The document provides company profiles for 11 companies in Bangladesh, including their addresses, contact information, nature of business, vision, mission, leadership, and key financial metrics. The companies cover a range of industries such as manufacturing, banking, insurance, and others. For each company, brief details are given about the address, business type, leadership, and financial information such as market value, return on assets, earnings per share and price-to-earnings ratio.
1) The document discusses the marketing and operational activities undertaken during the author's internship at Builtec Distribution. Key responsibilities included processing sales orders, collecting payments, calculating discounts, and maintaining customer records.
2) Builtec Distribution imports sanitary products from Malaysia and distributes them throughout Bangladesh. It aims to operate with integrity and provide high quality products, services, and customer satisfaction.
3) Challenges faced by the marketing department include a lack of training for interns and not having an in-house research and development team.
This document is a business plan report submitted by Tycoons for their proposed home care services business. The business will provide services like maids, babysitters, home chefs, car washers, and repair technicians. The report includes sections on the company description and mission, industry analysis, market analysis, economics and finances, marketing plan, operations plan, management team, and schedules. The business aims to address the problems of unemployment and lack of accommodation/job security for domestic workers while providing reliable home care services to customers in Dhaka, Bangladesh. It plans to start operations in the Uttara area and expand to other neighborhoods over time.
Millward Brown Australia was awarded AON Hewitt Best Employer for the second time, recognizing its high levels of employee engagement and excellent people practices. The 2013 study surveyed over 100,000 employees across 125 organizations in Australia and New Zealand. Millward Brown saw its employee engagement score rise from 76% to 79%, demonstrating the company's commitment to its employees through attracting and retaining top talent. The document also lists various career opportunities available at Millward Brown offices across Southeast Asia and the Philippines.
This document outlines the business model for a proposed baby daycare center called "Baby's Day Out". It discusses key aspects of the business model such as customer segments, value propositions, distribution channels, cost structure, and revenue streams. The customer segments are primarily full-time working couples and part-time working couples. The daycare aims to provide convenience to parents through partnerships with companies and quality childcare services. Key resources include location, infrastructure, IT systems and staff. The revenue model involves fees for childcare services as well as additional offerings like baby monitoring, children's parties and products. Initial startup costs are estimated to be around 1.46 million rupees.
The document provides information about the Jubilant Bhartia Group, a conglomerate based in India with a valuation of over $3 billion. It operates in several sectors including pharmaceuticals, food, oil and gas, agriculture, polymers, and consulting services. The group employs over 30,000 people globally, including over 1,500 in North America. It has a strong presence across industries and geographies.
This document summarizes the compensation practices of Robi, a telecommunications company in Bangladesh. It outlines the major components of Robi's compensation package, including basic salary, incentives, employee benefits, and performance-based pay. It provides details on Robi's salary structure, bonuses, provident fund, leaves, allowances for travel, and non-financial benefits. In conclusion, it finds that Robi has a sophisticated compensation system to ensure employee well-being and notes its impact on performance, while also recommending some areas for improvement.
Starbucks and McDonald's are two of the largest fast food chains in the world. Starbucks was founded in 1971 in Seattle and now has over 13,000 locations globally. Starbucks emphasizes treating employees well by providing generous compensation and benefits packages. In contrast, McDonald's was founded in 1940 and has over 36,000 restaurants globally. While McDonald's also provides benefits to employees, its compensation and turnover rates are typically lower than Starbucks. Both companies aim to provide quality products and prioritize customer satisfaction, though Starbucks focuses more on developing a unique company culture.
The document provides company profiles for 11 companies in Bangladesh, including their addresses, contact information, nature of business, vision, mission, leadership, and key financial metrics. The companies cover a range of industries such as manufacturing, banking, insurance, and others. For each company, brief details are given about the address, business type, leadership, and financial information such as market value, return on assets, earnings per share and price-to-earnings ratio.
1) The document discusses the marketing and operational activities undertaken during the author's internship at Builtec Distribution. Key responsibilities included processing sales orders, collecting payments, calculating discounts, and maintaining customer records.
2) Builtec Distribution imports sanitary products from Malaysia and distributes them throughout Bangladesh. It aims to operate with integrity and provide high quality products, services, and customer satisfaction.
3) Challenges faced by the marketing department include a lack of training for interns and not having an in-house research and development team.
This document is a business plan report submitted by Tycoons for their proposed home care services business. The business will provide services like maids, babysitters, home chefs, car washers, and repair technicians. The report includes sections on the company description and mission, industry analysis, market analysis, economics and finances, marketing plan, operations plan, management team, and schedules. The business aims to address the problems of unemployment and lack of accommodation/job security for domestic workers while providing reliable home care services to customers in Dhaka, Bangladesh. It plans to start operations in the Uttara area and expand to other neighborhoods over time.
Millward Brown Australia was awarded AON Hewitt Best Employer for the second time, recognizing its high levels of employee engagement and excellent people practices. The 2013 study surveyed over 100,000 employees across 125 organizations in Australia and New Zealand. Millward Brown saw its employee engagement score rise from 76% to 79%, demonstrating the company's commitment to its employees through attracting and retaining top talent. The document also lists various career opportunities available at Millward Brown offices across Southeast Asia and the Philippines.
This document outlines the business model for a proposed baby daycare center called "Baby's Day Out". It discusses key aspects of the business model such as customer segments, value propositions, distribution channels, cost structure, and revenue streams. The customer segments are primarily full-time working couples and part-time working couples. The daycare aims to provide convenience to parents through partnerships with companies and quality childcare services. Key resources include location, infrastructure, IT systems and staff. The revenue model involves fees for childcare services as well as additional offerings like baby monitoring, children's parties and products. Initial startup costs are estimated to be around 1.46 million rupees.
The document provides information about the Jubilant Bhartia Group, a conglomerate based in India with a valuation of over $3 billion. It operates in several sectors including pharmaceuticals, food, oil and gas, agriculture, polymers, and consulting services. The group employs over 30,000 people globally, including over 1,500 in North America. It has a strong presence across industries and geographies.
This document summarizes the compensation practices of Robi, a telecommunications company in Bangladesh. It outlines the major components of Robi's compensation package, including basic salary, incentives, employee benefits, and performance-based pay. It provides details on Robi's salary structure, bonuses, provident fund, leaves, allowances for travel, and non-financial benefits. In conclusion, it finds that Robi has a sophisticated compensation system to ensure employee well-being and notes its impact on performance, while also recommending some areas for improvement.
