XING achieved 16% revenue growth in 2013 to €84.8 million, with accelerating growth quarter over quarter. EBITDA increased 11% to €24.3 million due to strong growth in the Network/Premium and E-Recruiting segments. The executive board is recommending increasing the regular dividend to €0.62 per share and paying a special dividend of €3.58 per share, returning €23.4 million to shareholders.
Autoglass provides windshield repair and replacement services across Europe. To maintain its leadership position, Autoglass uses strategic planning techniques like SWOT analysis, PESTLE analysis, Porter's Five Forces, and stakeholder analysis. These help Autoglass evaluate its strengths, weaknesses, opportunities, threats in the market and with stakeholders to develop effective growth strategies. Some strategies Autoglass may pursue include organic growth, strategic alliances, licensing, and mergers or acquisitions to achieve substantive or limited growth.
The document discusses strategic planning for Autoglass, a leading windscreen repair and replacement company. It outlines Autoglass's mission to provide excellent customer service, vision to deliver industry-leading customer satisfaction, and core competency of repairing or replacing any type of glass. Strategic planning issues for Autoglass include potential new entrants in the innovative service industry and maintaining a competitive advantage through strong customer focus, new product development, market development, and diversification. The document also covers strategic planning techniques like top-down and bottom-up approaches and informal planning.
The document summarizes activities of the Regional Development Centre (RDC) over the past year and previews upcoming initiatives. It discusses two pilot programs concluded by the RDC, the VITAL and Honeycomb programs, and announces that two RDC staff members were recently certified in the WKI methodology, a first for any incubation center in Ireland or the UK. It encourages organizations to seek support from the RDC at all stages of development through various programs and services.
The document provides an analysis of Autoglass's business strategy, including its mission, vision, objectives, and core competencies. It examines strategic planning techniques for Autoglass like SWOT analysis, PESTLE analysis, Porter's Five Forces, and stakeholder analysis. The document also evaluates Autoglass's competitive advantages and provides recommendations for strategic growth using models like BCG matrix, PIMS, and SPACE. Overall, the document analyzes Autoglass's current strategy and provides suggestions to strengthen its market position.
This document appears to be a business strategy assignment submitted by a student for the company Autoglass. It includes an executive summary that provides background on Autoglass and its operations. The document is then broken into 4 tasks that analyze various aspects of Autoglass' strategy, including its mission/vision, strategic planning issues, environmental analysis, growth strategies, and implementation plans. A variety of strategic planning techniques are discussed such as SWOT analysis, BCG matrix, SPACE matrix, and PESTLE analysis. The roles of various stakeholders are also examined.
This document appears to be an assignment on business strategy for Autoglass submitted by a student. It contains an executive summary on Autoglass' focus on customer needs and strong market position. The document is then divided into four tasks:
Task 1 explains Autoglass' mission, vision, objectives and strategic planning techniques. Task 2 includes an organizational audit and environmental analysis of Autoglass using SWOT and PESTLE. Task 3 discusses strategic alternatives and selecting a future strategy. Task 4 covers strategy implementation, resource requirements, and monitoring targets. In conclusion, the assignment analyzes Autoglass' strategy and makes recommendations.
És temps de festa a les biblioteques de l'Alt Penedès i el GarrafBiblioteques VNG
En aquesta primera edició s’ha dedicat la guia de recursos a les festes populars. Ordenada per població, primer es descriu una festa de cada localitat i tot seguit, es dóna informació general de la biblioteca que l’ha elaborada (adreça, telèfon, xarxes socials, etc).
Think small. Creatividad en la era digitalJosue Gonzalez
El documento presenta una introducción a la creatividad en la era digital a través de tres secciones principales: teoría, método y consejos. La sección de teoría explora conceptos clave como la participación en redes sociales y la influencia de los líderes de opinión. La sección de método describe procedimientos para lograr objetivos en entornos digitales. La sección final de consejos brinda recomendaciones prácticas para explorar la creatividad y aprovechar al máximo las plataformas digitales.
Autoglass provides windshield repair and replacement services across Europe. To maintain its leadership position, Autoglass uses strategic planning techniques like SWOT analysis, PESTLE analysis, Porter's Five Forces, and stakeholder analysis. These help Autoglass evaluate its strengths, weaknesses, opportunities, threats in the market and with stakeholders to develop effective growth strategies. Some strategies Autoglass may pursue include organic growth, strategic alliances, licensing, and mergers or acquisitions to achieve substantive or limited growth.
The document discusses strategic planning for Autoglass, a leading windscreen repair and replacement company. It outlines Autoglass's mission to provide excellent customer service, vision to deliver industry-leading customer satisfaction, and core competency of repairing or replacing any type of glass. Strategic planning issues for Autoglass include potential new entrants in the innovative service industry and maintaining a competitive advantage through strong customer focus, new product development, market development, and diversification. The document also covers strategic planning techniques like top-down and bottom-up approaches and informal planning.
The document summarizes activities of the Regional Development Centre (RDC) over the past year and previews upcoming initiatives. It discusses two pilot programs concluded by the RDC, the VITAL and Honeycomb programs, and announces that two RDC staff members were recently certified in the WKI methodology, a first for any incubation center in Ireland or the UK. It encourages organizations to seek support from the RDC at all stages of development through various programs and services.
The document provides an analysis of Autoglass's business strategy, including its mission, vision, objectives, and core competencies. It examines strategic planning techniques for Autoglass like SWOT analysis, PESTLE analysis, Porter's Five Forces, and stakeholder analysis. The document also evaluates Autoglass's competitive advantages and provides recommendations for strategic growth using models like BCG matrix, PIMS, and SPACE. Overall, the document analyzes Autoglass's current strategy and provides suggestions to strengthen its market position.
This document appears to be a business strategy assignment submitted by a student for the company Autoglass. It includes an executive summary that provides background on Autoglass and its operations. The document is then broken into 4 tasks that analyze various aspects of Autoglass' strategy, including its mission/vision, strategic planning issues, environmental analysis, growth strategies, and implementation plans. A variety of strategic planning techniques are discussed such as SWOT analysis, BCG matrix, SPACE matrix, and PESTLE analysis. The roles of various stakeholders are also examined.
