The document provides an overview of The Pantry, Inc., a leading convenience store chain in the Southeastern United States. Some key points:
- The Pantry operates over 1,650 convenience stores across 11 states, primarily under the Kangaroo Express brand.
- It discusses the company's strong market positions, benefits from consumer trends toward convenience shopping, and opportunities for further growth and consolidation in the highly fragmented industry.
- Financial highlights include consistent growth in merchandise sales, retail gas gallons sold, EBITDA, and strong merchandise margins above industry averages.
The document provides an overview of The Pantry, Inc., a leading convenience store chain in the Southeastern United States. It discusses the company's business, including its scale with over 1,660 stores across 11 states. It highlights the attractive industry fundamentals and growth characteristics of The Pantry's core Southeastern markets. The document also summarizes The Pantry's strong track record of top-line growth, EBITDA generation, merchandise sales per store, and merchandise and fuel margins.
The Honolulu Rail Transit Project financial plan was updated in June 2012. The total project cost decreased slightly to $5.16 billion. The applied contingency was reduced by 21% to $645 million, in line with the FTA's recommendation. Federal formula funds allocated to the project also decreased by 14% to $210 million. Finance costs decreased substantially by 27% to $215 million. Revenue from the general excise tax surcharge is projected to increase by 4% to $3.29 billion. The ending cash balance is projected to increase significantly by 133% to $193 million.
Operational excellence, pricing to value, and pipeline drives are Monsanto's strategic playbook to double Seminis' gross profit from 2007 to 2012. Seminis is expected to outpace industry growth with a 6% CAGR through 2012 by focusing on key crops, shifting to higher value segments like protected culture, and launching 5 new products by 2012 including raised-head broccoli and improved-texture watermelon. The use of genetic mapping and marker assisted breeding could accelerate new product launches by 1-2 years.
Terry Crews, Chief Financial Officer of Monsanto, presented at the 13th Annual Agricultural Biotech Forum on February 10, 2009. In 3 sentences:
Monsanto targeted to more than double its gross profit from $4.2 billion in 2007 to a range of $9.5-9.75 billion by 2012, driven by growth in its Seeds and Genomics and Agricultural Productivity segments. Roundup and other glyphosate-based herbicide volumes were expected to decrease from 257 million gallons in 2008 to around 230 million gallons in 2009, but gross profit for these products was targeted to increase to a range of $2.4-2.5 billion. Corn seed and traits gross profit was
This document summarizes Hormel Foods Corporation's strong financial performance in fiscal year 1999. Net earnings rose 17.3% to $163.4 million and earnings per share increased to $2.22. All core operating units contributed to sales growth of 3.0% to $3.357 billion. The company invested in expanding production capacities and new product lines that contributed to volume growth, including Always Tender pork products, fully cooked bacon, and Jennie-O turkey products. Hormel Foods adopted economic value added to further optimize performance and increase shareholder value.
This document is AutoZone's 2001 annual report which provides an overview of the company's performance in fiscal year 2001. Some key points:
- AutoZone is the largest retailer of automotive parts and accessories in North America with over 3,000 stores in the US and Mexico.
- In fiscal 2001, the company pursued three strategic priorities: expanding the US retail business, developing the commercial business, and growing in Mexico.
- New marketing initiatives like the "Get in the Zone" campaign helped drive an 8% increase in same-store sales and 27% EPS growth in Q4.
- The commercial business saw an 11% increase in same-store sales for the year as the company focused on
Banco ABC Brasil is a leading credit provider focused on mid-sized and large companies in Brazil. It offers a wide range of credit products with a high level of customization. Banco ABC Brasil has a winning combination of a strong controlling shareholder and an independent local management team, allowing for agile decision making and access to attractive funding sources. The bank has demonstrated strong growth and profitability over the past years.
This document provides an overview of Equatorial Energia, a Brazilian holding company focused on energy distribution and generation. It discusses Equatorial's portfolio companies, which include CEMAR, the second largest electricity distributor in Brazil's northeast region, and Geramar, which operates two thermoelectric power plants. The presentation outlines Equatorial's ownership structure, corporate strategy of pursuing consolidation opportunities in distribution and generation, and experienced management team.
The document provides an overview of The Pantry, Inc., a leading convenience store chain in the Southeastern United States. It discusses the company's business, including its scale with over 1,660 stores across 11 states. It highlights the attractive industry fundamentals and growth characteristics of The Pantry's core Southeastern markets. The document also summarizes The Pantry's strong track record of top-line growth, EBITDA generation, merchandise sales per store, and merchandise and fuel margins.
The Honolulu Rail Transit Project financial plan was updated in June 2012. The total project cost decreased slightly to $5.16 billion. The applied contingency was reduced by 21% to $645 million, in line with the FTA's recommendation. Federal formula funds allocated to the project also decreased by 14% to $210 million. Finance costs decreased substantially by 27% to $215 million. Revenue from the general excise tax surcharge is projected to increase by 4% to $3.29 billion. The ending cash balance is projected to increase significantly by 133% to $193 million.
Operational excellence, pricing to value, and pipeline drives are Monsanto's strategic playbook to double Seminis' gross profit from 2007 to 2012. Seminis is expected to outpace industry growth with a 6% CAGR through 2012 by focusing on key crops, shifting to higher value segments like protected culture, and launching 5 new products by 2012 including raised-head broccoli and improved-texture watermelon. The use of genetic mapping and marker assisted breeding could accelerate new product launches by 1-2 years.
Terry Crews, Chief Financial Officer of Monsanto, presented at the 13th Annual Agricultural Biotech Forum on February 10, 2009. In 3 sentences:
Monsanto targeted to more than double its gross profit from $4.2 billion in 2007 to a range of $9.5-9.75 billion by 2012, driven by growth in its Seeds and Genomics and Agricultural Productivity segments. Roundup and other glyphosate-based herbicide volumes were expected to decrease from 257 million gallons in 2008 to around 230 million gallons in 2009, but gross profit for these products was targeted to increase to a range of $2.4-2.5 billion. Corn seed and traits gross profit was
This document summarizes Hormel Foods Corporation's strong financial performance in fiscal year 1999. Net earnings rose 17.3% to $163.4 million and earnings per share increased to $2.22. All core operating units contributed to sales growth of 3.0% to $3.357 billion. The company invested in expanding production capacities and new product lines that contributed to volume growth, including Always Tender pork products, fully cooked bacon, and Jennie-O turkey products. Hormel Foods adopted economic value added to further optimize performance and increase shareholder value.
This document is AutoZone's 2001 annual report which provides an overview of the company's performance in fiscal year 2001. Some key points:
- AutoZone is the largest retailer of automotive parts and accessories in North America with over 3,000 stores in the US and Mexico.
- In fiscal 2001, the company pursued three strategic priorities: expanding the US retail business, developing the commercial business, and growing in Mexico.
- New marketing initiatives like the "Get in the Zone" campaign helped drive an 8% increase in same-store sales and 27% EPS growth in Q4.
- The commercial business saw an 11% increase in same-store sales for the year as the company focused on
Banco ABC Brasil is a leading credit provider focused on mid-sized and large companies in Brazil. It offers a wide range of credit products with a high level of customization. Banco ABC Brasil has a winning combination of a strong controlling shareholder and an independent local management team, allowing for agile decision making and access to attractive funding sources. The bank has demonstrated strong growth and profitability over the past years.
This document provides an overview of Equatorial Energia, a Brazilian holding company focused on energy distribution and generation. It discusses Equatorial's portfolio companies, which include CEMAR, the second largest electricity distributor in Brazil's northeast region, and Geramar, which operates two thermoelectric power plants. The presentation outlines Equatorial's ownership structure, corporate strategy of pursuing consolidation opportunities in distribution and generation, and experienced management team.
This document provides an overview of Equatorial Energia, a Brazilian holding company focused on energy distribution and generation investments. It discusses Equatorial's portfolio companies including CEMAR, its largest distribution asset, and Geramar, its thermal power generation investment. The summary also outlines Equatorial's ownership structure, corporate strategy of pursuing consolidation opportunities in distribution and generation, and backgrounds of the management team.
