Operational excellence, pricing to value, and pipeline drives are Monsanto's strategic playbook to double Seminis' gross profit from 2007 to 2012. Seminis is expected to outpace industry growth with a 6% CAGR through 2012 by focusing on key crops, shifting to higher value segments like protected culture, and launching 5 new products by 2012 including raised-head broccoli and improved-texture watermelon. The use of genetic mapping and marker assisted breeding could accelerate new product launches by 1-2 years.
The document provides an overview of The Pantry, Inc., a leading convenience store chain in the Southeastern United States. Some key points:
- The Pantry operates over 1,650 convenience stores across 11 states, primarily under the Kangaroo Express brand.
- It discusses the company's strong market positions, benefits from consumer trends toward convenience shopping, and opportunities for further growth and consolidation in the highly fragmented industry.
- Financial highlights include consistent growth in sales, earnings and cash flow in recent years driven by merchandise sales, fuel gallons sold, and proprietary food service concepts.
Monsanto outlines a two-step, two-horizon strategy to 20210 that focuses on growing its current portfolio and pipeline from 2006-2010, and leading through innovation in an increasingly competitive market. In the near term, Monsanto aims to grow the value of corn and cotton franchises by expanding market share and trait penetration. It also aims to establish stacked traits as the technology of choice for farmers. Longer term, Monsanto's strategy is to lead by commercializing new traits annually and expanding its global genetic footprint.
This document provides demographic and economic data about Peru:
- Peru has a population of 29.2 million people with a GDP per capita of $8,500 and life expectancy of 70.4 years. Around 49% of Peruvians live below the poverty line.
- The health system spends 1.9% of GDP on health with $235 spent per capita. Major infectious diseases include typhoid, hepatitis A, malaria, and dengue fever.
- Peru's economy relies heavily on mining and exports of minerals and metals. Agriculture and fishing also contribute significantly to GDP.
- Energy consumption is 924 kW hours per capita, supplied by coal, oil, and natural gas. Deforestation
Braskem acquired Dow's polypropylene business for $323 million, increasing its polypropylene capacity by 1,050 kty. The acquisition includes two plants in Texas and two in Germany. The acquisition makes Braskem the number one polypropylene producer in the US and expands its global footprint. Braskem expects to realize $140 million in synergies from portfolio optimization, industrial improvements, procurement savings, and logistics and supply chain optimization. The acquisition does not significantly change Braskem's capital structure or leverage.
Upping CPO price forecasts. In this report card on the recent results season, we
are raising our CPO price (cif) forecasts by 18% for 2009 and 8% for 2010 to
US$710 per tonne for both years. The reasons for our upgrades are Argentina’s
lower soybean crops, the slower decline in demand growth from key consumers
and a slower-than-expected recovery in palm oil output. Our new local CPO price
forecasts are RM2,280 for 2009 and RM2,250 for 2010.
• CPO price to pull back in 3Q before recovering in 4Q. We remain positive
about CPO price until end-2Q as the replenishment of stocks will require time,
India’s import duties on edible oils remain at zero and there is concern over the
delay in plantings in US. We expect CPO price to pull back in 3Q before
recovering towards the end of the year.
• Upgrading earnings forecasts and target prices. In view of our higher CPO
price forecasts and recent changes in our rupiah assumptions, we are raising our
FY09-10 earnings forecasts for all the planters in our coverage by up to 30%.
This, along with higher target P/Es following our upgrade of regional
stockmarkets, bumps up our target prices by 3-53%. We are raising Hap Seng
Plantations and Sampoerna Agro to Neutral given their recent underperformance.
• Upgrading Malaysian plantation sector to Neutral. We are raising our rating for
the Malaysian plantation sector from Underweight to Neutral as its valuation
premium over regional peers has narrowed following its recent underperformance,
selected plantations stocks will benefit from an increase in their weightings in the
new FBM30 indices on 6 July 2009, we are more bullish on the Malaysian stock
market and foreign shareholding levels have fallen.
• Staying NEUTRAL on regional plantation sector. Despite our CPO price
upgrade, we remain NEUTRAL on the regional plantation sector as the share
prices of most planters in our universe have done well YTD, reflecting the more
upbeat CPO price outlook and expectations of a correction of CPO price in 3Q
due to seasonally higher production and potential cutbacks in demand from major
consuming countries if crop prospects improve. There is also no change to our
Overweight rating on the Singapore plantation sector and Neutral call on the
Indonesian plantation sector. For exposure to the regional plantation sector, we
continue to recommend large-cap liquid planters. Our top picks in the region are
Wilmar, Sime Darby, Indofood Agri and London Sumatra.
Terry Crews, Chief Financial Officer of Bank of America, presented at the 38th Annual Investment Conference on September 16, 2008. The presentation discussed Monsanto's growth opportunity in agricultural productivity through increased demand for yield and innovation to meet that demand. Monsanto aims to double its gross profit from 2007 to 2012 through expanding its seed footprint and introducing valuable biotech traits. Corn seeds and traits were highlighted as demonstrating strong financial growth and momentum through increased market share and trait penetration.
Livebookings is a platform that helps restaurants manage reservations, analyze performance data, and improve based on learnings. It connects diners and restaurants in real-time through any device. The platform aggregates booking data from restaurants, consumers, and partners. It analyzes usage trends around devices, times, and conversion rates to provide insights. Over 9,000 restaurants and 1 million covers have been booked through the growing Livebookings network.
This document summarizes strategies and resources discussed at a conference for an association. It outlines how the association has harnessed changes in technology by aligning stakeholders, prioritizing projects like a learning management system, and developing a social media strategy. Visual tools were used to make thinking visible, including a vision prioritization grid and opportunity portfolio. The association has seen increased revenue and engagement through its focus on strategic planning and digital transformation.
The document provides an overview of The Pantry, Inc., a leading convenience store chain in the Southeastern United States. Some key points:
- The Pantry operates over 1,650 convenience stores across 11 states, primarily under the Kangaroo Express brand.
- It discusses the company's strong market positions, benefits from consumer trends toward convenience shopping, and opportunities for further growth and consolidation in the highly fragmented industry.
- Financial highlights include consistent growth in sales, earnings and cash flow in recent years driven by merchandise sales, fuel gallons sold, and proprietary food service concepts.
Monsanto outlines a two-step, two-horizon strategy to 20210 that focuses on growing its current portfolio and pipeline from 2006-2010, and leading through innovation in an increasingly competitive market. In the near term, Monsanto aims to grow the value of corn and cotton franchises by expanding market share and trait penetration. It also aims to establish stacked traits as the technology of choice for farmers. Longer term, Monsanto's strategy is to lead by commercializing new traits annually and expanding its global genetic footprint.
This document provides demographic and economic data about Peru:
- Peru has a population of 29.2 million people with a GDP per capita of $8,500 and life expectancy of 70.4 years. Around 49% of Peruvians live below the poverty line.
- The health system spends 1.9% of GDP on health with $235 spent per capita. Major infectious diseases include typhoid, hepatitis A, malaria, and dengue fever.
- Peru's economy relies heavily on mining and exports of minerals and metals. Agriculture and fishing also contribute significantly to GDP.
- Energy consumption is 924 kW hours per capita, supplied by coal, oil, and natural gas. Deforestation
Braskem acquired Dow's polypropylene business for $323 million, increasing its polypropylene capacity by 1,050 kty. The acquisition includes two plants in Texas and two in Germany. The acquisition makes Braskem the number one polypropylene producer in the US and expands its global footprint. Braskem expects to realize $140 million in synergies from portfolio optimization, industrial improvements, procurement savings, and logistics and supply chain optimization. The acquisition does not significantly change Braskem's capital structure or leverage.
Upping CPO price forecasts. In this report card on the recent results season, we
are raising our CPO price (cif) forecasts by 18% for 2009 and 8% for 2010 to
US$710 per tonne for both years. The reasons for our upgrades are Argentina’s
lower soybean crops, the slower decline in demand growth from key consumers
and a slower-than-expected recovery in palm oil output. Our new local CPO price
forecasts are RM2,280 for 2009 and RM2,250 for 2010.