This document appears to be an assignment on business strategy for Autoglass submitted by a student. It contains an executive summary on Autoglass' focus on customer needs and strong market position. The document is then divided into four tasks:
Task 1 explains Autoglass' mission, vision, objectives and strategic planning techniques. Task 2 includes an organizational audit and environmental analysis of Autoglass using SWOT and PESTLE. Task 3 discusses strategic alternatives and selecting a future strategy. Task 4 covers strategy implementation, resource requirements, and monitoring targets. In conclusion, the assignment analyzes Autoglass' strategy and makes recommendations.
És temps de festa a les biblioteques de l'Alt Penedès i el GarrafBiblioteques VNG
En aquesta primera edició s’ha dedicat la guia de recursos a les festes populars. Ordenada per població, primer es descriu una festa de cada localitat i tot seguit, es dóna informació general de la biblioteca que l’ha elaborada (adreça, telèfon, xarxes socials, etc).
Think small. Creatividad en la era digitalJosue Gonzalez
El documento presenta una introducción a la creatividad en la era digital a través de tres secciones principales: teoría, método y consejos. La sección de teoría explora conceptos clave como la participación en redes sociales y la influencia de los líderes de opinión. La sección de método describe procedimientos para lograr objetivos en entornos digitales. La sección final de consejos brinda recomendaciones prácticas para explorar la creatividad y aprovechar al máximo las plataformas digitales.
Campi avvntura 15-17 Anni
Un’ immersione nella natura, per scoprirla, apprezzarla,
viverla assieme ai coetanei provenienti da tutta Italia.
Siamo andati alla ricerca di grandi aree di wilderness, delle
aree protette d’Italia e d’Europa, degli spazi dove la mente e il cuore possono trovare una gioia profonda e degli amici
con cui condividere un tratto di vita. Un giusto mix di sport,
avventura, ricerca, viaggio, esplorazione, con una grande attenzione alla sostenibilità dell’ambiente e alla sicurezza.
This document outlines pricing and ordering information for a catalog. It states that the lowest price shown for any item should be used. Orders under $25 will be assessed a $5 handling fee. Returns require authorization and are subject to a 15% restocking fee. Custom printing and non-catalog items can be special ordered by email, fax or phone.
Fitting the pieces together - at Drupal Summit Europe - 2011Katrien De Graeve
Slides from the Drupal Summit talk around mixing and matching open source, Drupal with commercial software and new opportunities. Session covers support for Drupal on IIS, WebMatrix, Cloud and Azure and Open Data initiatives.
El documento presenta la lista de precios de 2012 de una empresa. Incluye los precios mínimos de pedido de varios productos de belleza como botellas, jabones, lustra calzado y amenidades divididos en diferentes líneas y empaques. Los pedidos mínimos son de una caja con 500 o 360 unidades dependiendo del producto. Al final incluye los datos de contacto de la empresa.
O documento descreve a história de amor proibido entre D. Pedro, príncipe herdeiro de Portugal, e sua amante D. Inês de Castro durante a Idade Média. Apesar da oposição do rei D. Afonso IV, eles se casaram secretamente e tiveram filhos. No entanto, conselheiros reais conspiraram para assassinar D. Inês, causando revolta em D. Pedro.
Metzgers Printing + Mailing is a full-service print and mailing solutions provider located in Toledo, Ohio. They have over 75 full-time staff and 77,000 square feet of production and warehouse space. Their services include printing, mailing, fulfillment, distribution, and web and cross media services. Metzgers has adapted to changes in technology over their 40+ year history and ensures customer satisfaction through one-source solutions and a no-surprises approach to business.
Desahuciar, Desalojar, Ejecutar. Cuando la política callejera se convierte en...StopDesahucios Córdoba
Trabajo de la Doctora Elena Ruiz Peralta realizado con la Plataforma 15M Stop Desahucios Córdoba.
Entre 2007 y 2008 los desahucios se multiplican en España un 126% a consecuencia de la crisis financiera y la explosión de la burbuja inmobiliaria. Ello, unido a altas tasas de desempleo y una precarización laboral que dificultan o imposibilitan los pagos hipotecarios e, incluso, el acceso o el mantenimiento de un alquiler, nos han llevado a una situación de emergencia habitacional. En estrecha relación se han incrementado el número de suicidios y hay estudios que avalan un aumento de las enfermedades relacionadas con situaciones de sobreendeudamiento y privación de la vivienda.
Ante este panorama llama la atención la violencia de Estado con la que se responde a la población, que se pone de manifiesto en el lenguaje jurídico empleado para privarlos del derecho fundamental a la vivienda: ejecución, lanzamiento, desahucio; y que contrasta con el tratamiento dado a los acreedores, que pasa por amplias sumas destinadas al rescate bancario y por un cambio constitucional en septiembre de 2011, con el que el pago de la deuda ha pasado a “gozar de prioridad absoluta”.
En el presente estudio Elena ha pretendido, de un lado, profundizar en las dinámicas a través de las cuales el sufrimiento derivado de un desahucio es experimentado en términos individuales de enfermedad. Y de otro, investigar cómo la Plataforma 15M Stop Desahucios de Córdoba, a través de la socialización y politización, puede actuar como mitigadora de tal proceso de medicalización.
En un sentido más amplio, el siguiente trabajo también quiere servirnos para reflexionar sobre temáticas que nos atraviesan en conjunto, como son las formas de control formales e informales, que anteponen el pago de la deuda a la sostenibilidad de la vida y generan dinámicas de exclusión social; pero, también de las nuevas formas de resistencia que emanan de la atención política colectiva y de la socialización de los cuidados.
OCLC has created linked data from its WorldCat database containing 290 million bibliographic records. The data uses Schema.org extensions and contains over 1.2 million linked data resources with 80 million RDF triples. The data links cataloging standards like Dewey, LCSH, and identifiers like DOI, VIAF. It is available under an open license and was released as an experimental dataset in June 2012.
Risk governance aims to make risks more "tractable" by influencing factors like frequency and severity. Insurance helps make recovery from crises quicker by providing funding upfront. Reinsurers identify, assess, evaluate, manage and report risks consistently across operations through frameworks and committees. A company's risk culture is shaped by its stated values, assumptions, and how employees act daily. The Chief Risk Officer monitors risks, assesses the risk landscape, and heads decision bodies to inform the company's risk map and decisions. Examples of risk governance include Mexico's disaster fund and the Caribbean Catastrophe Risk Insurance Facility. However, making some risks more tractable still faces challenges from lack of understanding, implementation hurdles, and non-existing
Este documento presenta el curso de nivel básico de lengua quechua. Se divide en 11 unidades que cubren temas como el origen del quechua, saludos, números, sistemas vocálicos, conjugación de verbos, alfabeto, vocabulario, análisis morfológico y sintáctico, y diálogos. El objetivo es enseñar los fundamentos de la lengua quechua a hispanohablantes de manera accesible.
