企業(yè)重振進(jìn)度報(bào)告Turnaroundontrackpresentation

1、turnaround on track6th german corporate conferencefrankfurtfebruary 26th, 2003dr. achim kassow (ceo)ceo 智庫(kù)智庫(kù) 中國(guó)最專業(yè)的網(wǎng)上管理與資本知識(shí)寶庫(kù)，由頂級(jí)管理咨詢和投資銀行家為成長(zhǎng)企業(yè)高管、ceo、金融界人士精選非時(shí)效性質(zhì)的高端財(cái)經(jīng)、資本市場(chǎng)、投行、管理、戰(zhàn)略等知識(shí)性文檔和書籍供下載和閱讀。該智庫(kù)由協(xié)縱國(guó)際企業(yè)港有限公司管理，如對(duì)管理和資本知識(shí)文檔感興趣，登錄 會(huì)發(fā)現(xiàn)一高端的知識(shí)海洋在等待您。 提供成長(zhǎng)企業(yè)展示商業(yè)模式、產(chǎn)品和服務(wù)的平臺(tái)和渠道 ceo智庫(kù)下轄ceo商業(yè)聯(lián)盟俱樂部用創(chuàng)新通訊方

2、式鏈接萬名企業(yè)高管，互通信息和共享商機(jī)。 社區(qū)和論壇提供客戶與資本與管理專家對(duì)接，是幫助客戶獲得決策輔助建議的平臺(tái)協(xié)縱國(guó)際企業(yè)港協(xié)縱國(guó)際企業(yè)港 協(xié)縱國(guó)際企業(yè)港是中國(guó)首家柔性辦公和企業(yè)成長(zhǎng)基地運(yùn)營(yíng)商。母公司盛富資本為亞洲投資銀行，從事跨境資產(chǎn)管理服務(wù)，下轄私募股權(quán)投資、房地產(chǎn)基金、資本籌集、購(gòu)并和香港上市保薦業(yè)務(wù)，近年從英美引入最新柔性辦公基地（flexible managed office）模式，提供靈活的柔性辦公場(chǎng)所，配套大量協(xié)助企業(yè)成長(zhǎng)的增值服務(wù)。柔性辦公和企業(yè)成長(zhǎng)基地概念（柔性辦公和企業(yè)成長(zhǎng)基地概念（flexible managed office)傳統(tǒng)寫字樓因租期和面積固定導(dǎo)致租用后的空

3、置和浪費(fèi)，配置會(huì)議室、茶水間、機(jī)房、洽談區(qū)和預(yù)留走道導(dǎo)致浪費(fèi)一半面積。入住后除須支付租金、管理費(fèi)和空調(diào)費(fèi)外，還要額外支付每月每平米大約15-20元的空調(diào)系統(tǒng)電費(fèi)、水費(fèi)和照明等隱性成本。協(xié)縱利用柔性辦公技術(shù)以更低成本，使客戶除擁有寬敞前臺(tái)、會(huì)議、接待設(shè)施外，安置效率提升40%。同時(shí)，可以幫助解決管理困惑和資本瓶頸。特此聲明：本智庫(kù)提供文章僅供學(xué)習(xí)交流，非商業(yè)用途，請(qǐng)下載后24小時(shí)內(nèi)刪除！柔性辦公空間解決方案柔性辦公空間解決方案30-1800平米辦公面積可靈活劃分即租即用，低成本獲規(guī)模形象含裝修到家具，可選個(gè)性化二裝和 布置寬敞前臺(tái)、洽談室、等候室、休息室、中央主機(jī)房，配有行政秘書及咖啡茶水服務(wù)配

4、有視頻會(huì)議和電話會(huì)議系統(tǒng)的會(huì)議室和培訓(xùn)室24小時(shí)空調(diào)，全電腦門禁安防監(jiān)控系統(tǒng)成長(zhǎng)解決方案成長(zhǎng)解決方案財(cái)務(wù)、法律、稅務(wù)支持與外包人力資源、e營(yíng)銷、企業(yè)戰(zhàn)略診斷免費(fèi)專業(yè)智庫(kù)支持，沙龍、論壇和商業(yè)互惠聯(lián)盟，提供商業(yè)人脈拓展機(jī)會(huì)商業(yè)模式和商業(yè)計(jì)劃書輔導(dǎo)，引入pe投資和安排私募配售管理、戰(zhàn)略咨詢、私募配售和高管培訓(xùn)母公司擁有上市保薦人資格和旗下pe基金，可幫助解決管理和資本困惑針對(duì)初創(chuàng)企業(yè)的虛擬辦公和辦公位方案針對(duì)初創(chuàng)企業(yè)的虛擬辦公和辦公位方案辦公位方案入住一點(diǎn)獲輻射全國(guó)的地址代客來電接聽，中英文應(yīng)答協(xié)縱深圳柔性辦公基地協(xié)縱深圳柔性辦公基地智慧廣場(chǎng)：南山區(qū)華僑城僑香路與深云路交匯處b座11層財(cái)富廣場(chǎng)：福

