
Current Maturities of Long Term Liabilities:
30.714.285.714 60.000.000.001 -29.285.714.287 -49 -71,4782
Lease Liabilities 726.348.705 6.643.609.853 -5.917.261.148 -89 -14,4424
Machinery Loans 5.789.737.791 5.789.737.791 #DIV/0! 14,13113
TOTAL SHORT TERM LIABILITIES 633.794.053.008 592.822.529.143 40.971.523.865 7 100
LONG TERM LIABILITY
Deffered Tax Liabilities 76.102.720.581 85.608.703.824 -9.505.983.243 -11 -23,2014
Employee Benefits 34.995.857.303 34.404.885.086 590.972.217 2 1,442397
Bank Loans 30.714.285.713 -30.714.285.713 -100 -74,965
Lease Liabilities 723.864.841 -723.864.841 -100 -1,76675
Machinery Loans 51.581.817.164 51.581.817.164 #DIV/0! 125,8968
TOTAL LONG TERM LIABILITIES 162.680.395.048 151.451.739.464 11.228.655.584 7 27,406
Share Capital 577.676.400.000 577.676.400.000
Additional Paid in Capital 51.130.441.727 51.130.441.727
Retained Earning:
Appropiated 74.300.000.000 39.000.000.000 35.300.000.000 91 9,032115
Unappropriated 1.294.930.340.599 1.004.984.228.158 289.946.112.441 29 74,18773
Equity Attributable to Owners of the Parent Entity 1.998.037.182.326 1.672.791.069.885 325.246.112.441 19 83,21984
Non Controlling Interests 17.109.351.760 3.728.043.537 13.381.308.223 359 3,423839
TOTAL EQUITY 2.015.146.534.086 1.676.519.113.422 338.627.420.664 20 86,64368
2.811.620.982.142 2.420.793.382.029 390.827.600.113 16 100TOTAL LIABILITIES AND SHAREHOLDERS' EQUITY
Bank Loans
Long term Loans- Net of Current Maturities:
LIABILITIES
Accruals
EQUITY
Short term Employee Benefits Liabilities
31 December 2013 31 December 2012
LIABILITIES AND SHAREHOLDERS' EQUITY
Increase (Decrease)
40. Horizontal Analysis (2013 and 2012)
Comparative Income
Statement
Year 2013 Year 2012 Amount Percentage
3.460.231.249.075 2.809.851.307.439 650.379.941.636 23,14641846
Cost of Goods Sold 2.446.448.128.599 1.908.109.047.237 538.339.081.362 28,21322409
Gross Profit 1.013.783.120.476 901.742.260.202 112.040.860.274 12,42493174
Operating Expense:
Selling Expenses 433.576.647.265 366.413.401.362 67.163.245.903 18,32990978
General and Administrative Expenses 117.578.345.972 82.694.854.869 34.883.491.103 42,18338754
Loss on Foreign Exchange Rate-Net 36.748.585.605 13.513.232.874 23.235.352.731 171,9451811
Loss on Sales of Fixed Assets 2.264.294.635 14.849.245.962 (12.584.951.327) -84,7514504
Others-Net 420.223.874 5.069.974.743 (4.649.750.869) -91,71151938
Total Operating Expense 590.588.097.351 472.400.760.324 118.187.337.027 25,01844767
Operating Income 423.195.023.125 429.341.499.878 (6.146.476.753) -1,431605553
Other Income(Expenses)
Finance Income 22.439.459.095 12.085.195.324 10.354.263.771 85,67725629
Finance Cost 7.955.069.915 11.948.954.781 (3.993.884.866) -33,42455419
Shares of Net income (loss) in Associates and Joint Venture 959.224.432 28.492.374.763 (27.533.150.331) -96,6333995
Total Other Income-Net 13.525.164.748 28.628.615.306 (15.103.450.558) -52,75648297
Profit Before Income - Net 436.720.187.873 457.970.115.184 (21.249.927.311) -4,640024885
Income Tax
122.665.084.500 111.603.230.250 11.061.854.250 9,911768884
11.072.317.291 7.064.734.551 4.007.582.740 56,72658627
Total Income Tax 111.592.767.209 104.538.495.699 7.054.271.510 6,74801322
Income for the year 325.127.420.664 353.431.619.485 (28.304.198.821) -8,008394626
Other Comprehensive Income
Total Comprehensive Income for the year 325.127.420.664 353.431.619.485 (28.304.198.821) -8,008394626