Starbucks and McDonald's are two of the largest fast food chains in the world. Starbucks was founded in 1971 in Seattle and now has over 13,000 locations globally. Starbucks emphasizes treating employees well by providing generous compensation and benefits packages. In contrast, McDonald's was founded in 1940 and has over 36,000 restaurants globally. While McDonald's also provides benefits to employees, its compensation and turnover rates are typically lower than Starbucks. Both companies aim to provide quality products and prioritize customer satisfaction, though Starbucks focuses more on developing a unique company culture.
This document outlines the steps to start and run a successful guide dog business in Ecuador. It includes developing a business plan, obtaining financing, registering the business, acquiring licenses and permits, and setting up accounting systems. It also discusses defining products and services, researching the target disabled customer market, identifying competitors, listing suppliers, and preparing financial documents like income statements, balance sheets, and budgets. The goal is to transform stray dogs into guide dogs to help improve the quality of life for people with disabilities.
This document outlines the steps to start and run a guide dog business in Ecuador. It includes developing a business plan, obtaining financing and licenses, determining the legal structure, registering the business name, understanding tax requirements, and establishing accounting practices. It also discusses defining products and services, researching the target disabled customer market, identifying competitors, listing suppliers, and preparing basic financial statements like an income statement, balance sheet, and budget. The goal is to transform stray dogs into guide dogs to help improve the quality of life for people with disabilities.
This document outlines the steps to start and run a guide dog business in Ecuador. It includes developing a business plan, obtaining financing and licenses, determining the legal structure, registering the business name, understanding tax requirements, and establishing accounting practices. It also discusses defining products and services, researching the target disabled customer market, identifying competitors, listing suppliers, and preparing basic financial statements like an income statement, balance sheet, and budget. The goal is to transform stray dogs into guide dogs to help improve the quality of life for people with disabilities.
Profit, tax & accounting for buyers, sellers & ownersdeegerrish
Clear Vision Accountancy Group provides accounting and business advice services to dentists. It started working with dentists in 2001 and helps dental practices improve their profits, tax savings, and business speed. The document discusses how practices can structure their business, increase profits through metrics like recall rates, consider tax implications of incorporation, and work with accountants to gain timely financial insights. It invites the reader to book a free phone call to discuss a dental business review.
Maximise your profits & minimise your taxdeegerrish
Rob Walsh of Clear Vision Accountancy Group provides advice to dentists on maximizing profits and minimizing taxes. They have experience working with dental practices since 2001. The document discusses measuring key business metrics to improve profitability, optimizing business structure for tax savings, and the importance of timely financial planning and management. Completing a postcard can provide a discount on a book on the business of dentistry and initiating a consultation.
Maximise your profits & minimise your taxdeegerrish
Rob Walsh of Clear Vision Accountancy Group provides advice to dentists on maximizing profits and minimizing taxes. They have experience helping dental practices improve since 2001. The document discusses measuring key business metrics to improve profitability, optimizing business structure for tax savings, and the importance of timely financial planning and management. Completing a postcard can provide access to their book and consulting services.
The current skills sector landscape and how it affects us all.
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The document provides an overview of the current skills sector landscape in the UK and how it affects stakeholders. It was prepared by Stuart Pyle for Be Involved - Birmingham on July 4th, 2017. The document discusses challenges such as the removal of subcontracting opportunities and the introduction of apprenticeship standards. It also outlines four priorities for skills providers to address these challenges: deploying skilled staff, creating value for employers, engaging employers, and diversifying service offerings. The document concludes by thanking the audience for listening and inviting any questions.
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Clear Vision Accountancy Group provides accounting and business advice to dentists to help maximize profits and minimize taxes. They discuss analyzing business metrics like patient numbers and recall rates to increase profits, incorporating the business for tax savings and liability protection, and the importance of timely tax planning and financial management to benefit the business. Completing a postcard can provide a discount on their book on dental business strategies.
Financial aspects of selling a dental businessdeegerrish
Clear Vision Accountancy Group provides accounting and business advice to dentists to help maximize profits and minimize taxes. They discuss analyzing business metrics like patient numbers and recall rates to increase profits, incorporating the business for tax savings and liability protection, and the importance of timely tax planning and financial management to benefit the business. Completing a postcard can provide a discount on their book on dental business strategies.
This document provides a business strategy report for Home Depot. It begins with an introduction to Home Depot's founding and operations. It then analyzes Home Depot's current performance, strategic posture including mission, vision and objectives, and current strategy which focuses on customer service, product authority, and productivity. The report also examines Home Depot's external environment using PESTLE analysis and Porter's Five Forces. It evaluates Home Depot's internal environment including corporate structure, resources, marketing, finances, and human resources. Alternative strategies are proposed and a recommended strategy of interconnected retail is provided, along with plans for implementation and contingencies.
Rob Jones, managing director of Peloton Partners, shares emerging pricing trends in the industry based on data from 70 advised firms across Australia, and strategies for advice practices to extract latent value out of their business.
Sample Shipping is a 10-year old shipping and business services company located in a shopping center. They offer a wide range of shipping, mailing, copying, and business services. Their mission is to be the premier mail and parcel center in their community by exceeding customer expectations. They serve an established upper middle class community that is still growing. Their goals for 2008 include increasing annual sales to $495,000, lowering costs, and improving productivity. Key actions for 2008 focus on expanding business-to-business sales, adding a loyalty program, improving copy services, purchasing new equipment, decreasing costs, and training employees.
'Productivity through People' - Workforce Development Programme Launch - GM S...Business Growth Hub
This document provides an agenda and details for a workforce development launch event hosted by Hallidays on July 21, 2016. The agenda includes welcome remarks, presentations on unleashing team power by Nigel Bennett of Hallidays and on apprenticeships by Ian Kerr of The Skills Company. A masterclass by Roger Longden of There be Giants and a session on creating a workforce strategy by Dawn Duggan are also included. The event aims to help businesses develop their workforces and make the most of the upcoming UK Apprenticeship Levy.