This document provides an overview of Equatorial Energia, including:
- Its portfolio companies in the energy sector in Brazil focused on distribution and generation.
- Strong financial performance since 2004 with increasing revenues, EBITDA, investments and reduced leverage.
- CEMAR is its main asset, the 4th largest distribution company in the northeast region of Brazil serving 1.9 million clients.
This presentation provides an overview of Equatorial Energia, a Brazilian holding company focused on energy distribution and generation. It discusses Equatorial's portfolio companies including CEMAR, its second largest distribution company in Brazil's northeast region. The presentation also reviews Equatorial's ownership structure, corporate strategy, management team, and financial performance.
This document provides an overview of Equatorial Energia, including:
- Its portfolio companies in the energy sector in Brazil focused on distribution and generation.
- Strong financial performance since 2004 with increasing revenues, EBITDA, investments and reduced leverage.
- CEMAR is its main asset, the 4th largest distribution company in the northeast region of Brazil serving 1.9 million clients.
The document provides an overview of Equatorial Energia, a holding company focused on energy distribution and generation in Brazil. It discusses Equatorial's portfolio companies including CEMAR, the second largest electricity distributor in Brazil's northeast region by concession area. The presentation highlights CEMAR's improved financial performance under Equatorial's control, including increased revenues, EBITDA, reduced leverage, and investments. It also summarizes the results of CEMAR's tariff reviews in 2005 and 2009.
Calpine provides a summary of its recent financial and operational performance, as well as its outlook. Key points include:
1) Calpine navigated challenging markets in 2008 and has hedged substantially for 2009 to mitigate recessionary impacts.
2) The company has built an effective organizational platform, reduced costs, and launched initiatives to improve business processes.
3) Calpine is well-positioned for long-term success due to its modern, clean, and efficient gas fleet, which is poised to benefit from economic recovery and potential environmental regulations. The company has sufficient liquidity and minimal near-term debt maturities.
This document provides sources of company information available at Concordia University. It lists various annual reports, investment services like FP Advisor from the Financial Post, industry surveys, Statistics Canada reports, and other resources that contain company addresses, names, stock prices, business types, balance sheets, and more. Students can access some of these resources through remote access online or in print in the library. The reference librarian can help students select and use these materials to find company and industry data and analyses.
The document provides average starting salary ranges in the United States for over 100 creative positions in design, production, marketing, advertising and public relations. Salaries are given as a low and high estimate. Popular in-demand positions include online project managers, SEO/SEM specialists, UX designers, video producers and others. Skills most sought for these roles include proficiency with various software programs and tools, analytics experience, and strong project management abilities.
Home Run Distribution provides door-to-door advertising distribution services directly to consumers' homes, guaranteeing exposure, and allowing businesses to lock out competitors within exclusive territories; they print over 70 million hangers annually with a dedicated adult crew ensuring visual audits of every route; the document provides testimonials from satisfied clients that saw increased sales, memberships, and better results than other advertising methods.
The document provides an overview of Pepco Holdings Inc.'s (PHI) various businesses including its regulated electric and gas delivery business, competitive energy generation business, and energy services business. It discusses PHI's infrastructure investment strategies, the status of major projects like the Mid-Atlantic Power Pathway, and the company's regulatory environment. Financial projections show expectations for continued investment and growth across PHI's businesses.
This document contains graphs and charts summarizing economic indicators in Hawaii from 1990 to 2010. It shows trends in payroll employment, visitor arrivals, building permit values, contracting, and retail sales. Payroll employment declined during recessions but has grown overall. Visitor arrivals decreased after events like 9/11 and the financial crisis but have generally increased, especially from domestic visitors. Building permit values and contracting fell markedly in the early 1990s recession and after 2008 but have risen otherwise. Retail sales also declined in recessions but have expanded long-term.
Short Version Making Money In A Lt Bear Marketmjdeschaine
1) The document discusses strategies for earning returns in a long-term bear market, using the 1966-1982 period as an example. It shows that focusing only on stocks that pay dividends can significantly boost returns compared to the S&P 500 as a whole.
2) Enhancing the strategy by selecting high-yield, dividend-growing stocks and timing reinvestment can potentially add further gains, with annual returns estimated at 16.1% for the 1966-1982 period.
3) Applying a similar strategy since 2000, the document claims annual returns of 9.5% compared to -2.9% for the S&P 500 over the same time.
This document is Chiquita Brands International's 2003 annual report. It summarizes the company's financial performance and operational highlights for 2003. The key points are:
- Operating income doubled to $140 million compared to previous periods, due in part to asset sales. Debt was reduced by $122 million, achieving a $400 million target early.
- Productivity increased 12% on owned banana farms and a new fresh cut fruit business was successfully launched. Labor and food safety certifications were also earned.
- The company aims to leverage its brand and expand into higher-margin fruit businesses, targeting 30% of revenues from new businesses in 5 years. Transformation will include a focus on marketing and new talent.
HCL Technologies reported strong financial results for Q4 FY2011 and full year FY2011. Q4 revenues were up 30.5% year-over-year to US$963 million and net income was up 55.3% to US$114 million. For the full year, revenues increased 31.1% to US$3,545 million and net income grew 34.9% to US$378 million. The company also saw increases in employee headcount and several key operating metrics. HCL's performance was driven by growth across geographies, service lines, and industry verticals.
This document summarizes a program that was designed to provide knowledge and skills to current and prospective farmers in Maine. Sixty-three farmers and potential farmers participated across three sites connected by videoconferencing technology. Participants completed a survey and gained knowledge on topics like enterprise selection, business planning, regulations, and marketing. Participants reported increased understanding of farming and confidence in their ability to succeed from applying what they learned. The technology allowed for a broader sharing of experiences among participants located across different sites.
The Pantry, Inc. is the leading independent convenience store operator in the Southeastern United States, with 1,644 store locations across eleven states. In fiscal year 2007, the company acquired 152 stores and opened 10 new stores. Total revenue increased 16% to $6.9 billion due to acquisitions and a 2.3% increase in comparable store merchandise sales. However, net income declined to $26.7 million from $89.2 million the previous year due to weak gasoline margins from rising crude oil prices. The company expects to leverage future earnings growth through continued acquisitions and new store development while improving merchandise and gasoline operations.
The Quest Diagnostics Compensation Committee is responsible for:
1. Approving compensation for executive officers, including the CEO, evaluating CEO performance, and overseeing executive succession planning.
2. Administering the company's compensation plans and reviewing long-term incentive plans.
3. Ensuring proper disclosure of executive compensation and preparing the annual compensation report.
The Committee has the authority to retain advisors and consultants to assist in its duties of evaluating executive compensation.
This document is an SEC Form 10-K annual report filed by Advanced Micro Devices (AMD) for the fiscal year ending December 28, 2003. It provides an overview of AMD's business operations, legal proceedings, risks, financial statements, and other required disclosures. Specifically, it summarizes AMD's key developments in 2003, including introducing new microprocessor products and forming a new joint venture called FASL LLC with Fujitsu to produce and market Flash memory products. It also describes AMD's facilities, product portfolio, and plans to construct a new 300mm wafer fabrication facility to meet anticipated demand.
Advanced Micro Devices reported a net loss of $396 million for the quarter and $1.6 billion for the nine months ended September 29, 2007. Revenue increased 22% for the quarter but fell 9% for the nine months. Gross margin declined to 41% for the quarter and 35% for the nine months due to higher costs. Research and development expenses increased 68% for the nine months as the company worked to develop new products.
The Pantry, Inc. is the largest independently operated convenience store chain in the southeastern United States, operating 1,385 stores across 10 states under brands such as The Pantry, Kangaroo Express, Golden Gallon, and Lil' Champ Food Store. In fiscal year 2003, The Pantry saw improved financial performance with earnings per share of $0.82 compared to $0.10 in 2002. Key initiatives included completing a store reset program to boost sales and margins, negotiating new gasoline supply agreements, upgrading 173 stores with new branding, and acquiring 138 Golden Gallon stores.