Income Attribute to:
Owners of the Company 325.246.112.441 352.965.099.993 (27.718.987.552) -7,853180825
Non-controlling Interest 118.691.777 466.519.492 (347.827.715) -74,55802404
Total Net Income for the Current year 325.127.420.664 353.431.619.485 (28.304.198.821) -8,008394626
Comprehensive Income Attributable to:
Owners of the Company 325.246.112.441 352.965.099.993 (27.718.987.552) -7,853180825
Non-controlling Interest 118.691.777 466.519.492 (347.827.715) -74,55802404
Total Net Comprehensive Income Current Year 325.127.420.664 353.431.619.485 (28.304.198.821) -8,008394626
Basic Earning per Share 113 122 (9) -7,37704918
Sales
Current
Deffered
41. Horizontal Analysis
For 2012 and 2011
Comparative Balance
Sheet
Amount
Horizantal
Analysis(%)
Vertical
Analysis(%)
CURRENT ASSETS
Cash and Cash equivalent 535.889.526.748 242.776.108.938 293.113.417.810 121 100,0183374
Trade Receivables 297.400.522.080 255.494.585.569 41.905.936.511 16 14,2994549
Dividend Receivable 15.000.000.000 -15.000.000.000 -100 -5,11841141
Other Receivables: 0
Third Party 5.814.947.244 2.240.562.103 3.574.385.141 160 1,219678246
Related Party 5.583.463.949 2.753.599.225 2.829.864.724 103 0,965627459
Inventories 334.169.035.934 368.496.687.848 -34.327.651.914 -9 -11,7135363
Advance Payment 15.213.609.789 13.432.806.003 1.780.803.786 13 0,607659094
Prepaid Expenses 2.355.498.099 3.172.576.015 -817.077.916 -26 -0,2788094
1.196.426.603.843 903.366.925.701 293.059.678.142 32 100
0
0
Non-Current Financial Asset 35.204.659.333 181.132.177 35.023.527.156 19.336 14,57632113
Investment in Assoaciates and Joint Venture 105.844.919.475 77.352.544.712 28.492.374.763 37 11,85814331
Investment in Long term Livestock 26.062.111.777 55.788.603.908 -29.726.492.131 -53 -12,3717664
Fixed Assets 979.511.601.619 1.069.735.963.102 -90.224.361.483 -8 -37,5501662
Intangible Assets 17.933.194.395 17.933.194.395 #DIV/0! 7,463554407
Deffered Tax Asset 32.796.696 341.096.413 -308.299.717 -90 -0,1283102
Other non-current Assets 59.777.494.891 73.750.253.044 -13.972.758.153 -19 -5,81527409
1.224.366.778.186 1.277.149.593.356 -52.782.815.170 -4 -21,967498
TOTAL ASSETS 2.420.793.382.029 2.180.516.519.057 240.276.862.972 11 100
ASSETS
Total Current Asset
NON-CURRENT ASSESTS
Total Non-Current Assets
31 December 2012 31 December 2011
Increase (Decrease)
42. Horizontal Analysis (2012 and 2011) Comparative Balance Sheet
(con’t)
Amount
Horizontal
Analysis
Vertical
Analysis (%)
SHORT TERM LIABILITIES
Short Term Loans 5.268.078.050 52.025.954.226 -46.757.876.176 -90 246,579275
Trade Payables: 394.466.233.719 409.839.689.103 -15.373.455.384 -4 81,072448
Dividend Payables 15.816.567.871 1.818.867.953 13.997.699.918 770 -73,817354
Taxes Payables 57.854.467.257 11.440.362.917 46.414.104.340 406 -244,766383
51.171.595.269 23.438.969.844 27.732.625.425 118 -146,248958
Short term Employee Benefits Liabilities 1.601.977.123 5.646.049.107 -4.044.071.984 -72 21,3265533
60.000.000.001 85.000.000.001 -25.000.000.000 -29 131,838364
Lease Liabilities 6643609853 22575250000 -15.931.640.147 -71 84,0160546
TOTAL CURRENT LIABILITIES 592.822.529.143 611.785.143.151 -18.962.614.008 -3 1000
NON CURRENT LIABILITIES
Deffered Tax Liabilities 85.608.703.824 92.981.738.094 -7.373.034.270 -8 38,8819509
Deffered Gain of Lease Transactions 0 #DIV/0! 0
34.404.885.086 27.420.225.662 6.984.659.424 25 -36,8338427
