Monsanto uses both breeding and biotechnology as parallel R&D pathways to develop commercial products for farmers. Breeding improves germplasm through traditional plant breeding techniques, while biotechnology uses tools like genomics and molecular markers to identify genes that can be introduced through transgenic techniques. Monsanto partners with other companies and universities to identify beneficial genes and traits, test them in crops, and advance them through development phases to commercial launch. Recent improvements in corn germplasm through breeding have translated to market share gains for Monsanto's corn brands. Cotton States will soon launch a new source of cotton seed developed through molecular breeding by Monsanto to capture market share.
This document outlines the Phase 2 workplan for an initiative to improve cowpea productivity in marginal environments in Sub-Saharan Africa. The plan involves partners across the cowpea growing region using modern breeding approaches like MARS (marker-assisted recurrent selection) and MABC (marker-assisted backcrossing) to develop improved cowpea varieties with resistance to drought, pests and diseases. Key activities include developing genomic resources, employing MARS and MABC to generate breeding lines, and building capacity among African scientists. The goal is to modernize cowpea breeding and expedite the delivery of stress-resistant varieties to increase cowpea production and food security.
The document provides an overview of Monsanto's breeding and biotechnology research and development processes. It discusses how breeding and biotechnology provide parallel paths to developing commercial products, with breeding involving germplasm selection and molecular breeding techniques, while biotechnology involves identifying genes and introducing them into plants. The document also notes that delivering yield favors an approach that combines improvements from both breeding and biotechnology working in concert.
This document summarizes Monsanto's research and development focus through 2010. It discusses how Monsanto's R&D is aligned with six key growth drivers and how the company extends its leadership in breeding, biotechnology, and seed traits. Key projects discussed include Roundup Ready 2 Yield soybeans, which are expected to deliver up to a 5 bushel per acre yield improvement over first-generation Roundup Ready soybeans based on 2006 field trial results. The top ten pipeline projects are highlighted for their potential commercial value based on yield gains, health benefits, and insect and drought protection.
Monsanto's R&D pipeline leverages breeding and biotechnology to drive commercial growth through 2012. Key priorities include continuing to improve corn, soybean, cotton and vegetable breeding, and delivering new biotechnology traits for yield, stress tolerance and "product families". Early results from 2007 show Monsanto's DEKALB and ASI corn seeds outyielding competitors by 8.3 and 7.5 bushels per acre on average, respectively.
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This document summarizes the financial results and position of Boston Scientific for 2003. Key points include:
- Net sales increased 19% to $3.476 billion, driven by sales of the TAXUS drug-eluting stent in international markets.
- Gross profit margin increased 220 basis points to 72.4% due to cost improvements and a favorable sales mix.
- Operating expenses grew to support new product launches like TAXUS. R&D expenses increased to 13% of sales to support the drug-eluting stent program.
- Net income was $472 million or $0.56 per share. Management expects significant sales growth in 2004 following the U.S. launch of TAXUS.
This document is Boston Scientific's 2006 consolidated financial statements. It includes sections such as management's discussion and analysis of financial condition and results of operations, consolidated statements of operations, balance sheets, cash flows, notes to the financial statements, and other financial data. In 2006, Boston Scientific acquired Guidant Corporation, becoming a major provider in the cardiac rhythm management business with annual sales of over $7.8 billion. However, the acquisition and integration resulted in significant one-time charges, leading to a reported net loss of $3.6 billion for the year. Cash flow from operations remained strong at $1.8 billion.
Fifth Third Bancorp reported lower earnings for the fourth quarter and full year 2004 compared to 2003. Earnings per share were $0.31 for Q4 2004 compared to $0.77 for Q4 2003, and $2.68 for full year 2004 compared to $2.87 for 2003. The results were negatively impacted by $326 million in charges related to initiatives to reposition the balance sheet for rising interest rates. Loan and deposit balances grew compared to prior periods, but net interest margin declined due to interest rate changes. Expenses increased due to investments in new branches and employees.
This document outlines the Phase 2 workplan for an initiative to improve cowpea productivity in marginal environments in Sub-Saharan Africa. The plan involves partners across the cowpea growing region using modern breeding approaches like MARS (marker-assisted recurrent selection) and MABC (marker-assisted backcrossing) to develop improved cowpea varieties with resistance to drought, pests and diseases. Key activities include developing genomic resources, employing MARS and MABC to generate breeding lines, and building capacity among African scientists. The goal is to modernize cowpea breeding and expedite the delivery of stress-resistant varieties to increase cowpea production and food security.
The document provides an overview of Monsanto's breeding and biotechnology research and development processes. It discusses how breeding and biotechnology provide parallel paths to developing commercial products, with breeding involving germplasm selection and molecular breeding techniques, while biotechnology involves identifying genes and introducing them into plants. The document also notes that delivering yield favors an approach that combines improvements from both breeding and biotechnology working in concert.
This document summarizes Monsanto's research and development focus through 2010. It discusses how Monsanto's R&D is aligned with six key growth drivers and how the company extends its leadership in breeding, biotechnology, and seed traits. Key projects discussed include Roundup Ready 2 Yield soybeans, which are expected to deliver up to a 5 bushel per acre yield improvement over first-generation Roundup Ready soybeans based on 2006 field trial results. The top ten pipeline projects are highlighted for their potential commercial value based on yield gains, health benefits, and insect and drought protection.
Monsanto's R&D pipeline leverages breeding and biotechnology to drive commercial growth through 2012. Key priorities include continuing to improve corn, soybean, cotton and vegetable breeding, and delivering new biotechnology traits for yield, stress tolerance and "product families". Early results from 2007 show Monsanto's DEKALB and ASI corn seeds outyielding competitors by 8.3 and 7.5 bushels per acre on average, respectively.
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This document summarizes the financial results and position of Boston Scientific for 2003. Key points include:
- Net sales increased 19% to $3.476 billion, driven by sales of the TAXUS drug-eluting stent in international markets.
- Gross profit margin increased 220 basis points to 72.4% due to cost improvements and a favorable sales mix.
- Operating expenses grew to support new product launches like TAXUS. R&D expenses increased to 13% of sales to support the drug-eluting stent program.
- Net income was $472 million or $0.56 per share. Management expects significant sales growth in 2004 following the U.S. launch of TAXUS.
This document is Boston Scientific's 2006 consolidated financial statements. It includes sections such as management's discussion and analysis of financial condition and results of operations, consolidated statements of operations, balance sheets, cash flows, notes to the financial statements, and other financial data. In 2006, Boston Scientific acquired Guidant Corporation, becoming a major provider in the cardiac rhythm management business with annual sales of over $7.8 billion. However, the acquisition and integration resulted in significant one-time charges, leading to a reported net loss of $3.6 billion for the year. Cash flow from operations remained strong at $1.8 billion.
