This document contains forward-looking statements by a company and its management regarding future performance. These statements are predictions and not guarantees. Readers are cautioned that actual results may differ from projected results due to various risks and uncertainties. Historical financial data is also presented regarding the company's revenues, profits, expenses, capitalization, and same-store sales growth. The company's strategic plans to improve performance through initiatives regarding used vehicles, parts and service, marketing, associate training, and financial management are summarized.
This document provides an investor presentation on BRMALLS, the largest shopping mall company in Brazil. It highlights that the Brazilian shopping mall industry offers strong growth potential as it remains underdeveloped compared to other markets. BRMALLS is highlighted as the largest and best operator in the sector, with the fastest growth and best key performance indicators. The presentation outlines BRMALLS' strategy to achieve R$1 billion in EBITDA by 2013 through acquisitions, greenfield developments, and same-store NOI growth, representing a 34.4% CAGR from 2010-2013. Acquisitions are projected to increase BRMALLS' GLA by 14% and NOI by 34% through 2013.
This document provides an overview of The Sherwin-Williams Company to investors. It discusses the coatings industry and Sherwin-Williams' position as a top manufacturer. It highlights Sherwin-Williams' diversified customer base in architectural, industrial, and OEM coatings. It also outlines the company's controlled distribution network, leading brands, investment in technology, acquisition strategy, and financial strength.
This document summarizes a presentation given by George Buckley, CEO of 3M Company, at the 2008 JPMorgan Basics and Industrials Conference. The presentation outlines 3M's recent financial performance, including 9% sales growth and 8% EPS growth in Q1 2008 despite a tough US economy. It also describes 3M's unparalleled and diverse product portfolio, focus on international operations, innovation, and financial strength. The presentation aims to demonstrate 3M's ability to deliver accelerated growth, premium returns, and enhanced shareholder value.
The presentation discusses Sherwin-Williams, a global coatings manufacturer. It provides an overview of the company, the coatings industry, and Sherwin-Williams' competitive advantages. These include a diversified customer base, controlled distribution network, leading brands, investment in technology, and a strategy of growth through acquisitions. Financial highlights show Sherwin-Williams has maintained profitability and strong cash flows despite challenges in its end markets.
Luminex Corporation reported financial results for the 4th quarter and full year 2010. Revenue for 4Q 2010 was a record $41.2 million, an 8% increase over 4Q 2009. Key revenue segments grew, including consumables up 49% and royalties up 26%. Net income was $3.2 million. For full year 2010, revenue was $141.6 million, a 20.9 million increase over 2009. Luminex provided guidance for 2011, expecting revenue between $163-170 million, representing up to 20% growth over 2010. The company cited new product launches and international expansion as growth drivers for 2011.
CPFL Energia is a leading private electricity company in Brazil. In the first nine months of 2004, it had net revenues of over R$5 billion and EBITDA of R$1.1 billion. It operates in distribution, commercialization, and generation of electricity, with distribution making up the largest portion of its EBITDA. CPFL Energia is focusing on reducing debt levels and increasing investments in generation projects to drive future growth.
The summary is:
[1] Hering reported strong growth in the third quarter of 2009 with total gross revenue increasing 34.7% and domestic market revenue growing 40.3%.
[2] EBITDA margin expanded 5.5 percentage points to 21.9% due to increased sales and fixed cost leverage.
[3] The company continues expanding
The document summarizes Patrick Campbell's presentation at the 2008 Citigroup Global Industrial Manufacturing Conference about 3M Company's performance and outlook. The presentation highlights 3M's track record of accelerated growth, premium returns, and enhanced shareholder value. It also reviews 3M's recent financial performance, diverse business portfolio, international operations, innovation initiatives, and financial strength to support continued growth in 2008.
This document provides an investor presentation on BRMALLS, the largest shopping mall company in Brazil. It highlights that the Brazilian shopping mall industry offers strong growth potential as it remains underdeveloped compared to other markets. BRMALLS is highlighted as the largest and best operator in the sector, with the fastest growth and best key performance indicators. The presentation outlines BRMALLS' strategy to achieve R$1 billion in EBITDA by 2013 through acquisitions, greenfield developments, and same-store NOI growth, representing a 34.4% CAGR from 2010-2013. Acquisitions are projected to increase BRMALLS' GLA by 14% and NOI by 34% through 2013.
This document provides an overview of The Sherwin-Williams Company to investors. It discusses the coatings industry and Sherwin-Williams' position as a top manufacturer. It highlights Sherwin-Williams' diversified customer base in architectural, industrial, and OEM coatings. It also outlines the company's controlled distribution network, leading brands, investment in technology, acquisition strategy, and financial strength.
This document summarizes a presentation given by George Buckley, CEO of 3M Company, at the 2008 JPMorgan Basics and Industrials Conference. The presentation outlines 3M's recent financial performance, including 9% sales growth and 8% EPS growth in Q1 2008 despite a tough US economy. It also describes 3M's unparalleled and diverse product portfolio, focus on international operations, innovation, and financial strength. The presentation aims to demonstrate 3M's ability to deliver accelerated growth, premium returns, and enhanced shareholder value.
The presentation discusses Sherwin-Williams, a global coatings manufacturer. It provides an overview of the company, the coatings industry, and Sherwin-Williams' competitive advantages. These include a diversified customer base, controlled distribution network, leading brands, investment in technology, and a strategy of growth through acquisitions. Financial highlights show Sherwin-Williams has maintained profitability and strong cash flows despite challenges in its end markets.
Luminex Corporation reported financial results for the 4th quarter and full year 2010. Revenue for 4Q 2010 was a record $41.2 million, an 8% increase over 4Q 2009. Key revenue segments grew, including consumables up 49% and royalties up 26%. Net income was $3.2 million. For full year 2010, revenue was $141.6 million, a 20.9 million increase over 2009. Luminex provided guidance for 2011, expecting revenue between $163-170 million, representing up to 20% growth over 2010. The company cited new product launches and international expansion as growth drivers for 2011.
CPFL Energia is a leading private electricity company in Brazil. In the first nine months of 2004, it had net revenues of over R$5 billion and EBITDA of R$1.1 billion. It operates in distribution, commercialization, and generation of electricity, with distribution making up the largest portion of its EBITDA. CPFL Energia is focusing on reducing debt levels and increasing investments in generation projects to drive future growth.
The summary is:
[1] Hering reported strong growth in the third quarter of 2009 with total gross revenue increasing 34.7% and domestic market revenue growing 40.3%.
[2] EBITDA margin expanded 5.5 percentage points to 21.9% due to increased sales and fixed cost leverage.