Bank Loans 30.714.285.713 90.714.285.713 -60.000.000.000 -66 316,412073
Lease Liabilities 723.864.841 5.643.812.500 -4.919.947.659 -87 25,9455139
TOTAL LONG TERM LIABILITIES 151.451.739.464 216.760.061.969 -65.308.322.505 -30 1000
Share Capital 577.676.400.000 577.676.400.000 0 0 0
Additional Paid in Capital -Net 51.130.441.727 51.130.441.727 0 0 0
Retained Earning:
Appropiated 39.000.000.000 29.000.000.000 10.000.000.000 34 4,16186556
Unappropriated 1.004.984.228.158 690.902.948.165 314.081.279.993 45 130,716406
Equity Attributable to Owners of the Parent Entity 1.672.791.069.885 1.348.709.789.892 324.081.279.993 24 134,878272
Non Controlling Interests 3.728.043.537 3.261.524.045 466.519.492 14 0,19415914
TOTAL EQUITIES 1.676.519.113.422 1.351.971.313.937 324.547.799.485 24 135,072431
2.420.793.382.029 2.180.516.519.057 240.276.862.972 11 100
31 December 2011
LIABILITIES AND SHAREHOLDERS' EQUITY
TOTAL LIABILITIES AND SHAREHOLDERS' EQUITY
Current Maturities of Long Term Liabilities:
Bank Loans
Employee Benefits Long Term Loans-Net of Current Maturities:
EQUITY
LIABILITIES
Accruals
31 December 2012
Increase (Decrease)
43. Horizontal Analysis (2012 and 2011)
Comparative Income
Statement
Year 2012 Year 2011 Amount Percentage
2.809.851.307.439 2.102.383.741.532 707.467.565.907 33,6507343
Cost of Goods Sold 1.908.109.047.237 1.476.677.453.814 431.431.593.423 29,216373
Gross Profit 901.742.260.202 625.706.287.718 276.035.972.484 44,115902
-
Selling Expenses 366.413.401.362 361.471.509.271 4.941.892.091 1,3671595
General and Administrative Expenses 82.694.854.869 82.175.860.795 518.994.074 0,63156512
Loss on Foreign Exchange Rate-Net 13.513.232.874 3.326.924.340 10.186.308.534 306,177944
Loss on Sales of Fixed Assets 14.849.245.962 16.036.601.532 (1.187.355.570) -7,4040349
Others-Net 5.069.974.743 26.050.938.438 (20.980.963.695) -80,538226-
Operating Income 429.341.499.878 136.644.453.342 292.697.046.536 214,203387-
Finance Income 12.085.195.324 16.416.994.017 (4.331.798.693) -26,386065
Finance Cost 11.948.954.781 27.643.885.877 (15.694.931.096) -56,775416
Shares of Net income (loss) in Associates and Joint Venture 28.492.374.763 31.400.344.946 (2.907.970.183) -9,2609498
Other Incomes (Expenses) - Net 28.628.615.306 20.173.453.086 8.455.162.220 41,91232
Profit Before Income - Net 457.970.115.184 156.817.906.428 301.152.208.756 192,039427
Tax Income (Expense) -
111.603.230.250 33.309.294.000 78.293.936.250 235,051323
7.064.734.551 4.940.731.624 2.124.002.927 42,9896438
Net Income For the current year 353.431.619.485 128.449.344.052 224.982.275.433 175,15253
Other Comprehensive Income -
Other Comprehensive Income for the current year 353.431.619.485 128.449.344.052 224.982.275.433 175,15253
Income Attribute to: -
Owners of the Company 352.965.099.993 128.358.526.507 224.606.573.486 174,983758
Non-controlling Interest 466.519.492 90.817.545 375.701.947 413,688728
Total Net Income for the Current year 353.431.619.485 128.449.344.052 224.982.275.433 175,15253
Income Attributable to: -
Owners of the Company 352.965.099.993 128.358.526.507 224.606.573.486 174,983758
Non-controlling Interest 466.519.492 90.817.545 375.701.947 413,688728
Total Net Comprehensive Income Current Year 353.431.619.485 128.449.344.052 224.982.275.433 175,15253
Basic Earning per Share 122 44 78 177,272727
Sales
Current Tax
Deffered Tax
44.