Este documento presenta una guía de contenidos y procesos para la formulación de Planes de Desarrollo y Ordenamiento Territorial a nivel de provincias, cantones y parroquias en Ecuador. Explica los marcos legales y lineamientos para la planificación, así como contenidos clave que deben incluirse en los planes. Además, describe el proceso participativo requerido y las matrices de referencia para realizar diagnósticos territoriales y definir propuestas estratégicas, territoriales y de gestión. La guía busca apoyar a los g
Este documento ofrece una guía sobre la optimización de campañas en Google AdWords. Explica conceptos clave como CPC, CTR y ROI. Además, cubre temas como la configuración de cuentas y campañas en AdWords, la creación de anuncios segmentados, y la importancia de mejorar la usabilidad del sitio web y el SEO para maximizar las conversiones y el rendimiento de la inversión.
Este documento es un formato de registro para el FIAJT 2016 que solicita información sobre los requerimientos de los artistas y grupos para su participación en el festival, incluyendo detalles sobre la propuesta artística, equipo, transporte, alojamiento, catering, difusión y datos fiscales.
Este documento presenta el plan de actividades para la Semana Europea que se celebrará en el IES Salvador Gadea Aldaia. El horario del 9 de mayo incluye talleres en bloques de 50 y 100 minutos por la mañana y tarde sobre temas como la Unión Europea, el cine europeo y visitas a exposiciones. Los talleres están destinados a diferentes cursos y tratan de motivar sobre Europa a través de juegos, concursos y otras actividades culturales.
Este documento resume los elementos clave de los cuentos de hadas, incluyendo personajes estereotipados como princesas, príncipes, hadas y animales parlantes, historias ficticias y extraordinarias que a menudo tienen finales felices, y su atractivo para los niños pequeños.
Este documento presenta un acuerdo para formar un gobierno reformista y de progreso en España. El acuerdo propone impulsar un nuevo modelo de crecimiento inclusivo y sostenible basado en la innovación, la productividad y la estabilidad presupuestaria. También propone mejorar el empleo, reducir las desigualdades sociales, fortalecer la educación, la ciencia y la cultura, y reformar el sistema democrático para mejorar la calidad de las instituciones y luchar contra la corrupción. El acuerdo busca
Este documento presenta una guía sobre econegocios y proyectos productivos en la región de Ucayali, Perú. Explica que el Perú tiene una gran biodiversidad que ofrece muchas oportunidades para iniciar econegocios sostenibles. Incluye secciones sobre econegocios, cómo planificar un proyecto de econegocios, ejemplos de líneas de econegocios en Ucayali como turismo y acuicultura, e innovación ambiental. El objetivo es ayudar a maestros y estudiantes a des
XING AG investor presentation May/June 2013XING SE
XING is the #1 professional social network in German-speaking Europe with over 6 million members. It aims to double its revenues through initiatives to establish a paid business community, build the leading active sourcing and employer branding platform, and create Europe's largest platform for conferences and seminars. These strategies target the large addressable markets for recruiting, events, and professional networking in Germany, Austria, and Switzerland.
HEP Group achieved strong financial results in 2013 with net profit reaching HRK 1,301.2 million compared to HRK 35.8 million in 2012. Total operating income grew 4.8% to HRK 14,694.9 million driven by a 21.1% increase in electricity generation to 14.7 TWh due to favorable hydrological conditions. Investments totaled HRK 2,166.9 million focused on renewing generation facilities and expanding transmission and distribution networks. The company maintained its position as one of Croatia's largest investors and made progress on large projects like Plomin C, HE Kosinj/Senj and HPP Dubrovnik II.
Campi avvntura 15-17 Anni
Un’ immersione nella natura, per scoprirla, apprezzarla,
viverla assieme ai coetanei provenienti da tutta Italia.
Siamo andati alla ricerca di grandi aree di wilderness, delle
aree protette d’Italia e d’Europa, degli spazi dove la mente e il cuore possono trovare una gioia profonda e degli amici
con cui condividere un tratto di vita. Un giusto mix di sport,
avventura, ricerca, viaggio, esplorazione, con una grande attenzione alla sostenibilità dell’ambiente e alla sicurezza.
This document outlines pricing and ordering information for a catalog. It states that the lowest price shown for any item should be used. Orders under $25 will be assessed a $5 handling fee. Returns require authorization and are subject to a 15% restocking fee. Custom printing and non-catalog items can be special ordered by email, fax or phone.
Fitting the pieces together - at Drupal Summit Europe - 2011Katrien De Graeve
Slides from the Drupal Summit talk around mixing and matching open source, Drupal with commercial software and new opportunities. Session covers support for Drupal on IIS, WebMatrix, Cloud and Azure and Open Data initiatives.
El documento presenta la lista de precios de 2012 de una empresa. Incluye los precios mínimos de pedido de varios productos de belleza como botellas, jabones, lustra calzado y amenidades divididos en diferentes líneas y empaques. Los pedidos mínimos son de una caja con 500 o 360 unidades dependiendo del producto. Al final incluye los datos de contacto de la empresa.
O documento descreve a história de amor proibido entre D. Pedro, príncipe herdeiro de Portugal, e sua amante D. Inês de Castro durante a Idade Média. Apesar da oposição do rei D. Afonso IV, eles se casaram secretamente e tiveram filhos. No entanto, conselheiros reais conspiraram para assassinar D. Inês, causando revolta em D. Pedro.
Metzgers Printing + Mailing is a full-service print and mailing solutions provider located in Toledo, Ohio. They have over 75 full-time staff and 77,000 square feet of production and warehouse space. Their services include printing, mailing, fulfillment, distribution, and web and cross media services. Metzgers has adapted to changes in technology over their 40+ year history and ensures customer satisfaction through one-source solutions and a no-surprises approach to business.