Organic Unique Creation Salon offers natural hair products and services using organic, chemical-free methods. The salon aims to educate clients about caring for their hair naturally while providing a sustainable environment. The business plan outlines sections on the mission, competitive analysis, marketing strategy, financial projections, and management overview. The salon aims to capture market share in the growing natural products industry through knowledgeable stylists, high-quality products, and promoting an eco-friendly environment for clients seeking chemical-free hair care.
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3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
How MJ Global Leads the Packaging Industry.pdfMJ Global
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This document outlines the steps to start and run a successful guide dog business in Ecuador. It includes developing a business plan, obtaining financing, registering the business, acquiring licenses and permits, and setting up accounting systems. It also discusses defining products and services, researching the target disabled customer market, identifying competitors, listing suppliers, and preparing financial documents like income statements, balance sheets, and budgets. The goal is to transform stray dogs into guide dogs to help improve the quality of life for people with disabilities.
This document outlines the steps to start and run a guide dog business in Ecuador. It includes developing a business plan, obtaining financing and licenses, determining the legal structure, registering the business name, understanding tax requirements, and establishing accounting practices. It also discusses defining products and services, researching the target disabled customer market, identifying competitors, listing suppliers, and preparing basic financial statements like an income statement, balance sheet, and budget. The goal is to transform stray dogs into guide dogs to help improve the quality of life for people with disabilities.
This document outlines the steps to start and run a guide dog business in Ecuador. It includes developing a business plan, obtaining financing and licenses, determining the legal structure, registering the business name, understanding tax requirements, and establishing accounting practices. It also discusses defining products and services, researching the target disabled customer market, identifying competitors, listing suppliers, and preparing basic financial statements like an income statement, balance sheet, and budget. The goal is to transform stray dogs into guide dogs to help improve the quality of life for people with disabilities.
Profit, tax & accounting for buyers, sellers & ownersdeegerrish
Clear Vision Accountancy Group provides accounting and business advice services to dentists. It started working with dentists in 2001 and helps dental practices improve their profits, tax savings, and business speed. The document discusses how practices can structure their business, increase profits through metrics like recall rates, consider tax implications of incorporation, and work with accountants to gain timely financial insights. It invites the reader to book a free phone call to discuss a dental business review.
Maximise your profits & minimise your taxdeegerrish
Rob Walsh of Clear Vision Accountancy Group provides advice to dentists on maximizing profits and minimizing taxes. They have experience working with dental practices since 2001. The document discusses measuring key business metrics to improve profitability, optimizing business structure for tax savings, and the importance of timely financial planning and management. Completing a postcard can provide a discount on a book on the business of dentistry and initiating a consultation.
Maximise your profits & minimise your taxdeegerrish
Rob Walsh of Clear Vision Accountancy Group provides advice to dentists on maximizing profits and minimizing taxes. They have experience helping dental practices improve since 2001. The document discusses measuring key business metrics to improve profitability, optimizing business structure for tax savings, and the importance of timely financial planning and management. Completing a postcard can provide access to their book and consulting services.
The current skills sector landscape and how it affects us all.
Prepared by: Stuart Pyle 4th of July 2017. It gives an update on what was happening in the sector at the time in relation to funding and changes to apprenticeships.
The document provides an overview of the current skills sector landscape in the UK and how it affects stakeholders. It was prepared by Stuart Pyle for Be Involved - Birmingham on July 4th, 2017. The document discusses challenges such as the removal of subcontracting opportunities and the introduction of apprenticeship standards. It also outlines four priorities for skills providers to address these challenges: deploying skilled staff, creating value for employers, engaging employers, and diversifying service offerings. The document concludes by thanking the audience for listening and inviting any questions.
Financial Aspects of selling a dental businessdeegerrish
Clear Vision Accountancy Group provides accounting and business advice to dentists to help maximize profits and minimize taxes. They discuss analyzing business metrics like patient numbers and recall rates to increase profits, incorporating the business for tax savings and liability protection, and the importance of timely tax planning and financial management to benefit the business. Completing a postcard can provide a discount on their book on dental business strategies.
Financial aspects of selling a dental businessdeegerrish
Clear Vision Accountancy Group provides accounting and business advice to dentists to help maximize profits and minimize taxes. They discuss analyzing business metrics like patient numbers and recall rates to increase profits, incorporating the business for tax savings and liability protection, and the importance of timely tax planning and financial management to benefit the business. Completing a postcard can provide a discount on their book on dental business strategies.
This document provides a business strategy report for Home Depot. It begins with an introduction to Home Depot's founding and operations. It then analyzes Home Depot's current performance, strategic posture including mission, vision and objectives, and current strategy which focuses on customer service, product authority, and productivity. The report also examines Home Depot's external environment using PESTLE analysis and Porter's Five Forces. It evaluates Home Depot's internal environment including corporate structure, resources, marketing, finances, and human resources. Alternative strategies are proposed and a recommended strategy of interconnected retail is provided, along with plans for implementation and contingencies.
Rob Jones, managing director of Peloton Partners, shares emerging pricing trends in the industry based on data from 70 advised firms across Australia, and strategies for advice practices to extract latent value out of their business.
Sample Shipping is a 10-year old shipping and business services company located in a shopping center. They offer a wide range of shipping, mailing, copying, and business services. Their mission is to be the premier mail and parcel center in their community by exceeding customer expectations. They serve an established upper middle class community that is still growing. Their goals for 2008 include increasing annual sales to $495,000, lowering costs, and improving productivity. Key actions for 2008 focus on expanding business-to-business sales, adding a loyalty program, improving copy services, purchasing new equipment, decreasing costs, and training employees.
'Productivity through People' - Workforce Development Programme Launch - GM S...Business Growth Hub
This document provides an agenda and details for a workforce development launch event hosted by Hallidays on July 21, 2016. The agenda includes welcome remarks, presentations on unleashing team power by Nigel Bennett of Hallidays and on apprenticeships by Ian Kerr of The Skills Company. A masterclass by Roger Longden of There be Giants and a session on creating a workforce strategy by Dawn Duggan are also included. The event aims to help businesses develop their workforces and make the most of the upcoming UK Apprenticeship Levy.
Organic Unique Creation Salon offers natural hair products and services using organic, chemical-free methods. The salon aims to educate clients about caring for their hair naturally while providing a sustainable environment. The business plan outlines sections on the mission, competitive analysis, marketing strategy, financial projections, and management overview. The salon aims to capture market share in the growing natural products industry through knowledgeable stylists, high-quality products, and promoting an eco-friendly environment for clients seeking chemical-free hair care.