Fifth Third Bancorp reported lower earnings for the fourth quarter and full year 2004 compared to 2003. Earnings per share were $0.31 for Q4 2004 compared to $0.77 for Q4 2003, and $2.68 for full year 2004 compared to $2.87 for 2003. The results were negatively impacted by $326 million in charges related to initiatives to reposition the balance sheet for rising interest rates. Loan and deposit balances grew compared to prior periods, but net interest margin declined due to interest rate changes. Expenses increased due to investments in new branches and employees.
The document discusses Hugh Grant, Chairman and CEO of Lehman Brothers, and provides forward-looking statements for the company. It also discusses using non-GAAP financial measures in presentations and defines terms used such as fiscal year and trademarks. The overview section describes how farmers aim to maximize yield through genetic gain and technology to preserve that gain, representing Monsanto's seed and trait approach.
This document provides an overview of Monsanto's pipeline and commercial opportunities. It summarizes Monsanto's seeds and traits strategy, noting that farmers buy yield which opens opportunities for Monsanto to provide genetic gain through seeds and preserve that gain through technology/traits. The pipeline update highlights progress in corn and cotton breeding programs as well as the addition of Seminis and opportunities it provides. Discovery efforts are fueling pipeline expansion and commercial prospects.
Monsanto has established strategic crop platforms in high-value crops like corn, oilseeds, cotton, and vegetables through its technology platforms of germplasm, genomics, breeding, and biotechnology. Monsanto's extensive germplasm resources and capabilities in genomics, breeding, and molecular breeding allow it to develop improved seeds and bring greater value to farmers. Recent examples of market results include the introduction of new cotton seeds through molecular breeding for Cotton States and the development and commercialization of Vistive low linolenic soybean oil.
The document provides an overview of Monsanto's breeding and biotechnology research and development processes. It discusses how Monsanto uses both breeding improvements through germplasm selection and molecular markers, as well as biotechnology traits, to develop seeds with higher yields. The goal is to double crop yields by 2030 to help meet growing global food demand. Monsanto invests heavily in breeding research including building a large germplasm library and developing molecular marker technologies. Both breeding and biotech provide pathways to developing improved commercial products, and combining them allows Monsanto to maximize yield gains for farmers.
- Robb Fraley is the Chief Technology Officer of Monsanto and was speaking at a Credit Suisse First Boston Investment Conference on September 28, 2005.
- Monsanto's presentation included discussions of their technology leadership in areas such as breeding, biotechnology, germplasm, and molecular markers.
- Monsanto summarized their strategic crop platforms in corn, oilseeds, cotton, and vegetables and how their technology platforms provided competitive advantages in these areas.
The document summarizes a collaborative agreement between Monsanto and Dow AgroSciences to develop SmartStax, a first-ever eight-gene stacked-trait platform for corn. It brings together technologies from both companies to provide multiple modes of action for insect and weed control. SmartStax is expected to provide farmers with superior pest protection and yield potential compared to existing biotech traits. Market research indicates farmers recognize the value and are likely to plant SmartStax or switch brands to access the technology. The agreement provides for joint development and marketing of SmartStax globally using both companies' traits and seed brands.
Poster54: CIAT phenotyping platform: Aiming at improving eco-efficiency of cr...CIAT
The CIAT Phenotyping Platform aims to improve the eco-efficiency of crops through high throughput phenotyping under field and controlled conditions using automation and advanced instruments. The platform facilitates the development of crop varieties with improved abiotic stress tolerance traits like drought, high temperature, and acid soil tolerance in crops such as bean, cassava, forage, and rice. Recent advances in phenotyping capabilities at CIAT allow for the precise evaluation of transgenic rice lines under simulated upland conditions to identify promising lines with improved drought tolerance.
This document provides an overview of Band of Angels, a venture capital organization based in Silicon Valley. It summarizes their investments and activities from 1994 to 2012. Some key details:
- Band of Angels has made over 135 investments totaling $275,000 on average each. Half of their 2011 deals were follow-on financings.
- They have numerous exits, including 9 IPOs and acquisitions by companies like Nvidia and Convergys.
- The organization runs 5 Special Interest Groups led by experts in areas like software, clean tech/energy, life science/biotech, telecom/security, and internet.
- Band of Angels helps connect their members to investment opportunities
Titan is an international branding company with over 15 years of experience providing full-spectrum branding services including brand strategy, identity, implementation, and management. They specialize in branding B2B companies, large multinationals, and start-ups in areas like high tech, medical devices, biotechnology, and industry. Titan creates powerful online brands through services like website design, digital marketing, and managing brand experiences across digital channels.
Developing a clean seed delivery system for cassava and sweetpotato in KenyaILRI
Presented by Ruth Amata (Kenya Agricultural Research Institute) at the First Bio-Innovate Regional Scientific Conference, Addis Ababa, Ethiopia, 25-27 February 2013
Monsanto's soybean breeding program aims to develop high-yielding soybean varieties with value-added traits through an integrated approach combining conventional breeding, breeding technologies, biotechnology, and crop analytics. The program utilizes a diverse germplasm pool from multiple sources and screening capabilities to select varieties with improved yield, composition, and disease resistance. Key activities include developing Roundup Ready 2nd generation and food/feed traits using marker-assisted breeding, chromosome mapping, and high-throughput crop analysis. The goal is to provide varieties with increased value for farmers and stakeholders.
This document outlines plans for several activities under the TL-I Phase II GCP work plan for objective 4 on chickpea. It details 7 activities including characterization of diversity, development of mapping populations, QTL mapping, marker discovery, phenotyping, marker-assisted backcrossing for drought tolerance, and collaboration with various international institutions. The collaborators will work to develop genomic resources, identify drought tolerance genes and loci, validate QTLs, and generate improved chickpea lines with enhanced drought tolerance.
The document discusses the anatomy of value in purchase experiences and the sales path. It describes how interactions, experiences, and understanding lead to action for customers. The sales path involves becoming aware of a product, learning about it, experiencing it, purchasing it, using it, and telling others about it. Marketers aim to maximize desire to purchase at each stage. The type of marketing strategy needed - linear, circular, or spiral - depends on whether the goal is a one-time sale or repeat purchases of an expanded product line. As customers move along the sales path, the importance of brand versus product, sales drivers like functionality versus aspiration, and message style from descriptive to abstract will evolve. The optimal experience and messaging depends on factors
This document discusses developing climate-smart crop strategies through "zoom-ins", or in-depth analyses of specific crop/region combinations. It asks questions about how to determine which zoom-ins to focus on, funding, and integrating local projects. Key points discussed include the need to integrate information on institutional priorities, climate change vulnerability and potential gains, while considering practical issues. The document also discusses how breeders can participate in climate adaptation research and tapping existing climate modeling work from research centers.
Monsanto has taken several steps to increase their competitive position in seed corn production:
1) They have consolidated operations, upgrading 72 production sites with latest technology and implementing standardized processes.
2) The use of techniques like Six Sigma has improved field performance and reduced costs in North America by over 30%.
3) Careful management of their product portfolio, including reducing the number of trait combinations, allows them to use production acreage more efficiently.