The document provides an overview of The Pantry, Inc., a leading convenience store retailer concentrated in the southeastern United States. It discusses the company's strong market position, history of top-line and EBITDA growth, proprietary merchandise offerings that drive higher margins, and gasoline strategy that maximizes fuel gross profit dollars. Recent quarters have seen volatility in gasoline CPG due to factors like higher credit card fees and fuel hedging losses.
This document provides an overview of Equatorial Energia, a Brazilian holding company focused on energy distribution and generation investments. It discusses Equatorial's portfolio companies including CEMAR, its largest distribution asset, and Geramar, its thermal power generation investment. The summary also outlines Equatorial's ownership structure, corporate strategy of pursuing consolidation opportunities in distribution and generation, and backgrounds of the management team.
This document provides an overview of Equatorial Energia, including:
- Its portfolio companies in the energy sector in Brazil focused on distribution and generation.
- Strong financial performance since 2004 with increasing revenues, EBITDA, investments and reduced leverage.
- CEMAR is its main asset, the 4th largest distribution company in the northeast region of Brazil serving 1.9 million clients.
This presentation provides an overview of Equatorial Energia, a Brazilian holding company focused on energy distribution and generation. It discusses Equatorial's portfolio companies including CEMAR, its second largest distribution company in Brazil's northeast region. The presentation also reviews Equatorial's ownership structure, corporate strategy, management team, and financial performance.
This document provides an overview of Equatorial Energia, including:
- Its portfolio companies in the energy sector in Brazil focused on distribution and generation.
- Strong financial performance since 2004 with increasing revenues, EBITDA, investments and reduced leverage.
- CEMAR is its main asset, the 4th largest distribution company in the northeast region of Brazil serving 1.9 million clients.
The document provides an overview of Equatorial Energia, a holding company focused on energy distribution and generation in Brazil. It discusses Equatorial's portfolio companies including CEMAR, the second largest electricity distributor in Brazil's northeast region by concession area. The presentation highlights CEMAR's improved financial performance under Equatorial's control, including increased revenues, EBITDA, reduced leverage, and investments. It also summarizes the results of CEMAR's tariff reviews in 2005 and 2009.
Calpine provides a summary of its recent financial and operational performance, as well as its outlook. Key points include:
1) Calpine navigated challenging markets in 2008 and has hedged substantially for 2009 to mitigate recessionary impacts.
2) The company has built an effective organizational platform, reduced costs, and launched initiatives to improve business processes.
3) Calpine is well-positioned for long-term success due to its modern, clean, and efficient gas fleet, which is poised to benefit from economic recovery and potential environmental regulations. The company has sufficient liquidity and minimal near-term debt maturities.
This document provides sources of company information available at Concordia University. It lists various annual reports, investment services like FP Advisor from the Financial Post, industry surveys, Statistics Canada reports, and other resources that contain company addresses, names, stock prices, business types, balance sheets, and more. Students can access some of these resources through remote access online or in print in the library. The reference librarian can help students select and use these materials to find company and industry data and analyses.
The document provides average starting salary ranges in the United States for over 100 creative positions in design, production, marketing, advertising and public relations. Salaries are given as a low and high estimate. Popular in-demand positions include online project managers, SEO/SEM specialists, UX designers, video producers and others. Skills most sought for these roles include proficiency with various software programs and tools, analytics experience, and strong project management abilities.
Home Run Distribution provides door-to-door advertising distribution services directly to consumers' homes, guaranteeing exposure, and allowing businesses to lock out competitors within exclusive territories; they print over 70 million hangers annually with a dedicated adult crew ensuring visual audits of every route; the document provides testimonials from satisfied clients that saw increased sales, memberships, and better results than other advertising methods.
The document provides an overview of Pepco Holdings Inc.'s (PHI) various businesses including its regulated electric and gas delivery business, competitive energy generation business, and energy services business. It discusses PHI's infrastructure investment strategies, the status of major projects like the Mid-Atlantic Power Pathway, and the company's regulatory environment. Financial projections show expectations for continued investment and growth across PHI's businesses.
This document contains graphs and charts summarizing economic indicators in Hawaii from 1990 to 2010. It shows trends in payroll employment, visitor arrivals, building permit values, contracting, and retail sales. Payroll employment declined during recessions but has grown overall. Visitor arrivals decreased after events like 9/11 and the financial crisis but have generally increased, especially from domestic visitors. Building permit values and contracting fell markedly in the early 1990s recession and after 2008 but have risen otherwise. Retail sales also declined in recessions but have expanded long-term.
Short Version Making Money In A Lt Bear Marketmjdeschaine
1) The document discusses strategies for earning returns in a long-term bear market, using the 1966-1982 period as an example. It shows that focusing only on stocks that pay dividends can significantly boost returns compared to the S&P 500 as a whole.
2) Enhancing the strategy by selecting high-yield, dividend-growing stocks and timing reinvestment can potentially add further gains, with annual returns estimated at 16.1% for the 1966-1982 period.
3) Applying a similar strategy since 2000, the document claims annual returns of 9.5% compared to -2.9% for the S&P 500 over the same time.
This document is Chiquita Brands International's 2003 annual report. It summarizes the company's financial performance and operational highlights for 2003. The key points are:
- Operating income doubled to $140 million compared to previous periods, due in part to asset sales. Debt was reduced by $122 million, achieving a $400 million target early.
- Productivity increased 12% on owned banana farms and a new fresh cut fruit business was successfully launched. Labor and food safety certifications were also earned.
- The company aims to leverage its brand and expand into higher-margin fruit businesses, targeting 30% of revenues from new businesses in 5 years. Transformation will include a focus on marketing and new talent.
HCL Technologies reported strong financial results for Q4 FY2011 and full year FY2011. Q4 revenues were up 30.5% year-over-year to US$963 million and net income was up 55.3% to US$114 million. For the full year, revenues increased 31.1% to US$3,545 million and net income grew 34.9% to US$378 million. The company also saw increases in employee headcount and several key operating metrics. HCL's performance was driven by growth across geographies, service lines, and industry verticals.
This document summarizes a program that was designed to provide knowledge and skills to current and prospective farmers in Maine. Sixty-three farmers and potential farmers participated across three sites connected by videoconferencing technology. Participants completed a survey and gained knowledge on topics like enterprise selection, business planning, regulations, and marketing. Participants reported increased understanding of farming and confidence in their ability to succeed from applying what they learned. The technology allowed for a broader sharing of experiences among participants located across different sites.
The Pantry, Inc. is the leading independent convenience store operator in the Southeastern United States, with 1,644 store locations across eleven states. In fiscal year 2007, the company acquired 152 stores and opened 10 new stores. Total revenue increased 16% to $6.9 billion due to acquisitions and a 2.3% increase in comparable store merchandise sales. However, net income declined to $26.7 million from $89.2 million the previous year due to weak gasoline margins from rising crude oil prices. The company expects to leverage future earnings growth through continued acquisitions and new store development while improving merchandise and gasoline operations.
The Quest Diagnostics Compensation Committee is responsible for:
1. Approving compensation for executive officers, including the CEO, evaluating CEO performance, and overseeing executive succession planning.
2. Administering the company's compensation plans and reviewing long-term incentive plans.
3. Ensuring proper disclosure of executive compensation and preparing the annual compensation report.
The Committee has the authority to retain advisors and consultants to assist in its duties of evaluating executive compensation.
This document is an SEC Form 10-K annual report filed by Advanced Micro Devices (AMD) for the fiscal year ending December 28, 2003. It provides an overview of AMD's business operations, legal proceedings, risks, financial statements, and other required disclosures. Specifically, it summarizes AMD's key developments in 2003, including introducing new microprocessor products and forming a new joint venture called FASL LLC with Fujitsu to produce and market Flash memory products. It also describes AMD's facilities, product portfolio, and plans to construct a new 300mm wafer fabrication facility to meet anticipated demand.