• CPO price to pull back in 3Q before recovering in 4Q. We remain positive
about CPO price until end-2Q as the replenishment of stocks will require time,
India’s import duties on edible oils remain at zero and there is concern over the
delay in plantings in US. We expect CPO price to pull back in 3Q before
recovering towards the end of the year.
• Upgrading earnings forecasts and target prices. In view of our higher CPO
price forecasts and recent changes in our rupiah assumptions, we are raising our
FY09-10 earnings forecasts for all the planters in our coverage by up to 30%.
This, along with higher target P/Es following our upgrade of regional
stockmarkets, bumps up our target prices by 3-53%. We are raising Hap Seng
Plantations and Sampoerna Agro to Neutral given their recent underperformance.
• Upgrading Malaysian plantation sector to Neutral. We are raising our rating for
the Malaysian plantation sector from Underweight to Neutral as its valuation
premium over regional peers has narrowed following its recent underperformance,
selected plantations stocks will benefit from an increase in their weightings in the
new FBM30 indices on 6 July 2009, we are more bullish on the Malaysian stock
market and foreign shareholding levels have fallen.
• Staying NEUTRAL on regional plantation sector. Despite our CPO price
upgrade, we remain NEUTRAL on the regional plantation sector as the share
prices of most planters in our universe have done well YTD, reflecting the more
upbeat CPO price outlook and expectations of a correction of CPO price in 3Q
due to seasonally higher production and potential cutbacks in demand from major
consuming countries if crop prospects improve. There is also no change to our
Overweight rating on the Singapore plantation sector and Neutral call on the
Indonesian plantation sector. For exposure to the regional plantation sector, we
continue to recommend large-cap liquid planters. Our top picks in the region are
Wilmar, Sime Darby, Indofood Agri and London Sumatra.
Terry Crews, Chief Financial Officer of Bank of America, presented at the 38th Annual Investment Conference on September 16, 2008. The presentation discussed Monsanto's growth opportunity in agricultural productivity through increased demand for yield and innovation to meet that demand. Monsanto aims to double its gross profit from 2007 to 2012 through expanding its seed footprint and introducing valuable biotech traits. Corn seeds and traits were highlighted as demonstrating strong financial growth and momentum through increased market share and trait penetration.
Livebookings is a platform that helps restaurants manage reservations, analyze performance data, and improve based on learnings. It connects diners and restaurants in real-time through any device. The platform aggregates booking data from restaurants, consumers, and partners. It analyzes usage trends around devices, times, and conversion rates to provide insights. Over 9,000 restaurants and 1 million covers have been booked through the growing Livebookings network.
This document summarizes strategies and resources discussed at a conference for an association. It outlines how the association has harnessed changes in technology by aligning stakeholders, prioritizing projects like a learning management system, and developing a social media strategy. Visual tools were used to make thinking visible, including a vision prioritization grid and opportunity portfolio. The association has seen increased revenue and engagement through its focus on strategic planning and digital transformation.
The document discusses JBS S.A.'s 4th quarter 2009 results. It shows that JBS has grown significantly through acquisitions over the past 15 years, with revenues increasing from $0.3 billion in 1996 to an estimated $30.3 billion in 2009. A chart displays JBS' EBITDA growth over time, with EBITDA margins ranging from 4.3% to 13.6% between 1999-2009. The document provides an overview of JBS as the leading animal protein producer worldwide with over 125,000 employees across operations in South America, North America, Europe, and Oceania.
- Net sales for Q1 2006 were $1.405 billion, up 31% from $1.072 billion in Q1 2005. Gross profit was $634 million, up 29% from $491 million. Net income was $59 million compared to a net loss of $40 million in Q1 2005.
- Guidance for FY2006 targets earnings per share on an ongoing basis in the range of $2.35-$2.50 toward the upper end. Free cash flow is expected to be $825-$900 million.
- Success with variable-based pricing for Bollgard cotton traits showed increased penetration in marginal to modest infestation zones, driving overall increased value capture per acre over
MRV Engenharia is a real estate and construction company focused on affordable housing in Brazil. The document initiates coverage of MRV with a buy rating and December 2008 price target implying 51.8% upside. MRV has a large land bank distributed across 35 Brazilian cities targeting the growing low-income housing demand. While risks include economic downturns impacting demand, the company is well positioned in its segment and has potential to gain market share from smaller competitors with its expansion plans and access to capital. Competition from larger players entering the segment poses a longer term risk.
Renessen leverages Monsanto's biotechnology expertise and Cargill's processing knowledge to create new opportunities through a 50/50 joint venture formed in 1999. Increased ethanol demand will nearly double corn usage for ethanol in the next five years, squeezing corn supplies. Renessen is developing new fractionation technology that increases refinery yields and co-product values by fractionating nutrient-dense corn into high-value revenue streams like corn oil, swine/poultry feed, fermentable starch, and high-protein, low-oil DDGs.
Monsanto reported strong financial results for the fourth quarter and full fiscal year 2008. Net sales increased 35% in the fourth quarter and 36% for the full fiscal year. Diluted EPS on an ongoing basis improved 83% in the fourth quarter and 84% for the full fiscal year. Seeds and traits segments all saw gross profit increases. Over 70% of $2.8 billion in operating cash was used for acquisitions, technology collaborations, and capital investments to support growth. Monsanto expects another year of double-digit earnings growth in 2009, driven by continued strength in seeds and traits.
Experian is a leading global information services company that provides data and analytical tools. It has annual revenue of $4.5 billion, 17,000 employees in 44 countries, and the largest markets are the US, Brazil, and UK. Experian has a market capitalization of £9 billion and ranks 40th on the FTSE 100 index. The company's strategic objectives are to extend its global lead in credit information and analytics, build businesses in new customer segments, build large-scale operations in major emerging economies, become a global leader in digital marketing services, and become the most trusted consumer brand for credit and identity protection services.
- The analyst initiated coverage of Multiplied Media Corporation with a BUY recommendation and a $0.40 target price based on their analysis in the report "Growth is the Poynt".
- The Poynt user base has grown 50% monthly on average since launch in April 2009 and is expected to reach a revenue inflection point in Q4/F09 with 100% sequential growth.
- As the growing user base is monetized through fees and advertising, the company is expected to become EBITDA positive in the second half of 2010.
Webmail - Our guide to online advertising Volume 3Dennis Armstrong
R 15,000 per month Direct mailers
Impressions: 100,000 Location: Inbox
Creative: HTML
Size: 30kb max
Cost: R 0.30 per mailer
Targeting options available
Mail tags Sponsored links
Location: Outgoing mail Location: Inbox
Creative: text Creative: text link
Size: 30 characters max Size: 35 characters max
Cost: R 5,000 per month Cost: R 12,000 per month
Impressions: 12,000,000
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The document provides an overview of Owens Corning's Q3 2008 results and business strategy. It summarizes that:
1) Owens Corning's Q3 results were driven by strong performance in its global composites and roofing businesses.
2) The company aims to differentiate itself, improve performance, and drive growth through innovation, synergies from acquisitions, and a focus on attractive end markets like wind power.
3) Key strategic priorities include managing costs, improving margins through product mix and innovation, and maintaining financial discipline.
1) Monsanto is acquiring De Ruiter Seeds, a leading international protected-culture vegetable seed company, for approximately $800 million.
2) The acquisition strengthens Monsanto's position in the fast-growing protected-culture vegetable seed segment and improves opportunities to capture value through innovation.
3) The addition of De Ruiter Seeds is expected to boost Monsanto's vegetable seed growth outlook, increasing revenue and gross profit projections by more than 20% through 2012 versus original forecasts.
The document describes ITC's various business lines and product lines. It discusses ITC's FMCG business covering foods, cigarettes, personal care, etc. It also outlines ITC's hotels, paperboards, agri business, and IT business lines. It provides details of the different product categories, brands, and variants within each business line.
