The document is from a 2010 Capital Markets Day presentation by Mikael Olander, CEO of CDON Group, about their internet retailing business. It summarizes that CDON Group has tripled sales in four years through organic growth, new product lines, geographic expansion, and e-commerce acquisitions. Their business model focuses on achieving scale to lower costs and increase customer benefits. They plan to continue aggressive growth through expanding existing brands, geographic roll-outs, and acquiring new brands that can utilize their infrastructure. The Nordic online retail market is large and growing, representing an opportunity for continued fast and profitable growth.
This document provides statistics about Business Innovation Centers (BICs) in the United Kingdom and compares them to BICs across the European BIC Network in 2010. Some key findings:
- 11 BICs were operating in the UK, representing 72.3% of potential participants in the survey.
- In the UK, 37.5% of BICs were hosted in existing organizations, while 62.5% were new entities. Across the network, the percentages were 36.7% and 63.3% respectively.
- The majority (66.7%) of UK BICs had a legal identity as a public body under special law, compared to 34% across the network.
Innovation and Technology in Direct Mail: Case Studies from Europe and Asia (...Vivastream
The document summarizes Mark Harrison's presentation on innovation and technology in direct mail based on case studies from Europe and Asia. The presentation debunks myths about direct mail and discusses how direct mail can better connect with today's global consumers. It then highlights several best-in-class international case studies that used innovative direct mail campaigns to boost sales and engagement for clients in industries like automotive, consumer electronics, apparel, and more. A key case study from Norway is presented, showing how a major retailer used big data analysis to optimize their direct mail program.
www.isource.ie - Irish & Global B2B Trading WebsiteKevin Collins
This document summarizes an online marketplace connecting buyers and sellers around the world. It lists popular product categories and features recently posted buying and selling leads. The site also highlights upcoming trade shows and featured companies and products. Users can search, post offers, browse company and product profiles, and participate in forums to facilitate international business connections and trade.
The document provides an overview of Modern Times Group's (MTG) performance in the first quarter of 2014. Key points include:
- Sales grew 13% at constant exchange rates and 5% organically, driven by growth in free-TV Scandinavia, pay-TV Nordic, and content production.
- Profits grew year-over-year for pay-TV Nordic for the first time in two years, though overall profitability was impacted by investments, seasonality, and currency effects.
- MTG merged Viaplay and MTGx to create a leading digital entertainment platform, and continued expanding its content production business through acquisitions and organic growth.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
The document discusses a new policy but does not provide any details about the specific policy, its goals, impacts, or reasons for being introduced. No information is given in the document to summarize.
The document contains numerical data showing three values: 200, 100, and 0. It appears to be presenting quantitative information but without any additional context it is difficult to determine what specifically is being measured or represented.
This document provides statistics about Business Innovation Centers (BICs) in the United Kingdom and compares them to BICs across the European BIC Network in 2010. Some key findings:
- 11 BICs were operating in the UK, representing 72.3% of potential participants in the survey.
- In the UK, 37.5% of BICs were hosted in existing organizations, while 62.5% were new entities. Across the network, the percentages were 36.7% and 63.3% respectively.
- The majority (66.7%) of UK BICs had a legal identity as a public body under special law, compared to 34% across the network.
Innovation and Technology in Direct Mail: Case Studies from Europe and Asia (...Vivastream
The document summarizes Mark Harrison's presentation on innovation and technology in direct mail based on case studies from Europe and Asia. The presentation debunks myths about direct mail and discusses how direct mail can better connect with today's global consumers. It then highlights several best-in-class international case studies that used innovative direct mail campaigns to boost sales and engagement for clients in industries like automotive, consumer electronics, apparel, and more. A key case study from Norway is presented, showing how a major retailer used big data analysis to optimize their direct mail program.
www.isource.ie - Irish & Global B2B Trading WebsiteKevin Collins
This document summarizes an online marketplace connecting buyers and sellers around the world. It lists popular product categories and features recently posted buying and selling leads. The site also highlights upcoming trade shows and featured companies and products. Users can search, post offers, browse company and product profiles, and participate in forums to facilitate international business connections and trade.
The document provides an overview of Modern Times Group's (MTG) performance in the first quarter of 2014. Key points include:
- Sales grew 13% at constant exchange rates and 5% organically, driven by growth in free-TV Scandinavia, pay-TV Nordic, and content production.
- Profits grew year-over-year for pay-TV Nordic for the first time in two years, though overall profitability was impacted by investments, seasonality, and currency effects.
- MTG merged Viaplay and MTGx to create a leading digital entertainment platform, and continued expanding its content production business through acquisitions and organic growth.
The document discusses the benefits of meditation for reducing stress and anxiety. Regular meditation practice can help calm the mind and body by lowering heart rate and blood pressure. Studies have shown that meditating for just 10-20 minutes per day can have significant positive impacts on both mental and physical health over time.
The document discusses a new policy but does not provide any details about the specific policy, its goals, impacts, or reasons for being introduced. No information is given in the document to summarize.
The document contains numerical data showing three values: 200, 100, and 0. It appears to be presenting quantitative information but without any additional context it is difficult to determine what specifically is being measured or represented.
This document lists 4 drivers from 2008 to 2013 with the 5th listing regions of LatAm, Middle East, and Asia Pacific. It also mentions tracing mobile content and repackaging linear content for non-linear viewing.
