Buses and coaches, vehicles, financial plan, analysis of investments, overview, buyer and seller, purchase of highly capitalized products, travelling by road
This document summarizes key concepts around costs of production for businesses. It discusses economic costs, accounting profit vs economic profit, explicit vs implicit costs. It also covers short-run and long-run production relationships including total, average and marginal product/cost. Key points around economies of scale, minimum efficient scale, and how these impact industry structure are also summarized.
This document provides an overview of pure competition in the short run. It discusses the key characteristics of pure competition including many small firms, standardized products, free entry and exit, and firms being price takers. It then examines the profit maximization process for a competitive firm. A firm will produce where marginal revenue equals marginal cost to maximize profits or minimize losses. The marginal cost curve represents the firm's short-run supply curve. The market supply curve is the horizontal sum of individual firm supply curves. Equilibrium in the market occurs where price equals marginal cost across firms.
This document discusses various aspects of owning and operating a vehicle, including:
- Choosing a vehicle and factors to consider like costs
- What is important to consider in a vehicle
- Information needed when purchasing a new vehicle like optional equipment and taxes
- The importance of shopping around at different dealers for the best price
- Methods of acquiring a vehicle like buying new, used, or leasing
- Calculations for costs like monthly loan payments, leasing agreements, and depreciation
- Other ongoing costs of owning a vehicle like fuel consumption, maintenance, repairs, and insurance
This revision webinar focuses on the short run costs of businesses. It includes with examples a distinction between fixed and variable costs, average, marginal and total costs and short and long run costs.
This document summarizes key concepts about pure competition in the long run. It discusses how in the long run, firms can enter and exit an industry, leading to adjustments in market supply and price. When firms earn economic profits, more will enter and drive the price down until profits are eliminated. When firms earn losses, some will exit and drive the price up until losses are eliminated. In long run equilibrium, firms earn zero economic profits, and the industry achieves productive and allocative efficiency as well as maximizing total surplus. Technological innovation can lead to "creative destruction" of old products and business models.
This document compares the revenue and market share of the top 20 forklift manufacturers globally in 2012 and 2013. Toyota had the highest revenue of $7.7 billion in 2013, up 12% from 2012. The top 10 manufacturers accounted for over 50% of total sales. China was the largest producer by country of origin for forklifts.
The document provides an overview of concepts related to cost analysis and pricing decisions for a business economics course. It defines key terms like market, cost, short run and long run costs, explicit and implicit costs, economies and diseconomies of scale, private and social costs, cost functions, total, average and marginal costs. It also discusses pricing under different market structures like perfect competition, monopoly, monopolistic competition and oligopoly. Game theory concepts like the prisoner's dilemma and their application to oligopoly are covered.
This document summarizes key concepts around costs of production for businesses. It discusses economic costs, accounting profit vs economic profit, explicit vs implicit costs. It also covers short-run and long-run production relationships including total, average and marginal product/cost. Key points around economies of scale, minimum efficient scale, and how these impact industry structure are also summarized.
This document provides an overview of pure competition in the short run. It discusses the key characteristics of pure competition including many small firms, standardized products, free entry and exit, and firms being price takers. It then examines the profit maximization process for a competitive firm. A firm will produce where marginal revenue equals marginal cost to maximize profits or minimize losses. The marginal cost curve represents the firm's short-run supply curve. The market supply curve is the horizontal sum of individual firm supply curves. Equilibrium in the market occurs where price equals marginal cost across firms.
This document discusses various aspects of owning and operating a vehicle, including:
- Choosing a vehicle and factors to consider like costs
- What is important to consider in a vehicle
- Information needed when purchasing a new vehicle like optional equipment and taxes
- The importance of shopping around at different dealers for the best price
- Methods of acquiring a vehicle like buying new, used, or leasing
- Calculations for costs like monthly loan payments, leasing agreements, and depreciation
- Other ongoing costs of owning a vehicle like fuel consumption, maintenance, repairs, and insurance
This revision webinar focuses on the short run costs of businesses. It includes with examples a distinction between fixed and variable costs, average, marginal and total costs and short and long run costs.
This document summarizes key concepts about pure competition in the long run. It discusses how in the long run, firms can enter and exit an industry, leading to adjustments in market supply and price. When firms earn economic profits, more will enter and drive the price down until profits are eliminated. When firms earn losses, some will exit and drive the price up until losses are eliminated. In long run equilibrium, firms earn zero economic profits, and the industry achieves productive and allocative efficiency as well as maximizing total surplus. Technological innovation can lead to "creative destruction" of old products and business models.
This document compares the revenue and market share of the top 20 forklift manufacturers globally in 2012 and 2013. Toyota had the highest revenue of $7.7 billion in 2013, up 12% from 2012. The top 10 manufacturers accounted for over 50% of total sales. China was the largest producer by country of origin for forklifts.
The document provides an overview of concepts related to cost analysis and pricing decisions for a business economics course. It defines key terms like market, cost, short run and long run costs, explicit and implicit costs, economies and diseconomies of scale, private and social costs, cost functions, total, average and marginal costs. It also discusses pricing under different market structures like perfect competition, monopoly, monopolistic competition and oligopoly. Game theory concepts like the prisoner's dilemma and their application to oligopoly are covered.
The document provides a case study on how businesses can save over £1000 per vehicle per year through a vehicle management program. It details the typical costs associated with administering, maintaining, and disposing of company vehicles. These include administration fees, driver downtime costs, and vehicle disposal expenses. The document estimates that the total annual cost of managing one vehicle yourself is around £1,685. It then outlines the significant savings that can be achieved through a vehicle leasing and management program by outsourcing vehicle administration, maintenance, and disposal. This can save around £1,310 per vehicle annually in costs. Additional benefits include breakdown assistance, accident management, and telematics services.
1) The document discusses how telematics can help fleets identify cost savings opportunities in safety, fuel, maintenance, and productivity using a Fleet Savings Summary Report.
2) It explains how the report calculates a fleet's existing and potential monthly savings in these categories based on driver behavior scores. Significant savings are possible in insurance reductions, fuel efficiency, reduced wear and tear, and increased productivity.
3) The four key opportunities for cost savings through telematics are reducing collisions and associated costs, controlling rising fuel expenses through better driving habits, limiting unnecessary vehicle maintenance from aggressive driving, and boosting productivity by decreasing idle time.
1. This document provides training on financial services management for professional sales representatives seeking to advance their careers into management.
2. It covers the benefits of leasing, who is a good candidate for leasing, basic leasing terminology, and how to calculate residual values.
3. The objectives are to understand the benefits of leasing, determine good leasing candidates, learn terminology, and calculate residuals.
Scot Layton
Email: [email protected]
Fleet Management
mailto:[email protected]
Lecture overview
• Transport and the environment
• Fleet Safety
• Accident prevention
• Change of use
• Driver selection and training
• Managing vehicle safety
Transport and the environment
Emissions and Euro VI
Vehicle type Clean Air Zone (CAZ) minimum standard
Buses, coaches, heavy goods vehicles Euro VI (2014)
Vans, minibuses, taxis, private hire vehicles, cars Euro 6 (diesel, 2015) and Euro 4 (petrol, 2005)
Motorcycles Euro 3 (2007)
ULEZ 25th October 2021
Future clean air zones and ULEZ
• Birmingham Summer 2020 (Class D)
• Leeds Summer 2020 (Class B)
• London expansion October 2021
Class Vehicle type
A Buses, coaches, taxis, private
hire vehicles
B Buses, coaches, taxis, private
hire vehicles, heavy goods
vehicles
C Buses, coaches, taxis, private
hire vehicles, heavy goods
vehicles, vans, minibuses
D Buses, coaches, taxis, private
hire vehicles, heavy goods
vehicles, vans, minibuses,
cars, the local authority has the
option to include motorcycles
Future clean air zones and ULEZ
• Actros - £90,000 + VAT (Euro 6)
• Atego - £50,000 + VAT (Euro 6)
• Arocs - £150,000 + VAT (Euro 6)
Emissions Euro VI
Combustion
HC
CM
PM
NOx
HC
Petrol/Diesel
Controlling Emissions
• Diesel • Petrol
Petrol and Diesel NOx
Further methods of reducing environmental impact
• Maintenance
• Driver selection and training
• Route optimisation
• Vehicle type and use
Driver selection and training
Why train drivers?