45. Horizontal Analysis
For 2013 and 2012
Comparative
Balance Sheet
Amount
Horizontal
Analysis (%)
Horizontal
Analysis (%)
CURRENT ASSETS
Cash and Cash equivalent 5.526.173 5.484.318 41.855 1 2,92023513
Short Term Investment 72.000 21.280 50.720 238 3,53874867
Account Receivable
Third Parties - Net 738.533 642.371 96.162 15 6,7092498
Related Parties 1.716.020 1.586.052 129.968 8 9,06790393
Non Trade:
Third Parties 41.134 75.163 -34.029 -45 -2,3742129
Related Parties 53.728 55.748 -2.020 -4 -0,14093597
Inventories - Net 2.868.722 1.812.887 1.055.835 58 73,665905
Advances and Deposits 222.935 163.246 59.689 37 4,16451832
Prepaid Taxes 36.484 15.098 21.386 142 1,49210724
Prepaid Expenses and Other Current Assets 45.986 32.277 13.709 42 0,95648079
11.321.715 9.888.440 1.433.275 14 100
Deffered Tax Assets - Net 231.593 162.100 69.493 43 1,9776095
Long Term Investments 308.219 151.495 156.724 103 4,46000131
Fixed Assets - Net 4.844.407 3.839.756 1.004.651 26 28,5900358
Deffered Charges - Net 57.320 42.264 15.056 36 0,42845882
1.424.030 1.424.030 0 0 0
Intagible Asset - Net 1.931.957 2.065.195 -133.238 -6 -3,79164426
Advances for Stock Subscription in Associate 259.700 259.700 #DIV/0! 7,39045928
Other Non Current Assets 888.529 180.200 708.329 393 20,1573994
9.945.755 7.865.040 2.080.715 26 59,2123199
TOTAL ASSETS 21.267.470 17.753.480 3.513.990 20 100
NON-CURRENT ASSESTS
Total Non-Current Assets
Trade:
Goodwill
31 December 2013 31 December 2012
ASSETS
Total Current Asset
Increase (Decrease)
46. Horizontal Analysis (2013 and 2012)
Comparative Balance Sheet
(con’t)
Amount
Horizontal
Analysis
(%)
Vertical
Analysis (%)
CURRENT LIABILITIES
Short Term Bank Loans and Overdraft 557.484 400.396 157.088 39 14,0621755
Trust Receipt Payable 421.896 182.229 239.667 132 21,4544677
Account Payable 0
0
Third Parties 1.628.821 1.193.345 435.476 36 38,9828627
Related Parties 508.281 391.835 116.446 30 10,4239922
Non Trade: 0
289.802 269.630 20.172 7 1,80575349
103.698 73.560 30.138 41 2,6978881
Accrued Expenses 848.674 846.929 1.745 0 0,1562086
119.218 96.052 23.166 24 2,07376985
Taxes Payable 61.339 85.766 -24.427 -28 -2,18665182
Current Maturities of Long term debts 0
Bank Loans 146.259 31.411 114.848 366 10,2809427
Liability for Purchases of Fixed Assets 11.111 8.334 2.777 33 0,24859099
TOTAL CURRENT LIABILITIES 4.696.583 3.579.487 1.117.096 31 100
0
NON CURRENT LIABILITY 0
Long term debts net of Current Maturities 1.346.781 602.833 743.948 123 66,5966041
Bank Loans 0
36.511 37.780 -1.269 -3 -0,11359812
Advances for Stock Subscription from non Controlling Interest 213.150 213.150 #DIV/0! 19,0807236
Deffered Tax Liabilities - Net 498.504 530.291 -31.787 -6 -2,84550298
Liabilities for Employee Benefits 1.210.210 1.016.550 193.660 19 17,3360213
TOTAL NON CURRENT LIABILITIES 3.305.156 2.187.454 1.117.702 51 100,054248
TOTAL LIABILITIES 8.001.739 5.766.941 2.234.798 39 200,054248
0
Share Capital 583.095 583.095 0 0 0