The document discusses product mix in detail, beginning with definitions of a product and the key components of a product mix. It then provides examples of ITC's diverse product portfolio across various business segments including FMCG (foods, cigarettes, lifestyle retail, stationery, personal care, safety matches, agarbathis), paper and packaging, and agriculture. Within FMCG, it delves into the various brands and product varieties offered by ITC in food products (Aashirvaad, Sunfeast, Candyman, Bingo), cigarettes, lifestyle retail, stationery, personal care, and kitchen foods.
ITC was incorporated in 1910 as Imperial Tobacco Company of India and has since diversified into multiple businesses. It operates in FMCG, hospitality, paperboards, agri-business, and IT with a total of 21 products across 6 major business categories. ITC has a wide product range across industries and provides variants within product categories.
ITC operates in four key business segments: FMCG, hotels, paperboards and packaging, and agribusiness. Within FMCG, ITC manufactures and markets brands across food, personal care, education, lifestyle retailing, cigarettes, matches, and incense sticks. Some notable brands include Aashirvaad flour, Sunfeast biscuits, Candyman snacks, Wills Lifestyle apparel, Vivel and Fiama di Wills personal care products. ITC aims to strengthen rural communities through its agribusiness initiatives focused on agriculture inputs, leaf tobacco, and spices.
The document provides information on Godrej's diverse product portfolio across multiple industries including FMCG, appliances, furniture, security, agriculture, real estate, and industrial engineering. It outlines the various product classes, lines, types, and examples within each industry family. The product mix includes items at various price points to serve broad customer segments.
ITC Limited is a diversified conglomerate with operations in cigarettes, hotels, paper, packaging, agri-business, and FMCG. Some key points:
- ITC was incorporated in 1910 as Imperial Tobacco Company of India and has since diversified into multiple businesses.
- It is a market leader in cigarettes in India and has popular brands like Gold Flake and Silk Cut.
- Other businesses include hotels, food products under brands like Aashirvaad and Sunfeast, lifestyle retailing, personal care, education, and safety matches.
- ITC has a large agri-business exporting agricultural products and operating e-Choupal centers to support farmers.
Presentation of product mix depth,length,width and consistencyhassan ali
This document defines key terms related to a company's product mix, including product mix, product line, width, length, depth, and consistency. It explains that a company's product mix has four dimensions: width refers to the number of different product lines, length is the total number of items in each line, depth is the number of versions of each product, and consistency relates to how closely the lines are related. The document provides Unilever as an example, showing two of its product lines for food/drinks and personal care, and the different products that fall under each line to demonstrate the concepts of product mix width, length, and depth.
Anyone interested in the basics of marketing could access this presentation which talks about the 7Ps, & the product, place, price & promotion at length
Monsanto aims to more than double its gross profit from 2007 to 2012 through organic growth of its core seed and trait business. It plans to achieve this by gaining market share in key crops like US and international corn, soybeans, and cotton. Monsanto expects its research pipeline to deliver new products with increased yields and stress tolerance that will further boost profits. Maintaining financial discipline around expenses, working capital, and capital expenditures will support profit growth and continued strong free cash flow generation over the next five years.
1) Monsanto's corn seed brands DEKALB and ASI are expected to gain market share in the U.S. corn seed market in 2008, with DEKALB gaining 2-3 share points and ASI gaining 1-2 share points.
2) Monsanto has infused its corn seed brands with new traits and technologies, increasing their gross profit per acre. Both DEKALB and ASI are expected to have over half of their corn seed portfolios contain triple-stacked traits in 2008.
3) U.S. acres planted with triple-stacked corn traits are forecasted to grow 40-50% in 2008, providing opportunities for Monsanto's seed brands.
The document discusses Monsanto's strategy to more than double its gross profit from seeds and traits by 2012 through growing its corn and soybean seed platforms globally. Key points include:
1) Seeds and traits gross profit is targeted to grow to $7.3-7.5 billion by 2012 while Roundup gross profit declines.
2) Monsanto aims to increase its share of key seed markets including the US corn market where DEKALB brand share is targeted at 30-34% by 2012.
3) Significant opportunities remain to expand biotech traits internationally, especially for corn and cotton in top markets like Brazil and Argentina.
4) Corn seed and traits gross profit is targeted to
Terry Crews, Chief Financial Officer of Monsanto, presented at the 13th Annual Agricultural Biotech Forum on February 10, 2009. In 3 sentences:
Monsanto targeted to more than double its gross profit from $4.2 billion in 2007 to a range of $9.5-9.75 billion by 2012, driven by growth in its Seeds and Genomics and Agricultural Productivity segments. Roundup and other glyphosate-based herbicide volumes were expected to decrease from 257 million gallons in 2008 to around 230 million gallons in 2009, but gross profit for these products was targeted to increase to a range of $2.4-2.5 billion. Corn seed and traits gross profit was
The document discusses JBS S.A.'s 4th quarter 2009 results. It shows that JBS has grown significantly through acquisitions over the past 15 years, with revenues increasing from $0.3 billion in 1996 to an estimated $30.3 billion in 2009. A chart displays JBS' EBITDA growth over time, with EBITDA margins ranging from 4.3% to 13.6% between 1999-2009. The document provides an overview of JBS as the leading animal protein producer worldwide with over 125,000 employees across operations in South America, North America, Europe, and Oceania.
- Net sales for Q1 2006 were $1.405 billion, up 31% from $1.072 billion in Q1 2005. Gross profit was $634 million, up 29% from $491 million. Net income was $59 million compared to a net loss of $40 million in Q1 2005.
- Guidance for FY2006 targets earnings per share on an ongoing basis in the range of $2.35-$2.50 toward the upper end. Free cash flow is expected to be $825-$900 million.
- Success with variable-based pricing for Bollgard cotton traits showed increased penetration in marginal to modest infestation zones, driving overall increased value capture per acre over
MRV Engenharia is a real estate and construction company focused on affordable housing in Brazil. The document initiates coverage of MRV with a buy rating and December 2008 price target implying 51.8% upside. MRV has a large land bank distributed across 35 Brazilian cities targeting the growing low-income housing demand. While risks include economic downturns impacting demand, the company is well positioned in its segment and has potential to gain market share from smaller competitors with its expansion plans and access to capital. Competition from larger players entering the segment poses a longer term risk.
Renessen leverages Monsanto's biotechnology expertise and Cargill's processing knowledge to create new opportunities through a 50/50 joint venture formed in 1999. Increased ethanol demand will nearly double corn usage for ethanol in the next five years, squeezing corn supplies. Renessen is developing new fractionation technology that increases refinery yields and co-product values by fractionating nutrient-dense corn into high-value revenue streams like corn oil, swine/poultry feed, fermentable starch, and high-protein, low-oil DDGs.
Monsanto reported strong financial results for the fourth quarter and full fiscal year 2008. Net sales increased 35% in the fourth quarter and 36% for the full fiscal year. Diluted EPS on an ongoing basis improved 83% in the fourth quarter and 84% for the full fiscal year. Seeds and traits segments all saw gross profit increases. Over 70% of $2.8 billion in operating cash was used for acquisitions, technology collaborations, and capital investments to support growth. Monsanto expects another year of double-digit earnings growth in 2009, driven by continued strength in seeds and traits.
Experian is a leading global information services company that provides data and analytical tools. It has annual revenue of $4.5 billion, 17,000 employees in 44 countries, and the largest markets are the US, Brazil, and UK. Experian has a market capitalization of £9 billion and ranks 40th on the FTSE 100 index. The company's strategic objectives are to extend its global lead in credit information and analytics, build businesses in new customer segments, build large-scale operations in major emerging economies, become a global leader in digital marketing services, and become the most trusted consumer brand for credit and identity protection services.
- The analyst initiated coverage of Multiplied Media Corporation with a BUY recommendation and a $0.40 target price based on their analysis in the report "Growth is the Poynt".