Advanced Micro Devices reported a net loss of $396 million for the quarter and $1.6 billion for the nine months ended September 29, 2007. Revenue increased 22% for the quarter but fell 9% for the nine months. Gross margin declined to 41% for the quarter and 35% for the nine months due to higher costs. Research and development expenses increased 68% for the nine months as the company worked to develop new products.
The Pantry, Inc. is the largest independently operated convenience store chain in the southeastern United States, operating 1,385 stores across 10 states under brands such as The Pantry, Kangaroo Express, Golden Gallon, and Lil' Champ Food Store. In fiscal year 2003, The Pantry saw improved financial performance with earnings per share of $0.82 compared to $0.10 in 2002. Key initiatives included completing a store reset program to boost sales and margins, negotiating new gasoline supply agreements, upgrading 173 stores with new branding, and acquiring 138 Golden Gallon stores.
The document provides an overview of The Pantry, Inc., a leading convenience store retailer concentrated in the southeastern United States. It discusses the company's strong market position, history of top-line and EBITDA growth, proprietary merchandise offerings that drive higher margins, and gasoline strategy that maximizes fuel gross profit dollars. Recent quarters have seen volatility in gasoline CPG due to factors like higher credit card fees and fuel hedging losses.
The document outlines the charter of The Pantry, Inc.'s Compensation and Organization Committee. The purpose of the committee is to establish and administer executive and director compensation policies, programs, and procedures, as well as assess organizational structure and executive development. The committee must be comprised of at least three independent directors appointed by the board. Key responsibilities include reviewing and determining compensation for the CEO and other executives, overseeing succession planning, and administering compensation plans.
This document summarizes a presentation given by Quest Diagnostics at the UBS 2007 Global Life Sciences Conference. It discusses Quest Diagnostics' leadership position in the diagnostic testing market, its expansion into higher growth areas like gene-based and esoteric testing, and its focus on driving profitable growth through differentiation, geographic and diagnostic scope expansion, and cost reductions of $500 million. The presentation highlights Quest Diagnostics' unique value proposition and track record of integrating acquisitions to build on its strengths in the growing healthcare diagnostics industry.
- Advanced Micro Devices reported financial results for the second quarter of 2006, with net sales of $1.216 billion and net income of $88.8 million. For the first half of 2006, AMD reported net sales of $2.548 billion and net income of $273.4 million.
- AMD's gross margin percentage increased to 56.8% in Q2 2006 from 39.2% in the same quarter of 2005, and increased to 57.6% for the first half of 2006 from 36.7% in the first half of 2005.
- Research and development expenses were $278.7 million for Q2 2006, while marketing, general and administrative expenses were $309.5 million.
This document contains the amended and restated by-laws of Quest Diagnostics Incorporated, a Delaware corporation, as amended through February 11, 2009. The by-laws outline procedures for stockholder meetings, the board of directors, officers, execution of instruments, deposits, finances, capital stock, seal and offices, indemnification, and amendments to the by-laws. Key sections include requirements for advance notice by stockholders of business or nominations to be brought at annual meetings, the composition and duties of the board of directors and officers, and indemnification of directors and officers.
This document provides Stryker's financial highlights for 2008 compared to 2007. Key points include:
- Sales increased 12% to $6.718 billion in 2008 from $6.000 billion in 2007.
- Earnings from continuing operations before taxes increased 15.3% to $1.580 billion in 2008.
- Net earnings from continuing operations increased 16.3% to $1.147 billion in 2008.
- Diluted earnings per share from continuing operations increased 17.3% to $2.78 in 2008.
Advanced Micro Devices reported financial results for the second quarter of 2008 that showed a net loss of $1.19 billion compared to a net loss of $600 million in the second quarter of 2007. Revenue from continuing operations was $1.35 billion, up 3% from the previous year. The larger net loss was primarily due to an $876 million impairment charge related to discontinued operations. Excluding discontinued operations, the operating loss was $143 million compared to an operating loss of $396 million in the prior year, as gross margin improved to 52% from 34% a year ago.
This document outlines procedures for meetings of stockholders of The Pantry Inc., including:
- Annual meetings are held for electing directors, while special meetings can be called by the Board of Directors.
- Stockholders must give written notice between 90-120 days before annual meetings or between 90-120 days before special meetings to nominate directors or propose other business.
- A majority of outstanding shares constitutes a quorum. The Board Chairman or other officers preside over meetings and stockholders vote by plurality or majority, depending on the matter.
- Proxies can be authorized for up to 3 years unless specified otherwise. The Board can also fix record dates for determining stockholders.
The Pantry Inc. achieved record financial results in fiscal 2000 through strategic acquisitions that added 143 new stores across six states, extending its presence in key Southeastern markets. The acquisitions included 49 Kangaroo stores in Georgia, 14 MiniMart stores in South Carolina, 19 Big K stores and 17 Metro Petroleum stores that allowed entry into the Mississippi market. The Pantry executed an aggressive growth strategy focused on identifying acquisition targets with proven high-volume sales that complemented its existing profitable store network. This growth drove a 44.9% increase in revenues and a 34.4% rise in net income for the year.
AMD produces microprocessors, memory devices, and other integrated circuits. Its purpose is to empower people through technology that enables faster processing and communication. AMD has manufacturing facilities worldwide and is headquartered in California. In 2000, AMD achieved record sales, profits, and market share, driven by the success of its AMD Athlon and Duron processors.
- Advanced Micro Devices reported a net loss of $1.4 billion for the quarter ending December 27, 2008, compared to a net loss of $127 million for the previous quarter and a net loss of $1.8 billion for the same quarter last year.
- For the full year 2008, AMD reported a net loss of $3.1 billion compared to a net loss of $3.4 billion in 2007.
- Revenue for Q4 2008 was $1.2 billion, down 35% from the previous quarter and 33% from Q4 2007. For the full year, revenue was $5.8 billion, down 1% from 2007.
1. Stryker Corporation is a global medical technology company focused on reconstructive, medical and surgical, and neurotechnology and spine products.
2. For 2007, Stryker reported net sales of $6 billion, net earnings of $1.02 billion, and diluted earnings per share of $2.44, representing year-over-year growth of 17%, 31%, and 29%, respectively.
3. On an adjusted basis, Stryker reported net earnings from continuing operations of $999 million and adjusted diluted earnings per share from continuing operations of $2.40 for 2007, representing year-over-year growth of 21% and 20%, respectively.
Stryker Corporation is a global leader in orthopaedics and other medical specialties. The 2004 annual report discusses Stryker's financial results and divisions. It achieved $4.26 billion in net sales in 2004, an 18% increase over 2003. The report highlights Stryker's orthopaedic implants, medical equipment, rehabilitation services, and international operations divisions. Stryker partners with medical professionals around the world to develop innovative solutions and help people lead more active lives.
This document outlines AMD's worldwide standards of business conduct. It begins with an introduction and messages from leadership emphasizing AMD's commitment to ethics and compliance. It then describes AMD's vision, mission and values. The document provides principles for maintaining a respectful work environment, ethical business practices, avoiding conflicts of interest, and complying with additional legal and regulatory requirements. It concludes by addressing processes for seeking guidance, reporting concerns, and ensuring accountability.
The document provides an overview of The Pantry, Inc., a leading convenience store chain in the Southeastern United States. It discusses the company's business, including its scale with over 1,660 stores across 11 states. It highlights the attractive industry fundamentals and growth characteristics of The Pantry's core Southeastern markets. The document also summarizes The Pantry's strong track record of top-line growth, EBITDA generation, merchandise sales per store, and merchandise and fuel margins.
The document discusses the 2008 results and 2009 plan for an institutional business. Some key points include:
- Excellent top-line growth and solid core earnings were achieved in 2008.
- Premiums, fees and other revenues are projected to increase from $16.5-$16.7 billion in 2008 to $17.3-$17.7 billion in 2009. However, operating earnings are expected to decline slightly to $1.6-$1.66 billion due to lower investment income and expense management.
- The business will focus on maintaining fundamentals, investing in growth opportunities, aggressively managing expenses, and communicating their value proposition in 2009.