4) Emphasis on production quality and consistency has improved farmer yields.
Hugh Grant, Chairman and CEO of Monsanto, presented at an industry conference on March 29-30, 2007. In his presentation, he outlined Monsanto's strategy to extend its leadership in seeds and traits through 2010 by focusing on six key growth opportunities: 1) growing U.S. corn market share, 2) increasing U.S. corn trait penetration, 3) expanding into international corn markets, 4) increasing the value of seeds internationally, 5) growing stacked trait penetration, and 6) expanding existing biotech traits globally. Monsanto aimed to increase its gross profit margin from 46% in 2006 to a target range of 51-53% by 2010 by capitalizing on these opportunities.
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.
The document discusses Hugh Grant, Chairman and CEO of Lehman Brothers, and provides forward-looking statements for the company. It also discusses using non-GAAP financial measures in presentations and defines terms used such as fiscal year and trademarks. The overview section describes how farmers aim to maximize yield through genetic gain and technology to preserve that gain, representing Monsanto's seed and trait approach.
This document provides an overview of Monsanto's pipeline and commercial opportunities. It summarizes Monsanto's seeds and traits strategy, noting that farmers buy yield which opens opportunities for Monsanto to provide genetic gain through seeds and preserve that gain through technology/traits. The pipeline update highlights progress in corn and cotton breeding programs as well as the addition of Seminis and opportunities it provides. Discovery efforts are fueling pipeline expansion and commercial prospects.
Monsanto has established strategic crop platforms in high-value crops like corn, oilseeds, cotton, and vegetables through its technology platforms of germplasm, genomics, breeding, and biotechnology. Monsanto's extensive germplasm resources and capabilities in genomics, breeding, and molecular breeding allow it to develop improved seeds and bring greater value to farmers. Recent examples of market results include the introduction of new cotton seeds through molecular breeding for Cotton States and the development and commercialization of Vistive low linolenic soybean oil.
The document provides an overview of Monsanto's breeding and biotechnology research and development processes. It discusses how Monsanto uses both breeding improvements through germplasm selection and molecular markers, as well as biotechnology traits, to develop seeds with higher yields. The goal is to double crop yields by 2030 to help meet growing global food demand. Monsanto invests heavily in breeding research including building a large germplasm library and developing molecular marker technologies. Both breeding and biotech provide pathways to developing improved commercial products, and combining them allows Monsanto to maximize yield gains for farmers.
- Robb Fraley is the Chief Technology Officer of Monsanto and was speaking at a Credit Suisse First Boston Investment Conference on September 28, 2005.
- Monsanto's presentation included discussions of their technology leadership in areas such as breeding, biotechnology, germplasm, and molecular markers.
- Monsanto summarized their strategic crop platforms in corn, oilseeds, cotton, and vegetables and how their technology platforms provided competitive advantages in these areas.
The document summarizes a collaborative agreement between Monsanto and Dow AgroSciences to develop SmartStax, a first-ever eight-gene stacked-trait platform for corn. It brings together technologies from both companies to provide multiple modes of action for insect and weed control. SmartStax is expected to provide farmers with superior pest protection and yield potential compared to existing biotech traits. Market research indicates farmers recognize the value and are likely to plant SmartStax or switch brands to access the technology. The agreement provides for joint development and marketing of SmartStax globally using both companies' traits and seed brands.
Poster54: CIAT phenotyping platform: Aiming at improving eco-efficiency of cr...CIAT
The CIAT Phenotyping Platform aims to improve the eco-efficiency of crops through high throughput phenotyping under field and controlled conditions using automation and advanced instruments. The platform facilitates the development of crop varieties with improved abiotic stress tolerance traits like drought, high temperature, and acid soil tolerance in crops such as bean, cassava, forage, and rice. Recent advances in phenotyping capabilities at CIAT allow for the precise evaluation of transgenic rice lines under simulated upland conditions to identify promising lines with improved drought tolerance.
This document provides an overview of Band of Angels, a venture capital organization based in Silicon Valley. It summarizes their investments and activities from 1994 to 2012. Some key details:
- Band of Angels has made over 135 investments totaling $275,000 on average each. Half of their 2011 deals were follow-on financings.
- They have numerous exits, including 9 IPOs and acquisitions by companies like Nvidia and Convergys.
- The organization runs 5 Special Interest Groups led by experts in areas like software, clean tech/energy, life science/biotech, telecom/security, and internet.
- Band of Angels helps connect their members to investment opportunities
Titan is an international branding company with over 15 years of experience providing full-spectrum branding services including brand strategy, identity, implementation, and management. They specialize in branding B2B companies, large multinationals, and start-ups in areas like high tech, medical devices, biotechnology, and industry. Titan creates powerful online brands through services like website design, digital marketing, and managing brand experiences across digital channels.
Developing a clean seed delivery system for cassava and sweetpotato in KenyaILRI
Presented by Ruth Amata (Kenya Agricultural Research Institute) at the First Bio-Innovate Regional Scientific Conference, Addis Ababa, Ethiopia, 25-27 February 2013
Monsanto's soybean breeding program aims to develop high-yielding soybean varieties with value-added traits through an integrated approach combining conventional breeding, breeding technologies, biotechnology, and crop analytics. The program utilizes a diverse germplasm pool from multiple sources and screening capabilities to select varieties with improved yield, composition, and disease resistance. Key activities include developing Roundup Ready 2nd generation and food/feed traits using marker-assisted breeding, chromosome mapping, and high-throughput crop analysis. The goal is to provide varieties with increased value for farmers and stakeholders.
This document outlines plans for several activities under the TL-I Phase II GCP work plan for objective 4 on chickpea. It details 7 activities including characterization of diversity, development of mapping populations, QTL mapping, marker discovery, phenotyping, marker-assisted backcrossing for drought tolerance, and collaboration with various international institutions. The collaborators will work to develop genomic resources, identify drought tolerance genes and loci, validate QTLs, and generate improved chickpea lines with enhanced drought tolerance.
The document discusses the anatomy of value in purchase experiences and the sales path. It describes how interactions, experiences, and understanding lead to action for customers. The sales path involves becoming aware of a product, learning about it, experiencing it, purchasing it, using it, and telling others about it. Marketers aim to maximize desire to purchase at each stage. The type of marketing strategy needed - linear, circular, or spiral - depends on whether the goal is a one-time sale or repeat purchases of an expanded product line. As customers move along the sales path, the importance of brand versus product, sales drivers like functionality versus aspiration, and message style from descriptive to abstract will evolve. The optimal experience and messaging depends on factors
This document discusses developing climate-smart crop strategies through "zoom-ins", or in-depth analyses of specific crop/region combinations. It asks questions about how to determine which zoom-ins to focus on, funding, and integrating local projects. Key points discussed include the need to integrate information on institutional priorities, climate change vulnerability and potential gains, while considering practical issues. The document also discusses how breeders can participate in climate adaptation research and tapping existing climate modeling work from research centers.
