This document discusses online financial reporting trends and the benefits of cost-efficient online production. It notes that the online medium allows companies to meet the needs of a diverse set of readers. It also argues that companies are judged by their web presence and that the online format enhances brands through storytelling, interactivity, and external links. Additionally, the online format allows companies to reach a broader audience more efficiently by distributing reports simultaneously to all stakeholders for free. Finally, it highlights how the AR 2.0 platform provides proven, ready-made functions that can improve over time based on statistical analysis and be reused across annual reports and corporate websites for better communication and lower costs.
Dashboard page from monthly management pack developed in Excel. User can customise report by using various controls on the sheet, eg by selecting the reporting period date, choosing whether to display in 000\'s or millions, selecting items they want to graph using drop-down boxes, and various option boxes to select YTD, budget, monthly, prior year, etc. Allows user to print full management pack of 20+ pages by the click of one button. Uses VBA to control program flow.
- Net sales and sales volumes increased in Q1 2012 compared to Q4 2011 due to higher sales volumes. Operating profit was MSEK 142, a 6% operating margin.
- Price cuts were halted and price increases were announced for sack and kraft papers. Wood costs decreased.
- Operating profit increased in packaging and speciality paper due to higher sales volumes and lower costs. It decreased slightly in packaging boards due to lower prices. Profit improved in market pulp due to higher volumes and lower fixed costs compensating for lower prices.
- Cash flow from operations was positive due to higher operating surplus and improved working capital.
Moe Nozari, Executive Vice President of 3M's Consumer & Office Business, discusses growth opportunities in this business segment. The division has a broad portfolio of well-known brands and has experienced long-term sales and profit growth. Nozari outlines key growth drivers including new product platforms, expanding core product lines, partnering with key accounts, and increasing international penetration. Examples of new product lines with growth potential highlighted are Filtrete air filters and purifiers, Command hooks, and Scotch cutting tools.
The document provides an overview of HSBC, including:
1) HSBC has a history of steady dividend and earnings per share growth over the past decade.
2) It has a global presence with over 9,500 offices in 76 countries, allowing it to serve customers around the world.
3) HSBC focuses on growing its business organically and through small, strategic acquisitions that fit its overall strategy and improve earnings.
Short Version Making Money In A Lt Bear Marketmjdeschaine
1) The document discusses strategies for earning returns in a long-term bear market, using the 1966-1982 period as an example. It shows that focusing only on stocks that pay dividends can significantly boost returns compared to the S&P 500 as a whole.
2) Enhancing the strategy by selecting high-yield, dividend-growing stocks and timing reinvestment can potentially add further gains, with annual returns estimated at 16.1% for the 1966-1982 period.
3) Applying a similar strategy since 2000, the document claims annual returns of 9.5% compared to -2.9% for the S&P 500 over the same time.
The document provides an analysis of CMC's financial performance for the fiscal year ending March 31, 2006. Some key highlights include:
- Total revenue was up 9.6% at Rs. 858 cr compared to Rs. 782 cr last year driven by increases in ITeS, E&T, and international business.
- Operating profit was up 12% at Rs. 44.1 cr. Profit before tax grew 82% to Rs. 60.1 cr and profit after tax increased 91% to Rs. 44.1 cr.
- Revenue from customer services was up 14% while systems integration grew 39% and ITeS increased 68% over the previous fiscal year.
- Yahoo reported Q2 2009 financial results on July 21, 2009.
- Total revenue was $1.57 billion, down 13% year-over-year. However, revenue excluding traffic acquisition costs (Revenue ex-TAC) was $1.14 billion, down 16% year-over-year.
- Operating cash flow was $385 million, a 10% decrease from the previous year, representing 34% of Revenue ex-TAC.
Team Baldwin of Industry C38446 finished first in their industry with the highest market share, stock price, and profits. Their initial goals were to reduce costs, increase sales and margins. Their strategies focused on segments with multiple products and achieving close to 30% overall market share. Their strong performance was due to good strategic decisions that produced long term returns, focusing on improving labor productivity, and good financial management. Their analysis shows they outperformed their main competitor Andrews in most rounds across key metrics like market share, profits, stock price, ROE and margins.