Jørgen Madsen Lindemann, President and CEO of Modern Times Group, presented MTG's Capital Markets Day on shaping the future of entertainment. He outlined MTG's strategy of focusing on digital, local, relevant, and customer-centric content across its 60 channels available in 36 countries. MTG has a track record of innovation in the TV industry, and is well-positioned for continued growth through expanding its digital offerings like Viaplay as online video consumption increases globally. The presentation discussed MTG's various business segments and regional markets, and its vision for further transforming entertainment delivery through an increased digital focus.
MTG is an international entertainment broadcasting group with a large broadcast footprint in Europe. It has 60 Viasat channels watched by 125 million people in 31 countries. MTG is the largest free-TV and pay-TV operator in Scandinavia and the Baltics, and the second largest free-TV operator in the Czech Republic and Bulgaria. MTG also has emerging market satellite pay-TV platforms in Russia and Ukraine and pay-TV channels available in 25 countries. MTG has sustained double digit revenue growth and margins despite economic downturns.
“The kingdom of content” and “the creation of sustainable stakeholder value”,...Modern Times Group MTG AB
The document provides an overview of Modern Times Group (MTG), a media company that reaches over 100 million people through its TV and online services. MTG has a growth strategy based on three pillars: geographic expansion into emerging markets, growth of its digital offerings as consumption moves online, and increasing its value-generating content. MTG has leading positions in sports rights and acquired content. Through recent acquisitions, MTG Studios has become a large international producer and distributor of television content, with operations in 15 countries producing over 3,500 hours of content per year. The acquisition of DRG in particular has added global distribution capabilities.
Media & Telecom Champions - Presentation by Dr. Christian Wegner, Chief Digital & Adjacent Officer of ProSiebenSat.1 at the NOAH 2015 Conference in Berlin, Tempodrom on the 9th of June 2015.
This document discusses the rise of online retailing as a new marketing paradigm. It defines retailing as all activities involved in selling goods and services directly to consumers for personal use. The document outlines how online retailing empowers consumers by providing choice, convenience, and lower prices through comparison shopping. However, it also notes challenges like reliability, security, inability to physically examine products, and infrastructure issues. Finally, it discusses prerequisites for successful online stores, like being proactive, communicating, building brands, and arousing curiosity.
This document discusses how social media is changing consumer buying habits and the importance of social media for internet retailing. It provides examples of how social media platforms like Facebook, Twitter, and YouTube can be leveraged to increase sales, generate leads, and build brand awareness. Some key points covered include how 47% of Twitter users access via mobile, 57% of online shoppers have spent over £65 on social commerce sites, and consumers are 3x more likely to trust recommendations over online ads. The document also provides tips for a social media strategy including setting goals, selecting appropriate channels, integration across marketing activities, and tracking and measuring results.
Retail buyers work for stores to select products from wholesalers and manufacturers to resell to customers. They play a key role in product distribution and oversee shipping/receiving. As decision makers, their process involves problem recognition, product specification, supplier search/evaluation/selection, order specification, and performance review. Retail buyers must stay aware of trends, negotiate with suppliers, monitor sales/inventory, ensure quality/value, and some travel extensively. Their management involves planning with forecasting/objectives, organizing tasks/delegation, coordinating implementation/guidance, achieving through selection/negotiation, and controlling through measurement/corrective action.
The document discusses internal marketing as a means of involving staff at all levels in marketing programs to understand their role and the overall marketing orientation. It also explains the 7 Ps of the extended marketing mix for services - the traditional 4 Ps of product, price, place and promotion along with the additional 3 Ps of people, process and physical evidence which are unique to services marketing due to the intangible nature of services. Supplementary or ancillary services are additional services offered by companies to enhance the customer experience.
This document discusses promotional strategies used in the retail sector. It outlines various promotional objectives like increasing sales and customer traffic. The promotional mix includes unpaid elements like public relations and paid elements like advertising. Specific promotional tactics are described, such as sales promotions involving coupons, contests, and samples. The document also discusses public relations strategies and the role of personal selling. It provides examples of major retailers and their slogans. Overall, the document provides an overview of promotional planning and various promotional tools used in retail.
Digitally empowered, price-conscious consumers have rocked retailers’ worlds. High profile announcements by mega-retailers to drive sales and combat “showrooming” have been showcased in the media and at conferences around the world.
RSR’s fifth annual benchmark study on retailers’ pricing capabilities moves beyond the hype to the truth.
The document discusses trends in internet retailing and fashion. It notes that while technology has advanced rapidly, future growth will be harder to achieve and retailers should focus on maximizing revenue online. It identifies four key areas for retailers - discovery, product, brand, and service. For discovery, it discusses the importance of recommendations, reviews, and social aspects. For product, it discusses sizing, virtual fitting rooms, and delivering value. For brand, it emphasizes protecting the brand identity and authenticity. And for service, it highlights the need to improve areas like returns and delivery to better serve customers. The future will require differentiation, innovation, and getting these four areas right.