Preparing Your Exit Strategy from Veterinary PracticeOculus Insights
Dr Mike Pownall presented a half day session during the Oculus Insights 2017 EU Summits in Amsterdam on planning an exit strategy for practice owners for any type of veterinary practice.
What is outsourcing and how can it help your business?Face for Business
Outsourcing! How does it help your business? What is outsourcing? How will it benefit your businesses? How can you change your business plan to grow your business?
Pawsome.co.in Complete Pet Care DestinationHirosh Mulky
Pawsome is Pet E-Retail & trying to be true to our claim of being the complete pet care destination, we cater across the Pet World, making us the one stop solution provider from Product to Service Provider to Information which is currently the issue & is not been valued for its worth.
3 Simple Steps To Buy Verified Payoneer Account In 2024SEOSMMEARTH
Buy Verified Payoneer Account: Quick and Secure Way to Receive Payments
Buy Verified Payoneer Account With 100% secure documents, [ USA, UK, CA ]. Are you looking for a reliable and safe way to receive payments online? Then you need buy verified Payoneer account ! Payoneer is a global payment platform that allows businesses and individuals to send and receive money in over 200 countries.
If You Want To More Information just Contact Now:
Skype: SEOSMMEARTH
Telegram: @seosmmearth
Gmail: seosmmearth@gmail.com
How MJ Global Leads the Packaging Industry.pdfMJ Global
MJ Global's success in staying ahead of the curve in the packaging industry is a testament to its dedication to innovation, sustainability, and customer-centricity. By embracing technological advancements, leading in eco-friendly solutions, collaborating with industry leaders, and adapting to evolving consumer preferences, MJ Global continues to set new standards in the packaging sector.
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Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
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Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
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Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
How to Implement a Real Estate CRM SoftwareSalesTown
To implement a CRM for real estate, set clear goals, choose a CRM with key real estate features, and customize it to your needs. Migrate your data, train your team, and use automation to save time. Monitor performance, ensure data security, and use the CRM to enhance marketing. Regularly check its effectiveness to improve your business.
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
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Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
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At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
- Framework flexibility and automation.
- Enhanced alignment and strategic focus across the organization.
6. 350 Stores typically out of town settings, 10,000 sq feet.
Pets are the UK’s leading specialist
retailer of pet foods, pet related
products, accessories and services
Recent operational highlights
• Continued investment in new stores &
formats (32 stores in FY12)
• Opening of 2nd distribution centre &
Hong Kong sourcing operation
• Expansion of vet practices and
grooming salons (18 new grooming
salons, 19 instore vet practices)
6
7. Range expansion core strategic driver
Improved good, better, best range expansion in key dog
and cat areas including luxury ranges
Expansion is driven further by innovation focus eg
specialist shampoos, indestructible dog toys with
squeakers that only dogs can hear
Continued investment and strong performance of own
brand development e.g. Wainwrights
Web used to drive extended ranges
Pets at Home insurance introduced with pleasing
performance. Stand alone website developed.
7
8. Service proposition continues to grow creating a one stop shop
Pets continue to invest in service proposition
92 In care Veterinary practises
- Second largest vet chain in the UK
61 Grooming salons
– The first national chain of groomers
Services continue the unique opportunity within the Pet space to develop customer
engagement
Stylists and vets have the opportunity going forward to provide more general
advice on health and wellbeing
8
9. Considerable space given up to services within store estate
(delivers authority, expertise and lock in)
9
10. Service proposition given strong home page presence
Links to additional services:
• Pet Insurance
• Veterinary services
• Pet adoption
• Grooming services
Links to additional services:
• Pet Insurance
• Help Advice
10
12. Accelerating ecommerce growth via range, services & acquisition
eComm growth circa 28.5% LFL
Visitor numbers reaching 1.5m per month/4week
period
Significant investment in on site UGC through video
channel – also includes Pet Care videos from
pets….used to drive specialist credentials
Extended ranges continue to grow on site.
Delivery to store trial completed, intention to roll out
this service in forthcoming year. This would be on top
of reserve and collect
Dec 2012 saw the acquisition of Ride Away, a
significant ecommerce business in a £2.8bn
equestrian market. This enhances specialist
credentials, the ecommerce offer and fits Pets values
and ethos
12
13. Future growth opportunities identified including a loyalty programme
Following extensive customer research and analysis of retail
loyalty schemes – loyalty identified as a key benefit for existing
customers
Nov 2012 saw launch of Pets at Home VIP (Very important Pets)
which rewards loyalty by earning Lifelines for nominated animal
rehoming charities.
The lifelines earned by customers swiping their card which turn
into financial rewards for nominated rehoming charities.
Initial sign up and customer reaction to club has been positive and
beyond expectation. Over 1 million sign ups now
Internal belief is the VIP club will have a significant role to play in
the future of the business…..presumably through data collection
of customer purchase behaviour to understand RFM value
13
14. Employee engagement seen as a critical factor to business growth
Circa 6000 colleagues, consistent rankings in 25 Best Big
companies to work for. Including NO 1
Simple, easy to understand set of values – clearly visible
within the business
Unique relationship with colleagues and pets (owners and
products) Colleague turnover less than 20%
Structured training programme for every colleague, with
choice to specialise via Pets at Home academy.
Significant commercial investment in delivering employee
engagement & removal of task
NPS now regularly 80% and higher
We’re All Ears is the internal employee engagement
measure/process – last measured at 91%
14
15. Giving something back
Central and local relationships
with Scouts, Brownies and Guides
– includes free animal workshops
to encourage animal care badges.
Schools – Stores offer school
visits for children to learn about
animals
Support adoption for Pets – Pets
at Home work with a national Pets
charity helping the rehoming of
pets
15
16. Agenda
1. Business review
At operating level similar to Dunelm, private equity
ownership. Biggest Pet Chain in UK. Many similarities to
Dunelm
2. No 1 place to work
3. Key Conclusions
4. Appendix
16
17. Becoming the No 1 place to work…..
• 1st place in the Sunday Times Top Big Companies to Work in 2013, 2nd in 2012
• Employee engagement for Pets at Home is about having a business that is
• full of people that are really ‘up for it’
• passionate about what they do,
• understanding how and what they do fits in with the big scheme of things
• are real advocates for the business.