Dashboard page from monthly management pack developed in Excel. User can customise report by using various controls on the sheet, eg by selecting the reporting period date, choosing whether to display in 000\'s or millions, selecting items they want to graph using drop-down boxes, and various option boxes to select YTD, budget, monthly, prior year, etc. Allows user to print full management pack of 20+ pages by the click of one button. Uses VBA to control program flow.
- Net sales and sales volumes increased in Q1 2012 compared to Q4 2011 due to higher sales volumes. Operating profit was MSEK 142, a 6% operating margin.
- Price cuts were halted and price increases were announced for sack and kraft papers. Wood costs decreased.
- Operating profit increased in packaging and speciality paper due to higher sales volumes and lower costs. It decreased slightly in packaging boards due to lower prices. Profit improved in market pulp due to higher volumes and lower fixed costs compensating for lower prices.
- Cash flow from operations was positive due to higher operating surplus and improved working capital.
Moe Nozari, Executive Vice President of 3M's Consumer & Office Business, discusses growth opportunities in this business segment. The division has a broad portfolio of well-known brands and has experienced long-term sales and profit growth. Nozari outlines key growth drivers including new product platforms, expanding core product lines, partnering with key accounts, and increasing international penetration. Examples of new product lines with growth potential highlighted are Filtrete air filters and purifiers, Command hooks, and Scotch cutting tools.
The document provides an overview of HSBC, including:
1) HSBC has a history of steady dividend and earnings per share growth over the past decade.
2) It has a global presence with over 9,500 offices in 76 countries, allowing it to serve customers around the world.
3) HSBC focuses on growing its business organically and through small, strategic acquisitions that fit its overall strategy and improve earnings.
Short Version Making Money In A Lt Bear Marketmjdeschaine
1) The document discusses strategies for earning returns in a long-term bear market, using the 1966-1982 period as an example. It shows that focusing only on stocks that pay dividends can significantly boost returns compared to the S&P 500 as a whole.
2) Enhancing the strategy by selecting high-yield, dividend-growing stocks and timing reinvestment can potentially add further gains, with annual returns estimated at 16.1% for the 1966-1982 period.
3) Applying a similar strategy since 2000, the document claims annual returns of 9.5% compared to -2.9% for the S&P 500 over the same time.
The document provides an analysis of CMC's financial performance for the fiscal year ending March 31, 2006. Some key highlights include:
- Total revenue was up 9.6% at Rs. 858 cr compared to Rs. 782 cr last year driven by increases in ITeS, E&T, and international business.
- Operating profit was up 12% at Rs. 44.1 cr. Profit before tax grew 82% to Rs. 60.1 cr and profit after tax increased 91% to Rs. 44.1 cr.
- Revenue from customer services was up 14% while systems integration grew 39% and ITeS increased 68% over the previous fiscal year.
- Yahoo reported Q2 2009 financial results on July 21, 2009.
- Total revenue was $1.57 billion, down 13% year-over-year. However, revenue excluding traffic acquisition costs (Revenue ex-TAC) was $1.14 billion, down 16% year-over-year.
- Operating cash flow was $385 million, a 10% decrease from the previous year, representing 34% of Revenue ex-TAC.
Team Baldwin of Industry C38446 finished first in their industry with the highest market share, stock price, and profits. Their initial goals were to reduce costs, increase sales and margins. Their strategies focused on segments with multiple products and achieving close to 30% overall market share. Their strong performance was due to good strategic decisions that produced long term returns, focusing on improving labor productivity, and good financial management. Their analysis shows they outperformed their main competitor Andrews in most rounds across key metrics like market share, profits, stock price, ROE and margins.
From print to digital – moving the Annual Report into the 21st centuryComprend
This document discusses how corporate annual reports have evolved from concise print documents to lengthy digital reports including more legal and regulatory information. It suggests that web technologies could be used to make annual reports more comprehensible and customizable to different stakeholder groups by allowing for search functions, hyperlinks, rich media like video, and customization tools to generate individualized print versions. The goal would be to better communicate the corporate story to both professional and non-professional readers through tailored information delivery online.
From print to digital – moving the Annual Report into the 21st centuryKWD Webranking
This document discusses moving corporate annual reports from print to digital formats. It notes that annual reports have increased greatly in length and complexity over time as more stakeholders and regulations have been added. This has made reports less comprehensible. The document proposes using web technologies to create customized, interactive annual reports tailored for different reader groups. Features like search, hyperlinks, rich media, custom printing and interactivity could make information more accessible. It acknowledges challenges in changing production processes but argues the benefits of a "Annual Report 2.0" approach where the digital version is primary and print secondary could streamline work and better serve readers in a digital age.