The document discusses the evolution of the retail buying process from traditional to modern. Traditionally, retail buying was viewed as a subset of industrial buying behavior, which focused on making coherent decisions between products and suppliers. However, the modern retail buying process is more complicated and diverse, requiring involvement in activities across the value chain such as product development, market analysis, and brand management. Key influences that were omitted from traditional models include private brands, retail organization structure, use of information technology, and incorporating customer experience. The modern process encompasses tasks of product management beyond just buying, including pricing, promotion, and inventory management. Category management and quick response strategies are now data-driven approaches used in the retail buying process.
Pardgroup means unconventional Field Marketing. Premium Retail Services anywhere you need, anytime you want.
Our mission is to connect Brands, Trades and Industries. To do this we have 6 dedicated Business Units and over 100 direct employees, who are our strength and allow us to excel at the entire range of services we offer.
We manage and coordinate the entire process of in-store activities: Shopfitting, Shop-In-Shop and fixtures installations, merchandising activities, design and construction of exhibition facilities and P.O.P materials. We also look after the planning of events and exhibitions, promoting services, sales and much more. We offer all these services in Italy and most countries in Europe.
The document discusses retail pricing strategies. It begins by defining the goals of setting the right price that is acceptable to both consumers and retailers. It then outlines various external factors that influence pricing decisions. The document goes on to explain different pricing elements, objectives, and dependent variables that must be considered. It provides details on several specific pricing strategies retailers can employ, such as customary pricing, variable pricing, price lining, and leader pricing. It also discusses cost-oriented pricing approaches like markup pricing and markdown pricing. The overall document serves as a guide for retailers to understand how to establish prices for their merchandise.
This document provides an overview of e-tailing (electronic retailing). It begins by defining e-tailing as selling to final customers through electronic technologies like the internet. It then discusses traditional retailing models and how e-tailing differs, describing various e-tailing business models including general e-stores, specialized e-stores, and e-auctions. The document outlines benefits to both customers and businesses of e-tailing such as convenience, lower costs, and global reach. It also covers features of e-tailing systems and limitations like not being able to see or experience products physically. Finally, it discusses how future technologies may address current limitations, including virtual reality and intelligent shopping agents.
This document discusses strategies for retail promotional planning. It covers the various elements of a retailer's promotional mix, including advertising, sales promotions, personal selling, and public relations. It emphasizes that promotional efforts must fit a retailer's overall strategy and target market. Guidelines are provided for planning effective promotional campaigns with measurable objectives. Key aspects of advertising, public relations, and personal selling as promotional tools are also outlined.
Frozen was a popular Disney film that was viewed by many people. Internal data from Disney shows that Frozen had a high share of viewers and that individual users watched it multiple times. The document appears to be analyzing viewership data for the Disney film Frozen.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
MTG is an integrated and diversified TV operator with operations in pay-TV, free-TV, and radio across the Nordic region and emerging markets. In Q3 2014, MTG saw 12% sales growth at constant FX rates and EBIT growth of 32%. MTG has a successful track record of profitable growth over 10 years and has a unique business model that is integrated, diversified, and platform agnostic. MTG also has a strong content arm and is the largest content buyer in the Nordic region, positioning it well for continued growth.
This document lists 4 drivers from 2008 to 2013 with the 5th listing regions of LatAm, Middle East, and Asia Pacific. It also mentions tracing mobile content and repackaging linear content for non-linear viewing.
Jørgen Madsen Lindemann, President and CEO of Modern Times Group, presented MTG's Capital Markets Day on shaping the future of entertainment. He outlined MTG's strategy of focusing on digital, local, relevant, and customer-centric content across its 60 channels available in 36 countries. MTG has a track record of innovation in the TV industry, and is well-positioned for continued growth through expanding its digital offerings like Viaplay as online video consumption increases globally. The presentation discussed MTG's various business segments and regional markets, and its vision for further transforming entertainment delivery through an increased digital focus.
MTG is an international entertainment broadcasting group with a large broadcast footprint in Europe. It has 60 Viasat channels watched by 125 million people in 31 countries. MTG is the largest free-TV and pay-TV operator in Scandinavia and the Baltics, and the second largest free-TV operator in the Czech Republic and Bulgaria. MTG also has emerging market satellite pay-TV platforms in Russia and Ukraine and pay-TV channels available in 25 countries. MTG has sustained double digit revenue growth and margins despite economic downturns.
“The kingdom of content” and “the creation of sustainable stakeholder value”,...Modern Times Group MTG AB
The document provides an overview of Modern Times Group (MTG), a media company that reaches over 100 million people through its TV and online services. MTG has a growth strategy based on three pillars: geographic expansion into emerging markets, growth of its digital offerings as consumption moves online, and increasing its value-generating content. MTG has leading positions in sports rights and acquired content. Through recent acquisitions, MTG Studios has become a large international producer and distributor of television content, with operations in 15 countries producing over 3,500 hours of content per year. The acquisition of DRG in particular has added global distribution capabilities.
Media & Telecom Champions - Presentation by Dr. Christian Wegner, Chief Digital & Adjacent Officer of ProSiebenSat.1 at the NOAH 2015 Conference in Berlin, Tempodrom on the 9th of June 2015.
This document discusses the rise of online retailing as a new marketing paradigm. It defines retailing as all activities involved in selling goods and services directly to consumers for personal use. The document outlines how online retailing empowers consumers by providing choice, convenience, and lower prices through comparison shopping. However, it also notes challenges like reliability, security, inability to physically examine products, and infrastructure issues. Finally, it discusses prerequisites for successful online stores, like being proactive, communicating, building brands, and arousing curiosity.