Desahuciar, Desalojar, Ejecutar. Cuando la política callejera se convierte en...StopDesahucios Córdoba
Trabajo de la Doctora Elena Ruiz Peralta realizado con la Plataforma 15M Stop Desahucios Córdoba.
Entre 2007 y 2008 los desahucios se multiplican en España un 126% a consecuencia de la crisis financiera y la explosión de la burbuja inmobiliaria. Ello, unido a altas tasas de desempleo y una precarización laboral que dificultan o imposibilitan los pagos hipotecarios e, incluso, el acceso o el mantenimiento de un alquiler, nos han llevado a una situación de emergencia habitacional. En estrecha relación se han incrementado el número de suicidios y hay estudios que avalan un aumento de las enfermedades relacionadas con situaciones de sobreendeudamiento y privación de la vivienda.
Ante este panorama llama la atención la violencia de Estado con la que se responde a la población, que se pone de manifiesto en el lenguaje jurídico empleado para privarlos del derecho fundamental a la vivienda: ejecución, lanzamiento, desahucio; y que contrasta con el tratamiento dado a los acreedores, que pasa por amplias sumas destinadas al rescate bancario y por un cambio constitucional en septiembre de 2011, con el que el pago de la deuda ha pasado a “gozar de prioridad absoluta”.
En el presente estudio Elena ha pretendido, de un lado, profundizar en las dinámicas a través de las cuales el sufrimiento derivado de un desahucio es experimentado en términos individuales de enfermedad. Y de otro, investigar cómo la Plataforma 15M Stop Desahucios de Córdoba, a través de la socialización y politización, puede actuar como mitigadora de tal proceso de medicalización.
En un sentido más amplio, el siguiente trabajo también quiere servirnos para reflexionar sobre temáticas que nos atraviesan en conjunto, como son las formas de control formales e informales, que anteponen el pago de la deuda a la sostenibilidad de la vida y generan dinámicas de exclusión social; pero, también de las nuevas formas de resistencia que emanan de la atención política colectiva y de la socialización de los cuidados.
OCLC has created linked data from its WorldCat database containing 290 million bibliographic records. The data uses Schema.org extensions and contains over 1.2 million linked data resources with 80 million RDF triples. The data links cataloging standards like Dewey, LCSH, and identifiers like DOI, VIAF. It is available under an open license and was released as an experimental dataset in June 2012.
Risk governance aims to make risks more "tractable" by influencing factors like frequency and severity. Insurance helps make recovery from crises quicker by providing funding upfront. Reinsurers identify, assess, evaluate, manage and report risks consistently across operations through frameworks and committees. A company's risk culture is shaped by its stated values, assumptions, and how employees act daily. The Chief Risk Officer monitors risks, assesses the risk landscape, and heads decision bodies to inform the company's risk map and decisions. Examples of risk governance include Mexico's disaster fund and the Caribbean Catastrophe Risk Insurance Facility. However, making some risks more tractable still faces challenges from lack of understanding, implementation hurdles, and non-existing
Este documento presenta el curso de nivel básico de lengua quechua. Se divide en 11 unidades que cubren temas como el origen del quechua, saludos, números, sistemas vocálicos, conjugación de verbos, alfabeto, vocabulario, análisis morfológico y sintáctico, y diálogos. El objetivo es enseñar los fundamentos de la lengua quechua a hispanohablantes de manera accesible.
Este documento presenta una guía de contenidos y procesos para la formulación de Planes de Desarrollo y Ordenamiento Territorial a nivel de provincias, cantones y parroquias en Ecuador. Explica los marcos legales y lineamientos para la planificación, así como contenidos clave que deben incluirse en los planes. Además, describe el proceso participativo requerido y las matrices de referencia para realizar diagnósticos territoriales y definir propuestas estratégicas, territoriales y de gestión. La guía busca apoyar a los g
Este documento ofrece una guía sobre la optimización de campañas en Google AdWords. Explica conceptos clave como CPC, CTR y ROI. Además, cubre temas como la configuración de cuentas y campañas en AdWords, la creación de anuncios segmentados, y la importancia de mejorar la usabilidad del sitio web y el SEO para maximizar las conversiones y el rendimiento de la inversión.
Este documento es un formato de registro para el FIAJT 2016 que solicita información sobre los requerimientos de los artistas y grupos para su participación en el festival, incluyendo detalles sobre la propuesta artística, equipo, transporte, alojamiento, catering, difusión y datos fiscales.
Este documento presenta el plan de actividades para la Semana Europea que se celebrará en el IES Salvador Gadea Aldaia. El horario del 9 de mayo incluye talleres en bloques de 50 y 100 minutos por la mañana y tarde sobre temas como la Unión Europea, el cine europeo y visitas a exposiciones. Los talleres están destinados a diferentes cursos y tratan de motivar sobre Europa a través de juegos, concursos y otras actividades culturales.
Este documento resume los elementos clave de los cuentos de hadas, incluyendo personajes estereotipados como princesas, príncipes, hadas y animales parlantes, historias ficticias y extraordinarias que a menudo tienen finales felices, y su atractivo para los niños pequeños.
Este documento presenta un acuerdo para formar un gobierno reformista y de progreso en España. El acuerdo propone impulsar un nuevo modelo de crecimiento inclusivo y sostenible basado en la innovación, la productividad y la estabilidad presupuestaria. También propone mejorar el empleo, reducir las desigualdades sociales, fortalecer la educación, la ciencia y la cultura, y reformar el sistema democrático para mejorar la calidad de las instituciones y luchar contra la corrupción. El acuerdo busca
Este documento presenta una guía sobre econegocios y proyectos productivos en la región de Ucayali, Perú. Explica que el Perú tiene una gran biodiversidad que ofrece muchas oportunidades para iniciar econegocios sostenibles. Incluye secciones sobre econegocios, cómo planificar un proyecto de econegocios, ejemplos de líneas de econegocios en Ucayali como turismo y acuicultura, e innovación ambiental. El objetivo es ayudar a maestros y estudiantes a des
XING AG investor presentation May/June 2013XING SE
XING is the #1 professional social network in German-speaking Europe with over 6 million members. It aims to double its revenues through initiatives to establish a paid business community, build the leading active sourcing and employer branding platform, and create Europe's largest platform for conferences and seminars. These strategies target the large addressable markets for recruiting, events, and professional networking in Germany, Austria, and Switzerland.