The document discusses Xerox's decision to outsource its information management functions. It provides background on Xerox, including its history and declining financial performance. It describes problems that were identified with Xerox's in-house information management operations through a consulting firm review. The IM 2000 project was launched to address these problems through reengineering and potentially outsourcing some functions. Key drivers for considering outsourcing included changing industry dynamics and an inability to change quickly enough internally. Porter's five forces model is also referenced to discuss the basis for competition and competitive advantage.
Masco Corporation's 2001 annual report summarizes the company's financial results and business operations for the year. Key points include:
- Net sales reached a record $8.3 billion, up 15% from 2000, though net income declined to $199 million due to a $344 million non-cash investment write-down. Excluding special items, net income declined 21% to $543 million.
- The company achieved record operating profit exceeding $1 billion despite economic challenges. Capital expenditures totaled $274 million.
- Sales growth was driven by acquisitions expanding the cabinets/related products and installation/services segments, though plumbing product sales declined 5%.
- Most of Masco's
- The annual report summarizes AutoZone's fiscal year 2002 performance, which saw record sales of $5.3 billion, earnings per share of $4.00, and a 52% return for shareholders.
- The three divisions - U.S. Retail, AZ Commercial, and Mexico - all contributed to growth. U.S. Retail had same-store sales growth of 8% and now operates 3,068 stores across 44 states.
- AZ Commercial grew 20% to $532 million in sales by expanding commercial product offerings and dedicated sales force for commercial customers.
- AutoZone aims to continue delivering strong profitable growth and pursuing opportunities in the large market for automotive maintenance and repairs.
This document is the annual report for AMR Corporation for the year 2000. It discusses the company's improved financial performance for the year, including net earnings of $752 million compared to $543 million in 1999. It summarizes strategic initiatives undertaken in 2000 related to safety, service, product, technology, culture, and network - the six areas of the company's Airline Leadership Plan. These initiatives include fleet expansion, onboard comfort enhancements, technology investments, employee programs, and network growth through regional jets and international partnerships. The report also outlines major acquisitions announced in 2001 that will significantly expand American Airlines' fleet and network by acquiring assets from TWA, US Airways, and a stake in DC Air.
The first ever white paper detailing the size, scope, growth, challenges, opportunities and the future of Events and Activation Industry in India. The white paper has been developed by Ernst & Young and commissioned by Event and Entertainment Management Association. Copyright - EEMA,
- Philips reported an 11% decline in comparable sales for Q3 2009, driven by declines in Consumer Lifestyle and Lighting. EBITA margins improved due to cost reductions.
- Healthcare sales grew 1% in Q3, while Consumer Lifestyle and Lighting sales declined 20% and 11% respectively. Emerging markets sales declined 11% overall.
- Emerging markets now represent 35% of total sales, with double-digit growth in Healthcare emerging markets partially offsetting declines in mature markets. Philips continues investing and expanding in emerging markets to drive future growth.
Q3 2009 Earning Report of Royal Philips Electronicsinvestorrelation
- Philips reported an 11% decline in comparable sales for Q3 2009, driven by declines in Consumer Lifestyle and Lighting. EBITA margins improved due to cost reductions.
- Healthcare sales grew 1% in Q3, with double-digit growth in emerging markets offsetting declines in the US. Emerging markets now represent 42% of Healthcare sales.
- Emerging markets sales declined 11% in Q3 but grew 11% over the last twelve months, reflecting Philips' strategic focus on expanding in these high-growth regions.
This document summarizes Celanese Corporation's presentation at the Credit Suisse 16th Annual Chemical Conference on September 26, 2007. Celanese has an attractive hybrid business model balanced between commodity and specialty chemicals. It aims to grow earnings from 2007 to 2010 through initiatives in Asia, revitalizing businesses like acetate and industrial specialties, and increasing sales of high-performance polymers. Celanese expects $300-350 million in additional operating EBITDA by 2010 through organic growth, operational excellence, and balance sheet improvements.
Rising Stars - Presentation by Thierry Petit, Co-Founder & CEO of Showroomprive at the NOAH 2012 Conference in London, Old Billingsgate on the 7th of November 2012.