Case Study
Route optimisation
• Cost of delays
• Cost of accidents
• Lost loads
• Reliable service
• Fuel efficiency
• First step is to adopt the use of routing and scheduling software
Route optimisation
Route optimisation
Route optimisation
Route optimisation
Increased Brake Pad wear
Clutch wear (Manual only)
Higher lateral acceleration:
➢ Tyre wear (outer shoulders)
➢ Increased wear on suspension components
➢ Increased wear on steering components
➢ Increased lateral forces on load
Higher risk of incident
Increased acceleration zones
A Jaworski et al, 2018
Avoiding collisions – From 2022 active safety systems will become mandatory in Europe
Avoiding collisions – Nearly half of all traffic fatalities occur at night
• Replace wiper blades when they do not clear the windscreen
• Ensure washer fluid is added to water
• Adhere to strict driving protocol
• Ensure headlights are clean and in working condition
• Fit additional lighting for extensive B road use
Vehicle Utilisation
• Cost Centre – Fleet or single vehicle
• Cost Unit – cost per load/mile/tonne
• Direct Costs – those directly attributed to the cost centre (standing and running costs)
• Fixed Costs – overheads (buildings, salaried staff)
• Variable Costs – those that vary due to the use of a cost unit
Vehicle Utilisation
January February March April May June July August September Oc.
Lkq corporation bairds 2017 global consumer technology and services conferencecorporationlkq
The document discusses LKQ Corporation's forward-looking statements policy. It notes that statements in company presentations that are not historical facts are considered forward-looking statements. These statements involve risks and uncertainties. The document also lists risk factors investors should consider that are disclosed in LKQ's annual and quarterly SEC filings.
Localiza is the 25th most valuable brand in Brazil and the largest car rental company in the country. It has three main business divisions: car rental, fleet rental, and used car sales. The company has a competitive advantage through its scale in purchasing cars, network of locations across Brazil, innovation in services, and ability to generate higher returns than competitors. Localiza aims to continue expanding its integrated business platform and maintaining its leadership position in the car rental market.
Localiza is the 25th most valuable brand in Brazil. The document discusses Localiza's business divisions including car rental, fleet rental, and used car sales. It provides an overview of the company's history and growth, integrated business platform, financial performance of each division, and competitive advantages in areas like purchasing power, innovation, and used car sales distribution. Localiza has achieved scale in Brazil and investment grade credit ratings, demonstrating strong profitability and returns over its 42 year history.
- Localiza reported strong results in 1Q14, with net revenue increasing 19.1% and net income reaching a record high. Daily car rentals in the Car Rental Division grew 10.1% while the fleet size increased only 0.9%, demonstrating productivity gains.
- The utilization rate of the Car Rental fleet increased to 72.2%, up from 66.6% in 1Q13, due to fleet optimization. 15 new owned rental locations were also added during the quarter.
- Free cash flow was R$176 million in 1Q14. Net debt was reduced by R$125 million due to strong cash generation. The company maintains a comfortable debt profile with declining net debt to equity and E
- Localiza reported strong results in 1Q14, with net revenue increasing 19.1% and net income reaching a record high. Daily car rentals in the Car Rental Division grew 10.1% while the fleet size increased only 0.9%, demonstrating productivity gains.
- The utilization rate of the Car Rental fleet increased to 72.2%, up from 66.6% in 1Q13, due to fleet optimization. 15 new owned rental locations were also added during the quarter.
- Free cash flow was R$176 million in 1Q14. Net debt was reduced by R$125 million due to strong cash generation. The company maintains a comfortable debt profile with declining net debt to equity and E
- Localiza reported strong results in 1Q14, with net revenue increasing 19.1% and net income reaching a record high. Daily car rentals in the Car Rental Division grew 10.1% while the fleet size increased only 0.9%, demonstrating productivity gains.
- The utilization rate of the Car Rental fleet increased to 72.2%, up from 66.6% in 1Q13, due to fleet optimization. 15 new owned rental locations were also added during the quarter.
- Free cash flow was R$176 million in 1Q14. Net debt was reduced by R$125 million due to strong cash generation. The company maintains a comfortable debt profile with declining net debt to equity and E
The document provides an overview of Localiza, the 25th most valuable brand in Brazil. It summarizes the company's history since 1973, outlines its main business divisions of car rental, fleet rental, and used car sales. It highlights Localiza's competitive advantages such as scale in vehicle purchases, brand recognition, and innovation which allow it to raise funds at better rates and maintain high customer satisfaction. Financial information shows Localiza has leading profitability metrics like ROIC compared to competitors, demonstrating strong performance.
- Ryder reported first quarter 2016 earnings per share of $1.05 compared to $1.00 in first quarter 2015. Revenue increased 4% year-over-year to $1.63 billion.
- Fleet Management Solutions revenue grew 7% driven by increases in full service lease and maintenance revenue. Earnings declined due to lower used vehicle results and higher insurance costs.
- Dedicated Transportation Solutions revenue increased 15% from new business and higher volumes. Earnings grew due to revenue growth and lower insurance expenses.
- Supply Chain Solutions revenue rose 9% excluding foreign exchange from new business and volumes. Earnings increased on higher revenue.
- Ryder reported first quarter 2016 earnings per share of $1.05 compared to $1.00 in first quarter 2015. Revenue increased 4% year-over-year to $1.63 billion.
- Fleet Management Solutions revenue grew 7% driven by increases in full service lease and maintenance revenue. Earnings declined due to lower used vehicle results and higher insurance costs.
- Dedicated Transportation Solutions revenue increased 15% from new business and higher volumes. Earnings grew due to revenue growth and lower insurance expenses.
- Supply Chain Solutions revenue rose 9% excluding foreign exchange from new business and volumes. Earnings increased on higher revenue.
This document provides an overview of a car rental company with three main divisions: car rental, fleet rental, and used car sales (Seminovos). It discusses the company's history and expansion, integrated business platform and synergies, financial performance of each division, and competitive advantages. The company has a large scale national presence in Brazil, investment grade ratings, and benefits from being the largest car purchaser in the country. It has a profitable business model focused on car rental and fleet rental.
This document provides an overview of Localiza, a car rental company in Brazil. It discusses Localiza's business divisions including car rental, fleet rental, and used car sales. It highlights Localiza's competitive advantages such as its scale in purchasing cars which allows it to negotiate better prices. It also notes Localiza's network reach and innovations that enhance customer service. Financial information shows Localiza has higher profitability and lower debt ratios than competitors. The car rental market in Brazil is seen as having growth opportunities due to increasing affordability and infrastructure investments.
This document provides an overview of a car rental company with three main divisions: car rental, fleet rental, and used car sales (Seminovos). It discusses the company's history and expansion, integrated business platform and synergies across divisions. Financial details are given for each division showing profitability comes mainly from car and fleet rental. The company has competitive advantages in raising capital, purchasing vehicles, nationwide presence, and innovation. It has higher profitability and lower debt ratios than competitors.
William Blair 2017 Growth Stock Conferencecorporationlkq
The document provides an overview of William Blair's 2017 Growth Stock Conference on June 13, 2017. It includes forward-looking statements and discusses LKQ Corporation's mission to be the leading global distributor of vehicle parts and accessories. The document outlines LKQ's evolution through acquisitions, acquisition philosophies, operating segments, and provides an overview of the large and fragmented North American and European vehicle parts markets that LKQ serves.
Localiza is a car rental company based in Brazil that has grown to become the largest car rental company in the country. The presentation provides an overview of Localiza's business divisions including car rental, fleet rental, and used car sales. It highlights Localiza's competitive advantages such as its scale in purchasing cars which allows it to obtain better prices, its large network of locations across Brazil, and its innovations in technology. The financials section shows that Localiza has consistently achieved higher profitability measures like return on invested capital compared to its competitors due to its integrated business model.
Localiza is a Brazilian car rental company that was founded in 1973. It has since grown to become the largest car rental company in Brazil, with a market share of over 20%. The presentation provides an overview of Localiza's main business divisions - car rental, fleet rental, and used car sales (Seminovos). It highlights Localiza's competitive advantages in raising capital, purchasing vehicles, renting vehicles, and selling used cars. Localiza has consistently achieved higher profitability than its competitors, as demonstrated by its return on invested capital and debt ratios. The presentation also outlines the growth opportunities in the car rental market in Brazil.