HEP Group achieved strong financial results in 2013 with net profit reaching HRK 1,301.2 million compared to HRK 35.8 million in 2012. Total operating income grew 4.8% to HRK 14,694.9 million driven by a 21.1% increase in electricity generation to 14.7 TWh due to favorable hydrological conditions. Investments totaled HRK 2,166.9 million focused on renewing generation facilities and expanding transmission and distribution networks. The company maintained its position as one of Croatia's largest investors and made progress on large projects like Plomin C, HE Kosinj/Senj and HPP Dubrovnik II.
Summary of financial results for the 1Q2022InterCars
This presentation provides an overview of Inter Cars S.A., a Polish automotive parts distributor. It summarizes Inter Cars' performance over the past 12 years, including its position as #2 in the EU and #7 worldwide for automotive parts distribution. It also outlines Inter Cars' vision and mission through 2030 to build a comprehensive ecosystem for mobility and become a leader in every market segment. The presentation discusses trends driving growth opportunities and Inter Cars' focus on building synergies across its business segments.
Summary of financial results for the 3Q2022InterCars
This presentation provides an overview of Inter Cars S.A., a Polish automotive parts distributor. It discusses Inter Cars' vision and mission to build a comprehensive ecosystem for mobility through 2030. Inter Cars has experienced strong organic growth, becoming the largest distributor in Central and Eastern Europe and among the largest in Europe overall. The company distributes a wide range of auto parts across multiple market segments through an expanding logistics network.
Inter Cars is the largest auto parts distributor in Europe with a presence in 17 countries. It has a unique distribution model supported by 535 daily deliveries from its network of 11 warehouses in Poland and 6 warehouses abroad. This allows Inter Cars to provide timely delivery of its extensive catalog of over 350,000 SKUs to its network of over 1,600 affiliated garages and 100,000 regular customers. Going forward, Inter Cars aims to increase profitability through initiatives like optimizing stock rotation, purchasing directly from suppliers, and utilizing third-party logistics.
Prezentacja Inwestorska - Non Deal Roadshow PresentationInterCars
This presentation was prepared by Inter Cars S.A., the second largest auto parts distributor in Europe. Inter Cars operates across 17 countries with over 560 branches and distributes over 100,000 stock keeping units to over 350,000 regular customers. The company has transitioned its focus from sales volume growth to improving profitability through initiatives like optimizing stock rotation, purchasing directly from factories, and utilizing third-party logistics. Inter Cars has demonstrated a resilient business model and strong financial track record that is expected to see further upside from the profitability focus.
This presentation was prepared by Inter Cars S.A., the largest European listed auto parts distributor, for a non-deal roadshow. Inter Cars operates in 17 countries with over 560 branches and has relationships with over 100,000 customers. The company has transitioned its focus from prioritizing sales volume growth to improving profitability through initiatives like optimizing stock rotation, purchasing directly from factories, and utilizing third-party logistics. Inter Cars highlights its leadership position, exposure to positive long-term industry trends, extensive network, strong financial track record, and experienced management team as key strengths.
Summary of financial results for the 1H2021InterCars
This presentation was prepared by Inter Cars S.A., a Polish automotive parts company, to provide information but not constitute an offer to invest. The information is subject to change and the company is not liable for any decisions made based on it. The presentation includes forward-looking statements that involve risks and uncertainties. It also contains market data that was estimated based on the company's experience in the sector.
Summary of financial results for the 3Q2021 InterCars
This document outlines Inter Cars S.A.'s plans for development and expansion in 2021. Key points include:
- Expanding e-commerce sales of automotive parts and accessories to new Western European markets like Germany, Austria, France, and the Netherlands.
- Promoting and developing Motointegrator, an online service and garage search engine, with plans to launch in new Central and Eastern European markets and enhance the platform.
- Migrating more users to a new B2B e-catalog sales platform that has already successfully launched in 13 countries, receiving over 3 million euros in orders.
Summary of financial results for the 1H2020InterCars
Inter Cars is a leading auto parts distributor in Europe presenting its business to investors. The presentation discusses Inter Cars' leadership position in Europe as the #2 auto parts distributor, its attractive financial profile with a focus on profitability, and its unique distribution network supported by over 1,600 branches across 17 countries.
The document summarizes Multiplus S.A.'s fourth quarter 2013 earnings results. Key highlights include 7.4% growth in gross billings to R$2.0 billion, 11.9% growth in net revenue, and a 4% increase in net income to R$232.1 million. The company also grew its loyalty program membership to over 12.2 million members and partner network to 472 partners. Non-air redemptions increased 9.2% while the breakage rate continued a gradual decline. Cash generation was R$452.6 million for the full year 2013.
The document summarizes Multiplus S.A.'s fourth quarter 2013 earnings results. Key highlights include 7.4% growth in gross billings to R$2.0 billion, 11.9% growth in net revenue, and a 4% increase in net income to R$232.1 million. The company also grew its loyalty program membership to over 12.2 million members and partner network to 472 partners. Non-air redemptions increased 9.2% while the breakage rate continued a gradual decline. Cash generation was R$452.6 million for the full year 2013.
Summary of financial results for the 3Q2020 InterCars
Inter Cars presented an investor presentation in November 2020. The presentation outlined Inter Cars' position as the largest European listed auto parts distributor, with a focus on Central and Eastern Europe. It discussed Inter Cars' strategic shift in recent years toward improving profitability, through initiatives like optimizing stock rotation, utilizing third-party logistics, and direct purchases from factories. The presentation also highlighted Inter Cars' integrated business model and large distribution network across 17 countries as competitive advantages.
This investor presentation provides an overview of Inter Cars S.A., a leading automotive parts distributor in Europe. Inter Cars has achieved consistent double-digit sales growth through expanding its product portfolio and geographic footprint. Recently, the company shifted its focus to improving profitability by optimizing inventory, supply chain, and purchasing. The presentation highlights Inter Cars' leadership position in the industry, protected business model, strong financial track record, and experienced management team as key credit strengths.
Summary of financial results for the 1Q2021InterCars
This presentation was prepared by Inter Cars S.A., a Polish automotive parts distributor, for informational purposes only. It contains forward-looking statements regarding Inter Cars' plans and is subject to various risks and uncertainties. The presentation also provides market data and discusses Inter Cars' strategic plans to optimize its supply chain, promote environmental protection initiatives, and expand its business into new markets and segments through 2021-2025.