The document discusses Ingram Micro, the world's largest technology distributor. It provides an overview of Ingram Micro's financial performance in 1999, including revenue of $28.1 billion, a 27% increase from 1998. It discusses challenges faced in 1999 from intense pricing competition and rising costs. The CEO discusses strategies to leverage Ingram Micro's global scale and infrastructure to expand outsourcing partnerships and e-commerce operations.
The document provides an overview of client profiles for the CIIB from 2006-2009. It notes that the number of local clients increased 146% from 2006-2007 but then decreased 17% from 2007-2008. Over 1,000 entrepreneurs have used CIIB services in the past 4 years. Foreign client assistance has remained stable at over 310 individuals. The majority (55%) of CIIB clients are in the tourism industry, while agriculture, manufacturing, and construction make up 15% combined.
The document summarizes the grand opening of the Nanjing Chemical Complex investor presentation from September 20, 2007. The complex will produce acetic acid, acetic anhydride, vinyl acetate monomer (VAM), emulsions, GUR and Celstran. It is a fully integrated, low cost facility using leading Celanese technologies. The complex is expected to generate $600-700 million in incremental sales by 2010 and help increase Celanese's earnings from Asia to 30-35% of total by that year.
Tenneco Automotive reduced SGA&E expenses by $17 million or 3.7% from 2000 to 2001 through cost cutting initiatives like Six Sigma and strategic sourcing. Six Sigma projects identified process improvements that saved $19 million in 2001, while reverse auctions for parts lowered supply costs by an average of 13%. The company also used computer-aided engineering tools to design emission control systems virtually in order to reduce development costs and time to market for new products.
Opera Capital Partners is a financial advisory firm with offices in Paris and Stockholm. It has two main activities: family office and wealth management services with 130 million euros under management, and a corporate finance boutique specializing in mergers and acquisitions, private placements, and investor services for technology companies. The firm focuses on optimizing growth and equity value for entrepreneurs through private placements, M&A advisory, and other services. It has successfully completed several deals over the past two years and maintains connections in the venture capital community internationally.
Opera Capital Partners is a financial advisory firm serving entrepreneurs. It has two main activities: family office and wealth management, and corporate finance boutique. The corporate finance boutique focuses on mergers and acquisitions, private placements, and investor services for technology businesses. Opera Capital Partners uses a proven methodology for deals involving preparation, marketing, negotiation, and closing to help clients optimize growth and equity value.
The document discusses LR Health & Beauty Systems, a direct sales company operating in 31 countries. It outlines LR's 25-year history of continuous growth and market leadership. LR values passion, trust, and responsibility. The company rewards dedicated partner efforts in a fair and transparent way. The document encourages the reader to take advantage of the opportunities that LR can offer to make their dreams come true.
Smaato is a mobile advertising platform that matches ads from over 80 ad networks to mobile app and website inventory from over 55,000 publishers. It aims to provide the highest eCPMs and fill rates for publishers through its optimization technology. The company has seen strong growth, raising $20M in funding and increasing its staff and revenue significantly since being founded in 2005. It now processes billions of ad requests per month globally.
ARI had another successful year in 2012, showing improved organic growth and strategic investments. The CEO is excited about ARI's future prospects for sustained profitable growth as it has the strategic foundations in place to execute its growth strategy and accelerate top line growth. Key aspects of the growth strategy include continuing to gain market share, entering the automotive aftermarket space, and expanding into emerging markets like Brazil, Russia, India, and China.
Trends in Digital Sustainability CommunicationKWD Webranking
This document discusses trends in corporate social responsibility reporting among large European companies. It finds:
1) Nearly all of the largest 250 global companies and 100 largest UK companies publish CSR reports. CSR reporting has increased dramatically over the past two decades.
2) Most large European companies communicate about CSR/sustainability on their websites and publish sustainability reports. Spanish and Italian companies showed the most improvement in transparency.
3) Financial markets increasingly demand information around companies' environmental targets, sustainability initiatives, and supply chain standards in CSR reporting.
Telecom Italia - Digital corporate strategyKWD Webranking
The document discusses Telecom Italia's digital corporate strategy and possible evolutions. It notes that brand reputation is affected by network reputation and social media. It suggests Telecom Italia transition from being a repository for specialized targets to a corporate media hub that provides premium content for new audiences like digital natives and silver surfers through social media and measurement of engagement.
