SYNNEX held an analyst day presentation to discuss the company's business model and strategic focus. The presentation highlighted that SYNNEX has achieved 86 consecutive profitable quarters and is the #1 distributor for several major brands. It also emphasized SYNNEX's goal of optimizing its core business through cost efficiencies, expanding into adjacent high-growth markets, and differentiating itself through supply chain and business process services. Questions from analysts were then invited.
SYNNEX is a leading business process services company that offers integrated IT distribution, supply chain management, contract assembly and business process outsourcing services. It has a proven low-cost business model and efficient operations supported by a proprietary IT system and offshore back office functions. SYNNEX has demonstrated strong and consistent financial performance with revenue, operating income and EPS growth over time, as well as improving margins and returns. The company represents an attractive investment opportunity due to its effective business model, cost efficiency, financial strength and opportunities for continued organic and acquisition-based growth.
Expertise in retail,
Assistant: Expertise in retail, Expertise in manufacturing,
manufacturing,
development and management
development and management
Served in senior management
Served in senior management consumer products, technology
consumer products, technology roles for public and private
roles for public and private
and manufacturing
and manufacturing and real estate industries
and real estate industries companies in retail,
companies in retail,
Led numerous turnarounds,
Led numerous turnarounds, Led numerous operational
operational
manufacturing, technology,
manufacturing, technology,
Here are a few clarifications on the utility scoring:
- Initiative contribution is an estimate by the presenter of how well the initiative meets each utility factor, on a scale of 0 to 5.
- Class utility rules define the weighting given to each utility factor for projects in that class. These weightings were set based on the company's strategic priorities.
- The initiative score is calculated by multiplying the initiative's contribution by the class utility weighting. This gives a score out of 100 for how well the initiative meets the utility definition for its class.
- Initiative utility is the initiative score expressed as a percentage of the maximum possible score for that class. This allows initiatives from different classes to be compared on the same scale.
Salesforce is the leading virtual application for all enterprises with a large workforce. Salesforce is one of the best online cloud system for businesses because it enables easy collaboration amongst your sales, customer service, marketing team, and much more. All of the applications offered by Salesforce are known to be the best online cloud system because it's not only easy to use, but it's also easily manageable amongst your employees. All businesses need some sort of applications to save, store, and share data and this cloud computing system allows you to track and record different types of transactions and processes that usually takes up a lot of time and reduces the amount of productivity that your workforce could be performing. By managing and tracking all of your data, you can find errors to fill throughout any downtime through innovative products that act as a digital computing solution for all your business needs. Salesforce, the best online cloud system, allows you to improve productivity, efficiency, and your bottom line. Salesforce lives up to that potential as the leading virtual sales system for support for this very reason. If your looking for the best online cloud system then you've arrived at your destination. All businesses can benefit from many of Salesforce's AppExchange programs which allows you to use any of their developed leading CRM applications to collaborate and effectively organize and retrieve data. Hands down, Salesforce is the best online cloud system for businesses. Check out the slide to see why big corporations are saying Salesforce is the best online cloud system for businesses.
To try Salesforce go here http://billionairesintraining.com/partners/salesforce/, and enter REF:SLIDESHARESF in the "Interests" box at the bottom of the page. Thank you and I look forward to doing business with you.
Breakthrough reporting, analysis and planning tools for midsize companies.IBM Business Insight
See the presentation Patrick Spedding, IBM Cognos Midmarket Solutions Manager A/NZ, gave on his recent road show showcasing the Business Intelligence platform Cognos Express. IBM has specifically designed this powerful tool for mid sized organisations.
The document discusses intelligent sales and risk performance management (ISRPM) using IBM Cognos and PitneyBowes MapInfo. It summarizes the key capabilities of the solution including business and location intelligence, interactive risk analysis, and sales potential through risk management. The document also positions Cognos as a leader in business intelligence platforms and corporate performance management suites.
This document provides an overview of ATALIAN's international expansion and operations in 2011. Key points include:
- ATALIAN doubled in size in cleaning services and multi-technique businesses through acquisitions in Central and Eastern Europe, making it a leader in the EU region.
- Acquisitions in Hungary, Romania, Poland, and Croatia rounded out ATALIAN's presence and allowed it to offer multi-service solutions.
- ATALIAN plans to set up offices soon in four new countries: United Kingdom, Serbia, Bosnia-Herzegovina, and Morocco to ensure two new facilities per year.
- Through acquisitions, ATALIAN has leading positions in cleaning,
The Cloud Computing China Congress (CCCC http://www.cloudcomputingchina.org ) is specially designed for senior IT and line of business executives evaluating and making purchasing decisions in the areas of on-demand infrastructure and software services.
SYNNEX is a leading business process services company that offers integrated IT distribution, supply chain management, contract assembly and business process outsourcing services. It has a proven low-cost business model and efficient operations supported by a proprietary IT system and offshore back office functions. SYNNEX has demonstrated strong and consistent financial performance with revenue, operating income and EPS growth over time, as well as improving margins and returns. The company represents an attractive investment opportunity due to its effective business model, cost efficiency, financial strength and opportunities for continued organic and acquisition-based growth.
Expertise in retail,
Assistant: Expertise in retail, Expertise in manufacturing,
manufacturing,
development and management
development and management
Served in senior management
Served in senior management consumer products, technology
consumer products, technology roles for public and private
roles for public and private
and manufacturing
and manufacturing and real estate industries
and real estate industries companies in retail,
companies in retail,
Led numerous turnarounds,
Led numerous turnarounds, Led numerous operational
operational
manufacturing, technology,
manufacturing, technology,
Here are a few clarifications on the utility scoring:
- Initiative contribution is an estimate by the presenter of how well the initiative meets each utility factor, on a scale of 0 to 5.
- Class utility rules define the weighting given to each utility factor for projects in that class. These weightings were set based on the company's strategic priorities.
- The initiative score is calculated by multiplying the initiative's contribution by the class utility weighting. This gives a score out of 100 for how well the initiative meets the utility definition for its class.
- Initiative utility is the initiative score expressed as a percentage of the maximum possible score for that class. This allows initiatives from different classes to be compared on the same scale.
Salesforce is the leading virtual application for all enterprises with a large workforce. Salesforce is one of the best online cloud system for businesses because it enables easy collaboration amongst your sales, customer service, marketing team, and much more. All of the applications offered by Salesforce are known to be the best online cloud system because it's not only easy to use, but it's also easily manageable amongst your employees. All businesses need some sort of applications to save, store, and share data and this cloud computing system allows you to track and record different types of transactions and processes that usually takes up a lot of time and reduces the amount of productivity that your workforce could be performing. By managing and tracking all of your data, you can find errors to fill throughout any downtime through innovative products that act as a digital computing solution for all your business needs. Salesforce, the best online cloud system, allows you to improve productivity, efficiency, and your bottom line. Salesforce lives up to that potential as the leading virtual sales system for support for this very reason. If your looking for the best online cloud system then you've arrived at your destination. All businesses can benefit from many of Salesforce's AppExchange programs which allows you to use any of their developed leading CRM applications to collaborate and effectively organize and retrieve data. Hands down, Salesforce is the best online cloud system for businesses. Check out the slide to see why big corporations are saying Salesforce is the best online cloud system for businesses.
To try Salesforce go here http://billionairesintraining.com/partners/salesforce/, and enter REF:SLIDESHARESF in the "Interests" box at the bottom of the page. Thank you and I look forward to doing business with you.
Breakthrough reporting, analysis and planning tools for midsize companies.IBM Business Insight
See the presentation Patrick Spedding, IBM Cognos Midmarket Solutions Manager A/NZ, gave on his recent road show showcasing the Business Intelligence platform Cognos Express. IBM has specifically designed this powerful tool for mid sized organisations.
The document discusses intelligent sales and risk performance management (ISRPM) using IBM Cognos and PitneyBowes MapInfo. It summarizes the key capabilities of the solution including business and location intelligence, interactive risk analysis, and sales potential through risk management. The document also positions Cognos as a leader in business intelligence platforms and corporate performance management suites.
This document provides an overview of ATALIAN's international expansion and operations in 2011. Key points include:
- ATALIAN doubled in size in cleaning services and multi-technique businesses through acquisitions in Central and Eastern Europe, making it a leader in the EU region.
- Acquisitions in Hungary, Romania, Poland, and Croatia rounded out ATALIAN's presence and allowed it to offer multi-service solutions.
- ATALIAN plans to set up offices soon in four new countries: United Kingdom, Serbia, Bosnia-Herzegovina, and Morocco to ensure two new facilities per year.
- Through acquisitions, ATALIAN has leading positions in cleaning,
The Cloud Computing China Congress (CCCC http://www.cloudcomputingchina.org ) is specially designed for senior IT and line of business executives evaluating and making purchasing decisions in the areas of on-demand infrastructure and software services.
Contact Center Conference Romania May 2004Luis Filipe
The document discusses a managed contact center solution from Alcatel-Lucent for service providers. It provides an overview of the solution, including the key products involved like the Genesys contact center suite and Alcatel-Lucent 8642 Flexible Routing Controller. It also discusses how Alcatel-Lucent's professional services help service providers with solutions like analyzing business cases and providing sales and marketing support. Finally, it provides an example of a tier 1 service provider that implemented a hosted IP contact center solution across three continents using Alcatel-Lucent's managed customer interaction solution.
Xerox reported on its 2010 annual report, highlighting key financial and operational metrics:
1) Total revenue was $21.6 billion, up 3% on a pro-forma basis. Annuity revenue from services and supplies was $17.8 billion, up 2% without currency impact.
2) Net income was $606 million and adjusted net income was $1.3 billion. Cash from operations was $2.7 billion.
3) Through the acquisition of Affiliated Computer Services, Xerox expanded into business process and IT outsourcing, now addressing a $500 billion market. Xerox aims to grow these new services globally.
This document discusses how PAETEC provides personalized communication solutions for businesses facing a changing world. It highlights three of PAETEC's distinguishing characteristics: 1) delivering personalized solutions nationwide to meet customers' data, voice, and internet needs, 2) providing unmatched customer service through customer feedback programs and employee training, and 3) maintaining a solid financial position despite economic volatility. The CEO expresses confidence that PAETEC's approach makes it a trusted partner for customers' critical communication needs.
numero Executive Summary Update 2012 by Guy Colclough (CEO)numero
numero is a world-class software solutions provider that helps world-class companies to deliver exceptional customer experiences over any channel of communication. Above all else, it is our approach that sets numero apart from others. In short, we help organisations to do the right thing by combining our engagement model (numero act), our delivery approach (numero pro) and our software platform (numero interactive) to create truly innovative solutions that challenge conventional thinking and revolutionise organisational performance.
For more information please visit: thisisnumero.com
IBM offers business process management software that can help organizations improve process efficiency. The software provides a single environment for modeling, executing, and monitoring business processes. It allows processes to be improved through rapid iterations. IBM has the largest customer base for BPM software and offers the broadest set of capabilities including decision management. The document promotes a discovery workshop to help organizations define objectives and recommendations for a BPM initiative.
Nari Viswanathan from Aberdeen Group on ‘The Supply Chain Executive's Strateg...eyefortransport
The document discusses key trends and strategies for supply chain executives in 2010. It focuses on gaining supply chain visibility and responsiveness, business intelligence becoming more operationally focused, sales and operations planning evolving into integrated business planning, collaboration returning through trading community management, and cloud/SaaS approaches enabling integrated demand-supply networks. The priorities of the chief supply chain officer are to align supply chain strategies with business goals through these trends.