Summary of financial results for the 1Q2021InterCars
This document provides an overview of Inter Cars S.A.'s plans for development and growth between 2021-2025. Key points include:
- Expanding e-commerce sales to new Western European markets in 2021, with a focus on logistics and finance innovations.
- Promoting the Motointegrator online garage search engine by launching in new Central/Eastern European markets and adding new features like online booking and mini e-shops.
- Migrating more countries to the new B2B e-Catalog sales platform, which currently processes over 3 million orders annually across 13 countries.
Cornerstone provides a corporate overview and highlights of its first quarter 2016 performance. It discusses its evolution over the past 16 years from a smaller startup to a global leader in talent management solutions. Cornerstone has grown significantly in terms of revenue, clients, users, and geographic reach. It also discusses opportunities for continued growth through further penetrating its existing client base, expanding into new markets and industry verticals, and developing new solutions. Cornerstone's vision is to continue innovating and reach $1 billion in revenue by leveraging its massive talent data and open platform approach.
- Inter Cars S.A. is a leading automotive parts distributor in Europe present in 17 countries. This presentation provides an overview of Inter Cars' business, strategy, and financials.
- Inter Cars' strategic focus is on optimizing its supply chain, expanding its e-commerce presence, and growing through both existing and new markets. It aims to be one of the top 3 companies in the independent aftermarket parts sector in Europe.
- Financially, Inter Cars has achieved strong and consistent growth over time with sales CAGR of 16% from 2007-2020 and EBITDA CAGR of 15.4% over the same period. It maintains high profitability and
Hansen Technologies reported strong financial results for FY2016 with 40% revenue growth to $149 million and 45% EBITDA growth to $45.4 million. Organic growth, the full-year impact of the TeleBilling acquisition, and high employee utilization drove results. For FY2017, Hansen expects 4-8% organic billing revenue growth and revenue between $165-175 million including contributions from recent acquisitions. The company also expects to maintain an EBITDA margin between 25-30%.
DoubleVerify is a measurement and analytics software platform that drives digital ad spend optimization and supports brand messaging alignment. It has over 1,000 customers globally including many of the world's largest brands, social media platforms, digital publishers and programmatic platforms. DoubleVerify analyzes billions of data points through its platform to provide real-time analytics and measurement ensuring digital media spend is optimized and messaging is effective. It has grown significantly since being founded in 2008 through strategic acquisitions and partnerships with major platforms and technologies.
1) XING was an early adopter of the "new work" megatrend and focuses on issues important to knowledge workers like work-life balance.
2) It understands the local nature of work in Germany and provides locally relevant news, content and job opportunities within a 50km radius for most users.
3) The redesigned app and expansion of video content keeps the platform engaging and relevant for professionals, while new features like Executive Circles target executives.
- XING reported its best quarterly results since going public in 2006 in Q3 2014, with total revenues growing 20% to €26 million, driven by growth in the Network/Premium and E-Recruiting segments.
- EBITDA was €9.1 million including a non-operating item, and €9.9 million excluding this item. Net profit was €4.7 million including the item and €5.4 million excluding it.
- XING added 282,000 new platform members in Q3, bringing its total user base to 7.94 million in Germany, Austria and Switzerland. It expects full year 2014 EBITDA of €28-29 million.
XING AG Q3/2013 conference call presentationXING SE
XING, the largest professional social network in German-speaking Europe, reported strong growth in members and revenues for Q3 2013. Member growth was the highest in the last 18 months, with 214,000 new members. Revenues grew 18% year-over-year to €21.6 million, driven by accelerating growth in e-recruiting, events, and premium memberships. EBITDA increased 12% to €6.2 million. The company launched new versions of its talent management platform and premium services, and saw positive customer feedback. XING remains on track to meet its full-year objectives.
- XING reported total revenues of €40.48 million for the first half of 2013, up 13% from the previous year, driven by growth in its e-Recruiting division.
- EBITDA increased 13% to €11.16 million compared to the first half of 2012, with an EBITDA margin of 28% for both periods.
- Net income for the first six months of 2013 was €4.69 million, up 16% year-over-year, resulting in earnings per share of €0.84.
XING is the #1 professional social network in German-speaking Europe. In 2012, XING grew revenues 11% to €73.3 million despite flat EBITDA due to investments. The company has multiple revenue streams including paid memberships, recruiting, and events. XING's strategy is to double revenues by 2016 through initiatives to increase member value and establish leadership in active recruiting and events. XING generates strong operating cash flow and profitability across most business units as it executes its growth strategy.
XING reported solid financial results for Q3 2012, with revenues of €18.3 million, up 11% year-over-year, and EBITDA of €5.5 million, resulting in a 30% EBITDA margin. Member growth in Germany, Austria and Switzerland continued with 196,000 net new members added in Q3. XING successfully launched new products and features including XING Talentmanager, integration with SAP HR systems through Promerit, and enhanced premium membership features. In October, Burda announced a takeover bid for XING at €44 per share, intending to maintain XING as a separately listed entity.
- XING is a social network for professional contacts with over 12.6 million members worldwide and 5.9 million members in German-speaking countries.
- In Q3 2012, total revenues increased 11% to €18.33 million compared to Q3 2011, while EBITDA was €5.52 million at a margin of 30%.
- XING launched the XING Talent Manager, a recruiting tool for businesses, in late September which is expected to boost the e-Recruiting business.
- Burda, XING's major shareholder, acquired additional shares bringing its total to 38.9% and triggering a mandatory takeover offer for remaining shares at €44 per share, an
- XING saw strong member growth in German-speaking countries in H1 2012, reinforcing its position as the largest business network in the region.
- Total revenues increased 12% to €35.9 million in H1 2012, though operating results declined slightly to €9.9 million due to accelerated investments.
- The company's vertical divisions saw a 28% increase in revenues to €11.7 million. New features are expected to drive further financial growth.
- At the AGM in June, shareholders approved the introduction of a regular dividend, with the first payout of €0.56 per share occurring after the meeting.
XING reported strong financial results for Q1 2012, in line with expectations. Key highlights included:
- Highest number of new members in the D-A-CH region in the last 12 quarters.
- Important new product launches planned for recruitment and advertising verticals.