The document provides a case study on how businesses can save over £1000 per vehicle per year through a vehicle management program. It details the typical costs associated with administering, maintaining, and disposing of company vehicles. These include administration fees, driver downtime costs, and vehicle disposal expenses. The document estimates that the total annual cost of managing one vehicle yourself is around £1,685. It then outlines the significant savings that can be achieved through a vehicle leasing and management program by outsourcing vehicle administration, maintenance, and disposal. This can save around £1,310 per vehicle annually in costs. Additional benefits include breakdown assistance, accident management, and telematics services.
1) The document discusses how telematics can help fleets identify cost savings opportunities in safety, fuel, maintenance, and productivity using a Fleet Savings Summary Report.
2) It explains how the report calculates a fleet's existing and potential monthly savings in these categories based on driver behavior scores. Significant savings are possible in insurance reductions, fuel efficiency, reduced wear and tear, and increased productivity.
3) The four key opportunities for cost savings through telematics are reducing collisions and associated costs, controlling rising fuel expenses through better driving habits, limiting unnecessary vehicle maintenance from aggressive driving, and boosting productivity by decreasing idle time.
1. This document provides training on financial services management for professional sales representatives seeking to advance their careers into management.
2. It covers the benefits of leasing, who is a good candidate for leasing, basic leasing terminology, and how to calculate residual values.
3. The objectives are to understand the benefits of leasing, determine good leasing candidates, learn terminology, and calculate residuals.
Scot Layton
Email: [email protected]
Fleet Management
mailto:[email protected]
Lecture overview
• Transport and the environment
• Fleet Safety
• Accident prevention
• Change of use
• Driver selection and training
• Managing vehicle safety
Transport and the environment
Emissions and Euro VI
Vehicle type Clean Air Zone (CAZ) minimum standard
Buses, coaches, heavy goods vehicles Euro VI (2014)
Vans, minibuses, taxis, private hire vehicles, cars Euro 6 (diesel, 2015) and Euro 4 (petrol, 2005)
Motorcycles Euro 3 (2007)
ULEZ 25th October 2021
Future clean air zones and ULEZ
• Birmingham Summer 2020 (Class D)
• Leeds Summer 2020 (Class B)
• London expansion October 2021
Class Vehicle type
A Buses, coaches, taxis, private
hire vehicles
B Buses, coaches, taxis, private
hire vehicles, heavy goods
vehicles
C Buses, coaches, taxis, private
hire vehicles, heavy goods
vehicles, vans, minibuses
D Buses, coaches, taxis, private
hire vehicles, heavy goods
vehicles, vans, minibuses,
cars, the local authority has the
option to include motorcycles
Future clean air zones and ULEZ
• Actros - £90,000 + VAT (Euro 6)
• Atego - £50,000 + VAT (Euro 6)
• Arocs - £150,000 + VAT (Euro 6)
Emissions Euro VI
Combustion
HC
CM
PM
NOx
HC
Petrol/Diesel
Controlling Emissions
• Diesel • Petrol
Petrol and Diesel NOx
Further methods of reducing environmental impact
• Maintenance
• Driver selection and training
• Route optimisation
• Vehicle type and use
Driver selection and training
Why train drivers?
Case Study
Route optimisation
• Cost of delays
• Cost of accidents
• Lost loads
• Reliable service
• Fuel efficiency
• First step is to adopt the use of routing and scheduling software
Route optimisation
Route optimisation
Route optimisation
Route optimisation
Increased Brake Pad wear
Clutch wear (Manual only)
Higher lateral acceleration:
➢ Tyre wear (outer shoulders)
➢ Increased wear on suspension components
➢ Increased wear on steering components
➢ Increased lateral forces on load
Higher risk of incident
Increased acceleration zones
A Jaworski et al, 2018
Avoiding collisions – From 2022 active safety systems will become mandatory in Europe
Avoiding collisions – Nearly half of all traffic fatalities occur at night
• Replace wiper blades when they do not clear the windscreen
• Ensure washer fluid is added to water
• Adhere to strict driving protocol
• Ensure headlights are clean and in working condition
• Fit additional lighting for extensive B road use
Vehicle Utilisation
• Cost Centre – Fleet or single vehicle
• Cost Unit – cost per load/mile/tonne
• Direct Costs – those directly attributed to the cost centre (standing and running costs)
• Fixed Costs – overheads (buildings, salaried staff)
• Variable Costs – those that vary due to the use of a cost unit
Vehicle Utilisation
January February March April May June July August September Oc.
Lkq corporation bairds 2017 global consumer technology and services conferencecorporationlkq
The document discusses LKQ Corporation's forward-looking statements policy. It notes that statements in company presentations that are not historical facts are considered forward-looking statements. These statements involve risks and uncertainties. The document also lists risk factors investors should consider that are disclosed in LKQ's annual and quarterly SEC filings.
Localiza is the 25th most valuable brand in Brazil and the largest car rental company in the country. It has three main business divisions: car rental, fleet rental, and used car sales. The company has a competitive advantage through its scale in purchasing cars, network of locations across Brazil, innovation in services, and ability to generate higher returns than competitors. Localiza aims to continue expanding its integrated business platform and maintaining its leadership position in the car rental market.
Localiza is the 25th most valuable brand in Brazil. The document discusses Localiza's business divisions including car rental, fleet rental, and used car sales. It provides an overview of the company's history and growth, integrated business platform, financial performance of each division, and competitive advantages in areas like purchasing power, innovation, and used car sales distribution. Localiza has achieved scale in Brazil and investment grade credit ratings, demonstrating strong profitability and returns over its 42 year history.
- Localiza reported strong results in 1Q14, with net revenue increasing 19.1% and net income reaching a record high. Daily car rentals in the Car Rental Division grew 10.1% while the fleet size increased only 0.9%, demonstrating productivity gains.
- The utilization rate of the Car Rental fleet increased to 72.2%, up from 66.6% in 1Q13, due to fleet optimization. 15 new owned rental locations were also added during the quarter.
- Free cash flow was R$176 million in 1Q14. Net debt was reduced by R$125 million due to strong cash generation. The company maintains a comfortable debt profile with declining net debt to equity and E
- Localiza reported strong results in 1Q14, with net revenue increasing 19.1% and net income reaching a record high. Daily car rentals in the Car Rental Division grew 10.1% while the fleet size increased only 0.9%, demonstrating productivity gains.
- The utilization rate of the Car Rental fleet increased to 72.2%, up from 66.6% in 1Q13, due to fleet optimization. 15 new owned rental locations were also added during the quarter.
- Free cash flow was R$176 million in 1Q14. Net debt was reduced by R$125 million due to strong cash generation. The company maintains a comfortable debt profile with declining net debt to equity and E
- Localiza reported strong results in 1Q14, with net revenue increasing 19.1% and net income reaching a record high. Daily car rentals in the Car Rental Division grew 10.1% while the fleet size increased only 0.9%, demonstrating productivity gains.
- The utilization rate of the Car Rental fleet increased to 72.2%, up from 66.6% in 1Q13, due to fleet optimization. 15 new owned rental locations were also added during the quarter.
- Free cash flow was R$176 million in 1Q14. Net debt was reduced by R$125 million due to strong cash generation. The company maintains a comfortable debt profile with declining net debt to equity and E
The document provides an overview of Localiza, the 25th most valuable brand in Brazil. It summarizes the company's history since 1973, outlines its main business divisions of car rental, fleet rental, and used car sales. It highlights Localiza's competitive advantages such as scale in vehicle purchases, brand recognition, and innovation which allow it to raise funds at better rates and maintain high customer satisfaction. Financial information shows Localiza has leading profitability metrics like ROIC compared to competitors, demonstrating strong performance.
- Ryder reported first quarter 2016 earnings per share of $1.05 compared to $1.00 in first quarter 2015. Revenue increased 4% year-over-year to $1.63 billion.
- Fleet Management Solutions revenue grew 7% driven by increases in full service lease and maintenance revenue. Earnings declined due to lower used vehicle results and higher insurance costs.
- Dedicated Transportation Solutions revenue increased 15% from new business and higher volumes. Earnings grew due to revenue growth and lower insurance expenses.
- Supply Chain Solutions revenue rose 9% excluding foreign exchange from new business and volumes. Earnings increased on higher revenue.
- Ryder reported first quarter 2016 earnings per share of $1.05 compared to $1.00 in first quarter 2015. Revenue increased 4% year-over-year to $1.63 billion.
- Fleet Management Solutions revenue grew 7% driven by increases in full service lease and maintenance revenue. Earnings declined due to lower used vehicle results and higher insurance costs.