Additional Paid in Capital 5.985.469 5.985.469 0 0 0
Difference from Changes in Equity of Subsidiaries 38.022 7.446 30.576 411 2,39074291
Exchange Differences on Translation of Financial Statement 1.534 655 879 134 0,06872917
Pro Forma Capital 0
Retained Earnings 0
Appropiated for General Reserves 15.000 10.000 5.000 50 0,39095089
Unappropiated 5.963.662 4.827.947 1.135.715 24 88,801759
Sub Total 12.586.782 11.414.612 1.172.170 10 91,6521819
Non Controlling Interest 678.949 572.186 106.763 19 8,34781806
TOTAL EQUITY 13.265.731 11.986.798 1.278.933 11 100
21.267.470 17.753.739 3.513.731 20 100TOTAL LIABILITIES AND SHAREHOLDERS' EQUITY
Trade:
Third Parties
Related Parties
Short Term Employee Benefits Liability
Liability for Purchases of Fixed Assets
EQUITY
LIABILITIES
31 December 2013 31 December 2012
LIABILITIES AND SHAREHOLDERS' EQUITY
Increase (Decrease)
47. Horizontal Analysis (2013 and 2012) Comparative Income
Statement
Year 2013 Year 2012 Amount Percentage
25.094.681 21.716.913 3.377.768 15,55362864
Cost of Goods Sold 18.668.990 15.913.098 2.755.892 17,31838766
Gross Profit 6.425.691 5.803.815 621.876 10,71495215
Selling and Distribution Expenses 2.551.509 2.089.647 461.862 22,10239337
General and Administrative Expenses 1.139.810 868.477 271.333 31,24239329
Other Operating Income 300.272 181.993 118.279 64,99096119
Other Operating Expense 262.720 178.434 84.286 47,23651322
Income from Operations 2.771.924 2.849.250 (77.326) -2,713907169
Finance Income 371.573 234.247 137.326 58,62444343
Finance Expenses 165.225 53.697 111.528 207,6987541
Share in Net Income (loss) of Associates 11.282 4.594 6.688 145,5811929
Income before Income Tax Expense 2.966.990 3.034.394 (67.404) -2,221333156
Income Tax Expense - Net 733.699 745.463 (11.764) -1,578079663
Income for the year before Pro Forma Adjustment 2.233.291 2.288.931 (55.640) -2,430829064
Pro Forma Adjustment 1.749 6.560 (4.811) -73,33841463
Income for the year 2.235.040 2.282.371 (47.331) -2,073764519
Other Comprehensive Income -
Unrealized Gains on Available for Sale Financial Assets 50.720 4.000 46.720 1168
879 871 8 0,918484501
51.599 4.871 46.728 959,3102032
Total Comprehensive Income for the year 2.286.639 2.287.242 (603) -0,026363629
Income for the year Attributable to: -
Equity Holders of the Parent Entity 2.225.272 2.179.592 45.680 2,095805086
Non Controlling Interest 9.768 102.779 (93.011) -90,49611302
Total Comprehensive Income for the year 2.235.040 2.282.371 (47.331) -2,073764519
Total Comprehensive Income for the year attributable to: -
Eqity Holders of the Parent Entity 2.260.929 2.183.205 77.724 3,56008712
Non Controlling Interest 25.710 104.037 (78.327) -75,28763805
2.286.639 2.287.242 (603) -0,026363629
BasicEarning per Share Attributable to Equity Holders of the Parent Entity 382 374 8 2,139037433
Sales
Exchange Differences on Translation of Financial Statements
Other Comprehensive Income
Total
48. Horizontal Analysis
For 2012 and 2011
Comparative
Balance Sheet
Amount
Horizontal