[3] The company continues expanding
The document summarizes Patrick Campbell's presentation at the 2008 Citigroup Global Industrial Manufacturing Conference about 3M Company's performance and outlook. The presentation highlights 3M's track record of accelerated growth, premium returns, and enhanced shareholder value. It also reviews 3M's recent financial performance, diverse business portfolio, international operations, innovation initiatives, and financial strength to support continued growth in 2008.
2011 September Investor Presentation Updatecarlisle_com
The presentation discusses Carlisle Companies, which operates in 5 segments. It notes that forward-looking statements may differ from actual results. The segments are described along with end markets, revenue sources, and sales/EBIT data. Carlisle has a strong balance sheet with available debt capacity and a debt to EBITDA ratio of 1.6. The company's strategy is to achieve $5 billion in sales, 15% EBIT margins, 30% international revenue, 15% ROIC, and 15% working capital to sales through its operating system, new products, global expansion, and acquisitions.
This document provides a summary of 4Q07 results for a real estate company. It highlights that:
1) NOI grew 15.8% year-over-year and margins increased from 81.1% to 86.8% due to organic growth and acquisitions.
2) The company acquired 8 malls in 4Q07 and 39 malls total in 2007, exceeding NOI projections for acquired assets.
3) Announced plans to develop 3 new malls and expand 9 existing malls, adding over 200,000 square meters of space by 2010.
4) Financial results showed strong growth in revenues, EBITDA, and FFO compared to prior year and projections
Health care marketers face challenges with tight budgets and changing patient and physician expectations. While traditional challenges remain top priorities, new trends around digital media and empowered patients are not fully addressed. Marketers plan to use traditional tactics but also leverage online channels in a conservative way. To succeed, marketers will need skills beyond traditional health care roles, such as creativity and communication.
The presentation provides an overview of Carlisle Companies and its business segments. It discusses Carlisle's strategic focus on achieving $5 billion in sales, 15% EBIT margins, 30% of revenue from outside the US, 15% return on invested capital, and 15% working capital to sales ratio. The presentation also outlines Carlisle's strategic actions to acquire companies and issue bonds to fund acquisitions, as well as its Carlisle Operating System initiative to improve operations and generate cost savings.
This document provides an overview of Tata Motors' annual analyst meet. It discusses the company's financial performance in FY06, key challenges in the automotive industry, and Tata Motors' strategies for growth. Specifically:
- Tata Motors outperformed the domestic automotive industry in FY06, with 13.6% revenue growth, aided by new product launches.
- The company gained market share in commercial vehicles and passenger vehicles. International business revenues grew significantly.
- Tata Motors pursued aggressive cost reduction efforts and successfully maintained a negative working capital position.
- Going forward, the company aims to fund capex through internal cash flows and expand its domestic, international and non-autom
Tim Presentation Deutsche Conference Set09 EngTIM RI
This document provides an agenda and overview of TIM ParticipaçÃμes S.A.'s re-launch plan, key actions, second quarter results, and long-term platform. The summary is:
1) TIM outlined a re-launch plan focusing on improving the brand, network quality, customer service, offerings, sales force, and efficiency to reverse market share losses.
2) In the second quarter, TIM achieved flat total revenues through structural profitability increases from cost reductions despite revenue declines.
3) Looking ahead, TIM aims to build a solid growth platform by continuing its re-launch initiatives and capitalizing on its improved position in the mobile market.
Cia Hering presented operational and financial results for 3Q07, highlighting a 22.2% increase in domestic market gross revenue. Same-store sales grew 30.6% at owned Hering Stores and 20.7% at franchises. EBITDA was up 17% in August-September over the prior year. The company opened 5 new stores in 3Q07 as part of its expansion plan and saw a strong increase in stock market indicators as shares rose 189% over the period. Cia Hering also outlined its business strategy, which includes launching a Hering Store credit card and hiring new executives to support growth initiatives.
Marfrig reported net income of R$34.5 million in the first quarter of 2012, reversing a loss in the same quarter of the previous year. Key highlights include a 10% increase in gross profit compared to Q1 2011, a 22% increase in EBITDA, and improved margins. Exports decreased 11% year-over-year due to high inventories decreasing demand in key markets. The company continued its strategy of increasing higher-margin processed foods as a percentage of total sales.
1) Marico reported a 13.4% increase in quarterly revenue to Rs. 790.1 crore, above estimates, led by 16% volume growth in its core brands Parachute and Saffola.
2) Earnings grew 27% to Rs. 73.7 crore after adjusting for tax rate declines, despite margins contracting.
3) The analyst upgrades Marico stock from "Reduce" to "Neutral" and increases earnings estimates by 2-3% based on strong volume growth and lower taxes boosting profits.
Piaggio Group reported financial results for the first nine months of 2011. Net sales increased 2% overall and 4.5% excluding foreign exchange impacts. Growth was driven by strong performance in emerging markets like Asia Pacific (+31%) and India (+6.5%). Emerging markets now represent 46% of total sales, up 3 percentage points. EBITDA and net income were stable compared to the prior year despite one-time restructuring costs and negative foreign exchange effects. The net financial position improved by €20 million compared to the end of 2010 due to tight working capital controls and cash flow generation, despite higher capital expenditures to support growth in emerging countries.
emerson electricl Electrical Products Group Conferencefinance12
- Emerson reported strong financial performance in 2007 and expects continued growth in 2008, driven by international expansion and emerging markets.
- Key strategies include strengthening business platforms, pursuing technology leadership, globalizing assets, and improving efficiency.
- Emerging markets now account for over 30% of sales and are growing twice as fast as mature markets, with Asia Pacific expected to reach $4B in sales in 2008.
- International sales surpassed the United States in 2007 and are projected to reach 54% of total sales by 2008, highlighting Emerson's increasing global footprint.
HT Media reported strong results for 1QFY2011 with revenues growing 22% year-over-year to Rs. 402.8 crore, driven by growth in advertising, circulation, radio, and internet revenues. Operating profits grew 55% to Rs. 78.6 crore due to a 410 basis point expansion in operating margins to 19.5% on the back of a 520 basis point increase in gross margins. Net profits increased 43.5% to Rs. 40.2 crore despite a rise in taxes and fall in other income, aided by top-line growth and lower interest costs. The company continued to see traction in its new businesses such as radio and internet.
1) Avery Dennison presented preliminary financial results for the first half of 2006, showing earnings per share up 14% due to improved margins.
2) Key priorities include maintaining pricing discipline, achieving $85-100 million in annual savings from restructuring, and accelerating organic sales growth to a target range of 4-6% over the medium term.
3) Emerging markets are seen as a major growth driver, expected to increase their contribution to overall growth and profitability significantly by 2010.