The document summarizes Patrick Campbell's presentation at the 2008 Citigroup Global Industrial Manufacturing Conference about 3M Company's performance and outlook. The presentation highlights 3M's track record of accelerated growth, premium returns, and enhanced shareholder value. It also reviews 3M's recent financial performance, diverse business portfolio, international operations, innovation initiatives, and financial strength to support continued growth in 2008.
This document is AutoZone's 2001 annual report which provides an overview of the company's performance in fiscal year 2001. Some key points:
- AutoZone is the largest retailer of automotive parts and accessories in North America with over 3,000 stores in the US and Mexico.
- In fiscal 2001, the company pursued three strategic priorities: expanding the US retail business, developing the commercial business, and growing in Mexico.
- New marketing initiatives like the "Get in the Zone" campaign helped drive an 8% increase in same-store sales in the fourth quarter.
- The commercial business saw 11% same-store sales growth and now generates over $400 million in revenue.
- Auto
"Business Plan 2007-2011, the Gulf of Mexico, and Renewable Fuels"Petrobras
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Ideiasnet is a Brazilian business development company focused on long-term investments in IT. It has both private equity and venture capital arms. The private equity side focuses on larger investments in proven businesses for consolidation and growth. The venture capital side, Ideias Ventures, invests in early-stage companies with under R$10M in revenue to provide support for entrepreneurship. Ideiasnet aims to create synergies across its growing portfolio of IT companies.
MeadWestvaco reported third quarter 2007 earnings. Sales increased 3% compared to the third quarter of 2006, driven by a 6% increase in sales from the primary business segments. Segment profit from the primary business segments also increased 3% year-over-year. The company expects improved profitability for full-year 2007 compared to 2006, driven by strong performance in packaging despite challenging cost environments.
MeadWestvaco reported third quarter 2007 earnings. Sales increased 3% compared to the third quarter of 2006, driven by a 6% increase in sales from the primary business segments. Segment profit from the primary segments also increased 3% year-over-year. The company expects improved profitability for full-year 2007 compared to 2006, driven by strong performance in packaging despite rising input costs.
This document summarizes a presentation given by George Buckley, CEO of 3M Company, at the 2008 JPMorgan Basics and Industrials Conference. The presentation outlines 3M's recent financial performance, including 9% sales growth and 8% EPS growth in Q1 2008 despite a tough US economy. It also describes 3M's unparalleled and diverse product portfolio, focus on international operations, innovation, and financial strength. The presentation aims to demonstrate 3M's ability to deliver accelerated growth, premium returns, and enhanced shareholder value.
Our company has achieved success through leveraging our strong brand recognition and continuously striving to expand our business. We have grown our annual sales significantly over the past several years through both acquiring new customers and expanding our product offerings. Going forward, we aim to continue growing our sales and market share by maintaining our focus on innovation.
The document provides an overview of Cummins Inc.'s performance in 2006 and strategies for future growth. Some key points:
- Cummins achieved record revenue, earnings, and cash flow in 2006 driven by strong performance across all business segments.
- The company is pursuing cost leadership through initiatives like Six Sigma and global sourcing to improve profitability.
- Cummins is investing in growth areas like light duty diesel engines in North America, emerging international markets, and its distribution network.
- Stricter emission standards are driving opportunities in the components segment, particularly in emissions compliance technologies.
The document provides an overview of Cummins Inc.'s performance in 2006 and strategies for future growth. Some key points:
- Cummins achieved record revenue, earnings, and cash flow in 2006 driven by strong performance across all business segments.
- The company is pursuing cost leadership through initiatives like Six Sigma and global sourcing to improve profitability.
- Cummins is investing in growth areas like light duty diesel engines in North America, emerging international markets, and its distribution network.
- New technologies in areas such as emissions compliance and controls integration are creating opportunities for Cummins' Components segment.
Charter Communications held an earnings call presentation on May 3, 2007 to discuss their quarterly results and outlook. The presentation included the following:
1) Charter reported strong momentum in the first quarter of 2007 with the highest revenue, adjusted EBITDA, and RGU growth in several years driven by increased bundling of services and growth in value-added services.
2) Bundled customers increased to 41% of total customers in the first quarter of 2007 compared to 34% in the prior year. Telephone services passed increased significantly year-over-year and telephone customers more than doubled.
3) Financial results showed 10.7% revenue growth and 13.2% adjusted EBITDA growth year-
Charter Communications held an earnings call presentation on May 3, 2007 to discuss their first quarter 2007 results. The presentation included the following key points:
1) Charter experienced strong momentum in the first quarter of 2007 with the highest revenue, adjusted EBITDA, and RGU growth in over four years driven by increased bundling of services and growth in value-added services.
2) Bundling of video, internet, and telephone services increased customer penetration and ARPU, with bundled customers rising to 41% of total customers in the first quarter of 2007 compared to 34% in the first quarter of 2006.
3) Telephone services continued to show strong growth with homes passed increasing 86% compared to the
Charter Communications reported strong financial results for the second quarter of 2007, with double-digit revenue and adjusted EBITDA growth driven by increases in high-speed internet and telephone customers. Revenue grew 11% year-over-year to $1.498 billion, while adjusted EBITDA rose 11% to $539 million. The company saw strong growth in its bundled customer base and average revenue per user. Charter also continued the expansion of its advanced services such as HD and DVR set-top boxes.
Charter Communications reported financial results for the second quarter of 2007 that showed double-digit revenue and adjusted EBITDA growth compared to the second quarter of 2006. Revenue grew 11% due to increases in high-speed internet, telephone, and commercial business, while adjusted EBITDA rose 11%. The company added 166,300 total RGUs in the quarter, up 47% year-over-year, driven by growth in digital video, high-speed internet, and telephone customers. Bundled customers grew 17.7% and now make up 42% of total customers.
charter communications 4Q2007_Earnings_Presentation_vFINALfinance34
This document is the transcript from Charter Communications' 4th quarter and full year 2007 earnings call. It includes:
1) Charter Communications reported consistent revenue and adjusted EBITDA growth in the 4th quarter and full year 2007, driven by strategies to increase bundling penetration and improve customer experience.
2) The company grew revenue from high-speed internet and telephone services through customer growth and increasing ARPU. Bundling phone with cable services drove faster growth and improved customer retention.
3) Charter reduced its debt maturities through 2012 to $367 million and expects adequate liquidity through 2009 to continue investing in growth opportunities and improving service.
charter communications 4Q2007_Earnings_Presentation_vFINALfinance34
This document summarizes Charter Communications' 4th quarter and full year 2007 earnings call. It discusses the company's consistent revenue and adjusted EBITDA growth over the past five quarters. Key highlights include double-digit annual revenue growth driven by increases in high-speed internet and telephone customers. The company has focused on strategies like bundling multiple services and improving the customer experience to generate sustainable growth.
charter communications 1Q_2008_Earnings_Presentationfinance34
Charter Communications reported first quarter 2008 results. Revenue grew 10.5% to $1.56 billion driven by strong growth in high-speed internet, telephone, and commercial customers. Adjusted EBITDA also increased 10.5% to $545 million. The company added over 302,000 customers during the quarter and nearly doubled telephone customers year-over-year. Charter aims to continue growing revenue and adjusted EBITDA through bundling video, internet, and telephone services and increasing penetration of triple play customers.
charter communications 1Q_2008_Earnings_Presentationfinance34
Charter Communications reported first quarter 2008 results. Revenue grew 10.5% to $1.56 billion driven by increases in high-speed internet, telephone, and commercial customers. Adjusted EBITDA also increased 10.5% to $545 million. The company added over 302,000 customers during the quarter and nearly doubled telephone customers year-over-year to 1.1 million. Charter aims to continue growing revenue and adjusted EBITDA through bundling video, internet, and telephone services and increasing penetration of triple play packages.
charter communications 2Q_2008_Earnings_Presentation_FINALfinance34
Charter Communications reported second quarter 2008 earnings. Revenue grew 8.9% year-over-year to $1.623 billion driven by balance of rate and volume increases. Adjusted EBITDA increased 10.1% year-over-year to $591 million and the margin expanded 40 basis points to 36.4%. Total customer relationships grew 6% year-over-year with a focus on bundling video, internet, and telephone services and increasing penetration of advanced offerings.