- Dedicated Transportation Solutions revenue increased 15% from new business and higher volumes. Earnings grew due to revenue growth and lower insurance expenses.
- Supply Chain Solutions revenue rose 9% excluding foreign exchange from new business and volumes. Earnings increased on higher revenue.
This document provides an overview of a car rental company with three main divisions: car rental, fleet rental, and used car sales (Seminovos). It discusses the company's history and expansion, integrated business platform and synergies, financial performance of each division, and competitive advantages. The company has a large scale national presence in Brazil, investment grade ratings, and benefits from being the largest car purchaser in the country. It has a profitable business model focused on car rental and fleet rental.
This document provides an overview of Localiza, a car rental company in Brazil. It discusses Localiza's business divisions including car rental, fleet rental, and used car sales. It highlights Localiza's competitive advantages such as its scale in purchasing cars which allows it to negotiate better prices. It also notes Localiza's network reach and innovations that enhance customer service. Financial information shows Localiza has higher profitability and lower debt ratios than competitors. The car rental market in Brazil is seen as having growth opportunities due to increasing affordability and infrastructure investments.
This document provides an overview of a car rental company with three main divisions: car rental, fleet rental, and used car sales (Seminovos). It discusses the company's history and expansion, integrated business platform and synergies across divisions. Financial details are given for each division showing profitability comes mainly from car and fleet rental. The company has competitive advantages in raising capital, purchasing vehicles, nationwide presence, and innovation. It has higher profitability and lower debt ratios than competitors.
William Blair 2017 Growth Stock Conferencecorporationlkq
The document provides an overview of William Blair's 2017 Growth Stock Conference on June 13, 2017. It includes forward-looking statements and discusses LKQ Corporation's mission to be the leading global distributor of vehicle parts and accessories. The document outlines LKQ's evolution through acquisitions, acquisition philosophies, operating segments, and provides an overview of the large and fragmented North American and European vehicle parts markets that LKQ serves.
Localiza is a car rental company based in Brazil that has grown to become the largest car rental company in the country. The presentation provides an overview of Localiza's business divisions including car rental, fleet rental, and used car sales. It highlights Localiza's competitive advantages such as its scale in purchasing cars which allows it to obtain better prices, its large network of locations across Brazil, and its innovations in technology. The financials section shows that Localiza has consistently achieved higher profitability measures like return on invested capital compared to its competitors due to its integrated business model.
Localiza is a Brazilian car rental company that was founded in 1973. It has since grown to become the largest car rental company in Brazil, with a market share of over 20%. The presentation provides an overview of Localiza's main business divisions - car rental, fleet rental, and used car sales (Seminovos). It highlights Localiza's competitive advantages in raising capital, purchasing vehicles, renting vehicles, and selling used cars. Localiza has consistently achieved higher profitability than its competitors, as demonstrated by its return on invested capital and debt ratios. The presentation also outlines the growth opportunities in the car rental market in Brazil.
Similar to Operations for coaches (investment in new equipment) (20)
The Octavia range embodies the design trend of the Škoda brand: a fusion of
aesthetics, safety and practicality. Whether you see the car as a whole or step
closer and explore its unique features, the Octavia range radiates with the
harmony of functionality and emotion
Welcome to ASP Cranes, your trusted partner for crane solutions in Raipur, Chhattisgarh! With years of experience and a commitment to excellence, we offer a comprehensive range of crane services tailored to meet your lifting and material handling needs.
At ASP Cranes, we understand the importance of reliable and efficient crane operations in various industries, from construction and manufacturing to logistics and infrastructure development. That's why we strive to deliver top-notch solutions that enhance productivity, safety, and cost-effectiveness for our clients.
Our services include:
Crane Rental: Whether you need a crawler crane for heavy lifting or a hydraulic crane for versatile operations, we have a diverse fleet of well-maintained cranes available for rent. Our rental options are flexible and can be customized to suit your project requirements.
Crane Sales: Looking to invest in a crane for your business? We offer a wide selection of new and used cranes from leading manufacturers, ensuring you find the perfect equipment to match your needs and budget.
Crane Maintenance and Repair: To ensure optimal performance and safety, regular maintenance and timely repairs are essential for cranes. Our team of skilled technicians provides comprehensive maintenance and repair services to keep your equipment running smoothly and minimize downtime.
Crane Operator Training: Proper training is crucial for safe and efficient crane operation. We offer specialized training programs conducted by certified instructors to equip operators with the skills and knowledge they need to handle cranes effectively.
Custom Solutions: We understand that every project is unique, which is why we offer custom crane solutions tailored to your specific requirements. Whether you need modifications, attachments, or specialized equipment, we can design and implement solutions that meet your needs.
At ASP Cranes, customer satisfaction is our top priority. We are dedicated to delivering reliable, cost-effective, and innovative crane solutions that exceed expectations. Contact us today to learn more about our services and how we can support your project in Raipur, Chhattisgarh, and beyond. Let ASP Cranes be your trusted partner for all your crane needs!
Ever been troubled by the blinking sign and didn’t know what to do?
Here’s a handy guide to dashboard symbols so that you’ll never be confused again!
Save them for later and save the trouble!
What Could Be Behind Your Mercedes Sprinter's Power Loss on Uphill RoadsSprinter Gurus
Unlock the secrets behind your Mercedes Sprinter's uphill power loss with our comprehensive presentation. From fuel filter blockages to turbocharger troubles, we uncover the culprits and empower you to reclaim your vehicle's peak performance. Conquer every ascent with confidence and ensure a thrilling journey every time.
Implementing ELDs or Electronic Logging Devices is slowly but surely becoming the norm in fleet management. Why? Well, integrating ELDs and associated connected vehicle solutions like fleet tracking devices lets businesses and their in-house fleet managers reap several benefits. Check out the post below to learn more.
Operations for coaches (investment in new equipment)
1. Explanation of cost structures
Differences between fixed and variabel costs
Influences on cost development
How to take a sound decision to determine a realistic price
Be as efficient as possible by maximizing revenues
Attributes to lower the costs and optimize profits
The right coach for different clients
Purchase, warrantee, residual value and lifetime
Guidance through the investment pad of a coach by P. G.
2. Two different types of costs:
1. Variabel costs increases during heavy usage of the equipement, it influences the total costs on basis of the total operations
2. Fixed costs remains almost the same, less influenceble, it remains the same most of the time
Variabel costs exist out of the following components:
Fuel – Repair and Maintenance – Tires – Interest – Telephone – Toll – Empty rides of course it can be more then mentioned
Fixed costs exists out of the following components:
Employees – Depriciation – Overhead – Insurance – Taxes – Salaries – Pensions – Social Security are a few examples of fixed costs
Both of the cost structures is the basic element to start with the total cost price of your service towards your clients. The ultimo is either the
decision of the tour operator how to calculate the cost specification of a certain vehicle towards his final client. Because this depend of the
driven miles, spec of the coach and the crowd that will be transported.
Primarilly there is a huge difference between national and international passenger transport as well as between daily trips and long distance
travel for a couple of days or even weeks. Therefore some adaptation is needed.
Guidance through the investment pad of a coach by P. G.
3. Variables that influences the development of the life cycle costs:
Not limited to a few but quite a lot of variables influences the total costs of a vehicle. In the market they name this phenomenon Total Cost of
Ownership. It means that all seperate costs in the perspective of the bigger sum are the total costs for every operator.
At this moment we could speak of a good environment which are good fore coach enterprises. The costs of Petrol e.g. Gasoline aren ’t that high.
Due to the lower demand of fossil fuel, the big Petrol Companies and the Oil winners as well can not ask that high prices.
In 2010 and 2011 the Oil prices where at the highest point in five years and remained stable around $
100 per barrel and then the prices decreased very dramatically in just one year.
Next to that the Financial Markets who provide money to loan are not that motivated to finance highly capitalized products unless the
enterprise is financial solid enough, otherwise the OEM can provide a loan against a very competitive interest rate.
Based on the current interest rate of the Capital Markets it is seemingly attractive to close a deal with a loan from a bank or a financing
provided by the seller. In that case a loan offerred by the supplier has more advantages because they can offer it against lower rates
The gap in interest rates before the crisis compared with the current situation is very huge. Currently the deficit is almost 5 % in the advantage
of the buyer. So sharp interest rates on the worldwide Capital market are in the advantage of the operators that are invest in new vehicles. All
based on the situation as it is now.