This presentation provides an overview of Cia. Hering's 1Q09 performance and business strategy. Some key points:
- 1Q09 gross revenue increased 42.6% year-over-year driven by a 48.3% increase in Hering brand sales. Same-store sales grew 19%.
- EBITDA margin was 15.2%, up from 14.3% in 1Q08. Excluding an inventory adjustment, gross margin would have been 42.4%.
- The company opened 1 new Hering store in 1Q09 and has plans to open 38 Hering stores and 8 PUC stores in 2009.
- Cia. Hering will continue expanding its H
This document provides an investor presentation for Best Buy Co., Inc. from April 2007. It summarizes Best Buy's market share and growth in the United States and Canada. Best Buy has achieved 20% market share in the US and over 30% in Canada. The presentation outlines Best Buy's strategies for continued growth, including expanding its store base, developing new store formats, growing private label offerings, and expanding services. It also discusses Best Buy's international expansion into China and plans to test new markets in Mexico and Turkey.
This document contains forward-looking statements about Sherwin-Williams' sales, earnings, and other matters that are based on management's current expectations and are subject to risks. It discusses Sherwin-Williams' financial highlights for 2007 including net sales, EBITDA, income, earnings per share, and return on assets. It also provides an overview of the global and U.S. coatings industry, Sherwin-Williams' operating segments, and its strategies for future growth.
This document provides an overview of Goodrich Corporation presented at the Morgan Stanley Global Industrials CEOs Unplugged Conference on September 10, 2008. Key points include: Goodrich has a balanced portfolio and business mix with 45% of sales from aftermarket; sales are expected to continue growing due to new aircraft platforms and programs; the large commercial aircraft fleet is growing and provides a major opportunity for aftermarket sales; and Goodrich is well positioned in both commercial and defense markets.
3bse061776 En Arkema Marseille Migrates To System 800xa Dcs FamilyThomas Björklund
The Arkema chemical plant in Marseille, France migrated its control system from Honeywell to ABB's System 800xA in order to modernize and make the system more efficient. The migration was performed online with minimal disruption to production and was completed on schedule and within budget. The new 800xA system provides Arkema with an integrated automation platform for current and future needs.
The document discusses various sailing events that took place between 2008 and 2009, including races like the Sydney Hobart Yacht Race, the Volvo Ocean Race, and Tall Ships competitions. Photos show sailing ships and crews in races, training exercises, and parades in locations around the world like Spain, Germany, France, Australia, the UK, Russia, and the US. Different types of vessels are mentioned, ranging from modern racing yachts to historic tall ships and replicas of ancient vessels.
Celebrations of the Nativity of our Lady! Nativity of our Lady or Monti Fest is a big celebration in India that is equivalent with Christmas. Here are the two traditions ~ one from St.Mary's Basilica, Bangalore, India and another from the Mangalorean Cutlure
2011 September Investor Presentation Updatecarlisle_com
The presentation discusses Carlisle Companies, which operates in 5 segments. It notes that forward-looking statements may differ from actual results. The segments are described along with end markets, revenue sources, and sales/EBIT data. Carlisle has a strong balance sheet with available debt capacity and a debt to EBITDA ratio of 1.6. The company's strategy is to achieve $5 billion in sales, 15% EBIT margins, 30% international revenue, 15% ROIC, and 15% working capital to sales through its operating system, new products, global expansion, and acquisitions.
This document provides a summary of 4Q07 results for a real estate company. It highlights that:
1) NOI grew 15.8% year-over-year and margins increased from 81.1% to 86.8% due to organic growth and acquisitions.
2) The company acquired 8 malls in 4Q07 and 39 malls total in 2007, exceeding NOI projections for acquired assets.
3) Announced plans to develop 3 new malls and expand 9 existing malls, adding over 200,000 square meters of space by 2010.
4) Financial results showed strong growth in revenues, EBITDA, and FFO compared to prior year and projections
Health care marketers face challenges with tight budgets and changing patient and physician expectations. While traditional challenges remain top priorities, new trends around digital media and empowered patients are not fully addressed. Marketers plan to use traditional tactics but also leverage online channels in a conservative way. To succeed, marketers will need skills beyond traditional health care roles, such as creativity and communication.
The presentation provides an overview of Carlisle Companies and its business segments. It discusses Carlisle's strategic focus on achieving $5 billion in sales, 15% EBIT margins, 30% of revenue from outside the US, 15% return on invested capital, and 15% working capital to sales ratio. The presentation also outlines Carlisle's strategic actions to acquire companies and issue bonds to fund acquisitions, as well as its Carlisle Operating System initiative to improve operations and generate cost savings.
This document provides an overview of Tata Motors' annual analyst meet. It discusses the company's financial performance in FY06, key challenges in the automotive industry, and Tata Motors' strategies for growth. Specifically:
- Tata Motors outperformed the domestic automotive industry in FY06, with 13.6% revenue growth, aided by new product launches.
- The company gained market share in commercial vehicles and passenger vehicles. International business revenues grew significantly.
- Tata Motors pursued aggressive cost reduction efforts and successfully maintained a negative working capital position.
- Going forward, the company aims to fund capex through internal cash flows and expand its domestic, international and non-autom
Tim Presentation Deutsche Conference Set09 EngTIM RI
This document provides an agenda and overview of TIM ParticipaçÃμes S.A.'s re-launch plan, key actions, second quarter results, and long-term platform. The summary is:
1) TIM outlined a re-launch plan focusing on improving the brand, network quality, customer service, offerings, sales force, and efficiency to reverse market share losses.
2) In the second quarter, TIM achieved flat total revenues through structural profitability increases from cost reductions despite revenue declines.
3) Looking ahead, TIM aims to build a solid growth platform by continuing its re-launch initiatives and capitalizing on its improved position in the mobile market.
Cia Hering presented operational and financial results for 3Q07, highlighting a 22.2% increase in domestic market gross revenue. Same-store sales grew 30.6% at owned Hering Stores and 20.7% at franchises. EBITDA was up 17% in August-September over the prior year. The company opened 5 new stores in 3Q07 as part of its expansion plan and saw a strong increase in stock market indicators as shares rose 189% over the period. Cia Hering also outlined its business strategy, which includes launching a Hering Store credit card and hiring new executives to support growth initiatives.
Marfrig reported net income of R$34.5 million in the first quarter of 2012, reversing a loss in the same quarter of the previous year. Key highlights include a 10% increase in gross profit compared to Q1 2011, a 22% increase in EBITDA, and improved margins. Exports decreased 11% year-over-year due to high inventories decreasing demand in key markets. The company continued its strategy of increasing higher-margin processed foods as a percentage of total sales.
1) Marico reported a 13.4% increase in quarterly revenue to Rs. 790.1 crore, above estimates, led by 16% volume growth in its core brands Parachute and Saffola.