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From print to digital – moving the Annual Report into the 21st centuryComprend
This document discusses how corporate annual reports have evolved from concise print documents to lengthy digital reports including more legal and regulatory information. It suggests that web technologies could be used to make annual reports more comprehensible and customizable to different stakeholder groups by allowing for search functions, hyperlinks, rich media like video, and customization tools to generate individualized print versions. The goal would be to better communicate the corporate story to both professional and non-professional readers through tailored information delivery online.
From print to digital – moving the Annual Report into the 21st centuryKWD Webranking
This document discusses moving corporate annual reports from print to digital formats. It notes that annual reports have increased greatly in length and complexity over time as more stakeholders and regulations have been added. This has made reports less comprehensible. The document proposes using web technologies to create customized, interactive annual reports tailored for different reader groups. Features like search, hyperlinks, rich media, custom printing and interactivity could make information more accessible. It acknowledges challenges in changing production processes but argues the benefits of a "Annual Report 2.0" approach where the digital version is primary and print secondary could streamline work and better serve readers in a digital age.
The document discusses Xerox's decision to outsource its information management functions. It provides background on Xerox, including its history and declining financial performance. It describes problems that were identified with Xerox's in-house information management operations through a consulting firm review. The IM 2000 project was launched to address these problems through reengineering and potentially outsourcing some functions. Key drivers for considering outsourcing included changing industry dynamics and an inability to change quickly enough internally. Porter's five forces model is also referenced to discuss the basis for competition and competitive advantage.
Masco Corporation's 2001 annual report summarizes the company's financial results and business operations for the year. Key points include:
- Net sales reached a record $8.3 billion, up 15% from 2000, though net income declined to $199 million due to a $344 million non-cash investment write-down. Excluding special items, net income declined 21% to $543 million.
- The company achieved record operating profit exceeding $1 billion despite economic challenges. Capital expenditures totaled $274 million.
- Sales growth was driven by acquisitions expanding the cabinets/related products and installation/services segments, though plumbing product sales declined 5%.
- Most of Masco's
- The annual report summarizes AutoZone's fiscal year 2002 performance, which saw record sales of $5.3 billion, earnings per share of $4.00, and a 52% return for shareholders.
- The three divisions - U.S. Retail, AZ Commercial, and Mexico - all contributed to growth. U.S. Retail had same-store sales growth of 8% and now operates 3,068 stores across 44 states.
- AZ Commercial grew 20% to $532 million in sales by expanding commercial product offerings and dedicated sales force for commercial customers.
- AutoZone aims to continue delivering strong profitable growth and pursuing opportunities in the large market for automotive maintenance and repairs.
This document is the annual report for AMR Corporation for the year 2000. It discusses the company's improved financial performance for the year, including net earnings of $752 million compared to $543 million in 1999. It summarizes strategic initiatives undertaken in 2000 related to safety, service, product, technology, culture, and network - the six areas of the company's Airline Leadership Plan. These initiatives include fleet expansion, onboard comfort enhancements, technology investments, employee programs, and network growth through regional jets and international partnerships. The report also outlines major acquisitions announced in 2001 that will significantly expand American Airlines' fleet and network by acquiring assets from TWA, US Airways, and a stake in DC Air.
The first ever white paper detailing the size, scope, growth, challenges, opportunities and the future of Events and Activation Industry in India. The white paper has been developed by Ernst & Young and commissioned by Event and Entertainment Management Association. Copyright - EEMA,
- Philips reported an 11% decline in comparable sales for Q3 2009, driven by declines in Consumer Lifestyle and Lighting. EBITA margins improved due to cost reductions.
- Healthcare sales grew 1% in Q3, while Consumer Lifestyle and Lighting sales declined 20% and 11% respectively. Emerging markets sales declined 11% overall.
- Emerging markets now represent 35% of total sales, with double-digit growth in Healthcare emerging markets partially offsetting declines in mature markets. Philips continues investing and expanding in emerging markets to drive future growth.
Q3 2009 Earning Report of Royal Philips Electronicsinvestorrelation
- Philips reported an 11% decline in comparable sales for Q3 2009, driven by declines in Consumer Lifestyle and Lighting. EBITA margins improved due to cost reductions.
- Healthcare sales grew 1% in Q3, with double-digit growth in emerging markets offsetting declines in the US. Emerging markets now represent 42% of Healthcare sales.