- The Poynt user base has grown 50% monthly on average since launch in April 2009 and is expected to reach a revenue inflection point in Q4/F09 with 100% sequential growth.
- As the growing user base is monetized through fees and advertising, the company is expected to become EBITDA positive in the second half of 2010.
Webmail - Our guide to online advertising Volume 3Dennis Armstrong
R 15,000 per month Direct mailers
Impressions: 100,000 Location: Inbox
Creative: HTML
Size: 30kb max
Cost: R 0.30 per mailer
Targeting options available
Mail tags Sponsored links
Location: Outgoing mail Location: Inbox
Creative: text Creative: text link
Size: 30 characters max Size: 35 characters max
Cost: R 5,000 per month Cost: R 12,000 per month
Impressions: 12,000,000
14 www.webmail.co.za
EW
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The document provides an overview of Owens Corning's Q3 2008 results and business strategy. It summarizes that:
1) Owens Corning's Q3 results were driven by strong performance in its global composites and roofing businesses.
2) The company aims to differentiate itself, improve performance, and drive growth through innovation, synergies from acquisitions, and a focus on attractive end markets like wind power.
3) Key strategic priorities include managing costs, improving margins through product mix and innovation, and maintaining financial discipline.
1) Monsanto is acquiring De Ruiter Seeds, a leading international protected-culture vegetable seed company, for approximately $800 million.
2) The acquisition strengthens Monsanto's position in the fast-growing protected-culture vegetable seed segment and improves opportunities to capture value through innovation.
3) The addition of De Ruiter Seeds is expected to boost Monsanto's vegetable seed growth outlook, increasing revenue and gross profit projections by more than 20% through 2012 versus original forecasts.
The document describes ITC's various business lines and product lines. It discusses ITC's FMCG business covering foods, cigarettes, personal care, etc. It also outlines ITC's hotels, paperboards, agri business, and IT business lines. It provides details of the different product categories, brands, and variants within each business line.
The document discusses product mix in detail, beginning with definitions of a product and the key components of a product mix. It then provides examples of ITC's diverse product portfolio across various business segments including FMCG (foods, cigarettes, lifestyle retail, stationery, personal care, safety matches, agarbathis), paper and packaging, and agriculture. Within FMCG, it delves into the various brands and product varieties offered by ITC in food products (Aashirvaad, Sunfeast, Candyman, Bingo), cigarettes, lifestyle retail, stationery, personal care, and kitchen foods.
ITC was incorporated in 1910 as Imperial Tobacco Company of India and has since diversified into multiple businesses. It operates in FMCG, hospitality, paperboards, agri-business, and IT with a total of 21 products across 6 major business categories. ITC has a wide product range across industries and provides variants within product categories.
ITC operates in four key business segments: FMCG, hotels, paperboards and packaging, and agribusiness. Within FMCG, ITC manufactures and markets brands across food, personal care, education, lifestyle retailing, cigarettes, matches, and incense sticks. Some notable brands include Aashirvaad flour, Sunfeast biscuits, Candyman snacks, Wills Lifestyle apparel, Vivel and Fiama di Wills personal care products. ITC aims to strengthen rural communities through its agribusiness initiatives focused on agriculture inputs, leaf tobacco, and spices.
The document provides information on Godrej's diverse product portfolio across multiple industries including FMCG, appliances, furniture, security, agriculture, real estate, and industrial engineering. It outlines the various product classes, lines, types, and examples within each industry family. The product mix includes items at various price points to serve broad customer segments.
ITC Limited is a diversified conglomerate with operations in cigarettes, hotels, paper, packaging, agri-business, and FMCG. Some key points:
- ITC was incorporated in 1910 as Imperial Tobacco Company of India and has since diversified into multiple businesses.
- It is a market leader in cigarettes in India and has popular brands like Gold Flake and Silk Cut.
- Other businesses include hotels, food products under brands like Aashirvaad and Sunfeast, lifestyle retailing, personal care, education, and safety matches.
- ITC has a large agri-business exporting agricultural products and operating e-Choupal centers to support farmers.
Presentation of product mix depth,length,width and consistencyhassan ali
This document defines key terms related to a company's product mix, including product mix, product line, width, length, depth, and consistency. It explains that a company's product mix has four dimensions: width refers to the number of different product lines, length is the total number of items in each line, depth is the number of versions of each product, and consistency relates to how closely the lines are related. The document provides Unilever as an example, showing two of its product lines for food/drinks and personal care, and the different products that fall under each line to demonstrate the concepts of product mix width, length, and depth.
Anyone interested in the basics of marketing could access this presentation which talks about the 7Ps, & the product, place, price & promotion at length
Monsanto aims to more than double its gross profit from 2007 to 2012 through organic growth of its core seed and trait business. It plans to achieve this by gaining market share in key crops like US and international corn, soybeans, and cotton. Monsanto expects its research pipeline to deliver new products with increased yields and stress tolerance that will further boost profits. Maintaining financial discipline around expenses, working capital, and capital expenditures will support profit growth and continued strong free cash flow generation over the next five years.
1) Monsanto's corn seed brands DEKALB and ASI are expected to gain market share in the U.S. corn seed market in 2008, with DEKALB gaining 2-3 share points and ASI gaining 1-2 share points.
2) Monsanto has infused its corn seed brands with new traits and technologies, increasing their gross profit per acre. Both DEKALB and ASI are expected to have over half of their corn seed portfolios contain triple-stacked traits in 2008.
3) U.S. acres planted with triple-stacked corn traits are forecasted to grow 40-50% in 2008, providing opportunities for Monsanto's seed brands.
The document discusses Monsanto's strategy to more than double its gross profit from seeds and traits by 2012 through growing its corn and soybean seed platforms globally. Key points include:
1) Seeds and traits gross profit is targeted to grow to $7.3-7.5 billion by 2012 while Roundup gross profit declines.
2) Monsanto aims to increase its share of key seed markets including the US corn market where DEKALB brand share is targeted at 30-34% by 2012.
3) Significant opportunities remain to expand biotech traits internationally, especially for corn and cotton in top markets like Brazil and Argentina.
4) Corn seed and traits gross profit is targeted to
Terry Crews, Chief Financial Officer of Monsanto, presented at the 13th Annual Agricultural Biotech Forum on February 10, 2009. In 3 sentences:
Monsanto targeted to more than double its gross profit from $4.2 billion in 2007 to a range of $9.5-9.75 billion by 2012, driven by growth in its Seeds and Genomics and Agricultural Productivity segments. Roundup and other glyphosate-based herbicide volumes were expected to decrease from 257 million gallons in 2008 to around 230 million gallons in 2009, but gross profit for these products was targeted to increase to a range of $2.4-2.5 billion. Corn seed and traits gross profit was
Brett Begeman discussed Monsanto's strategy to more than double gross profit from corn by 2012 through organic growth of their existing business and pipeline. Key points include:
- Growing U.S. and international corn market share through new hybrids and traits like SmartStax corn which could reset the industry standard after 2010.
- Nearly tripling U.S. penetration of triple-stack traits from 17.7 million acres in 2007 to 45-55 million acres by 2010 through new products and programs.
- Maintaining a strong yield advantage of DEKALB hybrids in the U.S., including 8.4 bushels/acre over competitors in 2007, to drive continued share gains.
-
1) Monsanto has established strategic platforms in high-value crops like corn, soybeans, cotton, and vegetables through its seed and trait crop platforms.
2) Acquisitions of Seminis and Emergent are expected to add to Monsanto's earnings per share and free cash flow forecasts in the coming years.
3) With the additions of Seminis and Emergent, Monsanto has raised the bar for leadership in the global seeds market in terms of total seed and trait revenue.
Brett Begemann, Executive Vice President of Monsanto, presented at an investor day on November 8, 2007. He outlined Monsanto's strategic plan to double gross profit from soybeans over the next 5 years through the launch of its Roundup Ready 2 Yield soybean technology. This new technology was shown to provide a 7-11% yield advantage over previous Roundup Ready soybeans. Monsanto planned to launch Roundup Ready 2 Yield on 5-6 million U.S. acres by 2010-2012 and expected it to more than compensate for any competitive offerings in the marketplace.