Guidance through the investment pad of a coach by P. G.
4. Variables that influence the development of the lifecycle costs:
Description Amount
Fixed costs
1Depreciation € 24.500,00
2Interest € 1.372,00
3Insurance (vehicle, passenger and driver) € 5.250,00
4Taxes € 788,00
5Driver (labour costs) € 33.300,00
6Periodical (maintenance) € 575,33
7Overhead (administration) € 2.250,00
8Costs of breakdown € 0,00
9Extra labour costs (overtime and pensions) € 9.281,25
10Pensions € 5.934,06
11 € 83.250,64
Variable
costs
1Fuel (gasoline) € 16.524,00
2Telephone of driver € 180,00
3Consumption € 1.800,00
4Ad-Blue € 765,00
5Variable maintenance € 1.150,00
6Maut surcharge Tol costs € 0,00
7Empty rides € 6.750,00
8Tank hours € 283,05
9Tyres € 3.069,00
10Maintenance (repair and parts replacement) € 1.500,00
11
12 € 32.021,05
0 2000 4000 6000 8000 10000 12000 14000 16000 18000
Chart Variable cost
€ 24,500.00
€ 1,372.00
€ 5,250.00
€ 788.00
€ 33,300.00
€ 575.33
€ 2,250.00
€ 0.00
€ 9,281.25
€ 5,934.06
0 5000 10000 15000 20000 25000 30000 35000
Chart Fixed cost
Guidance through the investment pad of a coach by P. G.
5. Either you are going to buy or lease your coach. It is very important what effect it has on your daily operations and what kind of coach
you are looking for to expand or replace a vehicle in your fleet.
1. The brand of the product, depends on earlier experience, relationship and trust
2. Technical abilities, seat lay-out, configuration, axles, integral or chassis and type of engine
3. Financials Financial lease or Operational lease, contacts with your bank, brand, credability and residual value
Those 3 components are decisive for at least 70 % of the DMU, the other 30 % is based on the relationship with the supplier.
What should an investment plan consist of:
Solid financial plan
Strategy of the selling process, there is a lot to choose from and the orientational phase
Numbers, make sure that your budget fits the plan
Details, decision is made, the quotation phase has ended and now it is time to choose the right product that fits to your purposes
The final phase is there, the products are choosen and the negotiation phase has started, up to the seller to motivate
Decision made now develop an individual plan how to earn your investment back in a given time
Guidance through the investment pad of a coach by P. G.
6. Example of some thorough calculations for the enterprise: The orientation phase what do you need An
overview of the basic elements to conduct an good investment plan
Guidance through the investment pad of a coach by P. G.
ANNUAL MILEAGE
70.000
RESIDALE VALUE COACH
37,00%
DURATION
60
INTEREST
0,035
Driver data
Work days each year 225
Salary driver per hour € 18,50
Pension premium (17,82 %) € 3,30
Allowance per hr (35%) (275 overtime hours) € 9.281
Overhead (divers) 5% € 2.250
Work hours (each week 40) 225 ds/years 1.800
Mile age (KM) and fuel cost per liter
Kilometers each year 70.000
Diesel price LTRS € 1,08
Fuel usage
Usage of petrol each year 11900
Number of fuel stops 60
Ad blue liter price 0,08 € 47,60
Ad blue 5 % o/t gasoline 595
Tyres
Tyres - setprice (€ 2790) € 2.790,00
Residale Value 10 % o/t new price € 279,00
Cleaning
Cleaning (20x each year á € 75) € 1.500,00
Lifetime of the vehicle and
Interest
Lifetime coach (economic) 5
Redemption and Interest (monthly) € 143
Residale Value in % 0,37
Divers additional costs
Vehicle Insurance on yearly basis € 5.250,00
Road Tax
Road Tax (from 9851-11150 kg) #N/A
Road Tax (from 11151-12850 kg) #N/A
Road Tax (from 11151-12850 kg) 12951-13050 € 788,00
Road Tax (from 12851-14850 kg) #N/A
Road Tax (from 14851-15050 kg) #N/A
Eurovignet per km
Tank Content in Liters 200
Consumption per 100 km 17
Average km on an full fuel tank 1.176,47
Tank on 1/2
Tires price each (€ 465) € 2.790,00
Change every 75,000 km 0,93
Tank hours +/- 10 minutes each time 11,90
Costs of tank at fuel station € 220,15
Costs of tire change € 2.325,00
Phone for driver (€ 15 each month) € 180,00
Consumptions, wait time, Hotels (€ 150 each month) € 1.800,00
Redemption vehicle incl. (each month incl rates) € 1.715,00
Variable maintenance Each year € 1.150,00
Empty rides Each year € 5.250,00
Damage on coach (bumpers, glass,
mirrors, etc.) Each year € 1.500,00
PURCHASE PRICE
€ 245.000,00
7. Example of some thorough calculations for the enterprise: The orientation phase what do you need
In the table above there is an overview of the maintenance cost of different vehicle types, mainly based on that with DAF-engines. Prior to the
mentioned prices I have to announce that this are prices which are based on average maintenace costs which not includes parts replacement. In
each year I calculated an 5 % margin because of increasing prices and more maintenance issues if an vehicle becomes older.
It is a rough estimation but it closely matches the daily operative costs of logistical providers in the passenger transport by coach.
Guidance through the investment pad of a coach by P. G.
Expected expences for Maintenance Tariff Total 1 year Total 2 year Total 3 year Total 4 year Total 5 year Total 6 year Total 7 year Total 8 year Total 9 year Total 10 year
Sign out Tachograph € 93,00 € 93,00 € 97,88 € 103,02 € 108,43 € 114,12 € 120,11 € 126,42 € 133,06 € 140,04 € 147,39
Sign out and additional fees € 17,00 € 17,00 € 17,89 € 18,83 € 19,82 € 20,86 € 21,96 € 23,11 € 24,32 € 25,60 € 26,94
MOT – 2 axle vehicle € 105,00 € 105,00 € 110,51 € 116,31 € 122,42 € 128,85 € 135,61 € 142,73 € 150,23 € 158,11 € 166,41
MOT – 3 axle vehicle € 120,00 € 120,00 € 126,30 € 132,93 € 139,91 € 147,25 € 154,99 € 163,12 € 171,69 € 180,70 € 190,19
Soot emissions measure € 20,00 € 6,00 € 6,32 € 6,65 € 7,00 € 7,36 € 7,75 € 8,16 € 8,58 € 9,03 € 9,51
Y1 routine maintenance DAF 2-axle € 120,00 € 46,67 € 49,12 € 51,70 € 54,41 € 57,27 € 60,27 € 63,44 € 66,77 € 70,27 € 73,96
Y1 routine maintenance DAF 3-axle € 136,00 € 52,89 € 55,67 € 58,59 € 61,66 € 64,90 € 68,31 € 71,89 € 75,67 € 79,64 € 83,82
Y2- routine maintenance DAF 2-axle € 194,00 € 25,15 € 26,47 € 27,86 € 29,32 € 30,86 € 32,48 € 34,19 € 35,98 € 37,87 € 39,86
Y2- routine maintenance DAF 3-axle € 210,00 € 27,22 € 28,65 € 30,16 € 31,74 € 33,41 € 35,16 € 37,00 € 38,95 € 40,99 € 43,14
T-maintenance/ P-maintenance 2-axle € 106,00 € 53,00 € 55,78 € 58,71 € 61,79 € 65,04 € 68,45 € 72,05 € 75,83 € 79,81 € 84,00
T-maintenance / P-maintenance 3-axle € 152,00 € 76,00 € 79,99 € 84,19 € 88,61 € 93,26 € 98,16 € 103,31 € 108,73 € 114,44 € 120,45
Yearly control of the alarm € 35,00 € 35,00 € 36,84 € 38,77 € 40,81 € 42,95 € 45,20 € 47,58 € 50,08 € 52,70 € 55,47
Break tests on platform € 42,00 € 42,00 € 44,21 € 46,53 € 48,97 € 51,54 € 54,25 € 57,09 € 60,09 € 63,24 € 66,57
X-maintenance 2-axle € 155,00 € 120,56 € 126,88 € 133,55 € 140,56 € 147,94 € 155,70 € 163,88 € 172,48 € 181,54 € 191,07
X-maintenance 3-axle € 172,00 € 133,78 € 140,80 € 148,19 € 155,97 € 164,16 € 172,78 € 181,85 € 191,40 € 201,45 € 212,02
Airco check expanded € 135,00 € 135,00 € 142,09 € 149,55 € 157,40 € 165,66 € 174,36 € 183,51 € 193,15 € 203,29 € 213,96
8. There are roughly two methods to depriciate the value of the purchased vehicle:
Guidance through the investment pad of a coach by P. G.