Win and Manage more Government Business with GovWin CRMmarcomm2
Bruce Milligan, Vice President of Marketing at Citizant, discussed how the company implemented GovWin CRM to improve its business development pipeline management. Key points include:
1) Citizant was previously using multiple point solutions that hindered data sharing across the sales lifecycle. GovWin CRM consolidated these systems into a single platform tailored for government contractors.
2) GovWin CRM provided capabilities for end-to-end pipeline management like opportunity tracking, capture management, and proposal development that improved collaboration.
3) Since implementing GovWin CRM, Citizant has seen measurable impacts like growing its pipeline from $250 million to $960 million in one year and increasing time spent in CR
The document discusses SunGard Global Services, a provider of business consulting, technology, and professional services. It focuses on SunGard's offerings to financial services, energy, and corporate sectors. Key points include SunGard's history and size, global delivery model leveraging 5,000+ employees worldwide, and services across business consulting, technology consulting, and managed services.
The document outlines the growth and development of an organization from 2008-2011. It began by averting insolvency in 2008 and focused on improving funding relationships and board relationships. By 2009, it restructured its organizational structure and expanded its training services through collaborative partnerships. In 2010, it further expanded its size and services, including establishing a trading arm, and focused on scaling social outcomes. By 2011, it had stabilized, established national franchises and long-term contracts, and became a sustainable organization focused on delivering social outcomes through its expanded services.
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at BirthDavid Baker
1. The document discusses the similarities between enterprise architecture (EA) and governance, risk, and compliance (GRC) approaches and how EA techniques can help address complications that arise in implementing GRC programs.
2. Key issues that GRC programs face include fragmented risk views, work performed in silos, ensuring compliance with boundaries, and overreliance on checklists.
3. EA can help with these issues by linking risk management to strategy, providing a holistic operating model, establishing an "EA constitution" to guide compliance, and managing by outcomes rather than checklists. The document argues that GRC and EA ultimately work toward the same goals.
Small and Medium Businesses feel the desperate need for adopting IT, yet no single vendor solution seems to serve their plight. Does this call for an entirely different service model?...
The document discusses supply chain integration and challenges. It notes that supply chain is no longer just about moving parts, and that the primary challenge is balancing variable demand and supply at the lowest cost while meeting customer expectations. It discusses the need to shift focus from tools to value, control problems with misaligned metrics and information lead times, and the evolution of supply chain from process excellence to true integration across the extended supply chain. It provides a framework to start with a focus on cash and key value drivers, collaborating with customers and suppliers, and integrating planning, sourcing, production and delivery.
This white paper discusses how software can balance standardization and customization for businesses. It argues that software should incorporate standard best practices while also adapting to each business' unique processes. The paper proposes using configuration over customization when possible to avoid high development costs. For needs beyond configuration, it recommends either standardizing the functionality for future releases or developing custom modules through external APIs. This approach helps software remain prescriptive of good processes while adapting to business uniqueness.
This document summarizes the experience and qualifications of a high-energy sales executive with over 15 years of experience in enterprise software and technology sales. Some of her key accomplishments include consistently exceeding sales targets, managing large accounts, launching new software products, and strengthening client relationships. She has held several leadership and sales roles within technology companies focused on design, manufacturing, and textiles.
SMB Auto Piloting-IT In The Auto Component SectorChirantan Ghosh
This white paper discusses how IT processes can be automated for SMBs in the auto-component sector through "IT on Tap", which provides on-demand IT and process solutions in a pay-per-use model without requiring capital investment. It describes how IT on Tap can help optimize production scheduling and other processes by integrating plant data systems with analytics tools hosted remotely. TCS claims its iON solution provides this type of process automation and integration to help SMBs improve efficiency through auto-piloting their processes.
The 10-step document outlines a process for mobile operators to implement an effective 4G service assurance strategy. It begins with evaluating current assurance systems and processes, then developing key performance indicators. Next, it recommends integrating network inventory, automating trouble management, and implementing a centralized repository for performance data. Further steps include service quality management, customer experience management, service level agreements, and integrating new 4G network elements. The goal is to continuously improve processes to enhance the subscriber experience and lower costs. A case study example shows how one operator achieved a 30% reduction in costs through these assurance simplification steps.
Align Finance and Procurement to Achieve Shared Services Excellence - NHS SBSsharedserviceslink.com
NHS Shared Business Services provides finance and procurement services to over 100 customer organizations across the NHS. It processes over $28 billion in annual payments and $6 billion in annual procurement spend. The document discusses the benefits of integrating NHS finance and procurement systems, including improved spend analysis, reduction in non-purchase order spend, and increased payment discounts. It also outlines challenges, lessons learned, and examples of management reports that could be generated from an integrated system.
Ortsbo is an instant messaging client that allows users to connect to multiple chat networks simultaneously and provides real-time translation between conversations. It combines connections to MSN, Google Talk, Facebook, and QQ. Users need to provide their login information for each network during setup. Ortsbo's translation feature works even if only one person in a conversation is using the client. The manual provides instructions on account creation and setup for each supported network.
Hastings future cities retrofit training manual v1.01EnergiseHastings
Hastings Trust and Parity Projects have produced this excellent 'training manual' based on their experience of the eco-retrofit in Cambridge Gardens - converting a former B&B into four state of the art energy efficient homes - production of the document and associated DVD was supported by the Future Cities Interreg IVb project
Este documento resume varios puntos clave del capítulo 6 del Evangelio de Juan sobre la controversia en torno a Jesús y su ministerio. Brevemente: 1) Muchos discípulos abandonaron a Jesús después de que enseñó sobre el "pan de vida", encontrando su enseñanza inaceptable. 2) Jesús sabía que Judas Iscariote era el "diablo". 3) Aunque otros se fueron, los doce apóstoles permanecieron con Jesús y Pedro confesó su fe en Él. El documento también analiza el contexto de la Fiest
This document provides information about Western Wild Expeditions, an Australian tour company that offers 4WD camping tours of Western Australia. It describes several multi-day tour itineraries ranging from 5 to 14 days exploring destinations like the Pinnacles Desert, Monkey Mia, Ningaloo Reef, Karijini National Park, and Broome. The tours are designed for budget travelers and include camping accommodations, most meals, and entry fees to sites. Fitness requirements vary but moderate physical activity is usually involved.
Contact Center Conference Romania May 2004Luis Filipe
The document discusses a managed contact center solution from Alcatel-Lucent for service providers. It provides an overview of the solution, including the key products involved like the Genesys contact center suite and Alcatel-Lucent 8642 Flexible Routing Controller. It also discusses how Alcatel-Lucent's professional services help service providers with solutions like analyzing business cases and providing sales and marketing support. Finally, it provides an example of a tier 1 service provider that implemented a hosted IP contact center solution across three continents using Alcatel-Lucent's managed customer interaction solution.
Xerox reported on its 2010 annual report, highlighting key financial and operational metrics:
1) Total revenue was $21.6 billion, up 3% on a pro-forma basis. Annuity revenue from services and supplies was $17.8 billion, up 2% without currency impact.
2) Net income was $606 million and adjusted net income was $1.3 billion. Cash from operations was $2.7 billion.
3) Through the acquisition of Affiliated Computer Services, Xerox expanded into business process and IT outsourcing, now addressing a $500 billion market. Xerox aims to grow these new services globally.
This document discusses how PAETEC provides personalized communication solutions for businesses facing a changing world. It highlights three of PAETEC's distinguishing characteristics: 1) delivering personalized solutions nationwide to meet customers' data, voice, and internet needs, 2) providing unmatched customer service through customer feedback programs and employee training, and 3) maintaining a solid financial position despite economic volatility. The CEO expresses confidence that PAETEC's approach makes it a trusted partner for customers' critical communication needs.
numero Executive Summary Update 2012 by Guy Colclough (CEO)numero
numero is a world-class software solutions provider that helps world-class companies to deliver exceptional customer experiences over any channel of communication. Above all else, it is our approach that sets numero apart from others. In short, we help organisations to do the right thing by combining our engagement model (numero act), our delivery approach (numero pro) and our software platform (numero interactive) to create truly innovative solutions that challenge conventional thinking and revolutionise organisational performance.
For more information please visit: thisisnumero.com
IBM offers business process management software that can help organizations improve process efficiency. The software provides a single environment for modeling, executing, and monitoring business processes. It allows processes to be improved through rapid iterations. IBM has the largest customer base for BPM software and offers the broadest set of capabilities including decision management. The document promotes a discovery workshop to help organizations define objectives and recommendations for a BPM initiative.
Nari Viswanathan from Aberdeen Group on ‘The Supply Chain Executive's Strateg...eyefortransport
The document discusses key trends and strategies for supply chain executives in 2010. It focuses on gaining supply chain visibility and responsiveness, business intelligence becoming more operationally focused, sales and operations planning evolving into integrated business planning, collaboration returning through trading community management, and cloud/SaaS approaches enabling integrated demand-supply networks. The priorities of the chief supply chain officer are to align supply chain strategies with business goals through these trends.
Win and Manage more Government Business with GovWin CRMmarcomm2
Bruce Milligan, Vice President of Marketing at Citizant, discussed how the company implemented GovWin CRM to improve its business development pipeline management. Key points include:
1) Citizant was previously using multiple point solutions that hindered data sharing across the sales lifecycle. GovWin CRM consolidated these systems into a single platform tailored for government contractors.
2) GovWin CRM provided capabilities for end-to-end pipeline management like opportunity tracking, capture management, and proposal development that improved collaboration.
3) Since implementing GovWin CRM, Citizant has seen measurable impacts like growing its pipeline from $250 million to $960 million in one year and increasing time spent in CR
The document discusses SunGard Global Services, a provider of business consulting, technology, and professional services. It focuses on SunGard's offerings to financial services, energy, and corporate sectors. Key points include SunGard's history and size, global delivery model leveraging 5,000+ employees worldwide, and services across business consulting, technology consulting, and managed services.
The document outlines the growth and development of an organization from 2008-2011. It began by averting insolvency in 2008 and focused on improving funding relationships and board relationships. By 2009, it restructured its organizational structure and expanded its training services through collaborative partnerships. In 2010, it further expanded its size and services, including establishing a trading arm, and focused on scaling social outcomes. By 2011, it had stabilized, established national franchises and long-term contracts, and became a sustainable organization focused on delivering social outcomes through its expanded services.
MEGA Webinar - PwC - Baker/Tong - EA & GRC, Separated at BirthDavid Baker
1. The document discusses the similarities between enterprise architecture (EA) and governance, risk, and compliance (GRC) approaches and how EA techniques can help address complications that arise in implementing GRC programs.
2. Key issues that GRC programs face include fragmented risk views, work performed in silos, ensuring compliance with boundaries, and overreliance on checklists.
3. EA can help with these issues by linking risk management to strategy, providing a holistic operating model, establishing an "EA constitution" to guide compliance, and managing by outcomes rather than checklists. The document argues that GRC and EA ultimately work toward the same goals.
Small and Medium Businesses feel the desperate need for adopting IT, yet no single vendor solution seems to serve their plight. Does this call for an entirely different service model?...
The document discusses supply chain integration and challenges. It notes that supply chain is no longer just about moving parts, and that the primary challenge is balancing variable demand and supply at the lowest cost while meeting customer expectations. It discusses the need to shift focus from tools to value, control problems with misaligned metrics and information lead times, and the evolution of supply chain from process excellence to true integration across the extended supply chain. It provides a framework to start with a focus on cash and key value drivers, collaborating with customers and suppliers, and integrating planning, sourcing, production and delivery.