2) Earnings grew 27% to Rs. 73.7 crore after adjusting for tax rate declines, despite margins contracting.
3) The analyst upgrades Marico stock from "Reduce" to "Neutral" and increases earnings estimates by 2-3% based on strong volume growth and lower taxes boosting profits.
Piaggio Group reported financial results for the first nine months of 2011. Net sales increased 2% overall and 4.5% excluding foreign exchange impacts. Growth was driven by strong performance in emerging markets like Asia Pacific (+31%) and India (+6.5%). Emerging markets now represent 46% of total sales, up 3 percentage points. EBITDA and net income were stable compared to the prior year despite one-time restructuring costs and negative foreign exchange effects. The net financial position improved by €20 million compared to the end of 2010 due to tight working capital controls and cash flow generation, despite higher capital expenditures to support growth in emerging countries.
emerson electricl Electrical Products Group Conferencefinance12
- Emerson reported strong financial performance in 2007 and expects continued growth in 2008, driven by international expansion and emerging markets.
- Key strategies include strengthening business platforms, pursuing technology leadership, globalizing assets, and improving efficiency.
- Emerging markets now account for over 30% of sales and are growing twice as fast as mature markets, with Asia Pacific expected to reach $4B in sales in 2008.
- International sales surpassed the United States in 2007 and are projected to reach 54% of total sales by 2008, highlighting Emerson's increasing global footprint.
HT Media reported strong results for 1QFY2011 with revenues growing 22% year-over-year to Rs. 402.8 crore, driven by growth in advertising, circulation, radio, and internet revenues. Operating profits grew 55% to Rs. 78.6 crore due to a 410 basis point expansion in operating margins to 19.5% on the back of a 520 basis point increase in gross margins. Net profits increased 43.5% to Rs. 40.2 crore despite a rise in taxes and fall in other income, aided by top-line growth and lower interest costs. The company continued to see traction in its new businesses such as radio and internet.
1) Avery Dennison presented preliminary financial results for the first half of 2006, showing earnings per share up 14% due to improved margins.
2) Key priorities include maintaining pricing discipline, achieving $85-100 million in annual savings from restructuring, and accelerating organic sales growth to a target range of 4-6% over the medium term.
3) Emerging markets are seen as a major growth driver, expected to increase their contribution to overall growth and profitability significantly by 2010.
This presentation provides an overview of Cia. Hering's 1Q09 performance and business strategy. Some key points:
- 1Q09 gross revenue increased 42.6% year-over-year driven by a 48.3% increase in Hering brand sales. Same-store sales grew 19%.
- EBITDA margin was 15.2%, up from 14.3% in 1Q08. Excluding an inventory adjustment, gross margin would have been 42.4%.
- The company opened 1 new Hering store in 1Q09 and has plans to open 38 Hering stores and 8 PUC stores in 2009.
- Cia. Hering will continue expanding its H
This document provides an investor presentation for Best Buy Co., Inc. from April 2007. It summarizes Best Buy's market share and growth in the United States and Canada. Best Buy has achieved 20% market share in the US and over 30% in Canada. The presentation outlines Best Buy's strategies for continued growth, including expanding its store base, developing new store formats, growing private label offerings, and expanding services. It also discusses Best Buy's international expansion into China and plans to test new markets in Mexico and Turkey.
This document contains forward-looking statements about Sherwin-Williams' sales, earnings, and other matters that are based on management's current expectations and are subject to risks. It discusses Sherwin-Williams' financial highlights for 2007 including net sales, EBITDA, income, earnings per share, and return on assets. It also provides an overview of the global and U.S. coatings industry, Sherwin-Williams' operating segments, and its strategies for future growth.
This document provides an overview of Goodrich Corporation presented at the Morgan Stanley Global Industrials CEOs Unplugged Conference on September 10, 2008. Key points include: Goodrich has a balanced portfolio and business mix with 45% of sales from aftermarket; sales are expected to continue growing due to new aircraft platforms and programs; the large commercial aircraft fleet is growing and provides a major opportunity for aftermarket sales; and Goodrich is well positioned in both commercial and defense markets.
3bse061776 En Arkema Marseille Migrates To System 800xa Dcs FamilyThomas Björklund
The Arkema chemical plant in Marseille, France migrated its control system from Honeywell to ABB's System 800xA in order to modernize and make the system more efficient. The migration was performed online with minimal disruption to production and was completed on schedule and within budget. The new 800xA system provides Arkema with an integrated automation platform for current and future needs.
The document discusses various sailing events that took place between 2008 and 2009, including races like the Sydney Hobart Yacht Race, the Volvo Ocean Race, and Tall Ships competitions. Photos show sailing ships and crews in races, training exercises, and parades in locations around the world like Spain, Germany, France, Australia, the UK, Russia, and the US. Different types of vessels are mentioned, ranging from modern racing yachts to historic tall ships and replicas of ancient vessels.
Celebrations of the Nativity of our Lady! Nativity of our Lady or Monti Fest is a big celebration in India that is equivalent with Christmas. Here are the two traditions ~ one from St.Mary's Basilica, Bangalore, India and another from the Mangalorean Cutlure
The document is the transcript of a conference call by Ameriprise Financial discussing their 4Q07 earnings.
- Ameriprise reported solid operating results for the quarter and full year 2007 despite tough market conditions, with revenue growth of 8% and adjusted EPS growth of 14%.
- The company's balance sheet remained strong without significant write-downs, due to their conservative risk management approach.
- Looking ahead, Ameriprise plans to manage expenses prudently while continuing to invest in long-term growth, in order to navigate the difficult market environment.
- Ameriprise Financial reported a 14% increase in net income for Q1 2007 to $165 million compared to Q1 2006. Adjusted earnings, which exclude non-recurring separation costs, increased 16% to $220 million.
- Revenues grew 6% to $2.1 billion, driven by 11% growth in management fees and 14% growth in distribution fees. However, net investment income declined 10% due to lower balances in annuity fixed accounts and certificates.
- Earnings growth was achieved through a strategic shift toward fee-based products and greater advisor productivity, though this was partially offset by declines in spread income from annuity and certificate businesses.
Bitou Cape Trail is a hiking trail in northern Taiwan that offers scenic views. The trail is divided into three sections and passes towering sea cliffs, sea-eroded landforms, and Bitou Cape Lighthouse, which stands 120 meters above sea level. Hikers can enjoy ocean vistas and the meeting of the East China Sea and Pacific Ocean waves from the lighthouse.