The document is Monsanto's 2007 U.S. Investor Day presentation. It summarizes Monsanto's strategic plan to more than double its gross profit from $4.3 billion in 2007 to over $9 billion by 2012 through organic growth of its core seed and trait business segments. Key growth drivers include continued expansion of corn and soybean traits in the U.S. and major farming countries, the 2010 launch of the SmartStax corn product, the upcoming introduction of Roundup Ready 2 Yield soybeans, and a strong R&D pipeline of new products. Monsanto aims to achieve mid-to-high teens ongoing EPS growth and gross margins of 52-54% by 2010 through this strategic execution.
Seminis is focused on developing new vegetable seed products, particularly in high-value crops like tomatoes, peppers, cucumbers, and melons. One key product is a raised head broccoli variety that enables mechanical harvesting, which can significantly reduce labor costs compared to traditional broccoli harvesting. Seminis is developing commercial raised head broccoli varieties and testing prototypes to prepare for product launches targeting major markets like the U.S., U.K., and Spain. The new variety is expected to bring the cost of harvesting into the value of the seed.
The document reviews Monsanto's R&D pipeline. It notes that 5 projects advanced phases and 5 products were added to the pipeline in the past year. Key milestones include the first time 4 projects moved from Phase 2 to Phase 3 and 2 generations of a corn drought family advancing. The pipeline leverages breeding and biotech for commercial growth and new platforms in the next decade.
1) Monsanto projects double-digit earnings growth in 2008, with ongoing EPS expected to increase 25-30% from 2007 levels.
2) Gross profit is targeted to more than double from 2007 levels to over $9 billion by 2012 through organic growth of its base business and R&D pipeline, focusing on areas like US corn, soybeans, and cotton.
3) Strong cash generation is expected in 2008 with free cash flow projected between $900 million to $1 billion, and capital expenditures increasing to over $800 million.
The document provides an overview and update of Monsanto's research and development pipeline. Key points include:
- 5 projects advanced phases in the biotech trait pipeline and 5 new products were added.
- DEKALB corn maintained a 8.4 bushel per acre yield advantage on average compared to competitors. When protected with YieldGard VT Triple, the advantage widened to 14.6 bushels.
- Roundup Ready2Yield soybeans and molecular breeding are expected to significantly increase soybean yields above historic trends.
- The drought tolerant corn family and nitrogen utilization corn family projects were advanced in the pipeline.
Monsanto's presentation outlined its strategic plan to double gross profit from corn seed and traits from 2007 to 2012 through expanding in key areas:
1) Growing its U.S. seed footprint through continued DEKALB share gains of up to 10 points by 2012.
2) Expanding trait penetration in the U.S., with potential to nearly triple SmartStax acreage by end of decade.
3) Expanding its international seed footprint, with a goal of 1-2 share point gains annually in key markets like EU27, Brazil and Argentina through 2012.
The document discusses Monsanto's strategy around seeds and traits for corn. It notes that Monsanto has invested over $5 billion in seeds-and-traits R&D over 10 years. It also discusses Monsanto's leadership in developing and commercializing biotech traits for corn and how the company is focused on delivering total performance to farmers through high-yielding seeds and trait packages. Finally, it provides examples of how drought-tolerant corn in development could create value by accessing new market acres in the U.S., Brazil, and Argentina.
Terry Crews, Chief Financial Officer of Monsanto, presented at the 35th Annual Investment Conference hosted by Banc of America Securities on September 21, 2005. Monsanto's seeds and traits strategy has driven strong earnings performance, with ongoing EPS growth of 12% in 2003-2004 and an estimated growth rate of 26-29% for 2005. Financial discipline has established seeds and traits as the foundation of Monsanto's strategy, with gross profit from seeds and traits exceeding that of Roundup herbicide in 2003. Monsanto expects to continue accelerating the performance of its seeds and traits business in 2006-2007.
This document provides an overview of an investor tour of Seminis Research Headquarters scheduled for August 1-2, 2005. It includes forward-looking statements and discusses various risks and uncertainties that could impact financial results. It also notes that certain non-GAAP financial measures such as free cash flow and return on capital will be used and includes reconciliations to GAAP measures. Finally, it outlines the company and industry overview and research and development overview presentations that will take place during the tour.
Hugh Grant, Chairman and CEO of Monsanto, presented at the Goldman Sachs Agricultural Biotech Forum. In the presentation, Grant discussed Monsanto's focus on seeds and traits, which have driven strong gross profit growth. He outlined Monsanto's strategy to extend its leadership in seeds and traits through 2010 by leveraging six growth opportunities. Grant also reviewed Monsanto's corn seed and trait performance in the U.S., noting its strength in key maturity zones is translating to increased market share. He projected demand from ethanol will provide a further boost for Monsanto's corn technology. Internationally, Grant noted Monsanto's seed business provides varying levels of profit opportunity in major corn markets.
Jean-Marc Huët, Senior Vice President and Chief Financial Officer of Bristol-Myers Squibb, presented at the Credit Suisse Health Care Conference on November 13, 2008. He discussed Bristol-Myers Squibb's plans to become a next generation biopharma company through productivity initiatives aimed at improving efficiency. He highlighted strong financial performance in 2008 due to sales growth, margin improvements, and portfolio shifts including selling medical devices businesses. Huët believes Bristol-Myers Squibb is well positioned with a strong cash position and conservative capital structure to execute on productivity goals and pipeline investments.
The document discusses opportunities for growth at Monsanto across several business segments through 2010. It outlines opportunities to increase market share and trait adoption in U.S. corn, expand internationally into markets like Europe, Africa, Latin America and Asia, and continue commercializing biotech traits globally, especially soybeans, cotton and corn. Capturing these opportunities could increase Monsanto's gross profit margin from its current level to a target range of 51-53% by 2010.
Terry Crews, Chief Financial Officer of Monsanto, presented at the 2008 Bank of America Basics/Industrials Conference on May 8, 2008. In his presentation, he outlined Monsanto's goal to more than double its 2007 gross profit of $4.2 billion to nearly $9 billion by 2012 through organic growth across its business segments. He described Monsanto's strategic playbook and growth drivers in U.S. and international corn, soybeans, cotton, and vegetables, as well as its research and development pipeline, to achieve this goal over the next five years.
This document provides an overview and highlights of Virgin Media's performance in the fourth quarter of 2006. It discusses the company's achievements over the last 12 months including the Telewest merger and Virgin Mobile acquisition. The fourth quarter saw revenue growth across all segments, strong net additions, and continued ARPU and customer care improvements. Priorities for 2007 include delivering on the new Virgin brand, targeting competitor customers, driving efficiency and improving customer care.
This document provides an overview of Virgin Media's performance in the fourth quarter of 2006. It discusses the company's achievements over the past year including the Telewest merger and Virgin Mobile acquisition. The highlights of Q4 2006 include revenue growth across all segments, strong broadband and TV subscriber additions, and increased triple play penetration. Priorities for 2007 include delivering on the new Virgin brand, targeting competitor customers, driving efficiency and improving customer care.
Virgin Media reported its financial results for the first quarter of 2007. Key highlights include:
1) Strong growth in broadband, TV and mobile contract customers due to compelling offers and marketing campaigns promoting bundled services. However, fixed line customers continued to decline due to increased competition.
2) ARPU was slightly down due to lower fixed line usage, but triple play penetration and Old NTL ARPU increased, pointing to continued ARPU growth.
3) Customer churn improved to 1.6% due to more rigorous credit policies and efficient sales channels, while Sky basics had a minimal impact in Q1.
4) Mobile contract growth remained strong through cable cross-sell, while pre-pay declined season
This document summarizes Virgin Media's performance in the first quarter of 2007. It discusses Virgin Media's progress on key priorities such as brand strength, targeting competitors, cable integration, and cross-sell opportunities. Financial metrics like revenue, customer additions and disconnects, and ARPU are also reviewed. Challenges from increased competition and the impact of Sky's new "Basics" package are addressed.