Monsanto has taken several steps to increase their competitive position in seed corn production:
1) They have consolidated operations, upgrading 72 production sites with latest technology and implementing standardized processes.
2) The use of techniques like Six Sigma has improved field performance and reduced costs in North America by over 30%.
3) Careful management of their product portfolio, including reducing the number of trait combinations, allows them to use production acreage more efficiently.
4) Emphasis on production quality and consistency has improved farmer yields.
Hugh Grant, Chairman and CEO of Monsanto, presented at an industry conference on March 29-30, 2007. In his presentation, he outlined Monsanto's strategy to extend its leadership in seeds and traits through 2010 by focusing on six key growth opportunities: 1) growing U.S. corn market share, 2) increasing U.S. corn trait penetration, 3) expanding into international corn markets, 4) increasing the value of seeds internationally, 5) growing stacked trait penetration, and 6) expanding existing biotech traits globally. Monsanto aimed to increase its gross profit margin from 46% in 2006 to a target range of 51-53% by 2010 by capitalizing on these opportunities.
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.
“Amidst Tempered Optimism” Main economic trends in May 2024 based on the results of the New Monthly Enterprises Survey, #NRES
On 12 June 2024 the Institute for Economic Research and Policy Consulting (IER) held an online event “Economic Trends from a Business Perspective (May 2024)”.
During the event, the results of the 25-th monthly survey of business executives “Ukrainian Business during the war”, which was conducted in May 2024, were presented.
The field stage of the 25-th wave lasted from May 20 to May 31, 2024. In May, 532 companies were surveyed.
The enterprise managers compared the work results in May 2024 with April, assessed the indicators at the time of the survey (May 2024), and gave forecasts for the next two, three, or six months, depending on the question. In certain issues (where indicated), the work results were compared with the pre-war period (before February 24, 2022).
✅ More survey results in the presentation.
✅ Video presentation: https://youtu.be/4ZvsSKd1MzE
The Rise and Fall of Ponzi Schemes in America.pptxDiana Rose
Ponzi schemes, a notorious form of financial fraud, have plagued America’s investment landscape for decades. Named after Charles Ponzi, who orchestrated one of the most infamous schemes in the early 20th century, these fraudulent operations promise high returns with little or no risk, only to collapse and leave investors with significant losses. This article explores the nature of Ponzi schemes, notable cases in American history, their impact on victims, and measures to prevent falling prey to such scams.
Understanding Ponzi Schemes
A Ponzi scheme is an investment scam where returns are paid to earlier investors using the capital from newer investors, rather than from legitimate profit earned. The scheme relies on a constant influx of new investments to continue paying the promised returns. Eventually, when the flow of new money slows down or stops, the scheme collapses, leaving the majority of investors with substantial financial losses.
Historical Context: Charles Ponzi and His Legacy
Charles Ponzi is the namesake of this deceptive practice. In the 1920s, Ponzi promised investors in Boston a 50% return within 45 days or 100% return in 90 days through arbitrage of international reply coupons. Initially, he paid returns as promised, not from profits, but from the investments of new participants. When his scheme unraveled, it resulted in losses exceeding $20 million (equivalent to about $270 million today).
Notable American Ponzi Schemes
1. Bernie Madoff: Perhaps the most notorious Ponzi scheme in recent history, Bernie Madoff’s fraud involved $65 billion. Madoff, a well-respected figure in the financial industry, promised steady, high returns through a secretive investment strategy. His scheme lasted for decades before collapsing in 2008, devastating thousands of investors, including individuals, charities, and institutional clients.
2. Allen Stanford: Through his company, Stanford Financial Group, Allen Stanford orchestrated a $7 billion Ponzi scheme, luring investors with fraudulent certificates of deposit issued by his offshore bank. Stanford promised high returns and lavish lifestyle benefits to his investors, which ultimately led to a 110-year prison sentence for the financier in 2012.
3. Tom Petters: In a scheme that lasted more than a decade, Tom Petters ran a $3.65 billion Ponzi scheme, using his company, Petters Group Worldwide. He claimed to buy and sell consumer electronics, but in reality, he used new investments to pay off old debts and fund his extravagant lifestyle. Petters was convicted in 2009 and sentenced to 50 years in prison.
4. Eric Dalius and Saivian: Eric Dalius, a prominent figure behind Saivian, a cashback program promising high returns, is under scrutiny for allegedly orchestrating a Ponzi scheme. Saivian enticed investors with promises of up to 20% cash back on everyday purchases. However, investigations suggest that the returns were paid using new investments rather than legitimate profits. The collapse of Saivian l
Dr. Alyce Su Cover Story - China's Investment Leadermsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
How to Identify the Best Crypto to Buy Now in 2024.pdfKezex (KZX)
To identify the best crypto to buy in 2024, analyze market trends, assess the project's fundamentals, review the development team and community, monitor adoption rates, and evaluate risk tolerance. Stay updated with news, regulatory changes, and expert opinions to make informed decisions.
Monthly Market Risk Update: June 2024 [SlideShare]Commonwealth
Markets rallied in May, with all three major U.S. equity indices up for the month, said Sam Millette, director of fixed income, in his latest Market Risk Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
How Poonawalla Fincorp and IndusInd Bank’s Co-Branded RuPay Credit Card Cater...beulahfernandes8
The eLITE RuPay Platinum Credit Card, a strategic collaboration between Poonawalla Fincorp and IndusInd Bank, represents a significant advancement in India's digital financial landscape. Spearheaded by Abhay Bhutada, MD of Poonawalla Fincorp, the card leverages deep customer insights to offer tailored features such as no joining fees, movie ticket offers, and rewards on UPI transactions. IndusInd Bank's solid banking infrastructure and digital integration expertise ensure seamless service delivery in today's fast-paced digital economy. With a focus on meeting the growing demand for digital financial services, the card aims to cater to tech-savvy consumers and differentiate itself through unique features and superior customer service, ultimately poised to make a substantial impact in India's digital financial services space.
Confirmation of Payee (CoP) is a vital security measure adopted by financial institutions and payment service providers. Its core purpose is to confirm that the recipient’s name matches the information provided by the sender during a banking transaction, ensuring that funds are transferred to the correct payment account.
Confirmation of Payee was built to tackle the increasing numbers of APP Fraud and in the landscape of UK banking, the spectre of APP fraud looms large. In 2022, over £1.2 billion was stolen by fraudsters through authorised and unauthorised fraud, equivalent to more than £2,300 every minute. This statistic emphasises the urgent need for robust security measures like CoP. While over £1.2 billion was stolen through fraud in 2022, there was an eight per cent reduction compared to 2021 which highlights the positive outcomes obtained from the implementation of Confirmation of Payee. The number of fraud cases across the UK also decreased by four per cent to nearly three million cases during the same period; latest statistics from UK Finance.
In essence, Confirmation of Payee plays a pivotal role in digital banking, guaranteeing the flawless execution of banking transactions. It stands as a guardian against fraud and misallocation, demonstrating the commitment of financial institutions to safeguard their clients’ assets. The next time you engage in a banking transaction, remember the invaluable role of CoP in ensuring the security of your financial interests.