This white paper discusses how software can balance standardization and customization for businesses. It argues that software should incorporate standard best practices while also adapting to each business' unique processes. The paper proposes using configuration over customization when possible to avoid high development costs. For needs beyond configuration, it recommends either standardizing the functionality for future releases or developing custom modules through external APIs. This approach helps software remain prescriptive of good processes while adapting to business uniqueness.
This document summarizes the experience and qualifications of a high-energy sales executive with over 15 years of experience in enterprise software and technology sales. Some of her key accomplishments include consistently exceeding sales targets, managing large accounts, launching new software products, and strengthening client relationships. She has held several leadership and sales roles within technology companies focused on design, manufacturing, and textiles.
SMB Auto Piloting-IT In The Auto Component SectorChirantan Ghosh
This white paper discusses how IT processes can be automated for SMBs in the auto-component sector through "IT on Tap", which provides on-demand IT and process solutions in a pay-per-use model without requiring capital investment. It describes how IT on Tap can help optimize production scheduling and other processes by integrating plant data systems with analytics tools hosted remotely. TCS claims its iON solution provides this type of process automation and integration to help SMBs improve efficiency through auto-piloting their processes.
The 10-step document outlines a process for mobile operators to implement an effective 4G service assurance strategy. It begins with evaluating current assurance systems and processes, then developing key performance indicators. Next, it recommends integrating network inventory, automating trouble management, and implementing a centralized repository for performance data. Further steps include service quality management, customer experience management, service level agreements, and integrating new 4G network elements. The goal is to continuously improve processes to enhance the subscriber experience and lower costs. A case study example shows how one operator achieved a 30% reduction in costs through these assurance simplification steps.
Align Finance and Procurement to Achieve Shared Services Excellence - NHS SBSsharedserviceslink.com
NHS Shared Business Services provides finance and procurement services to over 100 customer organizations across the NHS. It processes over $28 billion in annual payments and $6 billion in annual procurement spend. The document discusses the benefits of integrating NHS finance and procurement systems, including improved spend analysis, reduction in non-purchase order spend, and increased payment discounts. It also outlines challenges, lessons learned, and examples of management reports that could be generated from an integrated system.
Ortsbo is an instant messaging client that allows users to connect to multiple chat networks simultaneously and provides real-time translation between conversations. It combines connections to MSN, Google Talk, Facebook, and QQ. Users need to provide their login information for each network during setup. Ortsbo's translation feature works even if only one person in a conversation is using the client. The manual provides instructions on account creation and setup for each supported network.
Hastings future cities retrofit training manual v1.01EnergiseHastings
Hastings Trust and Parity Projects have produced this excellent 'training manual' based on their experience of the eco-retrofit in Cambridge Gardens - converting a former B&B into four state of the art energy efficient homes - production of the document and associated DVD was supported by the Future Cities Interreg IVb project
Este documento resume varios puntos clave del capítulo 6 del Evangelio de Juan sobre la controversia en torno a Jesús y su ministerio. Brevemente: 1) Muchos discípulos abandonaron a Jesús después de que enseñó sobre el "pan de vida", encontrando su enseñanza inaceptable. 2) Jesús sabía que Judas Iscariote era el "diablo". 3) Aunque otros se fueron, los doce apóstoles permanecieron con Jesús y Pedro confesó su fe en Él. El documento también analiza el contexto de la Fiest
This document provides information about Western Wild Expeditions, an Australian tour company that offers 4WD camping tours of Western Australia. It describes several multi-day tour itineraries ranging from 5 to 14 days exploring destinations like the Pinnacles Desert, Monkey Mia, Ningaloo Reef, Karijini National Park, and Broome. The tours are designed for budget travelers and include camping accommodations, most meals, and entry fees to sites. Fitness requirements vary but moderate physical activity is usually involved.
Este documento describe el contexto de Chile y la población mapuche en la región de Makewe-Pelale. Explica que Chile reconoce oficialmente 8 pueblos indígenas pero no los menciona en su constitución. La población mapuche supera el millón de personas y aunque tradicionalmente eran agricultores y ganaderos, ahora la mayoría vive en ciudades. El territorio de Makewe-Pelale se ubica en la región de la Araucanía y allí se ha desarrollado un modelo de atención de salud inter
El documento presenta la información sobre un curso de Estudios Sociales en el Centro de Estudios Técnicos y Avanzados de Chimaltenango. El curso cubrirá temas como la importancia del estudio de las sociedades contemporáneas, el reconocimiento del papel del estudiante en la sociedad, y las diferentes sociedades y culturas. Los objetivos incluyen comprender la importancia del estudio de las sociedades y reconocer que es imposible subsistir sin la sociedad.
Este documento analiza la relación entre los combustibles disponibles en Argentina y las tecnologías motrices incorporadas a la Prefectura Naval Argentina entre 2004 y 2009. Realiza una investigación sobre la calidad de combustibles en la región de Paraná Superior y Paraguay, encontrando que muchas estaciones no cumplen con los estándares requeridos. Concluye que es necesario que los combustibles acompañen el desarrollo tecnológico de los motores para evitar averías y reducir los costos de mantenimiento.
Presentación Slideshare para Empresas. Cómo usar slideshare en tu negocio. Estrategias de slideshare para utilizar en tu empresa.
Estrategias de marketing para tu marca. Branding.
Epica es una banda holandesa de metal sinfónico fundada en 2003 por el guitarrista Mark Jansen. Su música mezcla voces mezzo-soprano y guturales con guitarras melódicas y elementos progresivos. Han lanzado seis álbumes de estudio, alcanzando el éxito comercial y de crítica, situándose como una de las bandas más importantes de su género.
Pamplona is located in central Navarre in a rounded valley known as the Basin of Pamplona. Three rivers flow through the city, which borders France. The old town has a Roman origin and is organized around the Plaza del Castillo. Urban growth throughout history has led to densification. In the 19th and 20th centuries, the first expansions adopted an orthogonal plan. Pollution levels have increased, exceeding limits for CO2 and ozone and negatively impacting health. The government of Navarre is working to manage air pollution problems.
Winalite - Solicitud de Transferencia de Código - Plan de LujoANECTO MOGOLLON
La solicitud detalla la transferencia de un código de consultor de una persona a otra, incluyendo los nombres, números de identificación, teléfonos y firmas requeridas del consultor actual, nuevo consultor y patrocinador, así como la aprobación necesaria de la sucursal y región. El solicitante debe presentar copias de las cédulas de identidad y el proceso tomará 5 días hábiles una vez recibida la información.
The document discusses various topics related to IT project management including the project lifecycle, scope management techniques, and the Project Management Body of Knowledge (PMBOK). It explains that project scope management uses work breakdown structures (WBS) to define deliverables and work scope, manage timelines with techniques like PERT charts, and estimate costs using earned value management. Quality, resources, communication, risk, procurement, and integration are also important aspects of project management.
Dr Dev Kambhampati | Doing Business in Switzerland - 2014 Country Commercial ...Dr Dev Kambhampati
This document provides an overview of doing business in Switzerland. It discusses Switzerland's population, GDP, exports with the US, infrastructure, workforce, industries, and demand for high-quality products and technology. Major challenges include a sophisticated, competitive market with some unique regulatory requirements. Opportunities lie in advanced technologies, use of Switzerland as a gateway to Europe, and partnerships in areas like biotech. When entering the market, companies should commit for the long term, work with importers/distributors, meet customer needs, and offer environmentally friendly products. The document then discusses political/economic environment, selling products and services, trade regulations, investment climate, and contacts for further information.
Este documento describe los derechos sexuales de los jóvenes dentro del marco de los derechos humanos. Explica la clasificación de los derechos humanos en tres generaciones y los hitos en el desarrollo del concepto de derechos sexuales a nivel internacional. También describe una campaña para promover los derechos sexuales de los jóvenes en México y las acciones que se pueden tomar para difundir estos derechos.
1. The extracellular matrix (ECM) represents the basic system of living organisms, where nourishment, control, and management of cells takes place through mutual information exchange.
2. The ECM is composed of proteoglycans and glycosaminoglycans which help maintain homeostasis. It also contains collagen, elastin, and other glycoproteins.
3. Over a lifetime, catabolites can accumulate in the ECM, making energy exchange between cells more difficult and contributing to the aging process. Physiological Regulating Medicine aims to cleanse and restore the ECM, such as through the product GUNA-MATRIX.
La nueva triple frontera: California, China, y ChileLeslie Forman
I gave this presentation at the Vina del Mar Meetup. A mostly Chilean crowd of about 20 entrepreneurial types was in attendance. They asked excellent questions too! I talked about my personal experiences working in China and Chile and my ideas for future collaboration between the regions.
Este documento describe la escucha activa y los obstáculos para practicarla. Define la escucha como un proceso psicológico complejo que implica atención, interés y motivación. Explica que escuchar significa observar, estar disponible para el otro y centrarse pacientemente en comprenderlo sin juicios. Identifica obstáculos como la ansiedad, la superficialidad, la tendencia a juzgar y la impaciencia. Concluye que la escucha es una habilidad interpersonal observable y aprendible.
The document discusses security issues with VoIP systems. It notes that traditional phone systems could be tapped by connecting devices to phone lines, and that eavesdropping was also possible from PBX systems and trunks. It then discusses how early VoIP systems were attacked through brute force password attempts and falsified credentials. Examples are given of fraud cases where VoIP providers had their networks exploited. The document emphasizes that many routers used default passwords, making infiltration easy.
nCino is a cloud banking platform that helps banks streamline loan origination and other processes. It has reduced loan closing times by 34% and increased staff efficiency by 22% for clients like Live Oak Bank. nCino partners with Salesforce to leverage its scalable and secure Force.com platform. During the demonstration, nCino showed how its platform automates workflows and provides a single view of the customer for banks. Greenway Medical Technologies also partners with Salesforce and an innovation partner to build PrimePATIENT, a consumer portal that gives patients access to their medical records and engages them in their healthcare.
KPIT Cummins Investor Presentation - March 2011KPIT
KPIT Cummins Infosystems Limited is an investor presentation from March 2011. It provides an overview of KPIT, including its mission, management team, strategy of focusing on select verticals while building expertise, and global footprint with subsidiaries in the US, UK, Germany and India. It also summarizes KPIT's offerings and leadership in automotive engineering domains. Charts show KPIT's strong growth history over the past decades with revenues increasing from $0.02 million in 1991 to over $224 million in 2010.
Pearl Logic provides operating services and infrastructure optimization consulting to help clients reduce costs. They audit all of a client's operating services and infrastructure usage, provide recommendations for optimization and cost reduction, and handle implementation. Their process typically reduces operating expenses by 20-40% without compromising quality. They are paid only after cost reductions are realized through their recommendations.
The document is an agenda for a presentation on the engaged enterprise through integration of Microsoft Dynamics and IBM WebSphere. The presentation discusses how Dynamics CRM and AX can help organizations capitalize on complexity, rapidly implement changes, and leverage new partnerships through flexible integration enabled by WebSphere. It provides overviews of Dynamics CRM and AX and highlights their benefits for improving customer interactions, sales effectiveness, and coordination across applications.
The document discusses how LeanSigma can help CIOs address the challenges of reducing costs while improving efficiency, service quality, and enabling new capabilities. It describes how LeanSigma combines Lean and Six Sigma approaches to streamline processes and eliminate waste. Implementing LeanSigma across key IT processes like change management, software development, and help desk support can drive 20-30% annual productivity improvements for IT organizations.