Lineair depriciation
FORMULE
A-
R/n/Ax100%
{1-
(R/A)^?*100}
Boekvalue begin Dep. Year 1 BV aft. 1 year Dep. Year 2 BV aft. 2 year Dep. Year 3
BV aft. 3
year Dep. Year 4
BV aft. 4
year Dep. Year 5
BV aft. 5
year Dep. Year 6
BV aft. 6
year Dep. Year 7
BV aft. year
7 Dep. Year 8
BV aft. 8
year
Dep. Year
9 BV aft. 9 year
Residale V a
10Year
€ 154.350,00 € 57.109,50 € 97.240,50 € 35.978,99 € 61.261,52 € 22.666,76 € 38.594,75 € 14.280,06 € 24.314,70 € 8.996,44 € 15.318,26 € 5.667,76 € 9.650,50 € 3.570,69 € 6.079,82 € 2.249,53 € 3.830,28
€
1.417,21 € 2.413,08 -€ 995,87
Control/Total € 57.109,50 € 97.240,50 € 35.978,99 € 61.261,52 € 22.666,76 € 38.594,75 € 14.280,06 € 24.314,70 € 8.996,44 € 15.318,26 € 5.667,76 € 9.650,50 € 3.570,69 € 6.079,82 € 2.249,53 € 3.830,28
€
1.417,21 € 2.413,08 -€ 995,87
Bookvalue depriciation
Bookvalue begin Dep. Year 1 BV aft. 1 year Dep. Year 2 BV aft. 2 year Dep. Year 3
BV aft. 3
year Dep. Year 4
BV aft. 4
year Dep. Year 5
BV aft. 5
year Dep. Year 6
BV aft. 6
year Dep. Year 7
BV aft. year
7 Dep. Year 8
BV aft. 8
year
Dep. Year
9 BV aft. 9 year
Residale V a
10Year
€ 154.350,00 € 43.218,00 € 111.132,00 € 31.116,96 € 80.015,04 € 22.404,21 € 57.610,83 € 16.131,03 € 41.479,80 € 11.614,34 € 29.865,45 € 8.362,33 € 21.503,13 € 6.020,88 € 15.482,25 € 4.335,03 € 11.147,22
€
3.121,22 € 8.026,00 -€ 4.904,78
Control/Total € 43.218,00 € 111.132,00 € 31.116,96 € 80.015,04 € 22.404,21 € 57.610,83 € 16.131,03 € 41.479,80 € 11.614,34 € 29.865,45 € 8.362,33 € 21.503,13 € 6.020,88 € 15.482,25 € 4.335,03 € 11.147,22
€
3.121,22 € 8.026,00 -€ 4.904,78
€ 0.00
€ 20,000.00
€ 40,000.00
€ 60,000.00
€ 80,000.00
€ 100,000.00
Afs.
Jaar
1
BW
na 1
jaar
Afs.
Jaar
2
BW
na 2
jaar
Afs.
Jaar
3
Bw
na 3
jaar
Afs.
Jaar
4
BW
na 4
jaar
Afs.
Jaar
5
BW
na 5
jaar
Afs.
Jaar
6
BW
na 6
jaar
Afs.
Jaar
7
BW
na 7
jaar
AMOUNTINEURO'S
DEPRICIATION AND BOOKVALUE
Depriciation of the new price-residale
value
€ 0.00
€ 20,000.00
€ 40,000.00
€ 60,000.00
€ 80,000.00
€ 100,000.00
€ 120,000.00
Afs.
Jaar
1
BW
na 1
jaar
Afs.
Jaar
2
BW
na 2
jaar
Afs.
Jaar
3
Bw
na 3
jaar
Afs.
Jaar
4
BW
na 4
jaar
Afs.
Jaar
5
BW
na 5
jaar
Afs.
Jaar
6
BW
na 6
jaar
Afs.
Jaar
7
BW
na 7
jaar
AMOUNTINEURO'S
DEPRICIATION AND BOOKVALUE
Depriciation of the new price – book
value
9. The complementary costs exist out of the depriciation costs combined with the interest. Depending on the type of company an percentage to
cover the risk of the costs. They are mainly exist out of maintenance costs. After the depriciation of an vehicle decreases maintenance costs
rises. It is wise to calculate this type of costs in to the fair price wether the coach is used for national or international purposes.
Guidance through the investment pad of a coach by P. G.
Complementary costs
Year Depriciation costs Interest percentage Interest costs (AIP) Complementary costs Total costs Production in KM KM-costs
Year 1 € 57.109,50 0,05 € 2.855,48 € 5.770,37 € 65.735,35 0 € 0,00
Year 2 € 35.978,99 0,05 € 1.798,95 € 5.797,69 € 43.575,62 0 € 0,00
Year 3 € 22.666,76 0,05 € 1.133,34 € 5.826,44 € 29.626,54 0 € 0,00
Year 4 € 14.280,06 0,05 € 714,00 € 5.965,14 € 20.959,20 0 € 0,00
Year 5 € 8.996,44 0,05 € 449,82 € 5.888,56 € 15.334,82 0 € 0,00
Year 6 € 5.667,76 0,05 € 283,39 € 5.922,08 € 11.873,23 0 € 0,00
Year 7 € 3.570,69 0,05 € 178,53 € 5.975,34 € 9.724,56 0 € 0,00
Year 8 € 2.249,53 0,05 € 112,48 € 5.994,50 € 8.356,51 0 € 0,00
Year 9 € 1.417,21 0,05 € 70,86 € 6.086,30 € 7.574,36 0 € 0,00
Year 10 € 0,00 0,05 € 0,00 € 6.074,73 € 6.074,73 € 0,00
Complementary costs
Year Depriciation costs Interest percentage Interest costs (AIP) Complementary costs Total costs Production in KM KM-costs
Year 1 € 43.218,00 0,05 € 2.160,90 € 5.770,37 € 51.149,27 0 € 0,00
Year 2 € 31.116,96 0,05 € 1.555,85 € 5.797,69 € 38.470,50 0 € 0,00
Year 3 € 22.404,21 0,05 € 1.120,21 € 5.826,44 € 29.350,87 0 € 0,00
Year 4 € 16.131,03 0,05 € 806,55 € 5.965,14 € 22.902,72 0 € 0,00
Year 5 € 11.614,34 0,05 € 580,72 € 5.888,56 € 18.083,62 0 € 0,00
Year 6 € 8.362,33 0,01 € 83,62 € 5.922,08 € 14.368,03 0 € 0,00
Year 7 € 6.020,88 0,01 € 60,21 € 5.975,34 € 12.056,43 0 € 0,00
Year 8 € 4.335,03 0,01 € 43,35 € 5.994,50 € 10.372,89 0 € 0,00
Year 9 € 3.121,22 0,01 € 31,21 € 6.086,30 € 9.238,73 0 € 0,00
Year 10 € 3.121,22 0,01 € 31,21 € 6.074,73 € 9.227,16 € 0,00
10. Cash receivable Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Fair receipt € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00
Residale Value vehicle € 2.413,08
Depriciation € 57.109,50 € 35.978,99 € 22.666,76 € 14.280,06 € 8.996,44 € 5.667,76 € 3.570,69 € 2.249,53 € 1.417,21
Total receivables € 109.609,50 € 88.478,99 € 75.166,76 € 66.780,06 € 61.496,44 € 58.167,76 € 56.070,69 € 54.749,53 € 53.917,21 € 52.500,00
Expenses jaar 1 jaar 2 jaar 3 jaar 4 jaar 5 jaar 6 jaar 7 jaar 8 jaar 9 jaar 10
Salary € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25
Fuel and Ad-Blue € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15
Maintenance € 5.770,37 € 5.797,69 € 5.826,44 € 5.965,14 € 5.888,56 € 5.922,08 € 5.975,34 € 5.994,50 € 6.086,30 € 6.074,73
Insurance € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00
€ 1.715,00 € 1.715,00 € 1.715,00 € 1.715,00 € 1.715,00
Road Tax € 788,00 € 788,00 € 788,00 € 788,00 € 788,00 € 788,00 € 788,00 € 788,00 € 788,00 € 788,00
Tyres and tank hours € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15
Expenses € 72.316,92 € 16.095,84 € 16.124,59 € 16.263,29 € 16.186,71 € 14.505,23 € 14.558,49 € 14.577,65 € 14.669,45 € 14.657,88
EBT € 37.292,58 € 72.383,15 € 59.042,17 € 50.516,77 € 45.309,73 € 43.662,52 € 41.512,19 € 40.171,88 € 39.247,76 € 37.842,12
Taxes € 9.509,61 € 18.457,70 € 15.055,75 € 12.881,78 € 11.553,98 € 11.133,94 € 10.585,61 € 10.243,83 € 10.008,18 € 9.649,74
EAT € 27.782,97 € 53.925,44 € 43.986,41 € 37.635,00 € 33.755,75 € 32.528,58 € 30.926,58 € 29.928,05 € 29.239,58 € 28.192,38
Net Result € 27.782,97 € 53.925,44 € 43.986,41 € 37.635,00 € 33.755,75 € 32.528,58 € 30.926,58 € 29.928,05 € 29.239,58 € 28.192,38
Investment Net receivable 1 Net receivable 2 Net receivable 3 Net receivable 4 Net receivable 5 Net receivable 6 Net receivable 7 Net receivable 8 Net receivable 9 Net receivable 10