17
18. Becoming the No 1 place to work…..
Employee engagement is a long game. Has taken 8 years to get to No 1
Journey had a very clear goal of creating an amazing place to work, through 3 core areas
1. Recruit the right people
•
Get pets and get retail
2. Train them and give them the right tools and skills they need to do their jobs well
•
Everyone that works at Pets at Home has access to a wide variety of specialist training
courses including pet nutrition, microchipping, grooming and the legally recognised Suitably
Qualified Person (SQP) qualification, enabling them to dispense licensed flea and worm
treatments
3. Reward and recognise them
•
Bonus, pay and visible recognition
18
19. Becoming the No 1 place to work…..through a balanced workforce
• Whilst 92% of their employees are pet owners it’s not a prerequisite to work for
Pets at Home.
• Must get pets – not necessarily own a Pet
• Being good with people and willing to do the hard work that is involved with
being in a retail environment equally important
Therefore, that’s the balance that they strive to identify in the people that they hire.
• Their model, a la the Service Profit Chain is
recruit the right people
create a great place to work
AND
they will deliver great service to
their customers and that will put
money in the till.
19
20. Employee engagement delivers hard benefits in retention & recruitment
• 8 years ago labour turnover was over 70%
• Recruitment costs were over £300,000 per year on recruiting new retail management.
• Today, stores has doubled and they only spend £30,000 per year on recruitment costs
because turnover has plummeted.
• Internal promotion is encouraged with 90% or more of assistant store managers and
area managers rising through the ranks.
.
20
22. Employee engagement tactics
1. Pay linked to training and service
2. Clear team bonus schemes
3. Significant training investment
• Expert badges
• Pet well being courses
• H&S courses
4. 97% of employees own a pet – in head Office colleagues allowed to bring Pets to work
5. Birthday off (in-store and head office)
6. Allowed 1 days off per annum to work in a local charity
7. One of the most powerful ways to recognise people were hand-written notes.
8. 25% staff discount
9. Treats – access to a staff discount scheme to access discounts on insurance, holidays etc
10. Ethical approach to corporate social responsibility – eg Pet adoption scheme
22
23. Agenda
1. Business review
2. No 1 place to work
At operating level similar to Dunelm, private equity
ownership. Biggest Pet Chain in UK. Many similarities to
Dunelm
Employee engagement drives customer engagement –
clear link to NPS. Employee engagement is a journey
and an investment
3. Key Conclusions
4. Appendix
23
24. Key Conclusions - becoming NO 1
1. To be No 1 you need to be No 1 at product and service offering
2. Service offering = 2 different elements or dimensions
• Services offered as part of value proposition (Vet service or M2M)
• Services to customers (Customer First)
3. Value added services/ A service offering enables
• Differentiation
• Increases share of wallet (customer lifetime spend)
• Brand authority and expertise
4. To deliver a great service to customers you need a highly engaged colleague workforce
• Motivated
• Satisfied
• Understand business and culture
• Rewarded
24
25. Agenda
1. Business review
2. No 1 place to work
3. Key Conclusions
At operating level similar to Dunelm, private equity
ownership. Biggest Pet Chain in UK. Many similarities to
Dunelm
Employee engagement drives customer engagement –
clear link to NPS. Employee engagement is a journey
and an investment
Services has 2 dimensions, service offering and
unbeatable service – both are key.
4. Appendix
25
33. Delivery Proposition
*Free standard delivery over £29 ends 31st May 2013
Delivery Service
Order Weight
Price
Details
Standard Delivery
Up to 32kg
£4.95
We aim to deliver within 4-6 working days. Items
delivered direct from our suppliers will take up to
the time stated in the product details.
£7.95
Orders must be placed by 4pm previous working
day. Excludes Saturdays, Sundays and Public
Holidays. Orders placed on a Friday will be
delivered on Monday.
£29.95
Charge per order. Standard delivery up to 6
working days. No next day delivery available.
8am - 6pm, Mon to Fri
Next Working Day Delivery
Items weighing 25kg or more
+25kg
Deliver to UK mainland, Northern Ireland and UK offshore island addresses.
Reserve online and pay in store.
33
34. Pet Care Advice
Pet Care Advice centre featuring
‘buying guides’, advice
videos, choosing a breed, animal
health etc
34
35. Video Suite
Suite of videos for:
• Products and Services
• Pet Care Advice
• Charity
• Meet the Team
• Your Pet Videos (UGC)
Your Pet Videos –
user generated
content
35
36. Other Services
In store grooming salon
Pet Insurance:
• Dog
• Cat
• Rabbit
In store Vets Surgery
www.companioncare.co.uk
Animal adoption
charity support
36
37. Hitwise Overview Report of www.petsathome.com
Dunelm Mill
12.53% Paid: 87.47% Organic
Dunelm Mill
49.30% New: 50.70% Returning
Dunelm Mill
House and Garden: 10 (0)
Hitwise stats for week ending 11th May 2013
37
38. Hitwise – Visits Overview Report of www.petsathome.com
Overall visits to the site have
grown during the last quarter by
25%
38
40. Social Media
Dunelm
Facebook Likes Twitter Followers G+ Fans
44973
4958
554
Pets at Home
Facebook Likes Twitter Followers G+ Fans
31985
10529
NA
40
41. Paid Search & Display
No Paid Search
activity on either
Brand or Non
Brand Terms
No Display or
Retargeting
activity either
Dunelm Mill
House and Garden: 10 (0)
Their only Paid Search
activity is on Google
Shopping
They are loosing traffic
from competitors bidding
on their terms
41
43. High DA and
incoming links –
indicates a
potential link
building strategy
SEO Optimisation
Dunelm
Domain
Authority
55
Pets at Home
Page
Authority
62
Ranking on page
1 for all main
keywords
Total number of
Links to the Site
12735
Domain
Authority
58
Keyword
Pet Bowls
Pet Accessories
Pet Food
Pet Shop
Pet Advice
Dog Leads
Fish Tanks
Pet Gifts
Pet Treats
Pet Toys
Pet Grooming
Total number of
Page Authority Links to the Site
65
48829
Ranking
3
8
1
1
5
1
1
1
1
3
5
43
45. Zappos
The story.
Since the online shoe retailer was founded in 1999, the Zappos brand has extolled its “wow”
customer service positioning and a distinct corporate culture.