This document provides a summary of Virgin Media's financial performance in the second quarter of 2007. It discusses declines in revenue due to customer churn related to the loss of Sky basics channels, but notes improving trends in areas like TV and broadband. Key points highlighted include strong growth in video on demand usage, successful bundling of products, expansion of high speed broadband services, and continued strength in the mobile business. The summary also previews upcoming content initiatives and their potential to further drive customer growth and engagement.
This document summarizes Virgin Media's financial performance in the second quarter of 2007. Key points include: losses of Sky basic channels impacted customer churn but TV performance was better than expected; strong mobile contract sales and bundling of products continued; and while ARPU was affected by retention activities, cash flow outlook remains strong. The document provides details on customer additions and disconnects, growth of triple play bundling, and increases in video on demand usage.
This document provides a summary of Virgin Media's financial results for the third quarter of 2007. It notes significant improvements in customer and revenue growth metrics compared to previous quarters. Revenue was up slightly from the second quarter due to growth in the consumer, business services, content, and mobile segments. Operating cash flow also increased due to lower costs and certain one-time benefits. However, proactive investment in customer growth was also noted as impacting operating cash flow. Net debt remained substantial as of the end of the third quarter.
This document provides a summary of Virgin Media's financial results for the third quarter of 2007. It discusses improvements in customer and revenue growth metrics compared to previous quarters. Specifically, it notes record quarterly gross additions and reduced churn. It also summarizes growth in the company's broadband, TV, telephony, mobile, and business services segments. The document concludes with discussions of operating cash flow, revenue, and net debt levels.
The document summarizes an UBS media conference by Acting CEO Neil Berkett of Virgin Media on December 5, 2007. Berkett discussed Virgin Media's transformation through integration, re-engineering growth initiatives. He highlighted opportunities in premium TV, basic pay-TV, free DTV and contract mobile. Berkett also outlined Virgin Media's network advantages in speed and reach, and strategies to increase customer value through volume, ARPU and tenure. Mobile was discussed as an important driver of consumer value through cross-selling. Valuable tax assets were also noted.
The document summarizes an UBS media conference by Acting CEO Neil Berkett of Virgin Media on December 5, 2007. Berkett discussed Virgin Media's transformation through integration, re-engineering growth initiatives, and building the platform for growth. He highlighted opportunities in premium TV, basic pay-TV, free DTV, broadband, and mobile services. Berkett also covered Virgin Media's network advantages, content assets, tax assets, and the significant potential asset value of the company's network, consumer base, mobile business, and content.
This document provides a summary of Virgin Media's financial and operational results for the first quarter of 2008. Key highlights include continued strong growth in broadband and TV customers, record-low cable churn of 1.2%, and stable cable ARPU despite non-recurring benefits in the previous quarter. OCF increased slightly compared to last quarter. Capex remained high at 13.7% of revenue to support network upgrades including faster broadband speeds. Revenue declined slightly due to seasonal factors in certain business units.
This document summarizes Virgin Media's financial and operational results for the first quarter of 2008. Key highlights include continued strong growth in broadband and TV customers, record-low cable churn of 1.2%, and stable cable ARPU despite non-recurring benefits in the previous quarter. OCF was £324 million for Q1 2008, up slightly from the previous quarter. Cash capex was £125 million for network upgrades and expansion.
This document provides a summary of Virgin Media's performance in the second quarter of 2008. It discusses financial results including operating cash flow growth and SG&A reductions. It also reviews operational metrics such as subscriber growth, churn rates, broadband and TV services. Virgin Media saw increased revenue and profitability in Q2 2008 compared to the same period last year.
This document provides a summary of Virgin Media's performance in the second quarter of 2008. It discusses financial results including operating cash flow growth and SG&A reductions. It also reviews operational metrics such as subscriber growth, churn rates, broadband and TV services. Virgin Media saw increased revenue and profitability in Q2 2008 compared to the prior year through lower churn, higher triple-play penetration and a focus on quality customer growth. The company believes its cable network gives it advantages over DSL providers that will increase further after investments are completed.
This document provides a summary of Virgin Media's financial results for the third quarter of 2008. It reports that Virgin Media continued to see growth in key metrics such as on-net customer additions, broadband and TV subscriber growth, and improving triple play penetration. ARPU increased through price increases, cross-selling, and upselling efforts. Mobile contract customer growth was strong through cross-selling to cable customers. Content revenues increased for VMtv but declined for Sit-Up. Overall revenue was flat, while operating cash flow and margins declined slightly compared to last year. Capital expenditures remained high to continue network upgrades and expand service offerings.
This document provides a summary of Virgin Media's financial results for the third quarter of 2008. It reports that Virgin Media continued to see growth in key metrics such as on-net customer additions, broadband and TV subscriber growth, and improving triple play penetration. ARPU increased through price increases, cross-selling, and upselling efforts. Mobile contract customer growth was strong through cross-selling to cable customers. Content revenue increased for VMtv but declined for Sit-Up. Overall revenue was flat, while operating cash flow and margins declined slightly compared to last year. Capital expenditures remained high to continue network investments.
The document discusses Virgin Media's strategy to leverage its network advantages for renewed growth. Key points include plans to: 1) lead in next generation broadband through upgrades to 10Mbps and beyond; 2) lead the on-demand TV revolution through growing video on demand usage and iPlayer views; and 3) leverage mobile as a third screen through bundling mobile services. Virgin Media also aims to build a more efficient customer focused organization through an operational transformation program targeting over £120m in annual cost savings by 2012.
The document discusses Virgin Media's strategy to leverage its network advantages for renewed growth. It aims to lead in next generation broadband, lead the on-demand TV revolution, and leverage mobile as a third screen. Virgin Media has the best broadband economics due to its high market share and lower costs. It is focusing on upgrading customers to higher broadband tiers, growing on-demand TV and video usage, and integrating mobile offerings. The company expects operational transformation to deliver over £120 million in annual cost savings by 2012.
The document provides an agenda and overview for an investor and analyst day being held by Virgin Media in London on November 13, 2008. It includes:
1) A disclaimer stating that forward-looking statements in the document involve risks and uncertainties that could cause actual results to differ materially.
2) An agenda for the day's presentations on Virgin Media's strategy, growth initiatives, network strengths, financial structure and regulatory progress.
3) Introductions of the senior management team who will be presenting.
The document provides an agenda and overview for an investor and analyst day being held by Virgin Media in London on November 13, 2008. It includes:
1) A disclaimer stating that forward-looking statements in the document involve risks and uncertainties that could cause actual results to differ materially.
2) An agenda for the day's presentations on Virgin Media's strategy, growth initiatives, network strengths, financial structure and regulatory progress.
3) Biographies and photos of Virgin Media's management team, including the CEO and heads of key business units.
[4:55 p.m.] Bryan Oates
OJPs are becoming a critical resource for policy-makers and researchers who study the labour market. LMIC continues to work with Vicinity Jobs’ data on OJPs, which can be explored in our Canadian Job Trends Dashboard. Valuable insights have been gained through our analysis of OJP data, including LMIC research lead
Suzanne Spiteri’s recent report on improving the quality and accessibility of job postings to reduce employment barriers for neurodivergent people.
Decoding job postings: Improving accessibility for neurodivergent job seekers
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The Universal Account Number (UAN) by EPFO centralizes multiple PF accounts, simplifying management for Indian employees. It streamlines PF transfers, withdrawals, and KYC updates, providing transparency and reducing employer dependency. Despite challenges like digital literacy and internet access, UAN is vital for financial empowerment and efficient provident fund management in today's digital age.
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Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
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A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
Enhancing Asset Quality: Strategies for Financial Institutionsshruti1menon2
Ensuring robust asset quality is not just a mere aspect but a critical cornerstone for the stability and success of financial institutions worldwide. It serves as the bedrock upon which profitability is built and investor confidence is sustained. Therefore, in this presentation, we delve into a comprehensive exploration of strategies that can aid financial institutions in achieving and maintaining superior asset quality.