- Emerging markets sales declined 11% in Q3 but grew 11% over the last twelve months, reflecting Philips' strategic focus on expanding in these high-growth regions.
This document summarizes Celanese Corporation's presentation at the Credit Suisse 16th Annual Chemical Conference on September 26, 2007. Celanese has an attractive hybrid business model balanced between commodity and specialty chemicals. It aims to grow earnings from 2007 to 2010 through initiatives in Asia, revitalizing businesses like acetate and industrial specialties, and increasing sales of high-performance polymers. Celanese expects $300-350 million in additional operating EBITDA by 2010 through organic growth, operational excellence, and balance sheet improvements.
Rising Stars - Presentation by Thierry Petit, Co-Founder & CEO of Showroomprive at the NOAH 2012 Conference in London, Old Billingsgate on the 7th of November 2012.
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The document provides an overview of client profiles for the CIIB from 2006-2009. It notes that the number of local clients increased 146% from 2006-2007 but then decreased 17% from 2007-2008. Over 1,000 entrepreneurs have used CIIB services in the past 4 years. Foreign client assistance has remained stable at over 310 individuals. The majority (55%) of CIIB clients are in the tourism industry, while agriculture, manufacturing, and construction make up 15% combined.
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The Role of White Label Bookkeeping Services in Supporting the Growth and Sca...YourLegal Accounting
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2. Agenda
The reader
The brand
To reach out
Efficiency
2009-12-03 | 2
3. The reader
A diversified target group
Annual Report
2008
Society Small Employees Vendors Customers Journalists Government Large shareholders, Analytics
shareholders Partners Institutional
investors
Non-professional readers Professional readers
2009-12-03 | 3
4. The reader
… leads to a complicated product
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ÅR ÅR
Annual Report AnnualÅR
Report ÅR
AnnualÅR
Report ÅR
AnnualÅR
Report ÅR
AnnualÅR1980
Report
1980 1985
1980 1985 1990
1980 1985 1990 2000
1970 1980 1990 2003 2005
Legal document + Company- + Environment, CSR, + Legal requirements + Corporate
presentation sustainability by IFRS governance
Is this the best format for efficient communication?
2009-12-03 | 4
6. The reader
Satisfy the needs of the target groups!
Large shareholders,
Small Vendors Institutional
Society shareholders Employees Partners Customers Journalists Government investors Analytics
I want to I want I want a What is the I don’t
What is the Financials for I just need
learn more even more printed board’s believe
dividend? your vendor? an overview!
about x about x version! payment? in this!
Click for more Click to their web There is a Third party confirms
information! site! printed version! this, click here!
Use the search Click to this specialised Watch the CEO Use the search
function! external web site movie instead! function!
The web format holds a lot of information without compromising the overview
2009-12-03 | 6
7. The reader
The traditional way of thinking
We think in terms of ”cover”, ”double spreads”, and the
CEO’s letter to shareholders
We understand structures based on the dimensions of a
paper sheets, and the print process. The broadband explosion
in Sweden in 2006
We are not as comfortable with the 80%
online-medium 70%
60%
50%
40%
None of us is ”web native” 30%
But the ones after us are… 20%
10%
0%
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
Precentage of Swedes 9 – 79 years old using
the Internet an avarge day
(mediebarometern, Nordicom)
2009-12-03 | 7
8. Agenda
The reader
The brand
To reach out
Efficiency
2009-12-03 | 8
9. The brand
You are judged by your web presence
The web is the company’s first point of contact with
stakeholders (whether you like it or not)
It hosts a vital part of your brand-building
For market communication, The web dominates the
capital market
this is common practise
100%
90%
80%
70%
60%
50%
40%
Why shouldn’t this be the case for the 30%
financial communication as well? 20%
10%
0%
Domestic Financial Analysis Bloomberg Website of
news papers databases from brokers terminal current
company
Do you use any of the following sources when searching
for financial information about listed companies?