The 1999 Nordstrom annual report discusses the company's transition to better position itself for future competition. While sales growth was achieved through new store openings, existing store sales did not grow as expected due to excess inventory levels. The company took steps to better align inventory levels with sales. It also streamlined its buying structure to improve accountability and gain leverage in the market. Going forward, Nordstrom aims to generate quality sales growth from both new and existing stores through various new initiatives focused on the customer experience.
sonic automotive SAHPressReleaseQ208July29finance43
This document contains a cautionary notice regarding forward-looking statements in the company's presentations. These statements are predictions and not historical facts, and involve risks and uncertainties that could cause actual results to differ materially. The document also reviews the company's second quarter 2008 earnings, including declines in revenue, income, and EPS compared to the prior year. Key factors like falling new vehicle sales and rising inventory are negatively impacting the industry and the company's performance.
sonic automotive SAHPressReleaseQ208July29finance43
This document contains a cautionary notice regarding forward-looking statements in the company's presentations. These statements are predictions and not guarantees of future performance, and involve risks and uncertainties. Actual results may differ from projections. It also lists risk factors in the company's Form 10-Q that could adversely affect actual performance.
The document summarizes Ideiasnet's 3Q08 financial results. Key highlights include:
- Net revenue grew 17.7% to R$231.4 million in 3Q08 compared to 3Q07.
- EBITDA grew 64% to R$7.4 million in 3Q08 compared to 3Q07.
- The company invested R$10.1 million in its portfolio companies in 3Q08, including Bolsa de Mulher, Spring Wireless, and Automatos.
- At the end of 3Q08, Ideiasnet had a net credit position of R$2.6 million after being in a net debt position previously.
This presentation discusses the capital structure, market potential, and growth of CCDI, a Brazilian real estate development company. Key points include:
- CCDI had an IPO in January 2007 that raised R$522 million and today has a market capitalization of R$1.1 billion.
- The company has diversified its real estate portfolio across multiple regions and housing segments of Brazil.
- Favorable economic conditions like low interest rates and a growing middle class are increasing the market potential for real estate in Brazil. Government support for housing is also helping drive growth.
- Between 2003-2007, CCDI launched over 20 real estate projects with a 178% increase in launchings from 2006
In 3 sentences:
BRMalls reported excellent operating and financial results for 2Q08, with NOI growth of 102.2% and same-property NOI growth of 20.9%. Strong performance from their malls included same-store sales growth of 10.8% and rent growth of 9.5%. BRMalls also demonstrated a solid financial position with a long-term debt profile and R$911 million in cash.
In 3 sentences:
BRMalls reported excellent operating and financial results for 2Q08, with NOI growth of 102.2% and same-property NOI growth of 20.9%. Strong performance from their malls included same-store sales growth of 10.8% and rent growth of 9.5%. BRMalls also demonstrated a solid financial position with a long-term debt profile and R$911 million in cash.
This document contains a summary of Cia. Hering's 2Q09 performance and business outlook:
- Gross revenue grew 48.9% in the domestic market and Hering brand sales increased 57.7%. Same-store sales grew 29.3% and EBITDA margin increased 4.1 percentage points.
- 14 new Hering stores and 2 new PUC stores were opened in 2Q09. The expansion plan aims to open 81 new stores by the end of 2010.
- Capex was invested in store openings, remodels, and industrial equipment upgrades. Financial results improved due to exchange rate variations and derivative reversals.
- Shareholders were paid dividends and interest on
The document summarizes JP Morgan's Basics & Industrial Conference presentation by Robert Kuhbach and Paul Goldberg of Dover Corporation. Some key points:
1) Dover reported record financial results in 2007 and strong performance in Q1 2008 with 8% revenue growth and 16% higher earnings per share.
2) Dover recently reorganized into a new four segment structure that improves clarity and visibility, and is developing growth platforms.
3) Dover focuses on strategic capital allocation to support value-creating acquisitions and shareholder returns through dividend growth and share repurchases.
The document summarizes JP Morgan's Basics & Industrial Conference presentation by Robert Kuhbach and Paul Goldberg of Dover Corporation. Some key points:
1) Dover reported record financial results in 2007 and strong performance in Q1 2008 with 8% revenue growth and 16% higher earnings per share.
2) Dover recently reorganized into a new four segment structure that improves clarity and visibility into its operations.
3) The presentation outlines Dover's growth platforms, strategic capital allocation approach, and performance targets. Dover expects mid-single digit organic growth in 2008 and 50-75 basis points of margin improvement.
BRMALLS reported strong financial and operating results for 1Q09. Same-property NOI grew 19.5% and adjusted EBITDA grew 35.4% over 1Q08. Occupancy reached a record high of 96.9%. Satellite stores posted 9.2% same-store sales growth. 181 leases were signed, with spreads of 17.7% for renewals and 9.0% for new contracts. The company has a solid financial position with R$730.2 million in cash and a long-term debt profile. Expansions and greenfield projects remain on track to drive future growth.
Avery Dennison reported its third quarter 2008 results. Revenue increased 3% to $1.72 billion due to currency effects, but organic revenue declined 2% due to slowing economic conditions. Operating income declined 6% to $96 million due to margin pressure from rising raw material costs outpacing price increases. For 2008, the company lowered its earnings guidance to $2.65-2.85 per share due to further weakening expected in Q4 from inventory reductions and economic uncertainty. It expects record free cash flow of $375 million despite the challenges.
Research shows the most successful companies use metrics and benchmarking as a key information and management tool. Benchmarks are used to help set internal targets, and gain agreement on the appropriate targets by providing neutral data to set performance expectations among the executive team. It is very easy to point fingers when you are only looking at internal data – using 3rdparty neutral data tends to focus everyone on problem solving rather than blaming or defensiveness.
Going Beyond Selling Cars to Win ClientsVivastream
The document discusses how an automotive company went beyond just selling cars to winning over clients. It implemented a 5-year program that provided dealers with tools like CRM, data analytics and direct marketing campaigns. This allowed dealers to generate 5 times more leads than the automaker's worldwide average and increase conversion rates. The program helped dealers personalize marketing, measure performance and identify opportunities to increase sales and loyalty.
This document is an investor presentation for The Timken Company from March 2009. It provides an overview of Timken's businesses, strategies, and financial performance. Key points include:
- Timken operates in industrial and automotive markets globally, with a focus on friction management and power transmission solutions.
- The company has transformed its portfolio in recent years through acquisitions and divestitures to focus on more profitable industrial sectors.
- Timken aims to enhance existing products/services, leverage technology, capture new opportunities, and improve efficiency to drive shareholder returns.
- The presentation reviews Timken's strategic focus areas and financial targets for 2009 and beyond across its business segments.
This document is an investor presentation for The Timken Company from March 2009. It provides an overview of Timken's businesses, strategies, and financial performance. Key points include:
- Timken operates in industrial and automotive markets globally, with a focus on friction management and power transmission solutions.