€ 245.000,00 € 27.782,97 € 53.925,44 € 43.986,41 € 37.635,00 € 33.755,75 € 32.528,58 € 30.926,58 € 29.928,05 € 29.239,58 € 28.192,38
Investment period
Year 1 € 245.000,00 € 27.782,97 € 217.217,03 1year
Year 2 € 217.217,03 € 53.925,44 € 163.291,59 2year
Year 3 € 163.291,59 € 43.986,41 € 119.305,17 3year
Year 4 € 119.305,17 € 37.635,00 € 81.670,18 38,0411 a 12 months
Year 5 TP = 3,8 year
Average Invested
Portion
A-R/n/A*100 € 26.054,07
Average profit € 143.790,63
Accounttability Yield 18,11945226
Net Cash Value
Method Jaar 1 Jaar 2 Jaar 3 Jaar 4 Jaar 5 Jaar 6 Jaar 7 Jaar 8 Jaar 9 Jaar 10 Totaal
Interest feet 2,20 € 12.628,62 € 11.141,62 € 4.130,96 € 1.606,58 € 654,99 € 286,90 € 123,99 € 54,54 € 24,22 € 10,61 € 30.663,02
€ 245.000,00
€ (214.336,98)
Guidance through the investment pad of a coach by P. G.
11. Cash receivable Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Fair receipt € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00 € 52.500,00
Residale Value vehicle € 2.413,08
Depriciation € 57.109,50 € 35.978,99 € 22.666,76 € 14.280,06 € 8.996,44 € 5.667,76 € 3.570,69 € 2.249,53 € 1.417,21
Total receivables € 109.609,50 € 88.478,99 € 75.166,76 € 66.780,06 € 61.496,44 € 58.167,76 € 56.070,69 € 54.749,53 € 53.917,21 € 52.500,00
Expenses Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10
Salary € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25 € 42.581,25
Fuel and Ad-Blue € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15 € 13.667,15
Maintenance € 5.770,37 € 5.797,69 € 5.826,44 € 5.965,14 € 5.888,56 € 5.922,08 € 5.975,34 € 5.994,50 € 6.086,30 € 6.074,73
Insurance € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00 € 5.250,00
€ 1.715,00 € 1.715,00 € 1.715,00 € 1.715,00 € 1.715,00
Road Tax € 788,00 € 788,00 € 788,00 € 788,00 € 788,00 € 788,00 € 788,00 € 788,00 € 788,00 € 788,00
Tyres and tank hours € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15 € 2.545,15
Expenses € 72.316,92 € 16.095,84 € 16.124,59 € 16.263,29 € 16.186,71 € 14.505,23 € 14.558,49 € 14.577,65 € 14.669,45 € 14.657,88
EBT € 37.292,58 € 72.383,15 € 59.042,17 € 50.516,77 € 45.309,73 € 43.662,52 € 41.512,19 € 40.171,88 € 39.247,76 € 37.842,12
Taxes € 9.509,61 € 18.457,70 € 15.055,75 € 12.881,78 € 11.553,98 € 11.133,94 € 10.585,61 € 10.243,83 € 10.008,18 € 9.649,74
EAT € 27.782,97 € 53.925,44 € 43.986,41 € 37.635,00 € 33.755,75 € 32.528,58 € 30.926,58 € 29.928,05 € 29.239,58 € 28.192,38
Net Result € 27.782,97 € 53.925,44 € 43.986,41 € 37.635,00 € 33.755,75 € 32.528,58 € 30.926,58 € 29.928,05 € 29.239,58 € 28.192,38
Investment Net receivable 1 Net receivable 2 Net receivable 3 Net receivable 4 Net receivable 5 Net receivable 6 Net receivable 7 Net receivable 8 Net receivable 9 Net receivable 10
€ 245.000,00 € 27.782,97 € 53.925,44 € 43.986,41 € 37.635,00 € 33.755,75 € 32.528,58 € 30.926,58 € 29.928,05 € 29.239,58 € 28.192,38
Investment periode
Year 1 € 245.000,00 € 27.782,97 € 217.217,03 1year
Year 2 € 217.217,03 € 53.925,44 € 163.291,59 2year
€ 163.291,59 € 43.986,41 € 119.305,17 3
Year 3 € 119.305,17 € 37.635,00 € 81.670,18 38,04year
Year 4 TP = 3,8 jaar 11 a 12 months
Year 5
Average Invested
Portion
A-R/n/A*100 € 26.054,07
Average profit € 143.790,63
Accounttability Yield 18,11945226
Net Cash Value
Method Jaar 1 Jaar 2 Jaar 3 Jaar 4 Jaar 5 Jaar 6 Jaar 7 Jaar 8 Jaar 9 Jaar 10 Totaal
Interest feet 2,20 € 12.628,62 € 11.141,62 € 4.130,96 € 1.606,58 € 654,99 € 286,90 € 123,99 € 54,54 € 24,22 € 10,61 € 30.663,02
€ 245.000,00
€ (214.336,98)
Guidance through the investment pad of a coach by P. G.
12. In both sheets the income statements of two depriciation methods are calculated. There is not a very big difference in the net result as it can be
seen in both of the income sheets. More over each operator is calculating for specific projects. This is more of an example how an investment
method can be approached and calculated over a periode of 5 to 10 years in which a coach operates in an enterprise.
Guidance through the investment pad of a coach by P. G.
Exploitation after 10 years (lineair depriciation) Exploitation after 10 years (degressiv depriciation)
Turnover Turnover
Rides over the year € 525.000,00 Rides over the year € 525.000,00
Totaal € 525.000,00 Totaal € 525.000,00
Costs Costs
Depriciation € 151.936,92 Depriciation € 146.324,00
Interest-Insurance-Road Taks
€ 14.845,00
Interest-Insurance-Road Taks
€ 14.845,00
Maintenance € 59.301,15 Maintenance € 59.301,15
Salary and Pension € 101.921,85 Salary and Pension € 101.921,85
Downtime Downtime
Fixed cost € 328.004,92 Fixed cost € 322.392,00
Fuel + Ad-Blue € 18.802,00 Fuel + Ad-Blue € 18.802,00
Phone € 1.800,00 Phone € 1.800,00
Overhead € 22.500,00 Overhead € 22.500,00
Empty Rides and tank hours € 7.451,50 Empty Rides and tank hours € 7.451,50
Tyres and maintenance € 14.345,37 Tyres and maintenance € 14.345,37
Variable costs € 64.898,87 Variable costs € 64.898,87
EBITDA € 132.096,21 EBITDA € 137.709,13
Depriciation € 196.912,34 Depriciation € 146.324,00
EBIT € -64.816,14 EBIT € -8.614,88
Depriciation € 196.912,34 Depriciation € 146.324,00
EBT € 132.096,21 EBT € 137.709,13
Taxes 25,5 % € 33.684,53 Taxes 25,5 % € 35.115,83
Net result € 98.411,67 Net result € 102.593,30
14. Guidance through the investment pad of a coach by P. G.
€-
€100,000.00
€200,000.00
€300,000.00
€400,000.00
€500,000.00
€600,000.00
0 100,000 200,000 300,000 400,000 500,000 600,000 700,000
AxisTitle
Aantal kilometers
Break Even Turnover/Sales
OPBRENGST UIT RITTEN VASTE KOSTEN VARIABELE KOSTEN TOTALE KN VAST/VAR vermoedelijk BEA = 157501,919069537
Break even X Break even Y Label
157.502 € 141.752 vermoedelijk BEA = 157501,919069537
15. I. In the last two slides before this one, there is an overview of the how to’s in order to be profitable by calculating the costs and profits per
coach in every segment. This is namely the key answer to take the right decision to choose a coach for several of projects or to buy more
for a single project. That depends on the market in which the enterprise is operating in.