Gerry Skipwith is a dedicated senior executive with over 30 years of experience in technology services and operations. He has a track record of igniting explosive business growth through his over the top performance, including growing service revenues from $9M to $70M. He offers core competencies in areas like corporate development, financial management, and sales and marketing strategy.
Finding Savings Solutions
in a treacherous economy
Profits don’t just happen. Organizations today are realizing they have to delve into every aspect of their operation to discover potential savings and uncover new paths to growth. Hiding in your service operation are some of the largest opportunities for improvements in productivity, performance and bottom line profits. If you’re a profit hunter, attend our free webinar and learn how to spot the service management savings within your reach.
This document provides an overview of a webinar on IT service modeling in the age of cloud and containers presented by Enterprise Management Associates.
The webinar featured speaker Dennis Drogseth who is a Vice President at EMA and discusses IT service modeling approaches like CMDB/CMS and DDM. The webinar agenda covered topics like demographics of respondents, strategic priorities and deployments of service modeling, CMDB/CMS and DDM perspectives, and AIOps.
Survey results were presented showing that respondents viewed service modeling as important primarily for application performance management and infrastructure optimization. Most organizations had a CMDB or CMS deployed, with over half having both a CMDB and DDM integrated.
[SirionLabs Webinar] How Vodafone is Building the Future of Commercial Contra...SirionLabs
On February 7, 2017, SirionLabs conducted this webinar in association with IACCM. The webinar features Reinhard Plaza-Bartsch, Group Head of Commercial Contract Management at Vodafone along with Tim Cummins, President and CEO at IACCM and Ajay Agrawal, Founder and CEO at SirionLabs. Watch this on-demand webinar to discover how Vodafone effectively manages contractual performance, mitigates risks and minimizes value leakage in its supplier engagements through its Commercial Contract Management (CCM) program – powered by Sirion.
This document provides an agenda and overview for a BMC & InfraVision seminar on proactive performance management. The agenda includes introductions, a product overview of BMC ProactiveNet, a live demo, and a drink. Key points about BMC include its focus on business service management, strengths like decades of experience and thousands of customers, and the ProactiveNet solution's capabilities for predictive analytics, root cause analysis, and support for virtual/cloud environments.
Webinar1 of 3 in a series: Best Practices to Help You Succeed in the Rapidly ...Flexera
This document discusses best practices for succeeding in the rapidly changing software as a service (SaaS) marketplace. It covers macro trends driving adoption of cloud computing like consumerization, the shortcomings of legacy software, and changing customer needs and expectations. The SaaS market is expanding from business applications to include IT management, vertical industry solutions, and hybrid deployment models. Recent large enterprise deals and government policies indicate strategic adoption of cloud computing. The document provides visual models to define cloud computing and the evolution of customer concerns regarding new service models.
The document provides an overview of capabilities for improving materials and storeroom management through a more connected enterprise-wide solution. It discusses how firms are investigating such solutions to address issues like unplanned downtime, inaccurate inventories, poor on-time delivery, and work order delays due to their current decentralized and fragmented approaches. The overview then presents the SDI solution for connecting every link of the maintenance, repair, and operations supply chain to reduce total cost of ownership and improve operational uptime through offerings like data management and analytics, sourcing and procurement services, and engineering services.
Founded in 1994, Webhomes is a professional leader in ubiquitous website environments & development, software/SaaS development, outsourced IT management & support. Our clients leverage our technology, development and support solutions capabilities to accelerate innovation, organize and transform IT infrastructure, and secure data and identities - from web site to integrated systems, applications & data, to the cloud.
TECHNOLOGY SERVICES
Our comprehensive technology & development solutions help our clients connect with and create new customers in the new social web, expand and optimize collaborative communications, automate business functions, increase work place productivity, reduce business costs & complexity, organize & secure data, & help innovate our client’s products & services.
Chris Hunter has over 25 years of experience in IT leadership roles across multiple industries. He has a proven track record of delivering business transformation and operational excellence through technology. Some of his career achievements include managing an 18 month IT migration project that was completed in 9 months with no major outages, building an internal IT service delivery capability from scratch at Jardine Lloyd Thompson, and removing 40% of the IT budget costs as Head of Service Delivery at Financial Times.
Customer Experience Rules: Lessons from Old MutualBizagi
Customer Experience rules across the globe in corporate boardrooms but converting this strategy into real business operations is fully achieved only by few. How can you improve customer experience, retention and upsell? Can you do all 3 at the same time?
MAKING YOUR CUSTOMER THE FOCAL POINT THROUGH BUSINESS PROCESS MANAGEMENT is the groundbreaking case study delivered by FTSE 100 listed company OLD MUTUAL during PEX Week USA 2015.
Presented by Lorelei Jensen, Head of Strategic Business Solutions,
Old Mutual South Africa, these slides provide a unique insight into the methods used by OMSA to turn their Customer & Intermediary Transformation program into reality.
Download now to understand:
- What are the challenges and opportunities presented from shifting from “product-based” to “customer-focused” business - and how do you overcome them?
- Can a front-end BPM improve your customers’ experience in a physical office?
- How can BPM deliver a consistency of service across all channels and make it easy to work with you – for customers and intermediaries alike?
The document summarizes a webcast discussing effective sales and distribution strategies for software as a service (SaaS) firms. Representatives from three SaaS companies - Salesnet, Intacct, and HSS - presented their approaches to go-to-market strategies, selling value propositions, sales organizations, and customer support. They discussed opportunities and challenges of the SaaS model. The webcast was moderated by TripleTree to provide C-level perspectives on executing SaaS sales and distribution.
Management World Orlando is a leading global event taking place November 16-20, 2008 in Orlando, Florida. The event will feature over 150 speakers across 3 dedicated summits on digital service transformation, revenue management and customer experience, and digital commerce and advertising. Attendees can learn about key issues like business and IT transformation, monetizing digital content, and the changing digital media landscape. Over 1,500 people from 50 countries attended in 2007.
- Prolonged recession has impacted businesses, causing tight budgets and forcing leaders to leverage technology more efficiently at lower costs. IT consulting is emerging as a powerful model to rapidly implement customized solutions.
- The IT consulting market will see rapid growth, not in spite of macroeconomic issues but because of them, as companies optimize technology ROI. SaaS adoption will explode over the next five years.
- Consulting is becoming more prominent and is changing traditional business metrics, focusing on time-to-value and customer satisfaction over long-term contracts. Recommendations include demonstrating value to buyers and expanding service offerings.
Similar to SNX 7AE88A38-45E7-4B82-BFFB-3404FD8027A5_SNX012709 (20)
This document provides information about how shareholders should determine their tax basis in shares of Castle & Cooke, Inc. and Dole Food Company, Inc. following a spin-off distribution of Castle & Cooke shares. Shareholders' tax basis in the Castle shares is the $15.65 fair market value on the distribution date. Any cash received for fractional Castle shares results in short-term capital gain. Shareholders must reduce their tax basis in each Dole share by $5.22 to account for the value of the Castle shares received. The holding period for Castle shares begins on the distribution date.
Dole Food Company sent a letter to shareholders regarding tax information related to a stock dividend of Castle & Cooke, Inc. common stock. The letter notes that in addition to the stock dividend, Dole paid four quarterly cash dividends of $0.10 per share each. The first two quarterly dividends are taxable, while the last two are believed to not be taxable according to Dole's estimation.
Dole Food Company paid cash distributions of $.10 per share per quarter to shareholders in 1996. Forms 1099-Div initially reported these distributions as 100% taxable ordinary dividends. Dole has since determined that 100% of the 1996 cash distributions are non-taxable. As a result, shareholders may be entitled to a refund from the IRS and state tax authorities for taxes paid on the distributions in 1996.
Dole Food Company paid shareholders four quarterly cash distributions of $0.10 per share in 1997. According to the company, all four distributions were returns of capital and not taxable to shareholders. The document provides important tax information to Dole shareholders regarding 1997 cash distributions.
Dole Food Company paid shareholders four quarterly cash distributions of $0.10 per share in 1998. According to the company, all four distributions were returns of capital and not taxable to shareholders. No foreign taxes were paid on the distributions.
Dole Food Company paid four quarterly cash distributions of $0.10 per share in 1999. According to the company, all four distributions will be taxable as ordinary dividends, with no foreign taxes paid. The document provides important tax information for Dole Food Company shareholders regarding their 1999 cash distributions.
Dole Food Company paid four quarterly cash distributions of $0.10 per share in 2000 totaling $0.40 per share. According to the company, all four cash distributions paid to shareholders in 2000 will be taxable as ordinary dividends, with no foreign taxes paid.
Dole Food Company paid four quarterly cash distributions of $0.10 per share in 2001 totaling $0.40 per share. According to the company, these distributions will be taxed as ordinary dividends. No foreign taxes were paid on the distributions.
Dole Food Company paid four quarterly cash distributions of $0.15 per share in 2002. According to the company, all four distributions will be taxable as ordinary dividends. No foreign taxes were paid related to these distributions.
Dole Food Company paid a quarterly cash distribution of $0.15 per share to shareholders in the first quarter of 2003. According to the company's estimate, this cash distribution will be considered a taxable ordinary dividend. The document provides important tax information to shareholders regarding Dole Food Company's 2003 cash distributions.
Dole Food Company provided information to shareholders about tax implications of the company's privatization transaction. The notice discusses that shareholders will recognize capital gains or losses for tax purposes equal to the difference between the cash received and their tax basis in the shares. Gains or losses will be long-term if the shares were held for over 12 months. Shareholders are advised to consult their own tax advisors to understand how this transaction may affect their individual tax situation.
The annual report summarizes Dole Food Company's operations and financial performance in 1995. Some key points:
- Dole successfully separated its real estate and resorts business into a new publicly-traded company, Castle & Cooke, enhancing shareholder value.
- Dole's food business saw revenue grow 14% to $3.8 billion in 1995. Operating income increased 40% to $193 million due to improved performance across banana, vegetable, and pineapple operations.
- Dole expanded its value-added salad business in Europe and entered new joint ventures and acquisitions to grow in European markets.
- Financially, Dole paid down over $700 million in debt,
Dole Food Company's annual report discusses its commitment to providing safe, high quality food products while protecting the environment. It highlights that Dole focuses on growing its core food businesses globally through expansion, joint ventures, and maximizing returns by downsizing non-profitable operations. The report also discusses Dole's efforts in nutrition education to encourage healthy lifestyles and consumption of fruits and vegetables.
This annual report summarizes Dole Food Company's financial performance in 1997. Some key points:
- Revenues grew 13% to $4.3 billion and cash flow from operations grew 10% to $372 million.
- Net income grew 23% to $160.2 million, excluding a 1996 charge. Net debt was reduced by $154 million.
- The company focused on growing its core fresh fruit and vegetable business while liquidating underperforming assets.
- Looking forward, the company aims to continue expanding globally, particularly in Asia, to take advantage of new opportunities for growth.
Dole Food Company's 1998 annual report summarizes the company's operations, financial results, and outlook. The year was challenging due to adverse weather conditions affecting production and economic crises slowing some markets. Despite these difficulties, most core businesses performed well. The report notes two special charges taken in Q4 1998 relating to damage from Hurricane Mitch in Honduras and a citrus freeze in California. It provides an overview of the company's worldwide operations, acquisitions in the flower industry, and positive outlook as business returns to normal in 1999 with the new headquarters facility nearing completion.