- The company has transformed its portfolio in recent years through acquisitions and divestitures to focus on more profitable industrial sectors.
- Timken aims to enhance existing products/services, leverage technology, capture new opportunities, and improve efficiency to drive shareholder returns.
- The presentation reviews Timken's strategic focus areas and financial targets for 2009 and beyond across its business segments.
Intact Financial Corporation presented an investor presentation in March 2010. The presentation highlighted Intact as the dominant property and casualty insurer in Canada, with over $4 billion in direct premiums written. Intact has substantial size and scale advantages over its competitors due to its market share leadership positions in key provinces and a track record of successful acquisitions. The presentation also noted Intact's consistent outperformance of the P&C insurance industry over 10 years in areas like premium growth, combined ratio, and return on equity. Intact aims to continue its strong organic growth through its large broker network and by targeting the growing 50+ demographic market.
The document is a slide presentation for an analyst conference call summarizing Piaggio Group's full year 2009 financial results. It shows that while net sales decreased 5.3% year-over-year, EBITDA increased 6.2% due to cost cutting measures. Net income also increased 9.4% despite the sales decline. The net financial position improved slightly from €359.7 million to €352 million due to positive operating cash flow and reductions in working capital and equity.
Avery Dennison reported its second quarter 2008 results. Revenue increased 20% year-over-year to $1.8 billion due to acquisitions, though organic revenue declined 1%. Net income increased 7% to $92.4 million. However, the company reduced its full year 2008 guidance due to significantly higher expected raw material costs and weaker global economic conditions. It now expects earnings per share of $3.35-$3.55, down from a prior estimate, but above $3.75-$3.95 excluding restructuring charges. The company will focus on price increases and productivity to offset inflation in the face of challenging market conditions.
Growing Your Business - Autotask ChannelNextJay McBain
A common misconception is that most solution provider businesses fared poorly during the economic downturn. While recent statistics show that 30% of IT businesses ceased operations in the past 24 months, a larger number grew their businesses by double digits, and some by triple digits.
Autotask Corporation’s Jay McBain is discussing new and innovative ways to expand your business and explain how successful solution providers survived the economic downturn by:
• Revisiting their business plan
• Seeking support from peer and community groups
• Expanding relationships with current clients
• Taking the initiative to carve out new market niches
Jay is also discussing potential new product and industry verticals as well as a methodology on building a strategic growth plan for your business.
Intact Financial Corporation presented its investor presentation for June 2010. The presentation highlighted Intact's position as the dominant property and casualty insurer in Canada with over $4 billion in annual premiums written. Intact has a significant scale advantage over its competitors and has consistently outperformed the industry on key metrics like combined ratio and return on equity. The presentation also summarized Intact's strong financial results for the first quarter of 2010, including net operating income per share growth of 62.1% and an annualized return on equity of 16.1%.
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The 1999 Nordstrom annual report discusses the company's transition to better position itself for future success and increased competition. Key points include:
- Sales growth was driven by new full-line store openings and Rack store expansion. However, inventory levels had expanded faster than sales.
- The company realigned its buying structure to streamline decision making and gain leverage in the market.
- Initiatives are outlined to drive quality sales growth from existing stores through listening to customers and inspiring brand loyalty.
- The company is well positioned for future growth through new store opportunities and adapting to changing customer demands.
This annual report from Nordstrom provides an overview of the company's financial performance in 2000 and discusses some changes made that year based on customer feedback. It highlights that Nordstrom's greatest asset is its employees and salespeople. The report emphasizes focusing resources on supporting employees and giving them ownership over merchandise selection to best meet customer needs at the local level. It provides examples of top performing salespeople to illustrate Nordstrom's culture of customer service.
This annual report from Nordstrom provides an overview of the company's financial performance in 2000 and discusses some changes made that year based on customer feedback. It highlights that Nordstrom's greatest asset is its employees and salespeople. The report emphasizes focusing resources on supporting employees and giving them ownership over merchandise selection to best meet customer needs at the local level. It provides examples of top performing salespeople to illustrate Nordstrom's culture of customer service.
Nordstrom's 2001 Annual Report provides key financial highlights and performance metrics for the fiscal year. It discusses comparable store sales growth, total sales growth, earnings per share, and other metrics. The report also features interviews with Nordstrom employees discussing how the company is responding to challenges in retail by focusing on great products, customer service, and relationships. Employees discuss benefits of new initiatives like Perpetual Inventory and how Nordstrom transfers its core values to new markets. An operations executive also discusses bringing expenses under control by focusing on the customer experience and leveraging the company's size.
Nordstrom reported financial results for fiscal year 2001 with net sales increasing 1.9% to $5.6 billion and net earnings growing 22.3% to $124.7 million. Nordstrom saw comparable store sales growth and increased sales per square foot. The company focused on offering great styles, value, and customer service during challenging times for retail. Nordstrom implemented Perpetual Inventory to improve inventory management and the customer experience.
The annual report for 2002 provides financial highlights for the company including:
- Net sales increased 6.1% from 2001 to $5.975 billion.
- Earnings before income taxes decreased 4.3% to $195.6 million.
- Net earnings decreased 27.6% to $90.2 million.
The annual report summarizes Nordstrom's financial performance in 2002. Net sales increased 6.1% to $5.975 billion compared to 2001. Earnings before taxes decreased 4.3% to $195.6 million. Net earnings decreased 27.6% to $90.2 million and basic earnings per share decreased 28% to $0.67. Nordstrom made progress increasing sales and reducing expenses as a percentage of sales but recognizes there is still work to be done to reach its goals.
Nordstrom reported strong financial results for fiscal year 2003, with net sales increasing 8.6% to $6.49 billion and net earnings increasing 169.2% to $242.8 million. The company saw improvements in key metrics like gross profit margin and inventory turnover. Nordstrom aims to further enhance the customer experience through new technologies like touchscreen registers and personal book software. The report discusses Nordstrom's focus on listening to customers, providing quality service, and investing in employees and tools to build long-term customer loyalty and competitive advantage.
Nordstrom reported strong financial results for fiscal year 2003, with net sales increasing 8.6% to $6.49 billion and net earnings increasing 169.2% to $242.8 million. The company saw improvements in key metrics like gross profit margin and inventory turnover. Nordstrom aims to further enhance the customer experience through new technologies like touchscreen registers and personal book software. The report discusses Nordstrom's focus on disciplined growth, delivering the right merchandise assortments to each store, and leveraging technology improvements to better serve customers and drive profitable growth.