This document discusses how social media is changing consumer buying habits and the importance of social media for internet retailing. It provides examples of how social media platforms like Facebook, Twitter, and YouTube can be leveraged to increase sales, generate leads, and build brand awareness. Some key points covered include how 47% of Twitter users access via mobile, 57% of online shoppers have spent over £65 on social commerce sites, and consumers are 3x more likely to trust recommendations over online ads. The document also provides tips for a social media strategy including setting goals, selecting appropriate channels, integration across marketing activities, and tracking and measuring results.
Retail buyers work for stores to select products from wholesalers and manufacturers to resell to customers. They play a key role in product distribution and oversee shipping/receiving. As decision makers, their process involves problem recognition, product specification, supplier search/evaluation/selection, order specification, and performance review. Retail buyers must stay aware of trends, negotiate with suppliers, monitor sales/inventory, ensure quality/value, and some travel extensively. Their management involves planning with forecasting/objectives, organizing tasks/delegation, coordinating implementation/guidance, achieving through selection/negotiation, and controlling through measurement/corrective action.
The document discusses internal marketing as a means of involving staff at all levels in marketing programs to understand their role and the overall marketing orientation. It also explains the 7 Ps of the extended marketing mix for services - the traditional 4 Ps of product, price, place and promotion along with the additional 3 Ps of people, process and physical evidence which are unique to services marketing due to the intangible nature of services. Supplementary or ancillary services are additional services offered by companies to enhance the customer experience.
This document discusses promotional strategies used in the retail sector. It outlines various promotional objectives like increasing sales and customer traffic. The promotional mix includes unpaid elements like public relations and paid elements like advertising. Specific promotional tactics are described, such as sales promotions involving coupons, contests, and samples. The document also discusses public relations strategies and the role of personal selling. It provides examples of major retailers and their slogans. Overall, the document provides an overview of promotional planning and various promotional tools used in retail.
Digitally empowered, price-conscious consumers have rocked retailers’ worlds. High profile announcements by mega-retailers to drive sales and combat “showrooming” have been showcased in the media and at conferences around the world.
RSR’s fifth annual benchmark study on retailers’ pricing capabilities moves beyond the hype to the truth.
The document discusses trends in internet retailing and fashion. It notes that while technology has advanced rapidly, future growth will be harder to achieve and retailers should focus on maximizing revenue online. It identifies four key areas for retailers - discovery, product, brand, and service. For discovery, it discusses the importance of recommendations, reviews, and social aspects. For product, it discusses sizing, virtual fitting rooms, and delivering value. For brand, it emphasizes protecting the brand identity and authenticity. And for service, it highlights the need to improve areas like returns and delivery to better serve customers. The future will require differentiation, innovation, and getting these four areas right.
The document discusses the evolution of the retail buying process from traditional to modern. Traditionally, retail buying was viewed as a subset of industrial buying behavior, which focused on making coherent decisions between products and suppliers. However, the modern retail buying process is more complicated and diverse, requiring involvement in activities across the value chain such as product development, market analysis, and brand management. Key influences that were omitted from traditional models include private brands, retail organization structure, use of information technology, and incorporating customer experience. The modern process encompasses tasks of product management beyond just buying, including pricing, promotion, and inventory management. Category management and quick response strategies are now data-driven approaches used in the retail buying process.
Pardgroup means unconventional Field Marketing. Premium Retail Services anywhere you need, anytime you want.
Our mission is to connect Brands, Trades and Industries. To do this we have 6 dedicated Business Units and over 100 direct employees, who are our strength and allow us to excel at the entire range of services we offer.
We manage and coordinate the entire process of in-store activities: Shopfitting, Shop-In-Shop and fixtures installations, merchandising activities, design and construction of exhibition facilities and P.O.P materials. We also look after the planning of events and exhibitions, promoting services, sales and much more. We offer all these services in Italy and most countries in Europe.
The document discusses retail pricing strategies. It begins by defining the goals of setting the right price that is acceptable to both consumers and retailers. It then outlines various external factors that influence pricing decisions. The document goes on to explain different pricing elements, objectives, and dependent variables that must be considered. It provides details on several specific pricing strategies retailers can employ, such as customary pricing, variable pricing, price lining, and leader pricing. It also discusses cost-oriented pricing approaches like markup pricing and markdown pricing. The overall document serves as a guide for retailers to understand how to establish prices for their merchandise.
This document provides an overview of e-tailing (electronic retailing). It begins by defining e-tailing as selling to final customers through electronic technologies like the internet. It then discusses traditional retailing models and how e-tailing differs, describing various e-tailing business models including general e-stores, specialized e-stores, and e-auctions. The document outlines benefits to both customers and businesses of e-tailing such as convenience, lower costs, and global reach. It also covers features of e-tailing systems and limitations like not being able to see or experience products physically. Finally, it discusses how future technologies may address current limitations, including virtual reality and intelligent shopping agents.
This document discusses strategies for retail promotional planning. It covers the various elements of a retailer's promotional mix, including advertising, sales promotions, personal selling, and public relations. It emphasizes that promotional efforts must fit a retailer's overall strategy and target market. Guidelines are provided for planning effective promotional campaigns with measurable objectives. Key aspects of advertising, public relations, and personal selling as promotional tools are also outlined.