Dole Food Company reported strong financial results in its 1999 Annual Report. Revenue exceeded $5 billion for the first time, up 14% from 1998. Net income was $49 million, though it would have been $68 million excluding special charges. Cash flow from operations remained strong at $308 million. The company focused on its core businesses of fresh fruits, vegetables and flowers, maintaining low costs, and investing in its people. It undertook various restructuring and cost-cutting measures following challenges like hurricanes and citrus freezes. Dole entered 2000 with renewed purpose to profitably grow its brands and enhance shareholder returns.
This annual report summarizes Dole's financial performance in 2000. It shows that revenue was $4.76 billion, net income was $68 million, and diluted EPS was $1.21. Total assets were $2.845 billion. The report discusses business segment results, with fresh vegetables posting record earnings. It also notes leadership changes, including a new president and COO.
The document is Dole Food Company's 2001 annual report. It provides an overview of Dole's worldwide operations, financial highlights for 2001-1997, and a letter from the Chairman and CEO. Some key points:
- Dole has operations in over 90 countries worldwide focused on sourcing, ripening, distribution and marketing of food.
- In 2001, Dole divested its Honduran beverage business and used the proceeds to pay down debt.
- Net income for 2001 was $150 million, an increase over 2000, driven by the beverage divestiture gain and improved continuing operations performance.
- Dole focused on cost reductions in 2001 and aims to complete divestitures of non-
This annual report summarizes Dole's financial performance from 1998-2002. It shows that while revenues have remained relatively steady, income from continuing operations increased substantially in 2002 after declining in 2001. Total shareholders' equity also increased steadily over this period. The report discusses Dole's continued focus on expanding its value-added packaged foods business and improving costs. It highlights new product introductions in fruit bowls and salad blends that have contributed to revenue growth. Messages from the Chairman and President emphasize their commitment to improving health and nutrition worldwide through Dole's products and the new Dole Nutrition Institute.
The document summarizes plans for a new Dole Wellness Center, Spa and Hotel complex to be built in Westlake Village, California. The complex will include a 267-room luxury hotel, full-service spa and fitness facility, comprehensive medical clinic and diagnostic center, wellness center, and television production studio focused on health and wellness programming. The goal is to provide visitors tools and treatments to improve their health and quality of life through nutrition, fitness, and preventative healthcare. The $150 million complex is expected to open in March 2006.
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
Independent Study - College of Wooster Research (2023-2024) FDI, Culture, Glo...AntoniaOwensDetwiler
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
OJP data from firms like Vicinity Jobs have emerged as a complement to traditional sources of labour demand data, such as the Job Vacancy and Wages Survey (JVWS). Ibrahim Abuallail, PhD Candidate, University of Ottawa, presented research relating to bias in OJPs and a proposed approach to effectively adjust OJP data to complement existing official data (such as from the JVWS) and improve the measurement of labour demand.
Optimizing Net Interest Margin (NIM) in the Financial Sector (With Examples).pdfshruti1menon2
NIM is calculated as the difference between interest income earned and interest expenses paid, divided by interest-earning assets.
Importance: NIM serves as a critical measure of a financial institution's profitability and operational efficiency. It reflects how effectively the institution is utilizing its interest-earning assets to generate income while managing interest costs.
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STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Economic Risk Factor Update: June 2024 [SlideShare]Commonwealth
May’s reports showed signs of continued economic growth, said Sam Millette, director, fixed income, in his latest Economic Risk Factor Update.
For more market updates, subscribe to The Independent Market Observer at https://blog.commonwealth.com/independent-market-observer.
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3. Safe Harbor
This presentation contains forward-looking statements that involve risks and uncertainties. These
forward looking statements include, but are not limited to, statements regarding expectations of our
revenues, net income and earnings per share for the first quarter of fiscal 2009 and beyond, our
continued execution, expansion of our business lines and improvements in efficiency and productivity,
and our goal to provide expected profitability and returns, are subject to risks and uncertainties that
could cause actual results to differ materially from those discussed in the forward-looking statements.
These risks and uncertainties include, but are not limited to: general economic conditions and any
weakness in IT spending; our ability to differentiate our business and sustain competitive advantages,
our ability to successfully execute on strategic focus goals in the future, market acceptance and product
life of the products we assemble and distribute; the loss or consolidation of one or more of our
significant OEM suppliers or customers; competitive conditions in our industry and their impact on our
margins; pricing, margin and other terms with our OEM suppliers; our ability to gain market share;
variations in supplier-sponsored programs; changes in our costs and operating expenses; changes in
foreign currency exchange rates; risks associated with our international operations; uncertainties and
variability in demand by our reseller and contract assembly customers; supply shortages or delays; any
termination or reduction in ours our customers’ floor plan financing arrangements; credit exposure to
our reseller customers, and negative trends in their businesses; any future incidents of theft; risks
associated with our contract assembly business.
For a discussion of the factors that could cause actual results to differ, please refer to our most recent
form 10-K under the section listed as “Risk Factors”. Except as required by law, we undertake no
obligation to update or revise publicly any forward-looking statements after the date of this presentation.
3
4. Did you know …
SYNNEX has achieved 86 consecutive
profitable quarters
4
5. Did you know …
SYNNEX is #1 with HP for Channel Sales
Out for last 2 years
5
6. Did you know …
SYNNEX is the #1 Intel distributor in
North America over the last three years
6
7. Did you know …
SYNNEX has a comprehensive Public
Sector program and is the only distributor
with a GSA schedule and warehouse in
Chantilly, Virginia
7
8. Did you know …
SYNNEX has built 5 of the top 100
supercomputers in the world
8
9. Meet the SYNNEX Executive Management Team
Kevin Murai Peter Larocque Jim Estill Dennis Polk Chris Caldwell Thomas Alsborg
President and President, U.S. CEO, SYNNEX Chief Operating Senior Vice Chief Financial
Chief Executive Distribution Canada Officer President, Global Officer
Officer Business Solutions
9
10. Schedule of Today’s Event
9:30 a.m. Introductions - Thomas Alsborg, CFO
9:45 a.m. Kevin Murai, President & CEO
Peter Larocque, President, U.S. Distribution
Jim Estill, CEO, SYNNEX Canada
Dennis Polk, COO
11:30 p.m. Break for Lunch
12:30 p.m. Chris Caldwell, SVP, SYNNEX Global Business Solutions
Thomas Alsborg, CFO
Q&A Session – Executive Management
Closing Remarks – Kevin Murai
2:00 - 3:00 p.m. Reception
10
12. SYNNEX – Overview
We offer OEMs and VARs an integrated
Leading Business Process Services Company
suite of Business Process Services
Channel Solutions for the Technology Industry comprising: IT distribution, supply chain
management, contract assembly and
Value-Add Supply Chain Solutions
business process outsourcing.
– Core IT distribution solutions
– Supply chain management/contract assembly solutions Demand generation,
tech/customer support
– Business process outsourcing solutions
Fortune 500 Company
28 Years of Operating History
Core IT
distribution
Over 6,500 Employees Worldwide
services
Seasoned Executive Management Team
FY 2008 Revenues of $7.7 Billion
Supply chain management
Established Long-Standing Industry services / Contract
assembly services
Relationships
12
13. SYNNEX Business Model
- Providing Channel Solutions for the Technology Industry
100 + IT OEMs
Supply Chain Tech Support
Management
Demand Generation End Users
Design
Services Consumers
15,000 +
SMB
Resellers /
Distribution Corporate
Retailers /
Gov’t
DMRs
Contract
Assembly
We are expanding our services beyond Technology Distribution
One-stop shop for CE and IT resellers
Efficient go-to-market engine for manufacturers
Supply-Chain Management reduces manufacturers inventory and improves time-to-market
Design and Assembly Services
Technical Support pre- and post-sales
Demand Generation enables manufacturers’ go-to-market strategies
13
14. SYNNEX Business Model
- Financial Impact
SYNNEX Margin Trends Over Time SYNNEX ROIC Trends
6.00%
Prior Year Current Year
12.0%
10.6%
5.00%
10.0%
Q408
8.9%
8.9%
Operating Margin
8.3%
8.1%
2.28% 7.9% 7.8%
8.0% 7.5% 7.4% 7.3% 7.3% 7.2% 7.3%
6.9% 6.9%
4.00% 6.6%
Q405
6.0%
Operating Margin
1.53%
4.0%
3.00%
2.0%
2.00%
0.0%
Q405
Q106
Q206
Q306
Q406
Q107
Q207
Q307
Q407
Q108
Q208
Q308
Q408
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4
Gross Profit % Sales SG&A % Sales SG&A % Sales Excluding Charges
2007 2008
Latest Quarter
TTM Operating Latest Quarter Annual
Operating
Margin(1) ROIC(1)
ROIC
Margin
10.6% 8.5%
2.28% 1.95%
IM
IM 1.12% 8.2%
0.86% TECD
TECD 5.8%
Note:
1) TTM and annual numbers for IM and TECD are based on the prior three quarters of actual results for each companies respective fiscal year plus analyst estimates for the final
quarter for each companies respective fiscal year.
14
15. SYNNEX Business Model
- Financial Impact
Revenue Growth Billions EPS Growth in Dollars
9,000 3.00
2.63
7,768
8,000
7,004 2.50
7,000 6,344 2.04
5,641
6,000 2.00
1.69
5,000
1.38
1.50
4,000
1.00
3,000
2,000
0.50
1,000
-
-
2005 2006 2007 2008
2005 2006 2007 2008
Annual Growth Annual Growth
2008E (1) 2008E (1)
10.9% 28.9%
-0.87% -17.5%
IM
IM
4.78% -18.2%
TECD
TECD
Note:
1) Annualized numbers for IM and TECD are based on the prior three quarters of actual results for each companies respective fiscal year plus analyst estimates for the final
quarter for each companies respective fiscal year.
15
16. Macro Economic Environment
- SYNNEX Has Gained Share In Challenging Economies
Market Reality – Challenging Economic Environment
SYNNEX Continues To Perform Well
Increased Market Share
–
– Superior Execution
Margin Expansion
–
Driven By – Diversification of the
Earnings Growth
–
Business Model
ROIC Growth
–
And We Continue To See Opportunities – We Have A Small Slice Of A Very
Large Pie.
– North American IT spend, excluding services forecast of approximately $300 billion in 2009
North American Tier Two Market Share forecast of approximately $60 billion in 2009
– North American CE spend estimated forecast of $178 billion in 2009
– Global BPO and IT Services estimated forecast of $424 billion 2009
Note: Source: IDC, CEA and Company Reports,. (January 2009, July 2008)
16
17. Market Perception vs. Reality
Market Misnomers
“You need a global footprint”
“You need to be the largest in the space”
TTM Annual EPS Revenue
Op Margin (1) ROIC (1) Growth (1) Growth (1)
FWD P/E
5.3 2.0% 8.5% 28.9% 10.9%
9.6 1.1% 8.2% -17.5% -0.9%
IM
8.6 0.9% 5.8% -18.2% 4.8%
TECD
Note:
(1) Annualized numbers for IM and TECD are based on the prior three quarters of actual results for each companies respective fiscal year plus analyst
estimates for the final quarter for each companies respective fiscal year.