The challenge.
Tony Hsieh, the chief executive, became a multimillionaire at 24 when he sold a start-up he
had co-founded to Microsoft for $265m. After joining Zappos as an adviser and investor, he
eventually became chief executive. When Mr Hsieh got involved in 1999, annual gross sales
were $1.6m. He had two goals for the first 10 years: reach $1bn in annual sales and get on the
list of best companies to work for.
Culture rules.
Company culture came first in order to maintain passion and excitement. Zappos culture was
shaped by 10 core values on which it hired and fired. While Zappos had a playful side, with
values such as “create fun and a little weirdness”, it pushed performance just as hard with
values such as “do more with less”, and “deliver ‘wow’ through service”. Zappos also had an
unusual recruitment process involving two interviews – one to assess fit with the job and
another to assess cultural fit with the company. All successful recruits had the same five-week
training, including two weeks on the phones in the call-centre. Topics included the emphasis
on customer service and the philosophy behind company culture. Everyone was offered
$2,000 to quit as a test of enthusiasm.
45
46. Zappos
Clear communications.
Transparency in dealing with employees, suppliers, investors and customers was a central
tenet. In late 2008, Zappos shed 8 per cent of its workforce. Rather than spinning it as
strategic, Mr Hsieh sent a detailed e-mail to staff on what was happening and why. He also put
the e-mail on his blog so even outsiders had access to the details at the same time.
Mr Hsieh viewed culture- building as an investment. The values, benefits and freedom that
went with it had resulted in a high-energy workplace. Customer service calls could take an
hour, but that was considered as a marketing expense because customers who had a good
experience would tell friends.
Adapting the service model.
Customer service was a core element of the culture. Its free-call number, free shipping and
returns, 365-day return policy and 24/7 availability also set it apart. Zappos employees had no
scripts or call-time metrics, and were empowered to take action to make customers happy.
Initially, Zappos relied on a “drop-ship” model, whereby the supplier sent the shoes to the
customer directly on receipt of information from Zappos, but orders were too often delayed or
lost. So Mr Hsieh switched to an inventory model and invested in a distribution facility, which
greatly helped Zappos deliver on its brand promise.
Another success factor was its relationships with vendors. Zappos built collaborative
partnerships and shared information with vendors in an open and transparent way. They were
able to see inventory levels, sales and profitability, and they helped Zappos plan its business
and made sure they had the right product at the right time.
46
47. Zappos
The results.
By 2008, the company hit its goal of $1bn in gross sales and in 2009
Fortune magazine ranked Zappos 23rd on its list of the best
companies to work for. Zappos expanded into clothes and other
categories where customer service could be a differentiator.
Then Zappos was sold to Amazon in late 2009 for $1.2bn. Mr Hsieh
reassured employees and others that it would be business as usual.
Today, Zappos still operates as an independent entity with its brand
and culture intact.
The lessons.
The combination of corporate culture, customer service and supply
chain make Zappos stand apart. The organisation lives and breathes
customer service, which stems from its unique corporate culture.
Zappos understands it must recruit people who can deliver customer
service. As well taking care to hire the right employees, it provides
every recruit with the same basic training. It not only focuses on
customer experience at the front end, but delivers its promise from
the back end. It changed its business model from asset-light to fixedasset investment to deliver its promised “wow” experience.
47
Editor's Notes
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios. spate of new stores and further growth by acquisition of its vets business saw the annual earnings of Cheshire firm Pets at Home reach a new high - pushing past £100m.The firm, bought by private equity firm Kohlberg Kravis Roberts for about £955m, made profit before tax, goodwill and one-off items of £54.24m in the year ended March 25.The Handforth-based company is already the biggest pet shop chain in the UK, and is now set to become the biggest operator of veterinary practices as it opens in-store locations and stand-alone entities.Having just opened its 350th store, Pets at Home saw sales growth of nearly 10% in the year to the end of March as turnover rose to £598.3m.Like-for-like sales growth in the period was 2.2%, an improvement on the 1.3% reported in the previous year. EBITA - which does not include interest payments - was up 9.8% to £100.8m. During the year the number of vet practices - thanks to its March acquisition of Vets4Pets - rocketed from 92 to 209. Chief executive Nick Wood heralded a "another successful year" for the business, which on top of its strong financial performance was ranked as the best big business to work for by the Sunday Times. He said:"We continued to invest in organic growth, opening 32 new stores, 24 new Companion Care surgeries and 26 more Groom Rooms during the year. With our more recent openings, we now operate from over 350 stores.“ “Market conditions remain challenging with disposable incomes under pressure for many of our customers. Against this backdrop we remain committed to delivering fantastic value as well as exceptional service to our customers through new stores and trading formats, new product innovation, and the engagement and knowledge of truly committed colleagues throughout the business. "We will continue to improve the experience for our customers and look forward to a year of further growth.“
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios. spate of new stores and further growth by acquisition of its vets business saw the annual earnings of Cheshire firm Pets at Home reach a new high - pushing past £100m.The firm, bought by private equity firm Kohlberg Kravis Roberts for about £955m, made profit before tax, goodwill and one-off items of £54.24m in the year ended March 25.The Handforth-based company is already the biggest pet shop chain in the UK, and is now set to become the biggest operator of veterinary practices as it opens in-store locations and stand-alone entities.Having just opened its 350th store, Pets at Home saw sales growth of nearly 10% in the year to the end of March as turnover rose to £598.3m.Like-for-like sales growth in the period was 2.2%, an improvement on the 1.3% reported in the previous year. EBITA - which does not include interest payments - was up 9.8% to £100.8m. During the year the number of vet practices - thanks to its March acquisition of Vets4Pets - rocketed from 92 to 209. Chief executive Nick Wood heralded a "another successful year" for the business, which on top of its strong financial performance was ranked as the best big business to work for by the Sunday Times. He said:"We continued to invest in organic growth, opening 32 new stores, 24 new Companion Care surgeries and 26 more Groom Rooms during the year. With our more recent openings, we now operate from over 350 stores.“ “Market conditions remain challenging with disposable incomes under pressure for many of our customers. Against this backdrop we remain committed to delivering fantastic value as well as exceptional service to our customers through new stores and trading formats, new product innovation, and the engagement and knowledge of truly committed colleagues throughout the business. "We will continue to improve the experience for our customers and look forward to a year of further growth.“