For more details, you can visit https://technoxander.com.
Discovering Delhi - India's Cultural Capital.pptxcosmo-soil
Delhi, the heartbeat of India, offers a rich blend of history, culture, and modernity. From iconic landmarks like the Red Fort to bustling commercial hubs and vibrant culinary scenes, Delhi's real estate landscape is dynamic and diverse. Discover the essence of India's capital, where tradition meets innovation.
An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
How to Invest in Cryptocurrency for Beginners: A Complete GuideDaniel
Cryptocurrency is digital money that operates independently of a central authority, utilizing cryptography for security. Unlike traditional currencies issued by governments (fiat currencies), cryptocurrencies are decentralized and typically operate on a technology called blockchain. Each cryptocurrency transaction is recorded on a public ledger, ensuring transparency and security.
Cryptocurrencies can be used for various purposes, including online purchases, investment opportunities, and as a means of transferring value globally without the need for intermediaries like banks.
2. OVERVIEW
Breeding and Biotech Provide Parallel R&D Paths to
Commercial Products
BREEDING and BIOTECHNOLOGY form two R&D pathways
Separate, but parallel, the BREEDING and BIOTECHNOLOGY pathways are linked
by shared tools.
DISCOVERY PHASE I PHASE II
R&D PHASE: PHASE III PHASE IV LAUNCH
BREEDING
COMMERCIAL
IT PLATFORM
GERMPLASM
G ANALYTICS
MARKERS
GENOMICS
SEED
ELITE
Germplasm SOLD TO
FARMERS
R
BIOTECHNOLOGY
2
3. OVERVIEW
Monsanto Is Partner of Choice for Technology Innovators
DISCOVERY PHASE I
Gene/Trait Identification Proof of Concept
STRUCTURE FUNCTION APPLICATION
MONSANTO MENDEL MENDEL MENDEL
Gene libraries Transcription factor hits Hit optimization Drought, cold, nitrogen, disease
CERES ICORIA
Gene libraries Gene screening
CERES CERES
Gene screening Gene screening
DEVGEN
Insect control
DIVERGENCE
Nematode control
MONSANTO
Corn & soybean trait testing
MODULAR GENETICS
Protein Optimization
U of Nebraska
TRAIT
MONSANTO CAPABILITIES KSU
COLLABORATIONS
TGI, Inc.
PARTNER CONTRIBUTION
Arcadia
MONSANTO
Advanced lead testing in crops
>20K GENE/ PROMOTER
GENES TESTED: >2K GENE/ PROMOTER COMBOS IN CROPS
COMBOS
3
4. OVERVIEW
Trait DISCOVERY PHASE I PHASE II PHASE III PHASE IV
Proof Of Concept Early Development Advanced Pre-launch
Gene/Trait
Pipeline Development
Identification
Roundup Ready Flex Cotton
Tolerance
Herbicide
Roundup RReady2Yield Soybeans
Roundup RReady2Yield Canola
Dicamba-tolerant Soybeans
2nd-Gen YieldGard Rootworm
Control
2nd-Gen YieldGard Corn Borer
Pest
FARMER BENEFITS
YieldGard Rootworm II
Soybean nematode-resistance
Drought-tolerant Corn
Higher-yielding Canola
Drought-tolerant Soybeans
Yield
Drought-tolerant Cotton
Higher-yielding Corn
Nitrogen Utilization Corn
Cold-tolerant Corn
Higher-yielding Soybeans
Mavera™ high-value corn with lysine
Enhancements
PROCESSOR
Mavera™ I high-value soybeans
Protein
Mavera™ II high-value soybeans
2nd-Gen high-value corn with lysine
Feed corn with balanced proteins
L
High oil soybeans for processing
P
Improved-protein soybeans
CONSUMER
Vistive II Low Lin – Mid Oleic soybeans
Lipids
Vistive III Low Lin – Mid Oleic – Low Sat
soybeans
B
Omega-3 Soybeans
Discovery Platform Abbreviations:
4
L P B
Lipid Enhancements Protein Enhancements Bioactive Compounds
5. OVERVIEW
Corn Germplasm Improvements Are Tightly Linked to
Market Share Gains
U.S. CORN MARKET SHARE
2004 CORN YIELD (BU/A)
220
HOLDENS/CORN STATES LICENSEES
MONSANTO BRANDED
210
AMERICAN SEEDS, INC. BRANDS
COMPETITORS 60%
200
DEKALB AND ASGROW BRANDS
50%
190
2004
40%
180
30%
170
20%
160
150 10%
95 100 105 110 0%
RELATIVE MATURITIES (DAYS) 2001 2002 2003 2004 2005
2005 CORN YIELD (BU/A) BREEDING ADVANCES AND ADVANTAGES
200
Strong yield in 2004 translated into
190
a 2-point share gain in 2005
180
2004
In 2005, preliminary data indicates
170
continued yield advantage versus
160
best-in-class competitors
150
95 100 105 110 115
RELATIVE MATURITIES (DAYS)
5
6. PIPELINE UPDATE
Cotton States Will Launch New Source
of Cotton Seed
KEY MARKET AREAS U.S.