Analysis(%)
Vertical
Analysis(%)
CURRENT ASSETS
Cash and Cash equivalent 5.484.318 4.420.644 1.063.674 24 81,3126228
Short Term Investment 21.280 17.280 4.000 23 0,30578024
Account Receivable 0
0
Third Parties - Net of Allowance for impairment Losses 642.371 638.191 4.180 1 0,31954035
Related Parties 1.586.052 1.622.138 -36.086 -2 -2,7585964
Non - Trade: 0
Third Parties 75.163 64.845 10.318 16 0,78876013
Related Parties 55.748 53.228 2.520 5 0,19264155
Inventories - Net 1.812.887 1.629.883 183.004 11 13,9897518
Advances and deposits 163.246 114.452 48.794 43 3,73006026
Prepaid Taxes 15.098 210 14.888 7.090 1,13811405
Prepaid Expenses and Other Current Assets 32.277 19.440 12.837 66 0,98132524
9.888.440 8.580.311 1.308.129 15 100
0
0
Deffered Tax Assets - Net 162.100 119.168 42.932 36 1,69649924
Long term Investments 151.495 83.201 68.294 82 2,69870305
Fixed Assets - Net of Accumulated depreciation 3.839.756 2.590.036 1.249.720 48 49,3838869
Deffered Charges - Net 42.264 57.960 -15.696 -27 -0,6202425
1.424.030 1.424.030 0 0 0
Intagible Asset - Net 2.065.195 2.198.433 -133.238 -6 -5,2650276
Other Non Current Assets 180.200 169.718 10.482 6 0,4142063
7.865.040 6.642.546 1.222.494 18 48,3080253
TOTAL ASSETS 17.753.480 15.222.857 2.530.623 17 100
31 December 2012 31 December 2011
ASSETS
Total Current Asset
Increase (Decrease)
NON-CURRENT ASSESTS
Total Non-Current Assets
Trade:
Goodwill
49. Horizontal Analysis (2012 and 2011) Comparative Balance
Sheet (con’t)
Amount
Horizontal
Analysis
(%)
Vertical
Analysis
(%)
CURRENT LIABILITIES
Short Term Bank Loans and Overdraft 400.396 417.851 -17.455 -4 -2,95373
Trust Receipt Payable 182.229 210.744 -28.515 -14 -4,82531
Account Payable 0
0
Third Parties 1.193.345 966.691 226.654 23 38,35437
Related Parties 391.835 307.376 84.459 27 14,29214
Non Trade: 0
269.630 97.056 172.574 178 29,20296
73.560 58.265 15.295 26 2,588219
Accrued Expenses 846.929 621928 225.001 36 38,07465
96.052 76.119 19.933 26 3,373061
Taxes Payable 85.766 226.251 -140.485 -62 -23,7729
Current Maturities of Long term debts 0
Bank Loans 31.411 31.411 #DIV/0! 5,315367
Liability for Purchases of Fixed Assets 8.334 6.259 2.075 33 0,351131
TOTAL CURRENT LIABILITIES 3.579.487 2.988.540 590.947 20 100
0
NON CURRENT LIABILITY 0
Long term debts net of Current Maturities 602.833 111.932 490.901 439 74,08138
Bank Loans 0
37.780 33.575 4.205 13 0,634572
0
Deffered Tax Liabilities - Net 530.291 563.433 -33.142 -6 -5,00143
Liabilities for Employee Benefits 1.016.291 815.604 200.687 25 30,28547
TOTAL NON CURRENT LIABILITIES 2.187.195 1.524.544 662.651 43 100
TOTAL LIABILITIES 5.766.682 4.513.084 1.253.598 28 100
0
Share Capital 583.095 583.095 0 0 0
Additional Paid in Capital 5.985.469 5.985.469 0 0 0
Difference from Changes in Equity of Subsidiaries 7.446 4.704 2.742 58 0,214718
Foreign Exchange Differences from financial statement Translation 655 216 439 203 0,034377
0
Retained Earnings 0
Appropiated for General Reserves 10.000 5.000 5.000 100 0,391535