(H&H Webranking 2007)
2009-12-03 | 9
10. The brand
Number of companies with online reports
70%
60%
50% +48%
40%
2007
30%
2008
20%
+67%
10%
0%
FTSE100 FTSE250
2009-12-03 | 10
11. The brand
Development of digital annual reports
Usability
Increased reach with social media
PDF
Image based
Increased Internet
HTML
penetration rate and new
technologies (XBRL, video) Google Docs now
supports PDF format
Moderate improvements
of HTML reports
AR on CD Rom Increased functionality of
Acrobat reader
Indexed PDF files
Distribution via Internet
1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
2009-12-03 | 11
12. The brand
Brand building by multimedia
Video offers story-telling with a personal touch
2009-12-03 | 12
13. The brand
Increased understanding by interactivity
Detect trends in a complex 10-year overview
2009-12-03 | 13
14. The brand
External sources for depth and
accountability
Wikipedia provides pedagogical, independent information about
the new technology 4G
teliasonera.se gives information Comparisons with earlier annual External linking to independent research centers for drill down
about the current directors reports is easy analysis with high accountability
2009-12-03 | 14
15. Agenda
The reader
The brand
To reach out
Efficiency
2009-12-03 | 15
16. To reach out
The web was invented to share information
An annual report online does not need to be ordered. It is always accessible.
It is published simultaneously to all stakeholders.
2009-12-03 | 16
17. To reach out
Reach a broader audience with online media
Printed report Readers of a printed report
• Shareholders is the ”traditional” target group
• The number of readers is limited by the size of
the circulation of copies.
Online report Readers of an online report
• Shareholders + potential shareholders, other
stakeholders on multiple markets
• Distribution is free of charge
Annual Report
2008
2009-12-03 | 17
18. Agenda
The reader
The brand
To reach out
Efficiency
2009-12-03 | 18
19. Efficiency
Proven platform and process according to a
traditional annual report project
Production tools
1. Microsoft Word
Editable by the client
Track-changes function
2. H&H AR 2.0 Platform
Access to the Word documents via
a project web site
File version management
Output
1. Online report
Content and structure is controlled
automatically by the Word
documents
2. Print-ready PDF
The Word documents are
converted to PDF: No additional
desktop-publishing tools is needed
2009-12-03 | 19
20. Efficiency
AR 2.0, ready-made and proven functions
Designed ”the right way”
Expertise in financial communication
Extensive experience in AR usage
Many web specialists
Production advantages
Ready-made and tested decreases risk
Cost effective
Improved each season
Based on statistical analysis, surveys, and innovation
2009-12-03 | 20
21. Efficiency
Examples of ready-made functions
Enlargeable charts, down- Expandable table rows for
loadable to Excel or high- drill down analysis, and
resolution downloadable to Excel.
Column layout with horizontal scrolling Notes opens in popup
for improved readability. Can also be windows, directly accessible
supplemented with a screen reader. from the main tables
2009-12-03 | 21
22. Efficiency
Detect potential improvements for next year
Statistical analysis for content improvement
How many readers? Which countries and companies are they from?
Which chapters are most interesting? What should we improve for
next year?
Is the CEO movie too long?
What do Google visitors search for?
Statistical analysis for improvement in structure and function
H&H compiles statistics for all AR 2.0 productions to continously
improve and develop the standard functions.
2009-12-03 | 22
23. Efficiency
Content re-use in a new dimension
Re-use subsequent years
Templates, functions, etc, is only developed once
Re-use on the corporate website
The content is created for the web medium from the start, and can
therefore easily be transferred to the corporate website
Annual Report Corporate website
2009
… … …
2009-12-03 | 23
24. Efficiency
Shared content, example
Annual report Corporate website
Company description
Description of the year The company in brief Image bank News flow
The year in brief Vision, strategies CSR, Press releases
CEO statement The share Contact info / sales offices Other news
Financial tables Operations Employees Calendar events
Auditors’ report Organization Financial tables Vacancies
Report of the directors Corporate Definitions Report archive
Governance
No need of parallell web projects = better economy
Decreased risk of mixed messages = better communication
2009-12-03 | 24
25. Summary
The reader
AR 2.0 gives new opportunities to meet the needs of different target groups.
The readers of tomorrow will prefer the web medium
The brand
You are judged by your web presence, whether you like it or not
AR 2.0 enhances the understanding of your company by pedagogical functions
and hyperlinking to deeper sources.
To reach out
The web medium is superior as a distribution channel
Online media reaches new areas of the capital market and potential shareholders
Efficiency
The AR 2.0 process is designed according to the traditional AR process
AR 2.0 provides proven functionality that are improved continuously
Statistics provides exact feedback for optimal improvements
Synchronizing AR Web gives better communication to a lower cost
2009-12-03 | 25