5、田區(qū)深南大道與農(nóng)園路交匯處財(cái)富廣場(chǎng)a座24層聯(lián)合廣場(chǎng)：福田區(qū)濱河路5022號(hào)聯(lián)合廣場(chǎng)b棟7層明華國(guó)際會(huì)議中心：南山區(qū)蛇口龜山路八號(hào)明華國(guó)際會(huì)議中心二號(hào)樓12層佳和華強(qiáng)大廈：福田區(qū)深南中路佳和華強(qiáng)大廈b座10層閩泰大廈：南山區(qū)濱海大道與文心五路交匯處閩泰大廈14層協(xié)縱北京柔性辦公基地協(xié)縱北京柔性辦公基地京信大廈：朝陽區(qū)東三環(huán)北路甲二號(hào)京信大廈13層朝外men大廈：朝陽區(qū)朝外大街26號(hào)men大廈12、29層中匯廣場(chǎng)：東城區(qū)東直門南大街11號(hào)中匯廣場(chǎng)c座10、11層一卡在手暢通全國(guó)的會(huì)議和辦公服務(wù)臨時(shí)接待客戶服務(wù)初創(chuàng)業(yè)者獲大企業(yè)辦公環(huán)境南方國(guó)際廣場(chǎng)：福田區(qū)益田路3013號(hào)南方國(guó)際廣場(chǎng)b棟18層協(xié)縱上

6、海柔性辦公基地協(xié)縱上海柔性辦公基地招商局大廈：陸家嘴東路161號(hào)招商局大廈12層協(xié)縱佛山柔性辦公基地協(xié)縱佛山柔性辦公基地卓遠(yuǎn)國(guó)際商務(wù)大廈：禪城區(qū)季華租期：短可一月面積：小至一席長(zhǎng)可七年大至一層五路2號(hào)一座卓遠(yuǎn)國(guó)際商務(wù)大廈6、7、11、13層成本：節(jié)約投資地點(diǎn)：入駐一點(diǎn)服務(wù)：知識(shí)智庫(kù)避免浪費(fèi)多點(diǎn)通行資本投資免費(fèi)熱線/toll-free hotline:網(wǎng)站/website:智庫(kù)/ceo knowledge:微博/micro blog:400-654-http:/ at a glancenine-month figuresmarket and positioningcom one programm

7、e for the futureconclusion3comdirect is no 1 direct broker in germany and no 3 in uk622,242 customersincluding 32,494 customers in uk (co-operation with lloyds tsbstarted in october 2002)euro 7.0bn assets under custodyeuro 5.1bn portfolio volumeresults from ordinary activities of comdirect group alr

8、eady positive(year end 2002)44agendacomdirect at a glancenine-month figuresmarket and positioningcom one programme for the futureconclusion5key figures of comdirect bank group2000q1-q32001q1-q32002q1-q3net commission incomenet interest income after provisionsadministrative expensesprofit/loss from o

9、rdinary activitiespre-tax profit/lossearnings per sharetotal assets (as of september 30, 2002)equity (as of september 30, 2002)in mnin mnin mnin mnin mnin in mnin mn150.841.9167.025.625.60.093,064.9748.070.748.0176.2-59.3-59.3-0.333,048.2697.058.948.0105.64.3-27.6-0.142,665.0552.16results affected b

10、y restructuring expenses (as of sept. 30th, 2002)12058.93.0109.931.11008060402048.057.317.24.30-20-20.0-32.0-27.6-7.7-40netnetotherincomeperson-otherdepre-profitextra-pre-taxtaxesafter-taxinterestcom-operatingnel costadminis- ciationfromordinary resultresultincomeaftermission resultincometrativeexpe

11、nsesordinary expensesactivitiesprovi-sions7ordinary profit in q1 - q3 / 2002 was primarily attributable tocomdirect germanycomdirect germanycomdirect ltdin mn 120100806040200106.394.1in mn 10080604020012.2-203.611.4-7.8incomeexpensesprofit / lossincomeexpensesprofit / lossfrom o. a.from o. a.8first

12、figures for 2002 financial year20012002customers, of whichbrokerage customers648,611615,211622,242594,701orders executedassets under custody, of whichdeposit volumeportfolio volumein mnin bnin bnin bn6.5669.0012.3036.6985.7007.0051.9485.05799agendacomdirect at a glancenine-month figuresmarket and po

13、sitioningcom one programme for the futureconclusion1033,26127,817,84,49,5online activities: continued growthspread of pc:number of personal computersper 100 inhabitants in germanyspread of internet:internet users in germany(in million)27.833.23924 2629323617.81215194.49.593 94 95 96 97 98 99 00 01e

14、02 031993 1995 1997 1999 2001 2005*1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005*19981997/199819991998/199920001999/2000200112/2001200212/2002* estimatedsources: bitkom; gfk medienforschung, online-monitor, forsa/sevenone interactive (as of 01/2003)11(online brokerage: large marke

15、t potential in germanyoverall: 82.2 millioninhabitantsof whom: 17 million15.3 million (= 90%)holding securities ingermany usetraditional channels /suppliers1.7 million onlinebrokeragecustomers (= 10%)hold securities (incl.fixed interestsecurities)the market for online brokerage in germany exists and