Frozen was a popular Disney film that was viewed by many people. Internal data from Disney shows that Frozen had a high share of viewers and that individual users watched it multiple times. The document appears to be analyzing viewership data for the Disney film Frozen.
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
MTG is an integrated and diversified TV operator with operations in pay-TV, free-TV, and radio across the Nordic region and emerging markets. In Q3 2014, MTG saw 12% sales growth at constant FX rates and EBIT growth of 32%. MTG has a successful track record of profitable growth over 10 years and has a unique business model that is integrated, diversified, and platform agnostic. MTG also has a strong content arm and is the largest content buyer in the Nordic region, positioning it well for continued growth.
In Q3 2014, MTG reported record sales growth of 12% at constant FX and 5% organic growth. EBIT excluding associates was up 32% to SEK 215m. The Nordic free and pay-TV operations grew sales and profits by 7% and 11% respectively. Nice, MTGx, and MTG Radio reported strong organic sales growth of 35% and were profitable. Pay-TV in emerging markets grew sales 25% at constant FX, with mid-single digit organic growth.
MTG is an integrated and diversified TV operator with operations spanning pay-TV, free-TV, radio, and digital in Nordic and emerging markets. In Q3 2014, MTG saw 12% sales growth at constant FX rates and EBIT growth of 32% due to strong performance in the Nordic and emerging markets segments. MTG has a successful track record of profitable growth over 10 years and a unique business model that is integrated, diversified, and platform agnostic with a focus on growing its content offerings and digital capabilities.
- MTG reported strong financial results for Q3 2014, with sales increasing 12% at constant FX rates and 5% organically. EBIT excluding associates was up 32% to SEK 215m.
- Free and pay-TV operations in the Nordic region grew sales and profits by 7% and 11% respectively. Mixed results were seen in Eastern Europe, with sales down 1% due to tough comparisons in the Czech Republic.
- Nice, MTGx and MTG Radio reported strong 35% organic sales growth and returned to profitability in Q3 after losses in the same period last year.
MTG is an integrated and diversified TV operator with a strong content arm and digital focus. It has a successful track record of profitable growth over 10 years, with 11% sales CAGR and 18% EBIT CAGR. MTG has a unique platform that is integrated, diversified, platform agnostic, and decentralized. It has a bright future as it is content rich and at the forefront of innovation and technology with a strong cash flow and balance sheet. MTG will continue long term value creation through its clear growth strategy focused on content, digital expansion, and cost focus/operational excellence.
- MTG reported strong financial results for Q3 2014, with sales increasing 12% at constant FX rates and 5% organically. EBIT excluding associates was up 32% to SEK 215m.
- Free and pay-TV operations in the Nordic region grew sales and profits by 7% and 11% respectively. Mixed results were seen in Eastern Europe, with sales down 1% due to tough comparisons in the Czech Republic.
- Nice, MTGx and MTG Radio saw strong 35% organic sales growth and became profitable in Q3 2014 after losses in the same period the previous year.
MTG is an integrated and diversified TV operator with a strong content arm and digital focus. It operates in 131 countries and reaches over 150 million people. MTG has a successful track record of profitable growth over the past 10 years. It plans to continue its growth strategy through focus on content, digital expansion, and geographic expansion to shape the future of entertainment. As the largest content buyer, MTG is well positioned with popular content like TV shows, sports, and games.
MTG is a diversified TV operator with businesses in pay-TV, free-TV, and digital media. It generates revenue from advertising (44%) and subscriptions (47%). MTG operates across the Nordic region, emerging markets, and globally via content distribution. It has a strong content business and focus on digital platforms and expansion into new geographies. MTG has a successful track record of growth and aims to continue creating long term value through its content, digital, and geographic expansion strategies.
MTGQ2 2014 FINANCIAL RESULTS
Sales were up 13% at constant FX rates and 3% on an organic basis. Operating profits increased despite investments, with higher growth and margins in the Nordic regions offsetting unfavorable FX impacts and last year's one-offs elsewhere. Nice, MTGx and Radio saw strong organic growth and profits. The quarter showed healthy top-line growth and margin expansion, though some markets faced challenges from declining ad sales and geopolitical factors.
MTG has established a successful business model over 10 years with 11% sales CAGR and 15% EBIT CAGR. It has a unique integrated and diversified platform that is well-positioned to take advantage of rising video consumption and digital delivery. MTG's focus on content, operational excellence and geographic expansion provides a clear strategy for long-term growth and value creation.
This document discusses MTG's position as a leading entertainment company. It highlights MTG's successful track record of growth over 10 years, with 11% sales CAGR and 15% EBIT CAGR. MTG has a unique and integrated business model across TV, digital, and different regions. It is focusing on content, digital delivery, and geographic expansion to continue driving long-term value creation. MTG is well-positioned for the future as online and mobile video consumption grows due to its large content library and platform-agnostic strategy.