charter communications 2Q_2008_Earnings_Presentation_FINALfinance34
Charter Communications held its second quarter 2008 earnings call on August 5, 2008. The presentation included forward-looking statements and discussed Charter's second quarter 2008 financial results. Key highlights included 8.9% revenue growth and 10.1% adjusted EBITDA growth. Charter saw increases in video, high-speed internet, and telephone customers. Bundled customer penetration reached 50% in the second quarter.
charter communications 3Q_2008_Earnings_Presentation_vFINALfinance34
Charter Communications held its third quarter 2008 earnings call on November 6, 2008. The document provides a cautionary statement regarding forward-looking statements made on the call. It notes that while Charter believes its plans, intentions and expectations are reasonable, actual results could differ materially due to risks and uncertainties. It lists some key risk factors that could cause results to differ from forward-looking statements.
charter communications 3Q_2008_Earnings_Presentation_vFINALfinance34
Charter Communications held its third quarter 2008 earnings call on November 6, 2008. The document provides a cautionary statement regarding forward-looking statements made on the call. It notes that while Charter believes its plans, intentions and expectations are reasonable, actual results could differ materially due to risks and uncertainties. The document lists some key risk factors that could cause actual results to differ from forward-looking statements.
This document is a proxy statement from Charter Communications providing information about the company's upcoming annual shareholder meeting. It details that shareholders will vote on the election of one Class A/Class B director and provides information about voting procedures. The sole nominee for the Class A/Class B director position is Ronald L. Nelson. The proxy statement also provides details about the meeting such as the voting eligibility requirements, proxy voting instructions, how to attend the meeting, and who is paying for the solicitation of proxies.
This document is a proxy statement from Charter Communications providing information for its upcoming annual shareholder meeting. It summarizes that shareholders will vote on one director nominee, Ronald L. Nelson, to serve as the Class A/Class B director on the board. It provides details on voting procedures and requirements. The other six board members will be elected solely by the Class B shareholder, Paul Allen.
Charter's broadband network provides the capacity to deliver high-speed internet access, digital video services, and interactive programming to millions of customers. Upgrading systems to broadband allows Charter to offer customers more choices through new digital services while generating new revenue streams. Charter is well-positioned for continued growth and success as the demand for broadband services increases and more applications are developed that utilize the network's massive bandwidth.
Charter Communications is the fourth largest cable television operator in the United States, serving over 6 million customers across 11 regions. The company believes that cable broadband will be the primary means of delivering new services like video, data, and voice to homes and businesses. Charter aims to deliver the full potential of broadband and provide superior customer service. The company has grown through 32 acquisitions since 1994 and successfully integrates new systems by empowering local managers and improving technology and marketing.
This document is a proxy statement from Charter Communications providing information about voting at the company's upcoming annual shareholder meeting. It outlines the items to be voted on including electing one Class A/Class B director, ratifying the 1999 Option Plan, and approving the 2001 Incentive Plan. It provides details on shareholder voting eligibility, the director nomination process, and vote requirements for passing each proposal. Shareholders are asked to vote by proxy in advance of the meeting.
- The document is Charter Communications' 2001 proxy materials and 2000 financial report. It includes information about the upcoming annual shareholder meeting such as voting procedures, director nominees, and proposals to be voted on.
- Shareholders will vote on the election of one Class A/Class B director, ratification of the 1999 Option Plan, and approval of the 2001 Incentive Plan.
- The proxy statement provides details on voting procedures, who is eligible to vote, what votes are required to pass each item, and how to complete and submit proxy cards.
Charter Communications exceeded its ambitious financial goals and customer growth targets for 2000. The company integrated millions of new customers and thousands of employees from acquisitions, while accelerating its rollout of digital cable, high-speed internet, and video on demand services. Charter's aggressive expansion strategy has positioned it as an industry leader, with operating cash flow and customer growth significantly outpacing competitors. Going forward, Charter will continue investing in its broadband network and pursuing new acquisition opportunities to further its vision of delivering advanced interactive services to homes and businesses.
Charter Communications had a very successful year in 2000:
1) They exceeded their ambitious financial goals, achieving significant revenue and cash flow growth through acquisitions and expansion of their broadband network and advanced services.
2) They reached over 1 million digital cable customers, accelerated their broadband network buildout, and were recognized as industry leaders in key performance metrics.
3) Looking ahead, Charter plans to continue growing organically and through acquisitions to attract more customers and capitalize on their technological lead in interactive digital services delivered over their high-speed broadband network.
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2. Safe Harbor Statement
Some of the statements in this presentation constitute “forward-looking
statements” within the meaning of the Private Securities Litigation Reform Act
of 1995. All statements other than those of historical facts included herein,
including those related to the company’s financial outlook, goals, business
strategy, projected plans and objectives of management for future operations
and liquidity, are forward-looking statements. These forward-looking
statements are based on the company’s plans and expectations and involve a
number of risks and uncertainties that could cause actual results to vary
materially from the results and events anticipated or implied by such forward-
looking statements. Please refer to the company’s Annual Report on Form
10-K and its other filings with the SEC for a discussion of significant risk
factors applicable to the company. In addition, the forward-looking
statements included in this presentation are based on the company’s
estimates and plans as of the date of this presentation. While the company
may elect to update these forward-looking statements at some point in the
future, it specifically disclaims any obligation to do so.
1
3. Our Business
Leading independently operated
convenience store chain in the
Southeast and 3rd largest in the U.S.
Over 1,650 stores located across 11
states
Primarily branded Kangaroo Express
Last twelve months as of March 27,
2008 sales of $8.1 billion and LTM
EBITDA of $221.4 million
Stores offer a broad selection of
merchandise, motor fuel and food
service offerings designed to meet
convenience needs of consumers
2
4. Key Investment Highlights
Leading market positions in attractive Southeastern markets
Significant scale advantages vs. primary competitors
Benefiting from consumer trends toward convenience formats
Leveraging infrastructure to drive profitability
Sector growth and consolidation potential
Strong Cash Flow Generation to Reinvest in Our Business,
De-lever and Drive Earnings Growth
3
5. Attractive Industry Fundamentals
U.S. C-Store Sales and Growth (1)
C-
Large and rapidly growing sector
cted
roje 6.8%
($ in Billions)
Defensive growth characteristics P $727
R=
CAG
$700
.8%
600
R = 11 $524
l CAG R = 7.1%
Increasing consumer demand for $475
ica
Histor
500
CAG
Total Historical
$160
$395
$145
400
e
r $337
smaller-box, fill-in convenience In-Sto $283 $290 $132
$269
300
$234 $116
$186 $109
shopping $174 $112
$166 $104
200 $154 $100 $364
$330
$86
$81 $263
$77
$75 $221
100 $181
$171
$165
$134
$100
$89 $93
$79
0
Relative to hypermarkets, large 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2011E
supermarkets, etc. Gasoline In Store
5-Year In-Store Sales CAGR vs. Other Sectors (1)(2)
In-
Increasing amount of food
consumed away from home and on 7.4%
the run 6.0% 6.0% 6.0%
Highly fragmented market with 2.9%
ample consolidation opportunities
(1.3%)
Co venience Drug Sto res Restaurants To tal Retail Gro cery Disco unt
_____________________
Sto res Sto res Department
(1) Source: NACS 2007 NACS State of the Industry Report and Retail Forward, Inc.
Sto res
(2) Source: Retail Forward, Inc. CAGR for 5-year period from 2001-2006.