- Revenue of €17.7 million and EBITDA of €4.8 million, reflecting continued investments to drive future growth.
- Strong operating cash flow of €6.5 million despite accelerated investment phase since Q3 2011.
XING AG FY2011 results presentation (prelim)XING SE
1) XING reported continued revenue growth of 22% in 2011 with increased revenue diversification. EBITDA increased to €22m and margin was 34%.
2) Net income increased 31% when adjusted for one-time impairment charges. Management is recommending starting regular dividend payments.
3) In Q4 2011, revenues were €17.6m with EBITDA of €5.6m and margin of 32%. Personnel remains the main investment area to further growth.
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1. XING – #1 Professional
Social Network In
German Speaking
Presentation of preliminary results 2013
Europe
February 25th, 2014
Dr. Thomas Vollmoeller (CEO) & Ingo Chu (CFO)
2. Disclaimer
This presentation was produced in February 2014 by XING AG (the "Company") solely for use as an information source for potential business partners and is
strictly confidential. It has been made available to you solely for your own information and may not be copied, distributed or otherwise made available to any other
person by any recipient. This presentation is not an offer for sale of securities in the United States. The distribution of this presentation to you does not constitute an
offer or invitation to subscribe for, or purchase, any shares of the XING AG and neither this presentation nor anything contained herein shall form the basis of, or be
relied on in connection with, any offer or commitment whatsoever.
The facts and information contained herein are as up-to-date as is reasonably possible and are subject to revision in the future. Neither the Company nor any of its
subsidiaries, any directors, officers, employees, advisors nor any other person makes any representation or warranty, express or implied as to, and no reliance
should be placed on, the accuracy or completeness of the information contained in this presentation. Neither the Company nor any of its subsidiaries, any directors,
officers, employees, advisors or any other person shall have any liability whatsoever for any loss arising, directly or indirectly, from any use of this presentation. The
same applies to information contained in other material made available at the presentation.
While all reasonable care has been taken to ensure the facts stated herein are accurate and that the opinions contained herein are fair and reasonable, this
document is selective in nature and is intended to provide an introduction to, and overview of, the business of the Company. Where any information and statistics
are quoted from any external source, such information or statistics should not be interpreted as having been adopted or endorsed by the Company as being
accurate.
This presentation contains forward-looking statements relating to the business, financial performance and results of the Company and/or the industry in which the
Company operates. These statements are generally identified by words such as "believes," "expects," "predicts," "intends," "projects," "plans," "estimates," "aims,"
"foresees," "anticipates," "targets," and similar expressions. The forward-looking statements, including but not limited to assumptions, opinions and views of the
Company or information from third party sources, contained in this presentation are based on current plans, estimates, assumptions and projections and involve
uncertainties and risks. Various factors could cause actual future results, performance or events to differ materially from those described in these statements. The
Company does not represent or guarantee that the assumptions underlying such forward-looking statements are free from errors nor do they accept any
responsibility for the future accuracy of the opinions expressed in this presentation. No obligation is assumed to update any forward-looking statements.
This presentation speaks as of December 2013. Neither the delivery of this presentation nor any further discussions of the Company with any of the recipients
shall, under any circumstances, create any implication that there has been no change in the affairs of the Company since such date.
IMPORTANT NOTICE
Pro-forma results
Results contained in this presentation are partly based on unaudited pro-forma financial results that the Company derived from its preliminary and past financial
statements for the indicated periods in order to make these periods comparable and show non-recurring costs.
Cautionary note regarding preliminary results and pro-forma financial results
This presentation contains preliminary results and pro-forma results. The preliminary results may change during their final review. While the Company believes that
its pro-forma financial results are reflective of its recurrent trends and the on-going status of its business, there can be no assurance that its pro-forma results will
accurately reflect these trends and status and therefore, its investors are urged not to rely solely upon the pro-forma results when making their investing decision
and the pro-forma results should always be reviewed together with its actual financial results.
2
3. Successful revitalization of XING
New consistent and coherent
frame for XING
Re-acceleration of top-line growth
2014: Strong growth momentum to continue
Recommendation to return
€23.4m to shareholders
3
4. Many initiatives to stop declining growth rates in
2012
Key initiatives
2013
Situation 2012:
Declining growth rates
2009
29%
45.1m
New vision & mission
Adjusted strategy
2010
54.3m
2011
66.2m
20%
22%1
More product innovation
New organizational structure
New people
2012
1
73.3m
Incl. acquisition of amiando (XING events)
11%
4
5. In 2013 we established a consistent
and coherent frame for XING
VISION
ENABLE
PROFESSIONALS
TO GROW
MISSION
STRATEGY
ORGANIZATION
FOR A
BETTER
WORKING LIFE
NETWORK:
Increase relevant and unique user value
PREMIUM:
Establish paid business community
E-RECRUITING: Establish leading active sourcing and
employer branding platform
EVENTS:
Build Europe’s largest platform for
conferences and seminars
4 business units with...
clear strategy
clear responsibilities
dedicated resources
5
6. Strong focus on product innovation with multiple
new products launched in 2013
2013 key product innovations
Network
New member profile
New mobile products
(i.e. launch of ipad app)
Premium
„Das neue Premium“
E-Recruiting
XING Talentmanager 2.0
New employer branding profile
Social Job ads
Events
Rebranding of amiando into XING events
XING events mobile app
6
7. M&A: Successful acquisition and integration of
kununu
Acquired in
January 2013
€4m
€2m revenues
2013
Revenue 2x
€1.8m free cashflow
Fully integrated into
XING
Perfect fit for XING and our vision „for a better working life“
7
9. Accelerating top-line growth driving
EBITDA & Operating cash flow
Operating cash flow
Revenues
EBITDA
in €m
in €m
in €m
11%
26%
16%
(2012:11%)
85
73
22*
2012
*
2013
2012 adj.