17
18. The SYNNEX Difference
- The Way We Manage Our Business
Highly Efficient Differentiated
Superior Execution
Low-Cost Model Business Model
Streamlined, low-cost
Focus on Service and IT Distribution
infrastructure providing
relationships
economies of scale Logistics Services
IT Systems and
Processes IT Systems Assembly/
Manufacturing
High Caliber People With
A “Can-Do-Attitude”
Business Process
No Distractions – Clear Services (BPO)
Focus on Moving Our
business forward
18
19. SYNNEX – Our Strategic Focus
Our Strategy Will Drive Growth, Margin and ROIC
Optimize Core High-Growth Differentiation
Business Adjacent Markets Through Services
Continued focus on Growth Beyond Logistics Services
Cost Efficiencies Consumer Data Mining
Working Capital Electronics into Professional
management Lifestyle Products Services
Line Card expansion Data Capture and SYNNEX Global
Enhanced Go-to- POS Business Solutions
Market capabilities Enterprise (TSD)
Managed Services
(VAR Communities,
Key Verticals Focus)
19
22. Overview
U.S. Business is $6.2 Billion
US Distribution
Exceptional Gross Margin growth 19%
Execution Excellence
Diverse business
81%
Seasoned Management Team
What makes us different
81% of the business
Strategic focus in 2009 Growing business
Growing margins
Take away thoughts
Growing ROIC
22
23. What Makes Us Different
Business Model
– Segmented customer base
– Focused line card
– Multi site warehouse
– Full service supply chain offering
– Solutions distribution
Execution
– Systems and processes
– Exceptional people
– Flat organization
– Integration of companies
Low Cost Provider
– Insourcing
– IT – Pricing model, sales P&L, processes
Vendor - Customer Relationships
– #1 customer relationship as noted in the most recent CRN
Sourcing Guide
– #1 on 7 out of top 10 vendors (In market share)
– Data mining, incremental customer development
23
24. What Makes Us Different
- Business Model - Segmentation
Business Segments
50+ Segments
Retail
Trusted Advisor To The Customer
Vendor Engagement To The Customer Supplies System Builder
Unique Coverage - PRINTSolv Commercial
SMB/Corp/Gov’t
Outsourcing
TSD
Logistics
Most Recent CRN Sourcing Guide:
SYNNEX Voted #1 in Customer Over Supply
Reconditioned
Relationships by our customers.
24
25. What Makes Us Different
- Business Model – Solutions Distribution
25
26. What Makes Us Different
- Execution
Business Model
– Segmented customer base, Value-Velocity, Trusted Advisor
– Focused line card
– Multi-Warehouse
– Full service supply chain offering
– Solutions distribution
Execution
– Exceptional people with a “can do attitude”
– Flat organization
– Integration of companies
– Great solutions and services
Low Cost Provider
– Insourcing
– IT – Pricing model
Vendor - Customer Relationships
– #1 customer relationship as noted in the most recent CRN Sourcing Guide
– #1 on 7 out of top 10 vendors (In market share)
– Data mining, incremental customer development
26
27. What Makes Us Different
- Low Cost Provider
Business Model
– Segmented customer base, Value-Velocity, Trusted Advisor
– Focused line card
– Multi-Warehouse
– Full service supply chain offering
– Solutions distribution
Execution
– Exceptional people
– Flat organization
– Integration of companies
Low Cost Provider
– Insourcing
– IT – Pricing model, Sales P&L, processes
Vendor - Customer Relationships
– #1 customer relationship as noted in the most recent CRN Sourcing Guide
– #1 on 7 out of top 10 vendors (In market share)
– Data mining, incremental customer development
27
28. What Makes Us Different
- VendorCustomer Relationships
Business Model
– Segmented customer base, Value-Velocity, Trusted Advisor
– Focused line card
– Multi-Warehouse
– Full Service supply chain offering
– Solutions distribution
Execution
– Exceptional people
– Flat organization
– Integration of companies
Low Cost Provider
– Insourcing
– IT – Pricing model
Vendor - Customer Relationships
– #1 customer relationship as noted in the most recent CRN Sourcing Guide
– #1 on 7 out of top 10 vendors (In market share)
– Data mining, incremental customer development
28
29. What Makes Us Different
- VendorCustomer Relationships - Data Mining, Incremental
Unique End User Count by Major Industry Vertical Market Penetration (examples)
SYNNEX D&B
End User Total
Count US Base
Vertical Market Penetration
BUSINESS SERVICES
COLLEGES, UNIVERSITIES,
ENGINEERING, ACCOUNTING, … PROFESSIONAL SCHOOLS, &
JR. COLLEGES 8,188 28,645 29%
HEALTH SERVICES
ELEMENTARY AND
EDUCATIONAL SERVICES
SECONDARY SCHOOLS
40,961 171,767 24%
WHOLESALE TRADE - DURABLE GOODS HOSPITALS 5,916 28,984 20%
ELECTRONIC COMPONENTS
REAL ESTATE
AND ACCESSORIES 2,604 13,464 19%
FINANCE, TAXATION,
CONSTRUCTION - SPECIAL TRADE …
AND MONETARY POLICY 1,605 8,462 19%
MEMBERSHIP ORGANIZATIONS EXECUTIVE OFFICES 7,478 40,253 19%
LABORATORY, ANALYTICAL,
LEGAL SERVICES
OPTICAL & MEASURING
MISCELLANEOUS RETAIL INSTRUMENTS 2,814 15,272 18%
ADMINISTRATION OF
WHOLESALE TRADE - NONDURABLE … PUBLIC HEALTH PROGRAMS 1,788 9,749 18%
DRUGS 1,641 9,398 17%
0 20,000 40,000 60,000 80,000100,000 ELECTRIC SERVICES 2,115 12,892 16%
COMPUTER AND
OFFICE EQUIPMENT 1,608 9,833 16%
90%+ of end users under 1000 employees (SMB)
29
30. Strategic Focus - How We Will Outperform
- Operational Excellence
Operational Excellence
Consumer Electronics - NAE
TSD
– Services
– HP Servers & Storage
– ICG
– PRINTSolv
Vertical Markets
– Government
– Healthcare
– Many more
Oversupply - Reconditioned
SMB Reseller Communities / Varnex
New Vendors
30
31. Strategic Focus - How We Will Outperform
- Consumer Electronics (New Age Electronics)
Operational Excellence
Consumer Electronics – NAE
TSD
– Services
– HP servers & storage
– ICG
– PRINTSolv
Vertical Markets
– Government
– Healthcare
– Many more
Oversupply - Reconditioned
SMB Reseller Communities / Varnex
New Vendors
31
32. Strategic Focus - How We Will Outperform
- Consumer Electronics (New Age Electronics)
Integration Successful
P&L Discipline Drives Results
Mass
System Drove Better Behavior Regional
Photo
Retail
Merchandise
Vendor’s – Customers Satisfied
Adjacent Business Grow is Faster
OPSS Commercial Clubs
Sales & Product Management Changes
Grow Share Broadcast
Military Rental
– Existing customers Channels
– New vendors
– New customers
– Cross sell – Legacy distribution
Food & Drug DRC E-Commerce
– New markets
Competition Fragmented
32
33. Strategic Focus - How We Will Outperform
- Technology Solutions Division Services
Why?
Operational Excellence
– Scale, stickiness, defense, offense, annuity-refresh
Consumer Electronics - NAE
Capabilities:
Technology Solutions Division (TSD)
– Assessment
Services
– – Print
– PRINTSolv – Server
– HP servers & storage – Storage
– ICG – Remote monitoring
– Onsite deployment
Vertical Markets
– Recycle
– Government – Asset management
– Healthcare
– Many more Tools
Oversupply - Reconditioned – Remote monitoring
– Asset management
SMB Reseller Communities / Varnex – Assessment writing
Agnostic Opinion
New Vendors
Dedicated Team
33
34. Strategic Focus - How We Will Outperform
- TSD PRINTSolv
Operational Excellence The Print Market Is $9 Billion
Consumer Electronics- NAE Managed Print Is Growing At 25%
Technology Solutions Division (TSD)
What Is PRINTSolv
– Services
PRINTSolv
–
Results:
– HP servers & storage
– ICG – 80 million pages and growing
Vertical Markets Field Reps Call On End Users - Behalf Of VARs
– Government
– Healthcare ½ Business In Annuity
– Many more
Products Sold As A Contract
Oversupply - Reconditioned
SMB Reseller Communities / Varnex
New Vendors
34
35. Strategic Focus - How We Will Outperform
- TSD HP Servers & Storage
Operational Excellence Huge Target Market Of Other Manufacturers
Consumer Electronics - NAE Complete Suite Of Authorizations
Technology Solutions Division (TSD) HP Is A Winner
– Services
Dedicated Team
– PRINTSolv
HP Servers & Storage
– – Technically savvy sales team both inside and field
– ICG
Strong Growth Potential
Vertical Markets
Strong Value Proposition
– Government
– Healthcare
– Many others
Oversupply - Reconditioned
SMB Reseller Communities / Varnex
New Vendors
35
36. Strategic Focus - How We Will Outperform
- Vertical Markets - Government
Operational Excellence Grow The Market
Consumer Electronics - NAE Dedicated Team
TSD
Chantilly Location – TAA Compliant Stock
– Services
– PRINTSolv
GSA Schedule – Example Of Success
– H.P. servers & storage
– ICG
Vertical Markets
– Government
– Healthcare
– Many more
Oversupply - Reconditioned
SMB Reseller Communities / Varnex
New Vendors
36
37. Take-Away Thoughts
We Have Exceptional People
We Execute
We Run A Tight Ship
We Have Significant Upside On The Value Business – We Hit Our TSD Metrics
We Are Excited With Our New Businesses
37
38. Jim Estill
Chief Executive Officer, SYNNEX Canada, LTD
North America Auto I.D., North America Supplies
SYNNEX Canada
38
39. Overview
SYNNEX Canada Business is $1.4B in 2008 Canada Distribution
■
Canadian Distribution Market is about $5.5B
■ 19%
Canadian and U.S. Markets Align But Have
■
Several Key Differentiators
– Vendors tend to sell to major retail through
Distribution 81%
– National VARs (Corporate VARs) are a
significant segment
SYNNEX Canada ranked #2 in Revenues;
■
More Than Doubling Revenues since FY 2003
19% of the business
Outside of National VAR, SYNNEX share is
■
Growing business
disproportionately high
Growing margins
We have significant share in both IT and
■
Growing ROIC
Consumer Electronics
40. SYNNEX Canada
Business Model
– Segmented sales force and web based communities creates
value through expertise
– More warehouses increase service and lower freight costs; sales
presence across Canada (Vancouver to Halifax)
Execution
– Process and systems
– Exceptional people
– Flat organization
– Integration of companies
Low Cost Provider
– In sourcing
– IT – Pricing model, processes
Vendor - Customer Relationships
– Broad line card coverage for IT business and consumer
electronics
– #1 in market share with 8 of our top 10 vendors
40
41. SYNNEX Canada
- Business Model - Segmentation
Strong Market Share Position In All
Reseller/Retailer Segments Outside
Of National VAR/DMR:
– Major retail (IT, CE) #1
– Smb var #1/#2
– Office product dealers #1
– System builders #1/#2
– Apple authorized resellers #1/#2
Segmented Sales Divisions and
– Independent retailers #1/#2 Web Based Marketing
“Communities” Add Value through
– Point of sales/auto ID market #1
Expertise
41
42. SYNNEX Canada
– Business Model – Geographic Warehouse and Sales Coverage
Decentralized Warehouse Strategy
Means Better Service, Lower Cost
4 Regional Warehouses
– Guelph, Vancouver, Calgary, Halifax
– Increased redundancy
Master Warehouse in Guelph
– Low overhead
– Better service Halifax, NS
Calgary, AB
Winnipeg, MB
Value-add Configuration Center
– Guelph Montreal, QC
8 Sales Locations
Warehouse Coverage Provides Next-day
Ottawa, ON
Ground Delivery To Over 95% Of The
Vancouver, BC
Population Toronto, ON
Guelph, ON
Master Warehouse Sales Locations
Regional Warehouses Sales Branches
Configuration Centers
43. SYNNEX Canada
Business Model
– Segmented sales force and web based communities creates
value through expertise
– More warehouses increase service and lower freight costs; sales
presence across Canada (Vancouver to Halifax)
Execution
– Process and systems
– Exceptional people
– Flat organization
– Integration of companies
Low Cost Provider
– In sourcing
– IT – Pricing model, processes
Vendor - Customer Relationships
– Broad line card coverage for IT business and consumer
electronics
– #1 in market share with 8 of our top 10 vendors
43
44. SYNNEX Canada
Business Model
– Segmented sales force and web based communities creates
value through expertise
– More warehouses increase service and lower freight costs; sales
presence across Canada (Vancouver to Halifax)
Execution
– Process and systems
– Exceptional people
– Flat organization
– Integration of companies
Low Cost Provider
– In sourcing
– IT – Pricing model, processes
Vendor - Customer Relationships