The document lists various job roles within the fashion retail business, including designers, salespeople, managers, and support staff. It then provides financial highlights and key metrics for Nordstrom, Inc. for the year 2004, including total revenue, net earnings, earnings per share, and total number of employees. The roles listed help illustrate the wide range of positions involved in operating a large retail fashion business.
The document lists various job roles within the fashion retail business of Nordstrom, Inc. It includes designers, salespeople, managers, servers, and other operational roles across the company. The roles support functions like design, sales, store operations, visual merchandising, and supply chain management.
This document is Nordstrom's annual report on Form 10-K filed with the SEC, summarizing its business operations for the fiscal year ended January 31, 2009. It discusses Nordstrom's segments including retail stores, direct, credit, and other. It provides an overview of Nordstrom's operations, including its store count, real estate strategy, brands, suppliers, seasonality, inventory management, and competitive environment. The report also addresses risks to Nordstrom's business from economic conditions, consumer spending, competition, and other factors.
This document is Nordstrom's annual report on Form 10-K for the fiscal year ending January 31, 2009. It provides information on Nordstrom's business operations and financial results. Specifically, [1] it describes Nordstrom's retail operations including its full-line department stores, Nordstrom Rack off-price stores, and clearance stores; [2] it notes that Nordstrom operates 171 stores across 28 U.S. states as of March 2009; and [3] it divides Nordstrom's business into four segments: Retail Stores, Direct, Credit, and Other. The filing also includes details on store openings, financial and operating results, risk factors, properties, legal proceedings, and other disclosures required in an annual
- Nordstrom reported strong financial results for fiscal year 2005 with total sales increasing 8.3% to $7.7 billion and same-store sales growth of 6%. Net earnings increased 40.1% to $551 million compared to 2004.
- The company aims to continue its growth in 2006 by focusing on maximizing sales in women's apparel, providing a seamless shopping experience across channels, and expanding into new markets like Boston.
- Nordstrom's strategies for continuous improvement include testing new store concepts, enhancing its online presence, leveraging technology investments, and refining inventory management tools.
Nordstrom reported strong financial results for fiscal year 2006. Total sales increased 10.8% to a record $8.6 billion and net earnings increased 23% to $678 million. Other highlights included gross profit and earnings before taxes reaching record high percentages of net sales. Nordstrom also announced a $2.8 billion capital plan to fund new stores, remodels, and other customer-facing initiatives to drive further growth. The company is well positioned for future growth given its focus on serving customers through both stores and online channels.
Nordstrom reported strong financial results for fiscal year 2006. Total sales increased 10.8% to a record $8.6 billion, with earnings before taxes exceeding $1 billion for the first time. The gross profit rate was 37.5% and expenses as a percentage of sales improved for the sixth consecutive year. Nordstrom also announced a $2.8 billion capital investment plan focused on new stores, remodels, and technology improvements to enhance the customer experience across channels. The Chairman expressed optimism for Nordstrom's future given its focus on serving customers and executing narrow initiatives through the lens of its values.
The document is Nordstrom's annual report (Form 10-K) filed with the SEC for the fiscal year ended February 2, 2008. It provides an overview of Nordstrom's business segments and operations, discusses competitive conditions and risks. Key points include:
- Nordstrom has four business segments: Retail Stores, Direct, Credit, and Other. Retail Stores and Direct are the main segments.
- In 2007, Nordstrom opened new stores and remodeled existing stores. It also sold its Façonnable boutiques.
- Nordstrom faces competition from other retailers and risks including its ability to respond to fashion trends, effective inventory management, and economic conditions.
The document is Nordstrom's annual report (Form 10-K) filed with the SEC for the fiscal year ended February 2, 2008. It provides an overview of Nordstrom's business segments and operations, discusses competitive conditions and risks. Key points include:
- Nordstrom has four business segments: Retail Stores, Direct, Credit, and Other. Retail Stores and Direct are the main segments.
- In 2007, Nordstrom opened new stores and remodeled existing stores. It also sold its Façonnable boutiques.
- Nordstrom faces competition from other retailers and risks including its ability to respond to fashion trends, effective inventory management, and economic conditions.
This document is Nordstrom's annual report on Form 10-K filed with the SEC, summarizing its business operations for the fiscal year ended January 31, 2009. It discusses Nordstrom's segments including Retail Stores, Direct, Credit, and Other. It provides an overview of Nordstrom's operations including its store count, real estate strategy, and sales by segment. It also outlines the company's trademarks, return policy, seasonality, inventory management, competition, employees, and risk factors associated with its business.
This document is Nordstrom's annual report on Form 10-K filed with the SEC, summarizing its business operations for the fiscal year ended January 31, 2009. It discusses Nordstrom's segments including Retail Stores, Direct, Credit, and Other. It provides an overview of Nordstrom's operations including its store count, real estate strategy, and sales by segment. It also outlines the company's trademarks, return policy, seasonality, inventory management, competition, employees, and regulatory filings. Key risks to Nordstrom's business from economic conditions, consumer spending patterns, competitive pricing, and effective execution of its strategies are also summarized.
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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.
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An accounting information system (AIS) refers to tools and systems designed for the collection and display of accounting information so accountants and executives can make informed decisions.
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.
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.
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University of North Carolina at Charlotte degree offer diploma Transcripttscdzuip
办理美国UNCC毕业证书制作北卡大学夏洛特分校假文凭定制Q微168899991做UNCC留信网教留服认证海牙认证改UNCC成绩单GPA做UNCC假学位证假文凭高仿毕业证GRE代考如何申请北卡罗莱纳大学夏洛特分校University of North Carolina at Charlotte degree offer diploma Transcript
A toxic combination of 15 years of low growth, and four decades of high inequality, has left Britain poorer and falling behind its peers. Productivity growth is weak and public investment is low, while wages today are no higher than they were before the financial crisis. Britain needs a new economic strategy to lift itself out of stagnation.
Scotland is in many ways a microcosm of this challenge. It has become a hub for creative industries, is home to several world-class universities and a thriving community of businesses – strengths that need to be harness and leveraged. But it also has high levels of deprivation, with homelessness reaching a record high and nearly half a million people living in very deep poverty last year. Scotland won’t be truly thriving unless it finds ways to ensure that all its inhabitants benefit from growth and investment. This is the central challenge facing policy makers both in Holyrood and Westminster.
What should a new national economic strategy for Scotland include? What would the pursuit of stronger economic growth mean for local, national and UK-wide policy makers? How will economic change affect the jobs we do, the places we live and the businesses we work for? And what are the prospects for cities like Glasgow, and nations like Scotland, in rising to these challenges?
sonic automotive SAHStephens20June20Conference20Presentation
1.
2. Cautionary Notice Regarding
Forward-Looking Statements
• This presentation contains statements that constitute “forward-looking
statements” within the meaning of Section 27A of the Securities Act of 1933 and
Section 21E of the Securities Exchange Act of 1934.