TARGET MARKET 7M-8M
Cotton States
CREATING VALUE
PERCENT PENETRATED 0%
• Licensing fee Germplasm licensed from third parties and developed through molecular
reflects value of top
breeding by Monsanto
quality germplasm,
separate from value Taking preliminary orders from licensees; Enough seed for approximately
of trait
1 million acres available for licensing in 2006
• Cotton seed
All varieties offered in 2006 will be on a second-generation trait platform
currently sells for
average of $20 per
2005 UNIVERSITY COTTON VARIETY TESTS
acre retail
1,300
UP NEXT
LBS LINT/ACRE
1,200
• 4+ licensees will
sell seed sourced
from Cotton States
1,100
in 2006, located
broadly throughout
Cotton Belt
1,000
COTTON STATES COMPETITIVE
VARIETIES VARIETIES
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
6
7. OVERVIEW
Seminis DISCOVERY PHASE II PHASE III PHASE
PHASE I
LAUNCH
IV
Proof Of
Pipeline
Gene/Trait Early Advanced
Concept
Identification Development Development Pre-launch
BREED
ING SE
LECTIO
N
VEGETABLE
BREEDING
FAMILIES
SOLANACEOUS QUALITY TARGETS 2005
Tomato Vencedor Hot Pepper
Pepper 2006/7
Eggplant TYLCV Tomato
CUCURBITS 2005
Grower
Melon Watermelon MVR Squash
Cucumber Squash Performance PX03913198 Melon
Gourd 2006/7
High-Quality Watermelon
Horticultural
LARGE SEED 2005
Quality
Beans Okra Devotion Sweet Corn
Peas Sweet Corn 2006/7
Disease Sweeter Peas
BRASSICA Resistance 2005
DOZENS DOZENS DOZENS <10
Broccoli Ironman Broccoli
Cauliflower 2006/7
Cabbage Shelf Life Curd Yield & Quality
Brussels Sprouts Cauliflower
ROOT & BULB Consumer 2005
Onion Beet Fahrenheit Leek
Traits
Leek Carrot Invicta Carrot
2006/7
Low-Pungency onion
Seed
LEAFY 2005
Producibility
Lettuce Boomerang Lettuce
Spinach 2006/7
Celery
Processing Butterhead
Improved Mechanically
Harvested-Spinach
7
8. PIPELINE UPDATE
Conversion from Open-Pollinated to Hybrid Offers
Opportunity in Mexican Market KEY
CROP PENETRATION
MARKET
(Acres)
SQUASH
Mexican OP Conversion
100K 5%
CREATING VALUE
CARROTS 67K 10%
ONIONS
2005 FIELD REPORT
76K 40%
HOT PEPPERS 298K 40%
Mexican OP Conversion
MULTI-STAGE: PHASE II THROUGH LAUNCH
NEW MARKET OPPORTUNITY
$70 CURRENT MARKET
Not as well as Better than
As expected
$60
expected expected POTENTIAL MARKET
$50
$ MILLIONS
Quality
$40
$30
Horticultural Performance
$20
$10
New Hybrids
$0
HOT SQUASH ONION CARROT
OBSERVATIONS
PEPPER
• Able to achieve increased uniformity, earlier maturity,
higher produce quality
• Higher market yield and profitability
• Better disease resistance
• Value of hybrids already being recognized in the market
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
8
9. PIPELINE UPDATE
Molecular Breeding Helps Target Novel Approaches to
Disease Resistance EUROPE N.
KEY MARKET AREAS JAPAN
-AFRICA AMERICA
Geminivirus (Ty) AVAILABLE MARKET 57K 88K 3K
Resistance in Tomato
CREATING VALUE PERCENT PENETRATED 31% 1% 0%
OPPORTUNITY: NOVEL DISEASE
2005 FIELD REPORT
RESISTANCE, MARKERS & IP OPEN
MARKET ACCESS
Ty Resistance Stacked with Nematode Resistance in High
Flavor Pink Tomatoes (Japan)
PROVEN SUCCESS IN EUROPE-AFRICA
PHASE II
15 60
Early Development
$ (m illio n s )
# OF CULTIVARS
10 40
Not as well as Better than
As expected
expected expected 5 20
CHROMOSOME 6
0 0
Shelf Life
99 00 01 02 03 04
Fruit Quality
Horticultural Performance
MARKER
Ty-1 ENABLED
OBSERVATIONS
• Demonstrating excellent disease resistance; Patents are
pending for traits
FUTURE IN JAPAN; TY-MI +
• Leads show promise for high-flavor pink tomatoes, high-
HIGH FLAVOR TOMATOES
value commercial opportunities
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
9
10. PIPELINE UPDATE
Herbicide-Tolerance Focus Has Shifted to Second- and Third-
Generation Traits in Larger Product Family
CREATING VALUE
FARMER BENEFITS Roundup Ready Flex for
cotton is first-ever second-
DISCOVERY PLATFORM: HERBICIDE TOLERANCE
generation trait in weed
PHASE PHASE PHASE PHASE
D
PLATFORM I II III IV
control
HERBICIDE TOLERANCE
Second-generation traits for
ROUNDUP READY
FLEX COTTON
soybeans and canola are in
ROUNDUP
mid-phases of pipeline
RREADY2YIELD
SOYBEANS
Third-generation product
ROUNDUP
RREADY2YIELD
already in Phase II for
CANOLA
soybeans, stacks two modes
DICAMBA-TOLERANT
SOYBEANS
of action
DICAMBA-TOLERANT
COTTON
10
11. PIPELINE UPDATE
Roundup RReady2Yield Soybeans Expand Weed
Control Window
KEY MARKET ACRES U.S. BRAZIL ARGENTINA
Roundup RReady2Yield 50M 35M
70M
AVAILABLE MARKET
Soybeans
CREATING VALUE
0% 0% 0%
PERCENT PENETRATED
2005 FIELD REPORT IMPLEMENTATION OF MARKER ASSISTED
SELECTION IN TRAIT INTEGRATION
Roundup RReady2Yield Soybeans
PHASE III
Advanced Development
Not as well as As Better than
expected expected expected
Trait Performance
Agronomic Performance
LEAD GENE: COMPLETED
Lead Selection LEAD EVENT: COMPLETED
OBSERVATIONS
• Lead event confirmed in April of 2005
• Trait integration efforts started
• Implementation of marker assisted selection
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
11
12. PIPELINE UPDATE
Third-Generation of Soy Weed Control Gives Farmers
Two Unique Modes of Action
KEY MARKET ACRES U.S. BRAZIL ARGENTINA
Dicamba-Tolerant 80M 50M 35M
AVAILABLE MARKET
Soybeans
CREATING VALUE
0% 0% 0%
PERCENT PENETRATED
2005 FIELD REPORT FIELD TESTING VALIDATING TOLERANCE
Dicamba-Tolerant Soybeans
DICAMBA TOLERANT
PHASE II
Early Development
Not as well as Better than
As expected
expected expected
Trait Performance
Agronomic Performance
NON TRANSGENIC
LEAD GENE: COMPLETED
Lead Selection LEAD EVENT: IN PROGRESS