Unappropiated 4.827.947 3.638.786 1.189.161 33 93,11963
11.414.612 10.216.838 1.197.774 12 93,79409
Non Controlling Interest 572.186 492.935 79.251 16 6,205908
TOTAL EQUITY 11.986.798 10.709.773 1.277.025 12 100
17.753.480 15.222.857 2.530.623 17 100
Liability for Purchases of Fixed Assets
31 December 2012 31 December 2011
LIABILITIES AND SHAREHOLDERS' EQUITY
LIABILITIES
Trade:
Third Parties
Related Parties
Short Term Employee Benefits Liability
Increase (Decrease)
EQUITY
TOTAL LIABILITIES AND SHAREHOLDERS' EQUITY
Sub Total
50. Horizontal Analysis (2012 and 2011) Comparative Income
Statement
Year 2012 Year 2011 Amount Percentage
21.574.792 19.367.155 2.207.637 11,3988709
Cost of Goods Sold 15.796.183 14.335.896 1.460.287 10,1862276
Gross Profit 5.778.609 5.031.259 747.350 14,8541349
-
Selling and Distribution Expenses 2.073.497 1.798.508 274.989 15,2898402
General and Administrative Expenses 867.432 592.140 275.292 46,4910325
Other Operating Income 179.521 126.762 52.759 41,6205172
Other Operating Expenses 175.141 158.625 16.516 10,4119779
Income from Operations 2.842.060 2.608.748 233.312 8,9434472-
Finance Income 234.211 183.453 50.758 27,6681221-
Finance Expenses 53.675 46.544 7.131 15,3209866
Share in net Income (loss) of Associate 4.594 747 3.847 514,993307
Income before Tax 3.027.190 2.744.910 282.280 10,2837616
Income Tax Expense - Net 744.819 678.545 66.274 9,76707514
Income for the year 2.282.371 2.066.365 216.006 10,4534291
Other Comprehensive Income -
4.000 2.080 1.920 92,3076923
871 236 635 269,067797
Other Comprehensive Income 4.871 2.316 2.555 110,319516
Total Comprehensive Income for the year 2.287.242 2.064.049 223.193
Income for the year Attributable to: -
Equity Holders of the Parent Entity 2.179.592 1.975.345 204.247
Non Controlling Interests 102.779 91.020 11.759 12,9191387
2.282.371 2.066.365 216.006 10,4534291
Total Comprehensive Income for the year attributable to: -
Equity Holders of the Parent Entity 2.183.205 1.973.683 209.522
Non Controlling Interests 104.037 90.366 13.671 15,1284775
2.287.242 2.064.049 223.193 10,8133576
Basic Earnings per Share Attributable to Equity Holders of the Parent Entity 374 339 35 10,3244838
Foreign Exchange Differences from Financial Statements Translation
Total
Total
Sales
Unrealized gains (losses) on available for sale Financial Assets
Indonesia faced a big economic turbulence that trigger economic crisis. Indonesian currency was pushed down with exchange value above 10.000 per US$. The GDP growth in 1998 went down to minus 13, 31%, substantially lower than the average growth rate in 1960-1971. This happen because Asian Financial Crisis that also effect other countries such as followed by Thailand (-8%), Malaysia (-7.4%), South Korea (-5.84%) and Philippines (-0.48%). In the 1999 Indonesia GDP raise to 0.79%, in this period Indonesia established reformation and economic stabilization program strictly to raise the GDP growth rate.