• These forward-looking statements are not historical facts, but only predictions
by our company and/or our company’s management.
• These statements generally can be identified by lead-in words such as “believe,”
“expect” “anticipate,” “intend,” “plan,” “foresee” and other similar words.
Similarly, statements that describe our company’s objectives, plans or goals are
also forward-looking statements.
• You are cautioned that these forward-looking statements are not guarantees of
future performance and involve risks and uncertainties, and that actual results
may differ materially from those projected in the forward-looking statements as
a result of various factors. Among others, factors that could materially adversely
affect actual results and performance include those risk factors that are listed in
Sonic Automotive’s Form 10-Q for the quarter ended March 31, 2008.
3. Sonic Automotive, Inc.
Percent of Total Revenues
• #298 among the North/West Division – 41.4%
Fortune 500
• $8.3 Billion in
Revenues
• Brand and Geographic
diversity
– 168 franchises
– 32 collision repair
centers
– 33 vehicle brands
– 15 states
– 26 metro markets
South/East Division – 58.6%
Major metro area served
4. Strategic Progression
2008
2004-2007
• Used Vehicle
• Strategy –
Expense Control
- Advertising Phase II
- Variable Comp
• • F&I Strategy
Store Financial Modeling
• Leverage Reduction
• • Digital Marketing
Growth Initiatives
- Pre-owned
• Fixed Operations
- F&I and Fixed Ops
• Portfolio Enrichment
• • Capital Allocation
Regional Infrastructure
• Corporate Infrastructure:
•Associate Training
- Treasury
- Profit Analysis
- Project Management
• Refine Capital Allocation
5. Portfolio Enrichment Strategy
• Actively manage brand portfolio to stay ahead of market trends
Sonic Sales Mix of Select Brands (% of Total Revenue)
FY 1999 FY 2007
23.2%
18.7%
13.5%
11.2%
9.5% 9.5% 9.5% 9.4%
7.9%
6.9%
6.8%
6.7% 6.7%
6.1%
3.8%
0.0%
Honda Toyota Lexus BMW Mercedes Cadillac GM (excl. Ford
Cadillac)
Focus on brands with higher margins and higher growth potential
6. Geographic Brand Mix
Percent of Total Revenues within Division
Western 7% 33% 60%
Eastern 27% 24% 49%
CA Only 4% 29% 67%
0% 20% 40% 60% 80% 100%
Domestic Import Luxury
7. Used Vehicle Strategy
Phase III
On-line Market Shift to
Web-Tail Branding Consumer
Virtual Lot
Control
Sonic “Auto
Phase II – In Process Pilot”
Maximize Margin Optimizing
Volume Growth
Trade Desk Inventory
Increased Profitability
Right inventory, Right Location, Right Price
Phase I - Complete Basic Process rollout (best practices)
Process
Less Wholesale/Keep more trades
Inventory Standardization
Common Technology (S.I.M.S)
Control
8. Used to New Ratio
70%
64%
65%
60%
55% 52%
48%
50% 47%
45%
40%
2005 2006 2007 Q1 2008
9. Used Vehicle Unit Trend
140,000
120,000
100,000 48%
48%
45%
45% 40%
80,000
60,000
60%
55%
55%
40,000
52%
52% 37%
20,000
63%
-
2003 2004 2005 2006 2007 Q1 2008
Retail Units Wholesale Units
Phase I Objectives: Phase II Objectives:
• Getting the basics right • Trade desk
• Retain more trades for retail • Improve pricing
• Technology introduction • Getting the right inventory at the
right place at the right price
10. Parts, Service and Collision Repair
REVENUE GROSS MARGIN RATE
($ in millions)
$1,191
50.5%
$1,118
50.1%
$1,009 49.1%
48.6%
$907
48.3%
$814 47.4%
$733
$578
45.8%
2001 2002 2003 2004 2005 2006 2007 2001 2002 2003 2004 2005 2006 2007
Operating Initiatives
Grow service capacity in high margin brands Continue to expand service stall capacity
11. Finance and Insurance
Profit per Unit (excluding fleet sales)
$1,078
$1,004
$953
$939 $929
$925
$938
2003 2004 2005 2006 2007 Q1
Continue training on Electronic Menu 2008
Focus on extended Service Agreements to Drive Product Penetration
12. Associate Training Initiative
Sonic Learning and
Sonic Training Certification Levels
Development Strategy
Written Communication:
Reference material, self-study,
career planning
Video Learning – Role
playing activities, specific job
duty training
Master Professional
Web-Based Learning –
Interactive course presentation
Chartered Professional
Live Training – Hands-on
Certified Professional training, small group activities
13. Phase 1 Marketing Plan
Search
Drive more
Search Engine
Engine
traffic
Optimization - Advertising
Marketing
through more
Organic
targeted
marketing
Traffic Generation
Build customer
friendly websites
that create
engagement
Merchandising
Online Service
Video Deliver the
Appointment
offer – buy here,
Inventory
Parts & Body buy now!
Information
shop
Action
Fulfill the customer
experience through
disciplined Sales
Dealership Sales Team Process
14. Financial Strategy
Prudent, Opportunistic Acquisition Growth
Consistent Leverage and Balance Sheet Management
Shift to Owning More Real Estate to Take Advantage of
Lower Financing Rates
Disciplined Capital Allocation and Capital Expenditures –
Invest Money Where We Make Money
16. Same Store Revenue Growth
11.5%
Q1 2008
5.9%
0.7%
(2.9%)
(4.0%)
(8.2%)
FY 2007 (23.5%)
New Used Fixed F&I Sub Total Wholesale Total
9.8% Operations
9.1%
3.0%
1.9%
0.9%
(0.7%)
(14.9%)
New Used Fixed F&I Sub Total Wholesale Total
Operations
17. SG&A Expenses as % of Gross Profit
All Other SG&A Rent
79.3%
77.9%
77.9% 76.8%
76.3%
74.9%
6.0% 6.9% 8.4%
7.4% 8.0%
7.1%
66.8%
71.9% 68.8% (1) 66.8%
71.0% 68.9%
2003 2004 2005 2006 2007 Q1 2008
•Continued improvements in compensation and other operating expenses
•Favorable brand mix should continue to improve this metric
(1) Excludes Q2 non-cash charges
18. Capitalization
Debt to Cap With Mortgages 42.4% 46.3% 46.3%
46.0%
2.9% 2.7% 5.0%
43.6%
39.4% 41.3%
39.5%
53.7%
53.7%
57.6%
60.6%
54.0%
2005 2006 2007 Act Q1 2008 Pro Forma
Q1 2008
Equity Debt Mortgages