I. Through a expanded use of variables it is much more easier to decide whether it is prudent to invest or not. Especially if a projects
asks for a coach of the latest standards, it is more then logical sence to make a project out of it and ask accountants,
businesspartners, investors for good advice.
I. In the break-even analysis (the chart) it is visible when an bus is break-even, or the moment that costs and revenues reaches
the same level. All what is more is pure profit, the more kilometers a bus/coach drives the more profitable the faster the
investment will be earned.
I. The slide (13) in which is referred to the different calculations is based on the expected mile ages a bus drives each year.
That is the basis to manage a detailled scheme with different results. The lesser the turn around or mile age the lower the
turnover. However if certain projects demanding an higher mile age / turn around the turnover and eventually the profits
as well becomes much more higher.
Guidance through the investment pad of a coach by P. G.
16. In this example it is explained of how coach operators can calculate their Break Even Load at a minimum to cover at least all frequent costs.
It is a leading example to make thorough decisions in how to take steps towards a possible buy of a new coach/bus.
Guidance through the investment pad of a coach by P. G.
Break even Load
Seats in Vehicle Fixed costs Variable costs Turnover
57 € 83.538,68 € 25.872,15 € 141.751,73
Percentage off/total 0,24
Total costs € 109.410,83
Optimum Break even Load
Stap 1: Fixed + Variable € 109.410,83
Stap 2: Decide X € 1.417,52 € 450,00
Stap 3: Decide X = 24,1 % € 335,20 € 0,00
Stap 4: Decide Unkwown = X € 1.082,32 € 450,00
Stap 5: Break even Load 77,2 185,6415119
Vehicle deployment at Y
kilometer Turnover Total Costs Load grade in %
50.000 € 45.000,00 € 102.018,79 226,71
100.000 € 90.000,00 € 120.498,89 133,89
150.000 € 135.000,00 € 138.979,00 102,95
200.000 € 180.000,00 € 157.459,11 87,48
250.000 € 225.000,00 € 175.939,22 78,20
300.000 € 270.000,00 € 194.419,32 72,01
350.000 € 315.000,00 € 212.899,43 67,59
400.000 € 360.000,00 € 231.379,54 64,27
450.000 € 405.000,00 € 249.859,64 61,69
500.000 € 450.000,00 € 268.339,75 59,63
y = 57390e5E-06x
R² = 0.9057
€ 0.00
€ 100,000.00
€ 200,000.00
€ 300,000.00
€ 400,000.00
€ 500,000.00
€ 600,000.00
€ 700,000.00
0 100,000 200,000 300,000 400,000 500,000 600,000
BELADINGSGRAAD
18. This solver belongs to the first calculation of sheet 17.
Guidance through the investment pad of a coach by P. G.
Microsoft Excel 15.0 Antwoordrapport
Werkblad: [Investeringsanalyse.xlsm]Optimum
Rapport gemaakt: 12-4-2016 01:41:13
Resultaat: Oplosser heeft een oplossing gevonden. Alle randvoorwaarden en optimalisatievoorwaarden zijn vervuld.
Oplosser-engine
Engine: GRG Nonlinear
Oplossingstijd: 2,578 Seconden.
Iteraties: 2 Subproblemen: 0
Opties voor Oplosser
Maximale tijd Onbeperkt, Iteraties Onbeperkt, Precision 0,000001
Convergentie 0,0001, Populatiegrootte 0, Willekeurige seed 0, Afgeleiden voorwaarts
Maximum aantal subproblemen Onbeperkt, Max geheeltallige opl Onbeperkt, Geheeltallige tolerantie 1%, Oplossen zonder geheeltallige randvoorwaarden, Uitgaan van niet-negatief
Doelfunctiecel (Waarde van)
Cel Naam Oorspronkelijke waarde Eindwaarde
$J$4 Omzet € 85.000,00 € 95.000,00
Variabelecellen
Cel Naam Oorspronkelijke waarde Eindwaarde Geheeltallig
$F$4 Inzetdagen 9.497 80Vervolg
$H$4 Maximum capaciteit 2.100 2.100Vervolg
$I$4 Opslagpercentage 30 43Vervolg
Randvoorwaarden
Cel Naam Celwaarde Formule Status Speling
$I$4 Opslagpercentage 43$I$4>=$I$4 Bindend 0
$J$4 Omzet € 95.000,00$J$4=95000 Bindend 0
$F$4 Inzetdagen 80$F$4<=80 Bindend 0
$H$4 Maximum capaciteit 2.100$H$4<=2100 Bindend 0
19. This solver belongs to the second calculation of sheet 17.
Guidance through the investment pad of a coach by P. G.
Microsoft Excel 15.0 Antwoordrapport
Werkblad: [Investeringsanalyse.xlsm]Optimum
Rapport gemaakt: 12-4-2016 01:43:53
Resultaat: Oplosser heeft een oplossing gevonden. Alle randvoorwaarden en optimalisatievoorwaarden zijn vervuld.
Oplosser-engine
Engine: GRG Nonlinear
Oplossingstijd: 5,265 Seconden.
Iteraties: 2 Subproblemen: 0
Opties voor Oplosser
Maximale tijd Onbeperkt, Iteraties Onbeperkt, Precision 0,000001
Convergentie 0,0001, Populatiegrootte 0, Willekeurige seed 0, Afgeleiden voorwaarts
Maximum aantal subproblemen Onbeperkt, Max geheeltallige opl Onbeperkt, Geheeltallige tolerantie 1%, Oplossen zonder geheeltallige randvoorwaarden, Uitgaan van niet-negatief
Doelfunctiecel (Waarde van)
Cel Naam Oorspronkelijke waarde Eindwaarde
$J$5 Omzet € 75.430,56 € 158.000,00
Variabelecellen
Cel Naam Oorspronkelijke waarde Eindwaarde Geheeltallig
$F$4 Inzetdagen 80 80Vervolg
$H$4 Maximum capaciteit 2.100 2.100Vervolg
$I$4 Opslagpercentage 43 43Vervolg
$F$5 Inzetdagen 80 80Vervolg
$H$5 Maximum capaciteit 2.400 2.400Vervolg
$I$5 Opslagpercentage 30 64Vervolg
Randvoorwaarden
Cel Naam Celwaarde Formule Status Speling
$I$5 Opslagpercentage 64$I$5>=$I$5 Bindend 0
$J$5 Omzet € 158.000,00$J$5=158000 Bindend 0
$F$5 Inzetdagen 80$F$5<=80 Bindend 0
$H$5 Maximum capaciteit 2.400$H$5<=2400 Bindend 0
20. Purchase, warrantee, residual value and lifetime
The purchase price of an vehicle is always based on the specification you are asking as entrepreneur, the brand identity and positioning in
the market as well as the recognition.
The specification is always in line with the policy of the enterprise, because they are know what they are looking for and are familiair with
the deployment of the coaches in general, allthough there is a huge difference between international lines, intercity’s and short distance
transport.
Most suppliers are offering tailor made repair and maintenance contracts with a international covering, fixed price and parts supply in it.
This is an advantage for big fleets who do not want to rely on different service stations, they want to keep control on their TCO, Total Cost of
Ownership in combination a full covered service Europe wide.
Finance is arranged by the corporate banks ore the finance companies owned by the distributors/suppliers of the vehicles and are able to
offer individually tailor made leasing/financing solutions for the end customer, which is commonly of more interest than corparate banks
offer.
The residuale value of A-brand coaches are fixed, because they have a huge network of own traders and contacts all over the world to
dispose second hand vehicles with a high stock rotation. Brands with a strong home market but which are not primarilly focussed on high-
end markets can or wil not give to high trade-in values. A-labelled brands do have their own remarket stores and dealerships and carry this
actively out in their strategy to the market and maintain an leadership position.
Guidance through the investment pad of a coach by P. G.