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios. spate of new stores and further growth by acquisition of its vets business saw the annual earnings of Cheshire firm Pets at Home reach a new high - pushing past £100m.The firm, bought by private equity firm Kohlberg Kravis Roberts for about £955m, made profit before tax, goodwill and one-off items of £54.24m in the year ended March 25.The Handforth-based company is already the biggest pet shop chain in the UK, and is now set to become the biggest operator of veterinary practices as it opens in-store locations and stand-alone entities.Having just opened its 350th store, Pets at Home saw sales growth of nearly 10% in the year to the end of March as turnover rose to £598.3m.Like-for-like sales growth in the period was 2.2%, an improvement on the 1.3% reported in the previous year. EBITA - which does not include interest payments - was up 9.8% to £100.8m. During the year the number of vet practices - thanks to its March acquisition of Vets4Pets - rocketed from 92 to 209. Chief executive Nick Wood heralded a "another successful year" for the business, which on top of its strong financial performance was ranked as the best big business to work for by the Sunday Times. He said:"We continued to invest in organic growth, opening 32 new stores, 24 new Companion Care surgeries and 26 more Groom Rooms during the year. With our more recent openings, we now operate from over 350 stores.“ “Market conditions remain challenging with disposable incomes under pressure for many of our customers. Against this backdrop we remain committed to delivering fantastic value as well as exceptional service to our customers through new stores and trading formats, new product innovation, and the engagement and knowledge of truly committed colleagues throughout the business. "We will continue to improve the experience for our customers and look forward to a year of further growth.“
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios. spate of new stores and further growth by acquisition of its vets business saw the annual earnings of Cheshire firm Pets at Home reach a new high - pushing past £100m.The firm, bought by private equity firm Kohlberg Kravis Roberts for about £955m, made profit before tax, goodwill and one-off items of £54.24m in the year ended March 25.The Handforth-based company is already the biggest pet shop chain in the UK, and is now set to become the biggest operator of veterinary practices as it opens in-store locations and stand-alone entities.Having just opened its 350th store, Pets at Home saw sales growth of nearly 10% in the year to the end of March as turnover rose to £598.3m.Like-for-like sales growth in the period was 2.2%, an improvement on the 1.3% reported in the previous year. EBITA - which does not include interest payments - was up 9.8% to £100.8m. During the year the number of vet practices - thanks to its March acquisition of Vets4Pets - rocketed from 92 to 209. Chief executive Nick Wood heralded a "another successful year" for the business, which on top of its strong financial performance was ranked as the best big business to work for by the Sunday Times. He said:"We continued to invest in organic growth, opening 32 new stores, 24 new Companion Care surgeries and 26 more Groom Rooms during the year. With our more recent openings, we now operate from over 350 stores.“ “Market conditions remain challenging with disposable incomes under pressure for many of our customers. Against this backdrop we remain committed to delivering fantastic value as well as exceptional service to our customers through new stores and trading formats, new product innovation, and the engagement and knowledge of truly committed colleagues throughout the business. "We will continue to improve the experience for our customers and look forward to a year of further growth.“
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios. spate of new stores and further growth by acquisition of its vets business saw the annual earnings of Cheshire firm Pets at Home reach a new high - pushing past £100m.The firm, bought by private equity firm Kohlberg Kravis Roberts for about £955m, made profit before tax, goodwill and one-off items of £54.24m in the year ended March 25.The Handforth-based company is already the biggest pet shop chain in the UK, and is now set to become the biggest operator of veterinary practices as it opens in-store locations and stand-alone entities.Having just opened its 350th store, Pets at Home saw sales growth of nearly 10% in the year to the end of March as turnover rose to £598.3m.Like-for-like sales growth in the period was 2.2%, an improvement on the 1.3% reported in the previous year. EBITA - which does not include interest payments - was up 9.8% to £100.8m. During the year the number of vet practices - thanks to its March acquisition of Vets4Pets - rocketed from 92 to 209. Chief executive Nick Wood heralded a "another successful year" for the business, which on top of its strong financial performance was ranked as the best big business to work for by the Sunday Times. He said:"We continued to invest in organic growth, opening 32 new stores, 24 new Companion Care surgeries and 26 more Groom Rooms during the year. With our more recent openings, we now operate from over 350 stores.“ “Market conditions remain challenging with disposable incomes under pressure for many of our customers. Against this backdrop we remain committed to delivering fantastic value as well as exceptional service to our customers through new stores and trading formats, new product innovation, and the engagement and knowledge of truly committed colleagues throughout the business. "We will continue to improve the experience for our customers and look forward to a year of further growth.“
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios. spate of new stores and further growth by acquisition of its vets business saw the annual earnings of Cheshire firm Pets at Home reach a new high - pushing past £100m.The firm, bought by private equity firm Kohlberg Kravis Roberts for about £955m, made profit before tax, goodwill and one-off items of £54.24m in the year ended March 25.The Handforth-based company is already the biggest pet shop chain in the UK, and is now set to become the biggest operator of veterinary practices as it opens in-store locations and stand-alone entities.Having just opened its 350th store, Pets at Home saw sales growth of nearly 10% in the year to the end of March as turnover rose to £598.3m.Like-for-like sales growth in the period was 2.2%, an improvement on the 1.3% reported in the previous year. EBITA - which does not include interest payments - was up 9.8% to £100.8m. During the year the number of vet practices - thanks to its March acquisition of Vets4Pets - rocketed from 92 to 209. Chief executive Nick Wood heralded a "another successful year" for the business, which on top of its strong financial performance was ranked as the best big business to work for by the Sunday Times. He said:"We continued to invest in organic growth, opening 32 new stores, 24 new Companion Care surgeries and 26 more Groom Rooms during the year. With our more recent openings, we now operate from over 350 stores.“ “Market conditions remain challenging with disposable incomes under pressure for many of our customers. Against this backdrop we remain committed to delivering fantastic value as well as exceptional service to our customers through new stores and trading formats, new product innovation, and the engagement and knowledge of truly committed colleagues throughout the business. "We will continue to improve the experience for our customers and look forward to a year of further growth.“
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios. spate of new stores and further growth by acquisition of its vets business saw the annual earnings of Cheshire firm Pets at Home reach a new high - pushing past £100m.The firm, bought by private equity firm Kohlberg Kravis Roberts for about £955m, made profit before tax, goodwill and one-off items of £54.24m in the year ended March 25.The Handforth-based company is already the biggest pet shop chain in the UK, and is now set to become the biggest operator of veterinary practices as it opens in-store locations and stand-alone entities.Having just opened its 350th store, Pets at Home saw sales growth of nearly 10% in the year to the end of March as turnover rose to £598.3m.Like-for-like sales growth in the period was 2.2%, an improvement on the 1.3% reported in the previous year. EBITA - which does not include interest payments - was up 9.8% to £100.8m. During the year the number of vet practices - thanks to its March acquisition of Vets4Pets - rocketed from 92 to 209. Chief executive Nick Wood heralded a "another successful year" for the business, which on top of its strong financial performance was ranked as the best big business to work for by the Sunday Times. He said:"We continued to invest in organic growth, opening 32 new stores, 24 new Companion Care surgeries and 26 more Groom Rooms during the year. With our more recent openings, we now operate from over 350 stores.“ “Market conditions remain challenging with disposable incomes under pressure for many of our customers. Against this backdrop we remain committed to delivering fantastic value as well as exceptional service to our customers through new stores and trading formats, new product innovation, and the engagement and knowledge of truly committed colleagues throughout the business. "We will continue to improve the experience for our customers and look forward to a year of further growth.“
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios.