In general, the central bank noted an increase in the number of circulating M1 and M2 be 836.51% and £ 3364.12 trillion trillion in April 2013. Compared with the same period a year earlier, M1 and M2 increased respectively by 16% and 15%.
The more amount of money in circulation then the exchange rate will tend to weaken and prices will rise. Growth in the money supply is high also often the cause of high inflation due to the increase in the money supply will increase demand in the end if it is followed by the growth in the real sector will lead to rising prices.
As you can see in
Even though economic growth declining, the unemployment rate until Februari 2013 until 5,92% or declining with unemployment rate in Februari 2012 which is 6,32%. This decline actually not really big, only around 440 thousand people from 7,61 million people from Februari 2012 become 7,17 million people on Februari 2013.
From the labor force rate from Februari 2012 to Februari 2013 there are 780 thousand labor force in Indonesia, where in Februari 2012 labor force is 120,41 million while in Februari 2013 it increase become 121,19 million people.
In line with the decline in the unemployment rate in Indonesia, also reduced the number of poor people. Based on the latest data from the BPS, the poor in Indonesia in September 2012 as many as 28.59 million people (11.7%) lower than in February 2004, which reached 36.1 million people (16.7%). When compared with the number of poor people in March 2012, then during the next term decline in the number of poor population of 0.54 million people.
However, keep in mind that the poverty line used in September 2012 amounted to Rp 259.520 per capita per month, an increase of 4.35% compared to March 2012, if we critically examined it, it did not indicate poor population decreased. As an illustration, based on the poverty line was set at Rp 259 520 per month, meaning a family that has one child with a single income of Rp 800,000 per month is not said to be poor. In fact, it is clear that family life is certainly very improper.
However, this condition should not make us satisfied government in particular, especially with the increase in fuel price. This of course will drive up prices, including prices of basic necessities society, and it is feared will have implications on poverty in Indonesia.
SWOT Analysis
Strengthens.1. the biggest food company in Indonesia2.Indofood brand is the most known food brand in Indonesia.4. the product is practical and easy to find anywhere.6. the product cost cheaper than their competitors.8.Indofood distribute their food to a lot of country.
Strengthens.1. the biggest food company in Indonesia2.Indofood brand is the most known food brand in Indonesia.4. the product is practical and easy to find anywhere.6. the product cost cheaper than their competitors.8.Indofood distribute their food to a lot of country.
Strengthens.1. the biggest food company in Indonesia2.Indofood brand is the most known food brand in Indonesia.4. the product is practical and easy to find anywhere.6. the product cost cheaper than their competitors.8.Indofood distribute their food to a lot of country.
Indofood’s product always dominant than other product
PT. INDOFOOD
Highlights
2010 2011 2012 2013
PT. UltraJaya’s product which is Ultramilk is dominant in the market
Yg th 12 11 blm
Yg th 12 11 blm
Current ratio quite healthy
Current Ratio: from 2011-2013 Indofood didnt liquidity, but Ultrajaya from 2011-2013 liquidity
Acid Test Ratio : Indofood 2013 more liquid assets relative to its short term debt, an indication that the firm has a greater ability to meet its maturing obligations
* Acc Receivable Turnover: Indofood is slower at collecting its receivable than Ultrajaya* Days’ Sales in Acc Receivable : in 2013 and 2012 Indofood longer to collect its receivable than Ultrajaya
Inventory Turnover : Ultrajaya is cleary excellent in its management of inventory , turning its inventory more than in Indofood
Operating Income Return on Investment : Ultrajaya more effective of management at generating operating profits on the firms’ assets, as measured by operating profits relative to total assets
Operating Profit Margin: Ultrajaya is far more than competitive when it come to keeping costs and expenses in line relative to sales.
Total Asset Turnover: Ultrajaya slightly less efficiently than Indofood. To see what drives its performance.
Times Interest Earned : we can see contrast in Ultrajaya is well able to service its interest expense without any difficulty. Interest no paid with income but with cash, and the firm may be required to repay some of debt principal as well as the interest.
ROE : In 2013 Indofood is very attractive return to its owners.