– Broad line card coverage for IT business and consumer
electronics
– #1 in market share with 8 of our top 10 vendors
44
45. SYNNEX Canada
– Vendor – Customer Relationships
Business Model
– Segmented sales force and web based communities creates
value through expertise
– More warehouses increase service and lower freight costs; sales Imaging
presence across Canada (Vancouver to Halifax)
IPG
Execution
– Process and systems
– Exceptional people
– Flat organization
– Integration of companies
Low Cost Provider
– In sourcing
– IT – Pricing model, processes
Vendor - Customer Relationships
– Broad line card coverage for IT business and consumer
SYNNEX Canada is the #1 performing Distributor in Canada
electronics
– #1 in market share with 8 of our top 10 vendors Exclusive Distributor in Canada
45
46. Strategic Focus - How We Will Outperform
- Operational Excellence
Operational Excellence
– Cash to cash cycle focus
– Continue to reduce costs as a percentage of sales while enhancing
our value proposition
– Farm team
– Guelph
Enterprise Solutions to SMB VARs
Fee Based Logistics
New Vendors
Increase Sales to Independent Retailers
Scale our “AVS Model” (RGC)
– We fully represent consumer electronic vendors, high value model
46
47. Strategic Focus - How We Will Outperform
- Enterprise Solutions to SMB / VARs
Enterprise Solutions to SMB VARS
Operational Excellence
– Reduce inventory days without compromising high fill rates
– Printsolv – North American initiative
– Continue to reduce costs as a percentage of sales while
enhancing our value proposition
– HP EVA – North American initiative
Enterprise Solutions to SMB VARs
– VIBE (SMB server virtualization solution) –
Fee Based Logistics
local initiative
New Vendors
Increase Sales to Independent Retailers
Scale our “AVS Model” (RGC)
– We fully represent consumer electronic vendors,
high value model
47
48. Strategic Focus - How We Will Outperform
- Fee Based Logistics
SYNNEX Canada Provides the Logistics
Operational Excellence
Capabilities to the Vendor Communities,
– Reduce inventory days without compromising high fill rates
Establishing Strong Relationships With The
– Continue to reduce costs as a percentage of sales while
Top IT and CE Canadian Retailers:
enhancing our value proposition
– Wal-Mart
Enterprise Solutions to SMB VARs
– Staples
Fee Based Logistics
– Costco
New Vendors – Future Shop/Best Buy
Increase Sales to Independent Retailers
Scale our “AVS Model” (RGC)
– We fully represent consumer electronic vendors,
high value model
48
49. Strategic Focus - How We Will Outperform
- New Vendors
Operational Excellence Selectively Fill Line Card Gaps
– Reduce inventory days without compromising high
fill rates Strong Focus On Emerging Vendors in
– Continue to reduce costs as a percentage of sales Growth Technologies
while enhancing our value proposition
Enterprise Solutions to SMB VARs
Fee Based Logistics
New Vendors
Increase Sales to Independent Retailers
Scale our “AVS Model” (RGC)
– We fully represent consumer electronic vendors,
high value model
49
50. Strategic Focus - How We Will Outperform
- Increase Sales to Independent Retailers
Operational Excellence Increase Sales to Independent Retailers
– Reduce inventory days without compromising high
– Many VARS/System Builders/Apple Resellers also
fill rates
– Continue to reduce costs as a percentage of sales have “store fronts” and etailing
while enhancing our value proposition
– XM Exclusive brings SYNNEX 1,000+ new Car Audio
Enterprise Solutions to SMB VARs
Retailers
Fee Based Logistics
New Vendors
Increase Sales to Independent Retailers
Scale our “AVS Model” (RGC)
– We fully represent consumer electronic vendors,
high value model
50
51. Strategic Focus - How We Will Outperform
- Scale Our AVS Model (RGC)
SYNNEX AVS Represents Vendors For All
Operational Excellence
Sales And Marketing Programs For Major
– Reduce inventory days without compromising high
Retailers
fill rates
– Continue to reduce costs as a percentage of sales
while enhancing our value proposition Current Exclusives Include Sandisk, Cobra,
Sakar, GE Cameras, Case Logic
Enterprise Solutions to SMB VARs
Fee Based Logistics Very Narrow Line Card Ensures Deep Focus
New Vendors
Allocated Resources To Continue Growing
This Business
Increase Sales to Independent Retailers
Scale our “AVS Model” (RGC)
– We fully represent consumer electronic vendors,
high value model
51
52. Take-Away Thoughts
SYNNEX Canada continues to grow faster than our competitors
- Growing market share while also growing gross margins
SYNNEX Canada is second largest but #1 in share with vendor base:
- #1 in market share with 8 of our top 10 vendors
We Are Contributing Solid Profitability For SYNNEX Overall
Focused Execution
Growing ROIC with Cash to Cash cycle focus
52
55. Operating Model Differentiators
US & Canada
North American Concentrated Distribution Network
– Reduced complexity/Swift Execution
– Focused product line
IT System
– Company developed for distribution business
– Operational and financial transparency
– “Scalable” and “Changeable”
Offshore Support/Onshore Investment
– In-sourced versus outsourced
– Ten year history/stability/execution
– Cost offshore enable onshore investment
Warehouse Strategy
– Diversified/customer focused
Manufacturing/Product Value Add
– Synergy with distribution business
55
56. Low Cost Distribution Leader
Management Philosophy
SG&A as Percentage of Sales: 2003 - 2008
IT System
Transaction Visibility
6.00%
– P&L’s by:
SKU, order, customer, vendor
5.00%
– All factors of business incorporated Q408
Operating Margin
Direct expense, overhead, capital 2.28%
– Drives P&L responsibility to each department 4.00%
Q405
within the company Operating Margin
1.53%
Daily / real-time visibility 3.00%
Warehouse Set-up/Investment 2.00%
Q405
Q106
Q206
Q306
Q406
Q107
Q207
Q307
Q407
Q108
Q208
Q308
Q408
Insourcing
Gross Profit % Sales SG&A % Sales SG&A % Sales Excluding Charges
56
57. Low Cost Leader
- Insourcing
Overseas Back Offices
Order Entry
– Less than 15% of orders touched in the U.S.
SYNNEX China
Customer Service
– Major customers support – offshore
– 30% of CSR
Tech Support
– 90%+ of all inbound calls
Financial / Operations
– Accounts payable
– Vendor claims
– Credit
SYNNEX Philippines
– Purchasing
– Warehouse monitoring
– Content support
57
58. Low Cost Leader
- More To Be Done
More To Be Done
– Margin Improvement
Freight
– Top Grading
Compensation ROI
– Cash Conversion Cycle
– Operational EfficiencyInsourcing
58
59. Acquisition Strategy
Organic Growth First
Needs From Acquisition Perspective:
– Line improvement
– Customer breadth
– New product segments
– Geographic expansion
– Diversify business
Investment Requirements:
– Strict ROIC/EPS accretion goals
– Ease of integration
– Solid leadership/adaptable to SYNNEX culture
– Synergistic
Current Environment
– Disciplined philosophy on acquisition strategy
59
60. Asset Management/Financial Operations
Cash to Cash Cycle Focus
Credit Management:
– Solid performance in tough environment
– IT system provides high level of visibility
– Portfolio is well diversified
– Reseller’s are primarily long standing/well run companies
– Protect assets through insurance and other means
– Credit availability for growth
Inventory Management:
– Solid performance in tough environment
– IT system provides high level of visibility
– Do business with well capitalized/long-term channel positive vendors
– Limited line card allows for deep understanding of product set/great relationships
60
61. Take-Away Thoughts
High Visibility To All Aspects Of Organization
Low Cost Culture But Willing To Make Investment “Bets”
Culture of “Can Do” And Rapid Response
ROIC Focused
– Cash to Cash Cycle
Company is Built To Execute In Up And Down Economic Environments
– Zero based budget philosophy
The Machine is Running Well
61
63. Overview
Business Process Outsourcing services specializing in:
– Customer Care
– BPO/KPO
– IT/Internet services
4,500+ employees around the world
“Best-shore” delivery model
Value Proposition:
– Allow businesses to focus on core capabilities
– More efficient on customers non-core processes
– Scalable cost efficient labor pool
– Knowledge management transfer expertise
We target companies that require multiple high value interactions with their customers.
In 2008, we were trusted by our clients to represent them in over 14 million interactions.
63
64. SGB Org Chart
BPO
Investments
Customer Care SAAS Customer Care
BPO/KPO IT/Internet Services BPO/KPO
IT Services Internet Services
64
65. Core Capabilities
Customer Care BPO/KPO IT Services
Technical Support / Customer Service
End to End Transaction Processing
Data Analytics / Marketing Services / Lead Generation / Sales
Web Design / Hosting / SAAS
Process Automation
Application Development
65
67. SGB Major Offices
SGB Major Offices
Over 25 offices worldwide
Over 12 languages supported
Our staff in our facilities 67
68. Cost Model Sample
$1.00 = $1.00
0%
Cost Neutral
ONSHORE
$1.00 = $0.75
ONSHORE HC = 20
OUTSOURCE HC = 100
25%
NEARSHORE HC = 80
Decrease
NEARSHORE
CUSTOMER
$1.00 = $0.60
40%
Decrease
OFFSHORE
68
69. SGB Segment Financials
SGB
Fiscal Year ended November 30, 2008:
Revenue 113,998
Income from operations 13,022
Total assets 165,648
2 YEAR CAGR
Fiscal Year ended November 30, 2007:
Revenue 82,722
Sales 69%
Income from operations 9,059
Income from
Total assets 117,818
Operations 86%
Fiscal Year ended November 30, 2006:
Revenue 39,639
Income from operations 3,760
Total assets 35,681
69
70. Focus
Increase share of spend from existing customers
– Customers utilizing us for multiple services
Create incremental value in existing client services
– Increased ROI on their spend
Offer branded services
– Brand affinity – unique differentiator
Focus services around the customer lifecycle
– Lower costs / higher value for our clients customers
On boarding new client relationships
Acquire – Support – Retain – Renew
70
71. Recognitions
Client Award 2007 and 2008: “Site of the Year”
PCI Certification
Star Award in Technical Support & 2007 and 2008
Customer Care Client Award
Level III 2009 World’s Best
Service Advisor
Rankings
Top Employer for
Northern Mindanao 2008
“Best in Class B2B
“Best 10 Companies
Teleservices 2008
by Services Offered
2008
71
72. Take-Away Thoughts
Services we offer create value for SYNNEX vendors and customers
Growing profitably both organically and through new customers
Good, diversified income base: top 10 customers represent less
than 50% of business
Trusted advisor and thought leader to our clients
We deliver high value, cohesive global services
72
74. Financial Overview Agenda
Overview Financial Model / Financial Position
Overview Financial Performance Results
- Segment Reporting
Balance Sheet Specifics
- Corporate working capital lines refinancing
Financial Misnomers / Questions
Valuation Considerations
Take-Away Thoughts
74
75. Overview Financial Model / Financial Position
- Flexible Financial Model and Healthy Financial Position
Over 20 years of consecutive quarterly profitability
– Consistent performer in all economic environments
SYNNEX utilizes a well-run, low-cost, flexible financial model
– With a substantial portion of our industry SG&A being variable costs; we can flex in a soft
economy
Strong, healthy balance sheet and liquidity
– Quality of working capital assets is very good
– Cash conversion cycle has gotten shorter
– Good continuous growth in equity
Strong established banking relationships afford continuous access to capital
75
77. Overview Financial Performance Results
- Able to Consistently Generate Positive Operating Cash Flows
2008 2007 2006
Cash flows from operating activities ($K): $ 52,593 $ (152,453) $ (18,939)
149,268
2007 adjustments for reclassification of off balance sheet AR 280,730
Proforma adjusted cash flow from operating activities $ 52,593 $ 128,277 $ 130,329
Less Capital Expenditures(1) (33,521) (22,781) (7,916)
Proforma Free Cash Flow $ 19,072 $ 105,496 $ 122,413
(1) Maintenance capital expenditure is approx $10M.