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Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Unlock Your Potential with NCVT MIS.pptxcosmo-soil
The NCVT MIS Certificate, issued by the National Council for Vocational Training (NCVT), is a crucial credential for skill development in India. Recognized nationwide, it verifies vocational training across diverse trades, enhancing employment prospects, standardizing training quality, and promoting self-employment. This certification is integral to India's growing labor force, fostering skill development and economic growth.
1. TERRY CREWS
EXECUTIVE VICE PRESIDENT,
CHIEF FINANCIAL OFFICER
MONSANTO BIENNIAL
U.S. INVESTOR DAY
NOVEMBER 8, 2007
1
2. OVERVIEW
Operational Excellence, Pricing to Value, Pipeline Drive
Seminis Growth Over Next Five Years
MONSANTO GROSS PROFIT 2012 GROWTH RANGE
GROWTH TARGETS Gross profit targeted to double
$9,000 from 2007 through 2012
STRATEGIC PLAYBOOK
$8,000
$7,000 Seminis
GROSS PROFIT
(IN MILLIONS)
$6,000 1. Improve working capital and
margins through
$5,000
operational excellence
$4,000 2. Price existing products to
value
$3,000
3. Shift portfolio to richer mix
of products
$2,000
4. Launch new products with
$1,000
increased value
$0 5. Accelerate new product
launches via use of
MILESTONES
2004 2007 2012
molecular markers
2010
2007
Gross margin
Base Gross Profit:
target: 52-54%
$4,286M
ONGOING EPS GROWTH:
MID-TO-HIGH TEENS
2
3. SEMINIS
Tomatoes, Peppers, Cucumbers and Melons Predominant
Revenue Opportunities in Vegetable Industry
INDUSTRY SALES MONSANTO SALES
2007 TOTAL INDUSTRY PROJECTION FY 2007 ACTUALS
11%
16%
28%
31% 10%
Solanaceous
Solanaceous
7% Cucurbits
Cucurbits
Brassica
Brassica
Large Seed
Large Seed
17%
Leafy & Other
13%
Leafy & Other
Root & Bulb
Root & Bulb
21%
20%
13% 13%
Product categories that Similar to industry, Monsanto’s
include tomatoes, sales of product categories that
peppers, cucumbers and include tomatoes, peppers,
melons represent 51% of cucumbers and melons represent
global vegetable seed 49% of FY 2007 vegetable seed
revenues of $3B revenues of $612M
3
Source: Company estimates
4. SEMINIS
Strong Positions Established in Key Crops to Capture or
Maintain Leadership in Growing Market
CURRENT STATUS AND OPPORTUNITY:
SEMINIS KEY CROPS IN PROFESSIONAL MARKETS
TOTAL TOTAL SEED SEMINIS
MARKET TOP TWO
MARKET VALUE CURRENT
ACREAGE COUNTRIES
OPPORTUNITY VALUE SHARE
OPPORTUNITY
(ANNUAL SALES $M) (PERCENT)
(M ACRES)
SOLANACEOUS
TOMATOES 6.7 $500M-$550M 17%-19% Spain, Italy
PEPPERS 7.1 $325M-$375M 24%-27% Spain, U.S.
ROOT & BULB
ONION 4.8 $250M-$300M 14%-17% U.S., China
CUCURBITS
CUCUMBERS 2.7 $175M-$225M 28%-35% U.S., Spain
MELON 1.8 $125M-$175M 10%-15% Spain, France
4
5. SEMINIS
Focus on Operational Excellence Will Lift Margins, Improve
Working Capital and Create Base for Further Value Creation
(PERCENT OF NET SALES)
TARGET
70%
CROP: Vegetables
60%
GROSS PROFIT
Operational 50%
OBJECTIVE:
excellence
40%
2008 STATUS
65%
30%
• Inventory write-downs in
44%
20%
FY 2007 resulted in 44%
10%
margin
• Inventories and 0%
RECEIVABLES AND INVENTORIES
receivables at 80% of net 2007 2012F
sales in FY 2007
(PERCENT OF NET SALES)
90%
2012 OUTLOOK
80%
70%
• Streamlined portfolio, TARGET
25%
60%
improved demand
forecasting and focus on 50% 20%
working capital lead to 40%
20+ point improvement 30% 55%
in gross margin and and 20% 40%
5-15 point reduction in 10%
receivables and 0%
inventories as percent of
2007 2012F
net sales
INVENTORIES RECEIVABLES
5
6. SEMINIS
Similar to Strategy in Row Crops, Strategy in Seminis Is to
Shift Commodity Inputs and Downstream Value Into Seed
VEGETABLE PRODUCTION INPUTS
CROP: Vegetables
2007 NAFTA, EUROPE AND MIDDLE EAST
INDUSTRY PROJECTION
Improve value
OBJECTIVE:
of the seed
1%
1%
2008 STATUS
12%
• Today, vegetable
Insecticides
producers spend 5% of
12%
Fungicides
their total input costs on
Herbicides
seeds
5%
Fertilizer
2012 OUTLOOK Seed
69%
Labor, Harvest,
• Introduce new varieties
Marketing &
that move value from
Chemical Application
inputs into seed or that
improve yields to improve
grower returns
• Additional opportunity to
shift value from retail
Vegetable growers in North
vegetable value into seed
America, Middle East and
with improvements in
Europe spend $43B on inputs;
quality and processing
seed only $2B of this total
characteristics
6
Source: Company estimates
7. SEMINIS
Seminis Expected to Outpace Industry Sales Growth Projection
with 6 Percent CAGR Through 2012
VEGETABLE SEED: GLOBAL MARKET SIZE
$4,000
$3,500
$3,000
ANNUAL REVENUE
(IN MILLIONS)
4 percent CAGR drives
$2,500
seed market
$2,000 opportunity of $3.7
Seminis expected to grow
billion annually by 2012
faster than industry with 6
$1,500
percent CAGR
$1,000
$500
$0
2007 2008F 2009F 2010F 2011F 2012F
MARKET BENCHMARKS
SEMINIS REVENUES
SEED MARKET $3B
PRODUCTION ALL OTHER VEGETABLE SEED REVENUES
96M
ACRES
7
Source: Company estimates
8. SEMINIS
Shift to Higher Value Segments, Such as Protected Culture,
Lifts Sales and Margins
MULTIPLE MARKET OPPORTUNITIES IN TOMATOES
INPUT COST/ REVENUE/ SEED SEED
YIELD/ACRE
ACRE ACRE RATE/ACRE1 COST/ACRE
OPEN-FIELD 32 tons $1.6K $2.4K 6Mx $42
PLASTIC HOUSE
57 tons $26K $32K 10Mx $1200
PROTECTED- CULTURE
GLASS HOUSE
230 tons $180K $207K 14Mx $2600
PROTECTED-CULTURE
PROTECTED-CULTURE VALUE CREATION Because of added value from
increased yield and quality,
30
VALUE PER ACRE
premium on greenhouse tomato
AVERAGE SEED
25
seed is 26X seed for open-field
(INDEXED)
20 cultivation
15
In protected culture cultivation,
10 growers raise crops indoors for
controlled environment, consistent
5
quality and less pressure from
0
insects and disease
OPEN-FIELD PLASTIC HOUSE GREENHOUSE
TOMATOES
8
1. Mx = 1000 seeds
9. SEMINIS
Roughly 35 Percent of Seminis’ Tomato Sales from Protected
Culture Today; Segment to Grow by Nearly 10 Percent CAGR
CROP: Vegetables
SEMINIS ANNUAL TOMATO SEED SALES
PROTECTED CULTURE VS OPEN FIELD
Improve
OBJECTIVE: market share INDEX = 2007
mix
2008 STATUS
2012F
2007
• Tomato seeds for
protected culture
garners 17x to 26x price
16%
of open field seed from 13%
improved yields
• Current protected
55%
culture tomato seed 26%
61%
sales only 38% of our 29%
annual tomato sales
1.3X
2012 OUTLOOK
• Target to grow
segment by nearly 10% OVER 2007 INDEX
CAGR via breeding
OPEN FIELD
investment and
PLASTIC HOUSE
acquisitions such as
Western Seed
GLASS HOUSE
9
Source: Company estimates
10. SEMINIS
Five New Products Identified As Key Launches By 2012
NEW PRODUCT OPPORTUNITY: PRODUCTS TO BE LAUNCHED BY 2012
TYPE OF VALUE PER ACREAGE KEY EXPECTED
PRODUCT CONCEPT
BENEFIT ACRE OPPORTUNITY REGIONS LAUNCH
SOLANACEOUS
Disease,
Multiple agronomic
SWEET PEPPER $1,600 26,000 U.S. 2011
nematode and
improvements
virus resistance
BRASSICA
RAISED HEAD Enabled mechanical U.K., U.S.,
Labor savings Up to $600 200,000 2010
BROCCOLI harvest Spain
CUCURBITS
$80-$100
50,000 pickling
pickling
Disease U.S.,
CUCUMBER Disease resistance 2011
resistance Mexico
100,000 slicers
$150-$170
slicers
Enhanced U.S.,
$160 NA
WATERMELON Improved texture 290,000 2011
processing and Europe,
$260 EA
shelf life Mexico
LEAFY
RUGBY Extended shelf U.S.,
Processor quality $160 40,000 2009
LETTUCE life Mexico
10
11. SEMINIS
Raised-Head Broccoli Brings Cost of Harvesting Into
Value of Seed
KEY REGIONS Spain, U.K., Mexico, U.S.