OBSERVATIONS
• Tolerance demonstrated at both pre-emergence and post-
emergence application timing
Dicamba Resistant Soybean
• No visual crop injury at rates of 1.5lb/acre, 3X labeled use
Post Emergent Application of 1.5 lb/a
rate
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
12
13. PIPELINE UPDATE
Roundup RReady2Yield Canola Is Newest Addition to
Herbicide-Tolerance Family
KEY MARKET ACRES U.S. EUROPE CANADA
Roundup RReady2Yield TBD TBD TBD
AVAILABLE MARKET
Canola
CREATING VALUE
0% 0% 0%
PERCENT PENETRATED
2005 FIELD REPORT NEW BENEFIT TO CANOLA FARMERS
Roundup RReady2Yield Canola Enhanced crop tolerance will allow greater
application flexibility
PHASE II
Early Development
CURRENT EVENT
Not as well as Better than
As expected
expected expected
Trait Performance
Agronomic Performance
LEAD GENE: COMPLETED
Lead Selection LEAD EVENT: IN PROGRESS
OBSERVATIONS NEW EVENT
• Field performance shows enhanced tolerance to Roundup
herbicide
• Stacked with yield genes to deliver enhanced yield from
Tolerance at rates representing 8x standard
nitrogen use efficiency and enhanced seed yield
use rate
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
13
14. PIPELINE UPDATE
Insect Control Discovery Program Approaching Second-
Generation Commercialization
CREATING VALUE
FARMER BENEFITS Second-generation YieldGard
corn borer builds on triple-
DISCOVERY PLATFORM: PEST CONTROL
stack corn platform and
PHASE PHASE PHASE PHASE
D
PLATFORM I II III IV
expands potential for new
PEST CONTROL
acreage penetration
SECOND-GENERATION
YIELDGARD CORN
YieldGard corn rootworm
ROOTWORM
next-generation discovery
SECOND-GENERATION
YIELDGARD CORN
improves production of
BORER
stacked traits while
YIELDGARD
ROOTWORM CORN II enhancing performance
SOYBEAN NEMATODE-
RESISTANCE
14
15. PIPELINE UPDATE
Second-Generation YieldGard Corn Borer Expands
Insect Spectrum and Acreage Potential
KEY MARKET ACRES U.S. BRAZIL ARGENTINA
Second-Generation 50M 15M 4M
AVAILABLE MARKET
YieldGard Corn Borer
CREATING VALUE
0% 0% 0%
PERCENT PENETRATED
2005 FIELD REPORT
NEW BENEFIT TO CORN FARMERS
Second-Generation YieldGard Corn Borer
Second-generation YieldGard Corn Borer offers
PHASE III
unparalleled combination of insect control and
Advanced Development
resistance management
Not as well as Better than
As expected
expected expected
FALL ARMYWORM
Trait Performance
Agronomic Performance
LEAD GENE: COMPLETED
Lead Selection LEAD EVENT: COMPLETED
OBSERVATIONS
• Excellent control of targeted pests – raises bar for corn
earworm and fall armyworm control
• Outstanding yields, including stacks for rootworm control
2ND GEN YGCB CONVENTIONAL
• Insect resistance management benefit unique to market
• Lead event selected for regulatory submissions
DISCOVERY PHASE I PHASE II PHASE IV LAUNCH
PHASE III
Proof of Concept Early Development Pre-Launch
Adv. Development
15
16. PIPELINE UPDATE
Second-Generation YieldGard Corn Rootworm
Reinvents Stacked Corn Platform
KEY MARKET ACRES U.S. BRAZIL ARGENTINA
Second-Generation 25M 1M
AVAILABLE MARKET 5M
YieldGard Rootworm
CREATING VALUE
0% 0% 0%
PERCENT PENETRATED
2005 FIELD REPORT
CRW INFESTATION CONTINUES TO EXPAND
Second-Generation YieldGard Rootworm
PHASE IV
Pre-Launch
Not as well as Better than
As expected
expected expected
Trait Performance
Agronomic Performance
LEAD GENE: COMPLETED
Lead Selection LEAD EVENT: COMPLETED
OBSERVATIONS
Percent Acres Treated and/or Planted
• Vector-stack delivered outstanding performance for
Corn Acres - not treated
corn rootworm control and Roundup Ready crop safety 0.1 - 25 % treated
• Monsanto to launch 2nd generation CRW stacked-traits 25.1 - 50 % treated
while competitors introduce 1st generation singles >50% treated
• Will introduce to seed licensees in 2006 with commercial
sales expected in 2007 or 2008
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
16
17. PIPELINE UPDATE
Yield Platform Has Expanded Most Dramatically of All
Families in Past Year
CREATING VALUE
FARMER BENEFITS Drought traits have been
applied to new crops,
DISCOVERY PLATFORM: YIELD
expanded in corn
PHASE PHASE PHASE PHASE
PLATFORM D
I II III IV
Next-generation leads are
DROUGHT-TOLERANT
being developed
CORN
simultaneously with
SOYBEANS
advancement of first-
COTTON
INTRINSIC YIELD generation products
CORN
SOYBEANS
CANOLA
NITROGEN UTILIZATION
CORN
COLD-TOLERANT
CORN
17
18. PIPELINE UPDATE
Drought-Tolerant Corn Is Lead Crop of Yield Family of
Traits
KEY MARKET ACRES U.S. BRAZIL ARGENTINA
80M 30M 6M
AVAILABLE MARKET
Drought-Tolerant Corn
CREATING VALUE
0% 0% 0%
PERCENT PENETRATED
CONSISTENT RESULTS FROM EARLY
2005 FIELD REPORT
LEADS AND MORE LEADS EMERGING
FROM PIPELINE
Drought-Tolerant Corn
PHASE II WITH TRAIT WITHOUT TRAIT WITH TRAIT WITHOUT TRAIT
Early Development
Not as well as Better than
As expected
expected expected
Trait Performance
Agronomic Performance o
C 32 34 40
LEAD GENE: COMPLETED
Lead Selection LEAD EVENT: IN PROGRESS
OBSERVATIONS
• Lead genes show consistent drought stress performance
across years
• Mid-season drought performance results in more,
bigger ears
• Up Next: Advance into early development
WITHOUT TRAIT
WITH TRAIT
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
18
19. PIPELINE UPDATE
Drought-Tolerant Cotton Performance Encouraging in
Early Field Evaluation KEY MARKET ACRES U.S. AUSTRALIA
Drought-Tolerant Cotton
AVAILABLE MARKET 7M 0.5M
CREATING VALUE
0% 0%
PERCENT PENETRATED
2005 FIELD REPORT
FROM
GREENHOUSE
Drought-Tolerant Cotton
TESTING TO….