4
6. Leading Convenience Store Retailer Concentrated in
the Southeastern United States
1,659 Stores Located in Eleven Southeastern States
Indiana
Indiana
Arlington
Arlington
Indianapolis
Indianapolis
Covington
Covington
Hampton
Hampton
Richmond
Richmond
Frankfort Norfolk
Norfolk
Frankfort
Virginia
Virginia Chesapeake
Chesapeake
Kentucky
Kentucky
PA0021GM_1.WOR
Bowling Green
Bowling Green Durham
Durham
Paducah
Paducah Raleigh
Raleigh
North Carolina
North Carolina
Nashville
Nashville
Tennessee
Tennessee
Columbia
Columbia Wilmington
Wilmington
South
South
NY0010DP_1.WOR Carolina
Carolina
Atlanta
Atlanta
Mississippi
Mississippi
Georgia
Georgia
Clinton
Clinton Montgomery
Montgomery
Vicksburg
Vicksburg
Meridian
Meridian
Alabama
Alabama
Jackson
Jackson
Jacksonville
Jacksonville
Louisiana
Louisiana Tallahassee
Tallahassee
Daytona Beach
Daytona Beach
Gulfport
Gulfport
Baton Rouge
Baton Rouge
Orlando
Orlando
St. Petersburg
St. Petersburg Tampa
Tampa
Pantry Store Locations
Florida
Florida Boca Raton
Boca Raton
Miami
Miami
_____________________
Note: Map as of fiscal year ended September 27, 2007.
5
7. Key Markets Possess Highly Attractive Growth
Characteristics
Core Markets Projected to Experience Rapid Growth Throughout Next Several Years;
High Degree of Fragmentation Provides Continued Consolidation Opportunities
Population Growth CAGRs (2005-2015) Market Fragmentation
25.0%
Florida North Carolina
21.1% (7,356 stores) (5,447 stores)
Pantry
20.0 Pantry >50 Store
Operators
>50 Store
14% 7%
6% 1 Store
Operators 1 Store
Operators Operators
31%
15.0% 2-50 Store
21%
Operators
15.0
54% 58%
9%
2-50 Store
Operators
9.5% 9.1%
9.0%
10.0
South Carolina Tennessee
(2,872 stores) (3,697 stores)
5.0
Pantry Pantry
>50 Store >50 Store
Operators Operators
17% 10% 3% 1 Store
1 Store 17% Operators
0.0 Operators
Florida North South Tennessee U.S. 21%
2-50 Store 20%
Carolina Carolina 2-50 Store 52% 60%
Operators
Operators
Pantry Stores: 457 387 281 104 1,659
_____________________
Note: Pantry’s store counts as of quarter ended March 27, 2008.
Source: U.S. Census Bureau and 2007 NACS State of the Industry Report.
6
8. Strong Track Record of Top Line Growth…
Merchandise Revenue Retail Gas Gallons Sold Total Revenue
($ in mm) (Gallons in mm) ($ in mm)
$9,000
2,500
$2,000 %
5.9
2
7=
5.0% $8,089
%
11.8 =1 ’0
’07 2,143
7= –
–
’0 ’03
8,000
’03
03 – $1,642 R
R’ 2,033
CAG GR
CAG $1,576 CA $6,911
2,000
7,000
1,758
1,500 $1,386
$5,962
$1,229 6,000
1,497
$1,170
1,500 1,372
5,000 $4,429
$1,010
1,161
1,000
$3,493
4,000
1,000
$2,750
3,000
500
2,000
500
1,000
0
0
0
2003 2004 2005 2006 2007 LTM
2003 2004 2005 2006 2007 LTM
2003 2004 2005 2006 2007 LTM
Fiscal Year Fiscal Year Fiscal Year
_____________________
Note: Fiscal year ends in September. Last twelve months as of March 27, 2008.
7
9. …And Substantial EBITDA Generation
Gross Profit Reported EBITDA
($ in mm) ($ in mm)
’03-’07
$900 $300
$840 CAGR $279
$811
$779
800
250
$233 11.6% $221
$663
700 $225 $214
$214
$281
$591
600 200
$173
$511 $214
$165
500
$136
150
$145
400
$607 12.5%
300 100
$586
$518
$425 $449
200 $366
50
100
0 0
2003 2004 2005 2006 2007 LTM 2003 2004 2005 2006 2007 LTM
Fiscal Year Fiscal Year
Merchandise Gasoline
_____________________
Note: Fiscal year ends in September. Last twelve months as of March 27, 2008.
8
10. Strong Growth in Merchandise Sales Per Store
Improved Store Portfolio and Stronger Consumer Offering
Driving Increased Average Merchandise Sales per Store
Average Merchandise Sales per Store
($ in Thousands)
%
7: 6.0
’03-’0
CAGR
$1,000
$999
$1,000
$954
950
$898
900
$857
850
$792
800
750
700
2003 2004 2005 2006 2007 LTM
Fiscal Year
Stores 1,258 1,361 1,400 1,493 1,644 1,659
_____________________
Note: Fiscal year ends in September. Last twelve months for the quarter ending March 27, 2008.
9
11. Consistently Strong Merchandise Margins
Superior Merchandise offering leads to above average margins
Merchandise Gross Margin
Proprietary branded offerings 40.0%
37.4% 37.2% 37.0%
36.6%
36.3%
36.2%
Private label products in high velocity 35.0
categories Industry
Avg.(1):
29.3%
30.0
Selective expansion of nationally branded
quick service restaurants (QSRs)
25.0
Leveraging scale with merchandise
vendors 20.0
2003 2004 2005 2006 2007 LTM
Fiscal Year
Merch. Comps 2.1% 3.4% 5.3% 4.9% 2.3% N/A
_____________________
Note: Fiscal year ends in September. Last twelve months for the quarter ending March 27, 2008.
(1) Industry average for 2006 based on the 2007 NACS State of the Industry Report.
10
12. Proprietary Merchandise and Food Service Concepts
Drive Revenue and Margins
Celeste Candy Lane
Bean Street Coffee Grilling Depot & Chill Zone
11
13. QSR Food Service Offering Differentiates Our
Stores and Drives Traffic and Margins
We Currently Operate 234 Nationally Branded and
Proprietary Quick Service Restaurants
12
14. Gasoline Strategy Maximizes Fuel Gross Profit Dollars
We Balance Average Gallons Sold per Store and Gasoline Margins
to Maximize Overall Gross Profit Dollars
Gasoline Gross Profit $
Average Gallons Sold per Store
(Gallons in Thousands) ($ in mm)
%
% 11. 6
8 .3
’07 = ’07 =
– –
1,400 R ’03 $300 R ’03 $281
CAG CAG
1,323
1,306
1,300 $239
250
1,242
$225
$214
1,200
200
1,118
$165
1,100
$145
1,026
150
1,000
941
100
900
50
800
700 0
2003 2004 2005 2006 2007 LTM 2003 2004 2005 2006 2007 LTM
Fiscal Year Fiscal Year
CPG (1)
Comps 0.7% 2.0% 4.7% 3.1% 1.0% N/A 12.5¢ 12.0¢ 14.3¢ 15.9¢ 10.9¢ 11.1¢
_____________________
Note: Fiscal year ends in September. Last twelve months for the quarter ending March 27, 2008.
(1) Net of credit card fees and repairs and maintenance. Last twelve months excludes 1.6¢ hedging loss in Q2 ’08.
13
15. Unprecedented Inflation in Recent Oil and Gas Prices
$150.00 $5.00
$138.54
$119.75
125.00
4.00
Avg. Crude Oil Price per Barrel
$97.59 +25% in last 3 mos.
100.00
$90.61
Avg. Retail Price per Gasoline Gallon
$75.13
$60.13 $70.95 $70.89 $60.74
75.00 3.00
$65.44
$63.34 $63.82
$58.74
$53.58
$50.03
50.00
2.00
25.00
1.00
0.00
Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3TD Current
FY2005 FY2006 FY2008
FY2007
Avg. Crude Oil Price per Barrel Avg. Retail Price per Gasoline Gallon
Note: Fiscal year ends in September. As of June 6, 2008.
Source: FactSet. Average futures price per barrel of light sweet crude and national average retail price per gasoline gallon.