AVAILABLE ACRES 200K Acres
Raised-Head Broccoli PERCENT PENETRATED 0%
CROP: Vegetables
OBJECTIVE: New products
PRODUCT CONCEPT
Mechanical
• Raised-head broccoli enables
harvesters
mechanical harvest and can move
improved quality through
fields, more
2007 PERFORMANCE UPDATE
easily
removing
• Breeding and mechanical
individual
harvester prototypes
broccoli
developed
heads from
• Commercial varieties under raised-head
development varieties
• Demonstration trials planted
Labor for traditional broccoli harvesting costs $200-$400/acre
Increased use of mechanization for harvesting could result in
cost savings per acre of up to 80% of labor
Reduced cooling/warehousing costs and greater harvest
flexibility provide additional $200/acre of savings
Market delivery improvement leads to enhanced quality
11
12. SEMINIS
Improved-Texture Watermelon Expected To Be First of
Several Products to Move Downstream Value into Seed
KEY REGIONS U.S., Europe
AVAILABLE ACRES 290K Acres
Improved-Texture Watermelon PERCENT PENETRATED 0%
VALUE OPPORTUNITY: SHELF-LIFE AND EATING QUALITY
CROP: Vegetables
OBJECTIVE: Watermelon hybrids with 2x
New Products
improved texture compared with
PRODUCT CONCEPT
commercial standards to provide
superior shelf life
• Improved texture enables
improved shelf-life benefit and Minimal water loss and flesh
deterioration provides greater
enhanced eating quality as
appeal
processed product has
superior firmness, lower Superior texture and crispness
liquid purge and improved compared with commercial
visual appeal standards
2007 PERFORMANCE UPDATE
U.S. Watermelon Value Chain
• Oval and round shape hybrids
$1,450M
developed
• Initial consumer taste panels $800M
complete
$325M
• Commercial trials initiated $12M
Grower/ Retailer/Food
Wholesaler1
Seed Shipper1 Service1
12
1. Source: Cirrus
13. SEMINIS
Genetic Mapping Timetable One Year Ahead of Original
Plans with Target Increase of 50 to 150 Percent
CROP: Vegetables
MARKER PLATFORMS
Accelerated
OBJECTIVE:
launches
2008 STATUS SWEET CORN
5,000
NUMBER OF MARKERS DEVELOPED
• Began application of
NEW
breeding technology, TARGET:
2,500
with genome-wide 2,500
markers
marker platform for
tomatoes and peppers NEW
TARGET:
1,500
2012 OUTLOOK
1,500
markers
• By 2009, Seminis
1,000
should have 1,500 OLD
markers for each of the TARGET:
BRASSICA
1,000
9 crops, 2,500 plus
ON
TOMATO EL markers
markers for tomatoes
RM
500
MELON
TE
and peppers; one year EXPLORATORY:
WA
PEPPER ONION, CUCUMBER,
ahead of original target
LETTUCE, BEAN
with 50-150% more
markers 2009F
2007F 2008F
2006
13
14. SEMINIS
Development of New Products Using Markers Reduces Time
from Discovery to Commercialization by One-to-Two Years
TARGET: CHARACTERISTIC , i.e. DISEASE
SNP: SINGLE NUCLEOTIDE POLYMORPHISM
RESISTANCE, SEED QUALITY, VIRUS RESISTANCE,
MABC: MARKER ASSISTED BACKCROSSING
FLAVOR, YIELD
1,166 new SNP
TARGET
markers
TARGET MAPPED MABC COMPLETE BRED IN
LINES
VIRUS
DISEASE
RESISTANCE
RESISTANCE
FLAVOR
TARGET
1,218 new SNP
TARGET MAPPED MABC COMPLETE BRED IN
markers
LINES
DISEASE VIRUS
RESISTANCE RESISTANCE
MARKER SNP marker
TARGET MAPPED MABC WORK
IDENTIFICATION platform
DISEASE
RESISTANCE
TARGET
SNP marker
TARGET MAPPED MABC COMPLETE BRED IN
platform
LINES
DISEASE YIELD
RESISTANCE
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
FY2007 FY2008 FY2009 FY2010+
14
15. SEMINIS
Breeding Transfers Value of Virus Protection From
Insecticide Into Seed KEY REGIONS Europe, U.S., Mexico
AVAILABLE ACRES 120K Acres
Tomato Yellow Leaf PERCENT PENETRATED 0%
Curl Virus – 2ND GENERATION
TOMATO YELLOW LEAF CURL VIRUS:
CROP: Vegetables SECOND GENERATION
Tomato Yellow
PRODUCT:
Leaf Curl Virus
2008 STATUS
• First generation of
resistance to tomato yellow
leaf curl is in marketplace
and increasing in
penetration with profound
effects on grower returns vs.
susceptible varieties
2012 OUTLOOK
• Second-generation
resistance identified and
being developed
Yield losses from areas affected by tomato yellow leaf curl
aggressively to bring to
virus range from 50%-90%; value created, $1000-$3250/acre
marketplace
Disease prevalent in most tropical climates where tomatoes
are grown
15
16. SEMINIS
Focus on Operational Excellence and Creation of New Value
Lift Sales and Margins Through 2012
SEMINIS VALUE CREATION:
CROP: Vegetables
STAGED OPPORTUNITIES FOR INCREASING GROSS PROFIT
2008 STATUS
VALUE CREATION OPPORTUNITY
• Focus on operational New product launches;
excellence, pricing to use of molecular markers
value, shifting to richer
Aggressively shift mix via protected culture and
mix and new product
hybrid conversion
launches
• Continue application of Identify and implement opportunities to price products
breeding technology,
to value
with target of 1,500+
markers each for 9 Assemble genetic maps for key crops
crops by end of
calendar year 2009
Focus on operational excellence; working capital
2012 OUTLOOK
management
• Operational excellence 2007 2008 2009 2010 2011 2012
generates improved PIPELINE
OPERATIONAL EXCELLENCE NEW VALUE CREATION
ADVANCEMENT
working capital;
margins and sales lift
2007 2012 FORECAST
from pricing to value
• Use of molecular Seminis Net Sales $612M >$800M
markers should allow
Seminis Gross Profit
for rapid introduction 44% 65%
Percentage Of Net Sales
of new products
16