24
2013
24
19
2012
Adjusted for one-time effects related to the mandadory takeover bid of Burda Digital and effects related to the acquisition of kununu GmbH (Non adjusted: €20m)
2013
9
10. Further improvement in member growth
Launch of “New Premium” offering to impact payer growth in 2014ff
Member growth
Payer growth
in 000s
in 000s
839
806
805
816
729
128
62
2009
2010
2011
2012
2013
Member base in D-A-CH mid Jan 2014:
7.0m
2009
2010
42
25
24
2011
2012
2013
Payer base in D-A-CH 2013: 807k
Worldwide: 830k
10
11. Our goal: double 2012 revenues until 2016
2013: Mission accomplished
2012
Revenues
doubled
2016
Growing
top line
20%+ yoy
2015
EBITDA
margin
expansion
becomes visible
2014
Strong push towards
new positioning
“For a better
working life”*
Year of
transition
Significant push
towards mobile
Continued
enforcement of
product innovations
2013
11
*
TV campaign to impact profit margin in Q1
12. Executive summary – Financials
Adjusted strategy and org working well
Top-line growth accelerating to 16%
EBITDA increasing to €24.3m
Operating cash flow increasing to €23.8m
Recommendation: Increase regular dividend to
€0.62 plus pay special dividend of €3.58
12
13. FY 2013: Revenue growth 16%, EBITDA up by 11%
2013
2012
adjusted
2013
vs. 2012
2013
vs. 2012
Abs.
Abs.2
Abs.
Rel.
84.8
73.3
11.5
16%
(60.5)
(51.3)
(9.2)
(18%)
EBITDA
24.3
22.0
2.3
11%
Margin
29%
30%
(1%pt)
Depreciation
(8.5)
(8.3)
(0.1)
(1%)
Financial result
(0.0)
0.3
(0.4)
(110%)
Taxes
(5.3)
(4.8)
(0.5)
(10%)
Net result
10.5
9.2
1.4
15%
Total revenue1
Costs
(1) Including other operating income
(2) 2012 figures adjusted for one-time expenses related to Burda takeover bid & kununu GmbH acquisition (€1.9m) & taxes adjusted by €0.5m accordingly
EPS €1.90 up 11% yoy
13
14. Network/Premium and e-recruiting driving
profitability
Segment EBITDA
Margin
Network /Premium
€34.4m
63%
E-Recruiting
€10.7m
45%
Events
(€2.7m)
N.A.
Tech, Central
Services & Other
(€18.0m)
N.A.
Ongoing investments in “Events” dilutes group EBITDA margin by ~5%pts
14
15. Network/Premium and e-recruiting driving
overall revenue growth
Network/Premium
e-Recruiting
Events
in €m
in €m
in €m
42%
6%
51.6
26%
54.7
23.7
16.7
3.9
2012
2013
2012
2013
4.9
2012
2013
15
20. Personnel main investment area to further drive company
growth
Personnel
Marketing
Other Expenses
in €m
in % of total revenue
in €m
in % of total revenue
in €m
in % of total revenue
194%
13%
7.6
8.3
27%
8.6
5.2
5.4
22%
24%
24%
Q4'12
Q3'13
Q4'13
4.3
40%
39%
1.8
38%
0.6
1.8
8%
8%
Q3'13
Q4'13
3%
Q4'12
Q3'13
Q4'13
Investment into product/technology
organization & sales/marketing
18 new FTEs in Q4
56 new FTE’s in 2013,
thereof 29 kununu
Q4'12
Online display & social media adv.
Search engine marketing (SEM)
Offline marketing expenditure
(conferences & events,
print, sponsoring)
Affiliate marketing
Start of TV campaign in Q4 13
External services, legal, audit & consulting
Payment processing, server hosting
Rent & other costs
20
22. Executive board recommends to increase regular
dividend to €0.62 and to pay a special dividend of €3.58
per share
Dividend increase from €0.56 to €0.62
according to EPS growth of 11%
One time special dividend of €3.58 (€20m)
Liquid assets of >€66m end of 2013
Highly cash-generative business
Payout with no impact reg. execution of
our growth strategy
Regular dividend policy unchanged:
Sustainable dividend payments going forward
22
23. XING – #1 Professional
Social Network In
German Speaking
Closing remarks
Europe
Dr. Thomas Vollmoeller (CEO) & Ingo Chu (CFO)
24. Thank you
for your kind
attention!
The professional network
www.xing.com
25. XING AG IR stats
Market cap: ~€500m / >€66m cash / no debt
Consensus from
8 brokers
Consensus
2014e
Total revenues
83.1
93.8
103.1
EBITDA
24.1
30.1
35.4
Margin
29%
32%
34%
Depreciation
-8.6
-8.9
-8.9
EBIT
15.5
21.1
26.5
Margin
19%
23%
26%
Net income
10.6
14.5
18.7
EPS in €
1.92
2.64
3.38
0.67
0.81
Average trading volume per day (XETRA)
2015e
DPS in €
(Analyst estimates as of February, 2014)
2013e
1.11
[in thousand]
20
15
9
7
7
Shares
6
4
Berenberg Bank, Commerzbank,
Close Brothers, Deutsche Bank,
Hauck & Aufhäuser,
JP Morgan Cazenove,
MM Warburg, Montega
5,592,137
10
7
Jan-13 Feb-13 Mar-13 Apr-13 May-13 Jun-13
Analyst coverage
12
12
6
3
Jul-13
Burda Digital GmbH
Deutsche Asset & Wealth Mngt
Schroders
Union Investment
Treasury Shares
Rest
Aug-13 Sep-13 Oct-13 Nov-13 Dec-13 Jan-14
2,922,244
372,660
282,421
173,284
12,832
1,828,696
52.26%
6.66%
5.05%
3.10%
0.23%
32.70%
Numbers based on last filing – actual shareholdings can differ
TecDax ranking end of Jan 2013
Market Cap.
28
Turnover
31
26
26. XING share price development since IPO in Dec 06
as of February 25, 2014 (12:00 PM CET)
350%
91.82€
300%
250%
200%
150%
100%
50%
0%
XING AG
TecDAX
SDAX
DAX
+206%
+81%
+37%
+53%
27
27. Investor Relations
Contact details & social media channels
http://twitter.com/xing_ir
http://www.slideshare.net/patmoeller
http://www.youtube.com/XINGcom
Patrick Moeller
Director Investor Relations
XING AG
Dammtorstraße 29-32
20354 Hamburg
Germany
http://blog.xing.com
Tel.: +49 (0)40 419 131-793
Fax.: +49 (0)40 419 131-44
(Please use this number to submit “WpHG notifications”)
skype:patrickmoeller?add
Email.: patrick.moeller@xing.com
IR website: http://corporate.xing.com/english/investor-relations/
28