Modern Times Group reported record first quarter sales with double-digit growth. Sales were up 13% at constant currency rates and 5% on an organic basis. Organic growth was accelerated in Free-TV Scandinavia and Pay-TV Nordic due to Olympics coverage in Sweden. Double-digit organic growth also occurred in Pay-TV EM and content production businesses. Profits grew year-over-year for the first time in two years in Pay-TV Nordic. Overall profitability was impacted by seasonal effects, investments in the Olympics, new channel launches and digital investments. While higher operating margins are expected in Pay-TV Nordic for the full year, expectations for profits in Pay-TV EM were not reiterated due to
Modern Times Group (MTG) is a leading international digital entertainment company focused on shaping the future of entertainment. The document discusses MTG's successful track record over the past 10 years of 27% average return on capital employed and 17% total shareholder return compound annual growth rate. It outlines MTG's strategy of continued growth in content, digital services, and geographic expansion. MTG has a unique platform as a decentralized company with strong positions in television, online video, and mobile across Scandinavia, Central and Eastern Europe, and Africa.
Modern Times Group reported strong financial results for Q4 2013, with accelerated sales growth of 14% driven by increased audience shares and subscriber growth across most markets. Investments in strategic growth areas like content production, digital expansion, and emerging markets delivered higher profits despite rising costs. The company proposed a record high annual dividend as it continues to balance investments for future growth with shareholder returns.
Modern Times Group is a leading entertainment company that shapes the future of entertainment through content, digital services, and geographic expansion. It has a successful track record of growth and is well-positioned for continued future success. MTG has a unique platform as an integrated and diversified entertainment provider across TV, digital, and emerging markets. It will continue to invest in content, digital growth, and geographic expansion to create long-term value.
Modern Times Group (MTG) is a leading European entertainment company that has grown significantly over 25 years. It operates 32 free-TV channels in 10 countries and pay-TV platforms in 9 countries, reaching over 90 million households. MTG has delivered 10% annual sales growth and 24% EBIT growth through a balanced and diversified revenue mix across advertising, subscription and other sources. It continues to invest in content, digital platforms like Viaplay, and geographical expansion to drive further growth and shareholder returns.
Modern Times Group reported financial results for Q3 2013 with sales up 9% at constant currency rates across all five business segments. This demonstrated that investments in content, digital expansion, and geographical growth are fueling customer offerings and sales momentum. The company will continue investing to strengthen these areas and drive future growth, such as through upcoming new channels in Norway and Tanzania and coverage of the 2014 Winter Olympics. Acquisitions like Nice Entertainment will also help scale the content production and distribution business. While short-term profitability is impacted, the investments are building the foundation for sustainable long-term growth and cash generation. With continued strong cash flow and low debt, Modern Times Group is well positioned to fund further investment and shareholder returns.
Beyond Degrees - Empowering the Workforce in the Context of Skills-First.pptxEduSkills OECD
Iván Bornacelly, Policy Analyst at the OECD Centre for Skills, OECD, presents at the webinar 'Tackling job market gaps with a skills-first approach' on 12 June 2024
LAND USE LAND COVER AND NDVI OF MIRZAPUR DISTRICT, UPRAHUL
This Dissertation explores the particular circumstances of Mirzapur, a region located in the
core of India. Mirzapur, with its varied terrains and abundant biodiversity, offers an optimal
environment for investigating the changes in vegetation cover dynamics. Our study utilizes
advanced technologies such as GIS (Geographic Information Systems) and Remote sensing to
analyze the transformations that have taken place over the course of a decade.
The complex relationship between human activities and the environment has been the focus
of extensive research and worry. As the global community grapples with swift urbanization,
population expansion, and economic progress, the effects on natural ecosystems are becoming
more evident. A crucial element of this impact is the alteration of vegetation cover, which plays a
significant role in maintaining the ecological equilibrium of our planet.Land serves as the foundation for all human activities and provides the necessary materials for
these activities. As the most crucial natural resource, its utilization by humans results in different
'Land uses,' which are determined by both human activities and the physical characteristics of the
land.
The utilization of land is impacted by human needs and environmental factors. In countries
like India, rapid population growth and the emphasis on extensive resource exploitation can lead
to significant land degradation, adversely affecting the region's land cover.
Therefore, human intervention has significantly influenced land use patterns over many
centuries, evolving its structure over time and space. In the present era, these changes have
accelerated due to factors such as agriculture and urbanization. Information regarding land use and
cover is essential for various planning and management tasks related to the Earth's surface,
providing crucial environmental data for scientific, resource management, policy purposes, and
diverse human activities.
Accurate understanding of land use and cover is imperative for the development planning
of any area. Consequently, a wide range of professionals, including earth system scientists, land
and water managers, and urban planners, are interested in obtaining data on land use and cover
changes, conversion trends, and other related patterns. The spatial dimensions of land use and
cover support policymakers and scientists in making well-informed decisions, as alterations in
these patterns indicate shifts in economic and social conditions. Monitoring such changes with the
help of Advanced technologies like Remote Sensing and Geographic Information Systems is
crucial for coordinated efforts across different administrative levels. Advanced technologies like
Remote Sensing and Geographic Information Systems
9
Changes in vegetation cover refer to variations in the distribution, composition, and overall
structure of plant communities across different temporal and spatial scales. These changes can
occur natural.
Chapter wise All Notes of First year Basic Civil Engineering.pptxDenish Jangid
Chapter wise All Notes of First year Basic Civil Engineering
Syllabus
Chapter-1
Introduction to objective, scope and outcome the subject
Chapter 2
Introduction: Scope and Specialization of Civil Engineering, Role of civil Engineer in Society, Impact of infrastructural development on economy of country.