16、 is sustainable12comdirect is europes leading financial websitereach of comdirect140mn page impressions(avg./month 2002)30mn visits (avg./month 2002)compared to, i.e., onvista, oneof the best known germanfinance portals34mn page impressions(avg./month 2002)4mn visits (avg./month 2002)(source: comdir

17、ect/ivw)13current market forcesonline-trading in the long run not differentiatingbrokerage is a commoditiytrading activitesconcentratedpressure for growthpressure for performancechanging paradigma:risk control“instead of risk exposure“new asset classesmargin pressure will remain (despite current mar

18、gin growth)retail investors during downturn/stagnation very passivlarge percentage of all transactions carried out by smallnumber of customersreduced potential for consolidation/cost cuttingpure price-strategies for aqusition of new customers withuncertain economic resultscustomers place more emphas

19、is on service and pricethan beforeretail banks narrow the gap; specialists succeed (auto banks)risk coverage/management becomes more important;especially for investorscustomers focus shifts from single shares to diversifiedportfoliosreturn expectations: shares are being reviewednew“ asset classes wi

20、th growth potential: debt/corporatecredit, alternative investments, real estate14(ongoing service differentiation necessary: website set to improveaccording to changing customer needsattractive direct brokerage platformnew information tools comply with increasing customer need fornavigational aid cu

21、stomer requirement: security: bonds informer customer requirement: flexible products: warrant informer customer requirement: structured investment opportunities:certificate and funds informernew asset-management tools customer requirement: risk/return analysis: securities accountmanagementno 1 priva

22、te asset-management platform15agendacomdirect at a glancenine-month figuresmarket and positioningcom one programme for the futureconclusion1516(com one programme for the future: focus on profit growthcomdirect value creationgrowthnumber ofcustomersprofitability and stabilitycustomer value: pre-taxpr

23、ofit per customerprofitabilitycost percustomercost reductionprofitability and stabilityincome percustomerstabilization ofincomedynamic value creation: in a difficult market environment, focus oncustomer value17com one will increase the pre-tax profit per customer in germanyfrom 19 to 82 by 2004custo

24、mer value: pre-tax profit per customerprofit from ordinary activitiesin 50040030020010011719.820cost per customer200020012004eincome percustomerin 500in 5004294003003122594003002782722001902001000.1000.200020012004e200020012004e18(effect of the cost reduction initiatives in germany (2004 vs. 2001)in

25、 mn200180development2004 vs. 200116014016040135com one-27%120100381223111628-30%personnel costs8010060767372-28%other administrativeexpenses4020020211816-20%depreciation20012002e2003e2004esustained structural cost reduction of 44mn in 2004 attributable tocom one191200822200( 12mn p.a. reduction in p

26、ersonnel costs up to 2004changes in workforcecomdirect germany1,400initiativesworkforce reduction in callcentres/service departmentsftes atyear-end 1,2001,0001,139937cost reduction- 12mn service departmentconcentrated at quickborn reorganizing andimprovement of process800efficiency600400200565565wor

27、kforce reduction throughoutthe corporate centre bundling of functions optimizing interfaces and0 0200020012002q3 2003e2004eimproving efficiencyinitiatives are already being implemented completion by mid-20032016014012040202004: stabilization of income at 2001 leveldevelopment of incomecomdirect germ

28、anybackgroundconservative scenarioin mn200regarding short-term market180172166developments stable customer base orders per customer remainat low level (8.5 trades per10080customer in 2004)60.at the same time, initiatives tostabilize income new pricing model020012004e changes in product mix21-100pre-

29、tax profit target of 50mn in 2004development of profit from ordinary activities, comdirect germany20012004in mn 6040+ 50200-20-40-60-80-200+12-203*+10-22*-120profitfrom ordinaryactivities 2001profit from ordinaryactivities 2002 target afterpre-tax profit target2004 after initiativesinitiatives*pre-t

30、ax profit after restructuring costs for foreign operations in 2001 and for com one in 200222itorganization has been streamlined with clear responsibilities forboard membersceoachim kassowbusinessdevelopmentcorporatecommunicationsmarketingwebmanagementcoohans-joachim nitschkeservicehr & organisat

31、iontreasurycfoandre carlsfinance &controllingrisk managementinternal auditinggreat britaininstitutionals23top-down management information system is establishedstrategic steering cockpit followingthe balanced scorecard approachoperational steering cockpitcontaining key value driverscost ofequitye

32、mployeesfinancialscustomersvalueroeequityresultprocessessteering variablescost/incomeratiogroup key figures, e.g.:key figures for financial performance customers added value human resources process efficiencyroetotal shareholder returndivision key figures, e.g.:incomeexpensesprofitability and efficiency indicatorsdepartment key figures, e.g.:incomeexpensesprofitability and efficiency indicators24tight timetable for implementing measures fully maintained200220032004q3q4q1q2q3q4q1q2quick hits costscost savings of 5.2mncost cu