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios. spate of new stores and further growth by acquisition of its vets business saw the annual earnings of Cheshire firm Pets at Home reach a new high - pushing past £100m.The firm, bought by private equity firm Kohlberg Kravis Roberts for about £955m, made profit before tax, goodwill and one-off items of £54.24m in the year ended March 25.The Handforth-based company is already the biggest pet shop chain in the UK, and is now set to become the biggest operator of veterinary practices as it opens in-store locations and stand-alone entities.Having just opened its 350th store, Pets at Home saw sales growth of nearly 10% in the year to the end of March as turnover rose to £598.3m.Like-for-like sales growth in the period was 2.2%, an improvement on the 1.3% reported in the previous year. EBITA - which does not include interest payments - was up 9.8% to £100.8m. During the year the number of vet practices - thanks to its March acquisition of Vets4Pets - rocketed from 92 to 209. Chief executive Nick Wood heralded a "another successful year" for the business, which on top of its strong financial performance was ranked as the best big business to work for by the Sunday Times. He said:"We continued to invest in organic growth, opening 32 new stores, 24 new Companion Care surgeries and 26 more Groom Rooms during the year. With our more recent openings, we now operate from over 350 stores.“ “Market conditions remain challenging with disposable incomes under pressure for many of our customers. Against this backdrop we remain committed to delivering fantastic value as well as exceptional service to our customers through new stores and trading formats, new product innovation, and the engagement and knowledge of truly committed colleagues throughout the business. "We will continue to improve the experience for our customers and look forward to a year of further growth.“
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios. spate of new stores and further growth by acquisition of its vets business saw the annual earnings of Cheshire firm Pets at Home reach a new high - pushing past £100m.The firm, bought by private equity firm Kohlberg Kravis Roberts for about £955m, made profit before tax, goodwill and one-off items of £54.24m in the year ended March 25.The Handforth-based company is already the biggest pet shop chain in the UK, and is now set to become the biggest operator of veterinary practices as it opens in-store locations and stand-alone entities.Having just opened its 350th store, Pets at Home saw sales growth of nearly 10% in the year to the end of March as turnover rose to £598.3m.Like-for-like sales growth in the period was 2.2%, an improvement on the 1.3% reported in the previous year. EBITA - which does not include interest payments - was up 9.8% to £100.8m. During the year the number of vet practices - thanks to its March acquisition of Vets4Pets - rocketed from 92 to 209. Chief executive Nick Wood heralded a "another successful year" for the business, which on top of its strong financial performance was ranked as the best big business to work for by the Sunday Times. He said:"We continued to invest in organic growth, opening 32 new stores, 24 new Companion Care surgeries and 26 more Groom Rooms during the year. With our more recent openings, we now operate from over 350 stores.“ “Market conditions remain challenging with disposable incomes under pressure for many of our customers. Against this backdrop we remain committed to delivering fantastic value as well as exceptional service to our customers through new stores and trading formats, new product innovation, and the engagement and knowledge of truly committed colleagues throughout the business. "We will continue to improve the experience for our customers and look forward to a year of further growth.“
At operating level they have similar store and sales growth to Dunelm.Operating margins are below Dunelm, and dropping as they add more services.They use EBITDA (rather than Profit Before Tax) to remove the impact of interest on debt the venture capitalists added to the business The "issue" they face is the expiry debt of the venture capitalists. The is £0.5bn of debt which expires between 2017 and 2018.Floatation of the business should raise that amount of capital, being below retail p/e ratios. spate of new stores and further growth by acquisition of its vets business saw the annual earnings of Cheshire firm Pets at Home reach a new high - pushing past £100m.The firm, bought by private equity firm Kohlberg Kravis Roberts for about £955m, made profit before tax, goodwill and one-off items of £54.24m in the year ended March 25.The Handforth-based company is already the biggest pet shop chain in the UK, and is now set to become the biggest operator of veterinary practices as it opens in-store locations and stand-alone entities.Having just opened its 350th store, Pets at Home saw sales growth of nearly 10% in the year to the end of March as turnover rose to £598.3m.Like-for-like sales growth in the period was 2.2%, an improvement on the 1.3% reported in the previous year. EBITA - which does not include interest payments - was up 9.8% to £100.8m. During the year the number of vet practices - thanks to its March acquisition of Vets4Pets - rocketed from 92 to 209. Chief executive Nick Wood heralded a "another successful year" for the business, which on top of its strong financial performance was ranked as the best big business to work for by the Sunday Times. He said:"We continued to invest in organic growth, opening 32 new stores, 24 new Companion Care surgeries and 26 more Groom Rooms during the year. With our more recent openings, we now operate from over 350 stores.“ “Market conditions remain challenging with disposable incomes under pressure for many of our customers. Against this backdrop we remain committed to delivering fantastic value as well as exceptional service to our customers through new stores and trading formats, new product innovation, and the engagement and knowledge of truly committed colleagues throughout the business. "We will continue to improve the experience for our customers and look forward to a year of further growth.“