Chapter 3
Surveying: Object Principles & Types of Surveying; Site Plans, Plans & Maps; Scales & Unit of different Measurements.
Linear Measurements: Instruments used. Linear Measurement by Tape, Ranging out Survey Lines and overcoming Obstructions; Measurements on sloping ground; Tape corrections, conventional symbols. Angular Measurements: Instruments used; Introduction to Compass Surveying, Bearings and Longitude & Latitude of a Line, Introduction to total station.
Levelling: Instrument used Object of levelling, Methods of levelling in brief, and Contour maps.
Chapter 4
Buildings: Selection of site for Buildings, Layout of Building Plan, Types of buildings, Plinth area, carpet area, floor space index, Introduction to building byelaws, concept of sun light & ventilation. Components of Buildings & their functions, Basic concept of R.C.C., Introduction to types of foundation
Chapter 5
Transportation: Introduction to Transportation Engineering; Traffic and Road Safety: Types and Characteristics of Various Modes of Transportation; Various Road Traffic Signs, Causes of Accidents and Road Safety Measures.
Chapter 6
Environmental Engineering: Environmental Pollution, Environmental Acts and Regulations, Functional Concepts of Ecology, Basics of Species, Biodiversity, Ecosystem, Hydrological Cycle; Chemical Cycles: Carbon, Nitrogen & Phosphorus; Energy Flow in Ecosystems.
Water Pollution: Water Quality standards, Introduction to Treatment & Disposal of Waste Water. Reuse and Saving of Water, Rain Water Harvesting. Solid Waste Management: Classification of Solid Waste, Collection, Transportation and Disposal of Solid. Recycling of Solid Waste: Energy Recovery, Sanitary Landfill, On-Site Sanitation. Air & Noise Pollution: Primary and Secondary air pollutants, Harmful effects of Air Pollution, Control of Air Pollution. . Noise Pollution Harmful Effects of noise pollution, control of noise pollution, Global warming & Climate Change, Ozone depletion, Greenhouse effect
Text Books:
1. Palancharmy, Basic Civil Engineering, McGraw Hill publishers.
2. Satheesh Gopi, Basic Civil Engineering, Pearson Publishers.
3. Ketki Rangwala Dalal, Essentials of Civil Engineering, Charotar Publishing House.
4. BCP, Surveying volume 1
বাংলাদেশের অর্থনৈতিক সমীক্ষা ২০২৪ [Bangladesh Economic Review 2024 Bangla.pdf] কম্পিউটার , ট্যাব ও স্মার্ট ফোন ভার্সন সহ সম্পূর্ণ বাংলা ই-বুক বা pdf বই " সুচিপত্র ...বুকমার্ক মেনু 🔖 ও হাইপার লিংক মেনু 📝👆 যুক্ত ..
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তাই একজন নাগরিক হিসাবে এই তথ্য গুলো আপনার জানা প্রয়োজন ...।
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How to Setup Warehouse & Location in Odoo 17 InventoryCeline George
In this slide, we'll explore how to set up warehouses and locations in Odoo 17 Inventory. This will help us manage our stock effectively, track inventory levels, and streamline warehouse operations.
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Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
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1. 2010 Capital Markets Day
Mikael Olander, CEO CDON Group
Internet Retailing
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 1
2. Where do you put your money?
Indexed growth
performance
2003–2009
Swedish retail sector
Swedish internet retail
CDON Group
Source: Handelns Utredningsinstitut HUI
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 2
3. Background
Segments and brands
Entertainment Fashion Health &Sports
CDON.COM NELLY.COM GYMGROSSISTEN.COM
BOOKPLUS.FI LINUSLOTTA.COM BODYSTORE.COM
LEKMER.SE
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 3
4. Background
Positioned in the largest segments
What is bought online?
1. Clothes/shoes 46 %
2. Home electronics 39 %
3. Movies and music 25 %
4. Books 24 %
5. Home decoration 9%
6. Sports- and leisure 5%
7. Cosmetics and hair-care 4%
Source: Posten Norden 2010
8. Food 4%
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 4
5. Background
Competitive position
Cdon.com
Cdon.com is the Nordic online market leader on DVD’s,
games, CD’s and entertainment. Primary target group is
men/women 18-45. Main online competitors are Ginza.se,
Webhallen.se, Adlibris.se and Coolshop.dk
Nelly.com
Nelly is the Nordic online market leader on fashion in the
target group women 18-35. Main online competitors are
Bubbleroom.se, and Asos.com
Gymgrossisten.com
Gymgrossisten is the Nordic market leader, on- and off-line, in
sports nutrition. Primary target group is men 18-35 that work-
out +4 times/week
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 5
6. Background
Tripled sales in four years
Starting in 1999 with Cdon.com selling CD’s in the Scandinavian countries
the last decade has been characterized by significant organic growth, launch
of new product lines, geographic expansion and e-commerce acquisitions.