14
16. Gasoline CPG Can Be Volatile on a Quarterly Basis…
Recent Margins Impacted by Higher Credit Card Fees and Repairs and Maintenance Expense,
and a 1.6¢ Loss on Fuel Hedging Activity in Q2
Our Quarterly Retail Gasoline CPG (Net of Credit Card Fees and Repairs and Maintenance)
22.5¢ 21.2¢
19.4¢
20.0
17.3¢
17.5
14.6¢
15.0 14.0¢
12.8¢
12.3¢
12.5 11.4¢
11.1¢
10.6¢ 10.6¢
10.5¢
9.9¢
10.0 1.6¢ Hedging
8.6¢
Loss
9.0¢
7.5
5.0
(1)
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2
FY2005 FY2006 FY2007 FY2008
(1)
Net CPG Hedging Loss
_____________________
Note: Fiscal year ends September.
(1) Includes 1.6¢ per gallon loss on hedging operations.
15
17. …But Annual CPG Tends to Remain Relatively Stable
Annual Net CPG Typically Ranges from 11¢ - 13¢
20.0¢
17.0
15.9¢
14.3¢
13.4¢
14.0 13.2¢
12.8¢ 12.3¢ 12.5¢ 12.5¢
12.0¢
10.9¢
10.4¢
11.0
8.0
5.0
1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007
Fiscal Year
_____________________
Note: Fiscal year ends in September. Shaded area represents average historical CPG range.
CPG is net of credit card fees and repairs and maintenance
16
18. Recent Macroeconomic Factors Negatively Impacting
Our Sector
Extremely Challenging Operating Environment Industry-Wide
Supply / demand dynamics driving oil and gas prices to all-time highs
Higher gasoline prices impacting consumers’ disposable income and
demand for gasoline and convenience merchandise
Lower disposable income also leading to decreased recreational
travel
East Coast resort areas especially impacted
Florida market hard hit by the downturn in the housing market, softer
construction activity
17
19. What are We Doing to Manage This Challenging
Environment?
Promotional activity to drive Bolstering liquidity by accessing
traffic delayed draw on term loan
Reducing store level and Temporarily suspending
overhead costs acquisition activity until
calendar year-end
Accelerating ethanol roll-out
Reducing non-essential capex
Discontinuing fuel hedging
strategy Temporarily suspending share
repurchases
Collectively, These Actions Should Better Leverage Our Operating Model and
Help Stabilize Results Given the Challenging Environment
18
20. Focus on Reducing Operating Expenses
Initiative Maximizes Operating Expense Leverage and Better Positions Us for
Profitable Growth as Market Conditions Improve
Reorganized field management structure to streamline operations
Improved overall quality / efficiency of staffing
Improved store-level controllable expenses
Reduced bad check expense
Lowered cash over and short by moving to prepaid on gasoline
Tangible financial results achieved, more expected throughout year
Achieved flat average per store expenses in Q2 despite higher utility costs
Reduced corporate overhead spend despite an additional 104 stores
Lowered FY ’08 OG&A guidance by $13mm - $18mm in January, current
run-rate tracking at low-end of $615mm - $630mm range
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21. Update on Ethanol Roll-out
Introduced ethanol-blended products
in 2007
Lower-cost alternative versus 100%
gasoline
Ethanol blending tax credit received
Environmental benefits
Currently, approximately 59% of our
locations offer ethanol products
Reduced chain-wide cost per gallon by
$0.01 in most recent quarter
By the end of fiscal 2008, ~66% of
locations will offer ethanol
Chain-wide costs per gallon benefit of
approximately $0.02
Ultimate effect on margin will be
determined by competitive forces
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22. Lease Finance Obligations Cause Valuation and
Leverage Confusion
Adjusting EBITDA by Treating Sale-Leasebacks as Operating Leases and Subtracting Sale-
Leaseback Rent Allows for Better Comparison to Other Retailers
Reported Adjustments Adjusted
Balance sheet Data as of 3/27/08 (1)
Total Debt (ex. Lease Finance Obligations) $848 $848
Cash ($129) ($129)
Net Debt (ex. Lease Finance Obligations) $719 $719
Lease Finance Obligations $463 ($463) –
Total Net Debt $1,182 ($463) $719
Market Cap 6/6/08 $252 $252
Enterprise Value $1,434 ($463) $971
LTM EBITDA as of 3/27/08 $221 ($45) $177
EV / EBITDA Multiple 6.5x 5.5x
Total Net Debt/EBITDA 5.3x 4.1x
_____________________
(1) Reflects $100 million of delayed term loan, with proceeds used to paydown revolver and increase cash.
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23. Meaningful Liquidity / Financial Flexibility
Meaningful liquidity
$129 million in cash-on-hand (pro forma for term loan delayed draw)
$250 million revolver – $0 drawn, over $145 million available after LOCs
Long-term debt profile; earliest maturity is the convertible debt in 2012
Covenant-light bank facility – financial flexibility (1)
6.5x Adj. Net Debt / EBITDAR Leverage – Currently 5.7x
2.25x Interest Coverage – Currently 2.68x
_____________________
(1) Per credit facility covenant calculations (8x rent methodology).
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24. Fiscal 2008 Financial Outlook
Full Year Impact of 2007 Acquisitions Should Drive Significant Revenue Growth in 2008;
Continuing Discipline on Expenses Should Lower OG&A and Drive Earnings
Merchandise sales to grow to $1.6 - $1.7 billion
Merchandise gross margin to be about 37%
Retail gasoline gallons sold to be 2.1 - 2.2 billion gallons
Retail gasoline margins targeted at between 10 and 12 cents per gallon
Operating, general and administrative expenses expected to be at the low
end of the previously announced range of $615 - $630 million
Capital expenditure plans reduced by $40 million to $90 million
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25. Key Investment Highlights
Leading market positions in attractive Southeastern markets
Significant scale advantages vs. primary competitors
Benefiting from consumer trends toward convenience formats
Leveraging infrastructure to drive profitability
Sector growth and consolidation potential
Strong Cash Flow Generation to Reinvest in Our Business,
De-lever and Drive Earnings Growth
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26. Reconciliation of Non-GAAP Measures
Adjusted EBITDA/EBITDA Reconciled to Net Income
LTM
($ in mm)
Mar-08 2007 2006 2005 2004 2003
Adjusted EBITDA $ 177 $ 178 $ 254 $ 189 $ 150 $ 127
Payments made for lease finance obligations 45 36 25 24 23 13
Cumulative effect adjustment - - - - - (3)
Reported EBITDA $ 221 $ 214 $ 279 $ 214 $ 173 $ 136
Interest expense, net and loss on extinguishment of debt 89 74 56 54 87 60
Depreciation and amortization 106 96 76 64 61 56
Provision for income taxes 10 17 57 37 9 9
Net income $ 16 $ 27 $ 89 $ 58 $ 16 $ 11
_____________________
Note: Fiscal year ends in September. Last twelve months as of March 27, 2008.
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27. Reconciliation of Non-GAAP Measures
Adjusted EBITDA/EBITDA Reconciled to Cash Flows
TTM
($ in mm)
Mar-08 2007 2006 2005 2004 2003
Adjusted EBITDA $ 177 $ 178 $ 254 $ 189 $ 150 $ 127
Payments made for lease finance obligations 45 36 25 24 23 13
Cumulative effect adjustment - - - - - (3)
Reported EBITDA $ 221 $ 214 $ 279 $ 214 $ 173 $ 136
Interest expense, net and loss on extinguishment of debt (89) (74) (56) (54) (87) (60)
Provision for income taxes (10) (17) (57) (37) (9) (9)
Non-cash stock based compensation 4 4 3 - - -
Changes in operating assets and liabilities (5) 8 (13) (7) 0 (20)
Non-cash loss on extinguishment of debt 2 2 2 - 23 3
Other 2 4 (3) 19 17 19
Net cash provided by operating activities $ 125 $ 141 $ 154 $ 134 $ 117 $ 69
Net cash used in investing activities $ (472) $ (529) $ (219) $ (166) $ (227) $ (24)
Net cash provided by financing activities $ 330 $ 339 $ 74 $ 36 $ 145 $ (14)
_____________________
Note: Fiscal year ends in September. Last twelve months as of March 27, 2008.
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