PHASE I
Proof of Concept
…FIRST
DROUGHT- YEAR FIELD
Not as well as Better than CONTROL
As expected TOLERANT
TRIALS
expected expected
Trait Performance
Agronomic Performance
LEAD GENE: IN PROGRESS
Lead Selection LEAD EVENT: N/A
OBSERVATIONS
• Drought leads are working across crops
• First leads into cotton are showing promise
• Next up: Continued evaluation to assess drought
DROUGHT-
CONTROL
performance
TOLERANT
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
19
20. PIPELINE UPDATE
Nitrogen Utilization Corn Moved From Greenhouse to
Field Work in 2005
KEY MARKET ACRES U.S. BRAZIL ARGENTINA
Nitrogen Utilization Corn
80M 30M 6M
AVAILABLE MARKET
CREATING VALUE
0% 0% 0%
PERCENT PENETRATED
2005 FIELD REPORT FROM
GREEN-
Nitrogen Utilization Corn
HOUSE
PHASE I TESTING
Proof of Concept TO…
Not as well as Better than …FIRST
As expected
expected expected YEAR
GENE H
Control
FIELD
Trait Performance
TRIALS
CONTROL GENE F
Agronomic Performance
LEAD GENE: IN PROGRESS
Lead Selection LEAD EVENT: N/A
G
en
e
OBSERVATIONS
s
• Enhanced nitrogen utilization is challenging trait
• Industrial scale genomics effort is generating leads
• Up Next: Optimization to improve trait performance and
continued screening HIGH N
MED N
LOW N
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
20
21. PIPELINE UPDATE
Processor Benefits Projects Represent New Approach to
Market Not Traditionally Served by Seed Innovations
CREATING VALUE
PROCESSOR BENEFITS Mavera High-Value Corn with
lysine represents first biotech
PHASE PHASE PHASE PHASE
product from our Renessen
D
PLATFORM I II III IV
collaboration
PROTEIN AND/ OR
ENHANCEMENTS
Like Vistive, Mavera
MAVERA HIGH-VALUE
CORN WITH LYSINE
represents a family of
MAVERA I HIGH-VALUE
products
SOYBEANS
MAVERA II HIGH-
Renessen joint venture
VALUE SOYBEANS
includes both biotech and
HIGH OIL SOYBEANS
FOR PROCESSING
breeding approaches to
SECOND-GENERATION
adding value in the feed
HIGH-VALUE CORN
WITH LYSINE
industry
FEED CORN WITH
BALANCED PROTEINS
21
22. PIPELINE UPDATE
First-Generation High-Value Corn with Lysine in Final
Phases of Regulatory Reviews
KEY MARKET ACRES U.S. BRAZIL ARGENTINA
Mavera High-Value Corn 5M 2M 1M
AVAILABLE MARKET
with Lysine
CREATING VALUE
0% 0% 0%
PERCENT PENETRATED
2005 FIELD REPORT
FIELD DATA VALIDATES
LYSINE TARGETS
Mavera High-Value Corn with Lysine
PHASE IV
5000
Pre-Launch
4000
Not as well as Better than
As expected
expected expected
3000
Trait Performance
1ST GENERATION
2000
Agronomic Performance
MINIMUM
1000
LEAD GENE: COMPLETED
Competitive Comparison TARGET
LEAD EVENT: COMPLETED
0 SOUTH U.S. RESULT
CONTROL
OBSERVATIONS
AMERICA (2004)
RESULT
• Final year of field trial work confirms lysine targets in (2005)
commercial-quality germplasm
• Completed FDA Consultation; USDA comment period
underway
• Final approvals anticipated for 2007 launch
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
22
23. PIPELINE UPDATE
Vistive Family of Traits Continues To Offer Additive Value
as New Consumer Products Advance
CREATING VALUE
CONSUMER BENEFITS Monsanto and Solae recently
announced an agreement for
our improved-protein
PHASE PHASE PHASE PHASE
D
PLATFORM I II III IV
soybeans
PROTEIN
ENHANCEMENTS
Vistive II and III build on the
IMPROVED-PROTEIN
low-linolenic platform
SOYBEANS FOR FOOD
launched in 2005 with
LIPID ENHANCEMENTS
additional qualities that
VISTIVE II LOW LIN –
MID OLEIC SOYBEANS
improve the oil profile
VISTIVE III LOW LIN –
MID OLEIC – LOW SAT
SOYBEANS
BIOACTIVE COMPOUNDS
OMEGA-3 SOYBEANS
23
24. PIPELINE UPDATE
Improved-Protein Soybeans for Food Poised for
Commercial Track Following Solae Announcement
KEY MARKET ACRES U.S. BRAZIL ARGENTINA
Improved-Protein <1M TBD TBD
AVAILABLE MARKET
Soybeans for Food
CREATING VALUE
0% 0% 0%
PERCENT PENETRATED
2005 FIELD REPORT
Improved-Protein Soybeans for Food
PHASE III
Advanced Development
Not as well as Better than
As expected
expected expected IMPROVED SOLUBILITY PROFILE
Trait Performance
VINTON 81
Agronomic Performance COMMODITY
Lead Selection MON HBC
COMPLETED
OBSERVATIONS CASEIN
• Completed alliance with Solae 0 2 4 6 8 10 12
MEDIAN PARTICLE DIAMETER (MICRONS)
• Early food formulation work very promising
High beta-conglycinin presence
• Strong yield and agronomic performance
translates to mouth-feel more comparable
to conventional dairy products
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
24
25. PIPELINE UPDATE
Vistive Family of Improved Oils Meets Multiple Needs in
Food Industry
TARGET: LOW LINOLENIC TARGET: LOW LINOLENIC
TARGET: LOW SAT
VISTIVE SOYBEANS VISTIVE RAPESEED +INCREASED OLEIC
+ LOW LINOLENIC
2005 LAUNCH 2005 LAUNCH
500K ACRES IN US 40K ACRES IN EUROPE
VISTIVE III LOW LIN –
MID OLEIC – LOW SAT
TARGET: INCREASED OLEIC
SOYBEANS
+ LOW LINOLENIC
VISTIVE PHASE II
FAMILY VISTIVE II LOW LIN –
MID OLEIC SOYBEANS CONSUMER
PHASE III MARKET
OIL FOR
FRYING AND
IMPROVED SOYBEAN
SPRAYING
QUALITY FOR LIQUID OILS Crackers
Snack chips
25
26. PIPELINE UPDATE
Vistive II Adds Improved Oleic Content to Current
Vistive Low Lin Product
KEY MARKET ACRES U.S. BRAZIL ARGENTINA
Vistive II Low Lin – 30M TBD TBD
AVAILABLE MARKET
Mid-Oleic Soybeans
CREATING VALUE
0% 0% 0%
PERCENT PENETRATED
2005 FIELD REPORT
Vistive II Low Lin – Mid-Oleic Soybeans
PHASE III
Advanced Development
Not as well as Better than
As expected 50% of the oil
expected expected
of Vistive II is
Trait Performance mid-oleic,
improving
Agronomic Performance overall oil
profile
Lead Selection COMPLETED
Mid Oleic
OBSERVATIONS Linolenic Linoleic Sats
18:1
STANDARD
• Achieved commercial targets of 50% oleic and 3% SOY
linolenic composition in field testing
MID-OLEIC
• Molecular marker selection was implemented enabling
SOY
plant selections with compositions for line advancements
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
26
27. PIPELINE UPDATE
Omega-3 Oil Production in Soybeans: Initial Taste,
Smell and Oil Stability Results Promising
KEY MARKET ACRES U.S. EU ROW
TBD TBD TBD
AVAILABLE MARKET
Omega-3 Soybeans
CREATING VALUE
0% 0% 0%
PERCENT PENETRATED
2005 FIELD REPORT
SDA OIL TASTES RESULTS 2005
Omega-3 Soybeans
PHASE II
10
Early Development
5
Not as well as Better than
As expected
expected expected
0
Trait Performance
Soy Oil SDA Oil Fish Oil
(INCLUDES OIL TASTE, SMELL AND STABILITY)
Taste Rating 0-15 Scale
Agronomic Performance
Score of zero indicates no taste
LEAD GENES: COMPLETED
Lead Selection LEAD EVENT: COMPLETED
In taste-testing, stearidonic acid (SDA) oil
compares favorably versus fish oil and
OBSERVATIONS
commodity soy oil
• 2004 U.S. and 2005 Argentine field trials continue to
confirm expression of SDA levels at concept targets
• Initial sensory data superior to fish oil
• SDA oil stability results are promising
DISCOVERY PHASE I PHASE III
PHASE II PHASE IV LAUNCH
Proof of Concept Adv. Development
Early Development Pre-Launch
27