Maximizing sales on each site
Aggressively expanding assortment and adding new product groups
Pan-Nordic rollout utilizing the Internet Retailing setup
Cdon.com and Nelly.com are Pan-Nordic today
Expanding the product portfolio through acquisitions
Bought three companies in 2007, one in 2008 and one in 2010
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 6
7. Background
Timeline – key events
2009
2007
Integration of BookPlus.fi in
Acquisition of Nelly.com
CDON.com, expansion of
Acquisition of LinusLotta.com
Fashion’s and Health &
Acquisition of BookPlus.fi
Sports’ private label offerings
1999
Founding of CDON.com as an
2005 2007
online record store within MTG in 2010
Mobile phones and consumer Mp3 bookstore
Sweden, Norway and Denmark Acquisition of Lekmer.se
electronics store launched launched
1999 2000 2003 2004 2005 2006 2007 2008 2009 2010
2000 2003 2006 2008
New stores for DVD movies Swedish bookstore Digital movie-rental store Downloadable PC games store, merchandise
and computer games launched (VoD) added store and Norwegian bookstore launched
launched as well as launch in
Finland 2004 2008
CDON.com is first to launch a Gymgrossisten.com and Bodystore.com
Nordic online digital music store acquired and rolled out in Norway
2008
Pan Nordic roll-out of Nelly.com
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 7
8. Background
Sales and EBIT development (TSEK)
2,000,000 200,000
+36 %
1,800,000 180,000
1,600,000 160,000
1,400,000 +41 % 140,000
1,200,000 120,000 Health & Sports
+23 %
1,000,000 100,000 Fashion
+25 %
800,000 80,000 Entertainment
EBIT
600,000 60,000
400,000 40,000
200,000 20,000
0 0
2005 2006 2007 2008 2009
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 8
9. Background
Sales by segment and market
76 12
Entertainment
Fashion
Sales 2009: SEK 1,337m Sales 2009: SEK 203m
Growth: 26 % Growth: 157 %
EBIT 2009: SEK 93m EBIT 2009: SEK 6m
15
24
52 Finland
Health & Sports
12
Norway
Sweden
Sales 2009: SEK 213m 9
Share of CDON
Growth: 47 % % Group sales
EBIT 2009: SEK 26m
Denmark
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 9
10. Business model
Growth platform
Get big fast
Customer
Synergies of scale leads to a benefits
positive sales spiral increasing Lower
our competitive advantage costs
building barriers of entry Larger
volumes
All segments within Cdon Group Customer
benefits
shall have potential to reach
Lower costs
market leading positions and
Larger
correspond to the entertainment
volumes
segment in revenues. Customer
benefits
Lower costs
Larger volumes
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 10
11. Business model
Scale impact on cost structure
CDON Group cost drivers
Variable costs
72 % Cost of goods sold
13 % Direct selling costs (postage, fulfilment, bank&cc 85 %
and bad debt)
6% Marketing & IT
Fixed costs
8% Organisational (salaries, rent, admin) 15 %
1% Other opex
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 11
12. Business model
Focus areas
Ny bild
Unique reach
Nordic brand awareness
Three focus areas that sets us apart from our competition
General share of all 18-47
are our: year old that know either
brand, ranging from ’heard
• Mass marketing through Internet and TV advertising,
of’ to ’know very well’
driving sales and building brand awareness. MTG’s
channels are our preferred choice but also working
with TV4, Pro7 and WSOY media group (Finland) Cdon.com 95 %
• Huge cross sale and CRM potential in two million Nelly.com 64 %
active customers Gymgrossisten 46 %
• Best in class in-house SEO/SEM competence
YouGov, Oct 2009
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 12
13. Business model
Strategy
Aggressively grow existing brands
Grow existing brands by concept development and product range expansion
Example:
Private label collection
Launched 2008. It now
constitute approximately
20 % of total sales
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 13
14. Business model
Strategy
Geographical roll-out
Grow existing brands by geographic roll-out
Example:
Lekmer to
launch
Pan-
Nordic in
Q4, 2010
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 14
15. Business model
Strategy
Acquire new brands
Continued growth through CDON Group growth vehicle, utilizing existing
infrastructure, through acquisitions and inhouse start-ups
Example:
Acquired in 2010. Broadening of
assortment in progress, Pan-Nordic
roll-out to be executed this year.
Scale-synergies with IT-platform
migration, postal and payment
agreements, group marketing
etc. initiated
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 15
16. Internet retailing
Large and growing market
Large market
Sources: 1. Swedish Retail Institute HUI, Posten Norden, and Forrester Research
The Nordic online retail market is valued at SEK 61 billion, corresponding to approximately
3,8% of the total retail sales in 2009
Untapped potential
The penetration in more mature markets like the US is more than 50% higher than in the
Nordics1. Posten Norden expects the total Swedish distance retail market to double in the
next five years
Online Retail Penetration 20091
8%
6.0%
6% 4.7%
3.8% 3.7% 3.5% 3.4%
4%
2%
0%
US Denmark Nordic avr. Sweden Norway Finland
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 16
17. Summary
Conclusion
• E-commerce is growing explosively
• Acquisitions are successfully integrated combined
with strong organic growth
• Posting record sales and EBIT in 2009 and Q1, 2010
The most powerful e-commerce company in the
Nordic region is poised for continued fast and
profitable growth!
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 17
18. 2010 Capital Markets Day
Mikael Olander, CEO CDON Group
Internet Retailing
Modern Times Group MTG AB
Nasdaq OMX Stockholm : MTGA, MTGB 18