77
78. Overview Financial Performance Results
- Segment Reporting ($K)
Inter-Segment
Distribution GBS Elimination Consolidated
Fiscal Year ended November 30, 2006:
Revenue…………………………………………………………………………. $ $ 6,316,332 39,639 $ (12,457) $ 6,343,514
Income from operations before non-operating items,
income taxes and minority interest…………………………………………… 92,482 3,760 96,242
Depreciation and amortization expense………………….……………………….. 8,911 870 - 9,781
Total assets……………………………………………………………………… 1,356,999 35,681 (9,946) 1,382,734
Fiscal Year ended November 30, 2007:
Revenue…………………………………………………………………………. $ $ 6,938,926 82,722 $ (17,528) $ 7,004,120
Income from operations before non-operating items,
income taxes and minority interest…………………………………………… 103,088 9,059 - 112,147
Total assets……………………………………………………………………… 1,841,369 117,818 (72,084) 1,887,103
Fiscal Year ended November 30, 2008:
Revenue…………………………………………………………………………. $ $ 7,674,048 113,998 $ (19,816) $ 7,768,230
Income from operations before non-operating items,
income taxes and minority interest…………………………………………… 138,826 13,022 - 151,848
Total assets……………………………………………………………………… 1,951,024 165,648 (83,792) 2,032,880
Financial Synergies: Revenue Generation, Margin Enhancing, Reduced Costs,
Income Diversification, Cash Flow Complementary
78
79. Balance Sheet Specifics
Maintaining Good Liquidity
Good Access to Capital
Ample Cash Availability
Excellent Banking Relationships
79
80. Balance Sheet Specifics
- Maintaining Good Liquidity
Net Current Assets Ratio Remains Healthy
Maintaining Good Liquidity
– Liquid assets trends consistently in range of 1.5
times current liabilities
– We expect liquidity to increase in soft economic
environment, thereby further improving the ratio
– No deterioration in Cash Conversion Cycle
Good Access to Capital
Ample Cash Availability
Excellent Banking Relationships
80
81. Balance Sheet Specifics
- Good Access to Capital, Ample Cash Availability
Good Access to Capital
Maintaining Good Liquidity
– Available corporate credit up to $430M
– “Accordion” feature can increase facilities by
Good Access to Capital $120M additional credit when desired
– $390M in eligible assets today
Ample Cash Availability
Ample Cash Availability
Excellent Banking Relationships
– $150M in available borrowing today
81
82. Balance Sheet Specifics
- Excellent Banking Relationships
Excellent Banking Relationships
Maintaining Good Liquidity
– Recently refinanced working capital lines
– Increased flexibility of terms for business growth
Good Access to Capital
– Non constraining covenants
– Comparable effective interest rates
Ample Cash Availability
Excellent Banking Relationships
82
83. Excellent Banking Relationships
- Corporate Working Capital Line Refinancing, January 2009
AR Securitization Revolving ABL Credit Facility
– 364 day facility – Line matures in February 2011
– $350M credit – $80M credit
– CP + 150 bps – Can increase to $150M
– LIBOR +250 bps or Prime
2 Financial Covenants
2 Financial Covenants
– Fixed Charge Coverage Ratio – same covenant
as revolver – Fixed Charge Coverage Ratio of 1.25 : 1.00
– Net Worth – same covenant as revolver – Minimum Net Worth of $429.3M
Increased Flexibility
Increased Flexibility
– More room for M&A – same terms as revolver
– More room for M&A
– Others
– Others
83
84. Financial Misnomers / Questions
“Over leveraged: Debt to capitalization ratio too hard to manage in weak
economy?”
“Weak economy could cause goodwill charges. Could this cause a covenant
default?”
“How can SYNNEX continue to perform in headwinds of weak economy?”
84
85. Financial Misnomers / Questions
- Capital Structure
SYNNEX Capitalization
Total Debt to Cap Ratio is 44.8% 11/30/2008
– Low 40’s range selected intentionally Securitization (1) $266.4
– Use of debt lowers cost of capital, allows SYNNEX Revolver $110.0
to optimize WACC Converts (4% due 2013) $143.8
Other (2) $31.8
Fixed-term debt to cap ratio is 14.0%
Total Debt $551.9
– Fixed debt has static service requirements
Total Equity $679.8
Remaining debt from working capital
Core IT
Total Capitalization $1,231.7
distribution
lines services
(3)
Fixed Debt to Capitalization 14.0%
– Lines flex with working capital requirements
– Don’t have static service requirements
Working Capital Lines to Capitalization 30.8%
– At yearend lines were 30.8% of total
capitalization Supply chain management
services / Contract
(1) Includes $59M in Canadian off balance sheet AR line.
assembly services
(2) Primarily term debt of subsidiaries.
(3) Includes converts and Other.
85
86. Financial Misnomers / Questions
– Debt Management Shown to be Consistently Managed
Debt to cap ratio consistently managed SYNNEX’ Debt to Cap Ratio
over the years
– Managed in 40 to 45 range since IPO
Working capital lines flex with
economic environment
– Provide ultimate flexibility for seasonal business
– Natural debt “right sizing” as cash to cash cycle
Core IT
is managed distribution
– Slow growth uses less cash, thus less debt to services
service
Increased flexibility Supply chain management
services / Contract
– More room for M&A assembly services
86
87. Financial Misnomers / Questions
- 2008 Working Capital Management Shown to Improve
48
46
44
42
40
38
36
34
32
30
Q108 Q208 Q308 Q408
DSO DIO
SYNNEX’ working capital lines flex with working capital requirements
-Naturally “right size” debt with proper working capital management
87
88. Financial Misnomers / Questions
“Over leveraged: Debt to cap ratio too hard to manage in weak economy?”
“Weak economy could cause goodwill charges. Could this cause a covenant
default?”
“How can SYNNEX continue to perform in headwinds of weak economy?”
88
89. Financial Misnomers / Questions
- Debt Covenants
Pro Forma
Actual
11/30/2008 11/30/2008
Fixed Charge Coverage Ratio
No Write-offs 1.63 1.63
Fixed Charge Coverage Ratio
With Goodwill Charge No Effect
With Goodwill and Intangible Charge No Effect
Required 1.25 1.25
Net Worth 679,935
605,973 (a)
With Goodwill Charge
588,724 (b)
With Goodwill and Intangible Charge
Required 429,287 429,287
(a) Goodwill was $113,438 as of November 30, 2008.
(b) Goodwill and intangibles were $139,894 as of November 30, 2008
89
90. Financial Misnomers / Questions
- Debt Covenants: “What If Scenarios” Intangible Impairment
Pro Forma
Actual
11/30/2008 11/30/2008
Fixed Charge Coverage Ratio
No Write-offs 1.63 1.63
With Goodwill Charge No Effect
With Goodwill and Intangible Charge No Effect
Required 1.25 1.25
Net Worth 679,935
605,973 (a)
With Goodwill Charge
588,724 (b)
With Goodwill and Intangible Charge
Required 429,287 429,287
(a) Goodwill was $113,438 as of November 30, 2008.
(b) Goodwill and intangibles were $139,894 as of November 30, 2008
Key take-away: SYNNEX has no liquidity impact in any impairment scenario.
90
91. SYNNEX Financial Position - Misnomers
“Over leveraged: Debt to cap ratio too hard to manage in weak economy?”
“Weak economy could cause goodwill charges. Could this cause a covenant
default?”
“How can SYNNEX continue to perform in headwinds of weak economy?”
91
92. Financial Misnomers / Questions
- SYNNEX Earnings Model Proves to be Flexible, Sustainable
SYNNEX called a weak economy heading into 2008 and still delivered substantial
EPS and ROIC growth
Flexible cost structure – substantial part of our industry leading SG&A margin
made up of variable costs
Minimal risks
- Income diversification comes through our business model and adjacent market segment penetration, not
geography where risk is greater
- North America is relatively more stable and expected to lead world out of recession
Of course no guarantees, but consider SYNNEX’ past and recent performance
- 86 quarters of consecutive profitability; record performances in 2008
92
93. Valuation Considerations
Solving for the misnomers and questions
Considering the embedded value of Business Process Outsourcing with SYNNEX
Global Business
Back to basics valuation techniques
TTM Annual EPS Revenue
Op Margin (1) ROIC (1) Growth (1) Growth (1)
FWD P/E
5.3 2.0% 8.5% 28.9% 10.9%
9.6 1.1% 8.2% -17.5% -0.9%
IM
8.6 0.9% 5.8% -18.2% 4.8%
TECD
Note:
(1) Annualized numbers for IM and TECD are based on the prior three quarters of actual results for each companies respective fiscal year plus analyst
estimates for the final quarter for each companies respective fiscal year.
93
94. Valuation Considerations
Solving for the misnomers and questions
Considering the embedded value of Business Process Outsourcing with SYNNEX
Global Business
– BPO has an historical P/E ratio that is as much as 2 to 3 times traditional distribution multiples
– BPO has experienced industry growth rates of 18 to 20%
– SYNNEX GSB has grown revenue at a 2-year CAGR of 69% with an operating income CAGR of 86%
– SYNNEX GSB contributing in range of 10% of SYNNEX earnings, and growing
Back to basics valuation techniques
– With balance sheet concerns minimized, valuation ought to be based on growth in income and
returns
– SYNNEX has established a more profitable business model than traditional distribution which has
traditional P/Es of 10 to 14 times earnings
– SYNNEX distribution segment margins well surpass those of the traditional broadline space
– SYNNEX has clearly differentiated its model as more profitable and sustainable
94
95. Key Take-Away Thoughts
Our business is differentiated and as a result, our financial results also stand out
We have a flexible, sustainable earnings model and a strong, healthy balance sheet
Our debt and capital structure is strategic and readily manageable; we have no
concerns about covenants, liquidity, or cash availability
We have performed well in prior weak economies and are we are succeeding
during the current weak economy as well
We believe current and even traditional distribution valuations overlook the
embedded value of the BPO business of SYNNEX’ SGB segment
Given our low risk profile and our superior financial track record, at a fwd P/E of 5
times earnings, SYNNEX represents a significant value to investors
95
96. Thank you for your attention today. We would like
to open the discussion up for your questions.