DIXONS GROUP Plc PRELIMINARY AUDITED RESULTS for the 52
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Lapland UAS Thesis
RESEARCHING THE POTENTIAL OF MOBILE BIG DATA FOR BUSINESS DECISION-MAKING Case of Elgiganten AB - Haparanda Hung Duc Luu Bachelor's Thesis Lapland University of Applied Sciences Degree Programme in Business Information Technology Bachelor of Business Administration 2014 Abstract of thesis School of Business and Culture Degree Programme in Business Information Technology Author Duc Hung Luu Year 2014 Supervisor Vladimir Ryabov Commissioned by Harri Putila, Elgiganten AB - Haparanda Title of thesis Researching the Potential of Mobile Big Data for Business Decision-Making Case of Elgiganten AB - Haparanda No. of pages + app. 74 + 10 This research is focused on the area of mobile Big Data, particularly personal location data and its usage to gain insights into customers’ in-store behaviours. The objective of this research is to study the practical potential of mobile Big Data in order to evaluate its impact on business decision-making in the case company. This study was commissioned by Elgiganten AB – Haparanda. The case company is a part of Elkjøp Nordic AS, the largest consumer electronics and home appliances retailer in Sweden. The study stemmed from the need to increase the case company’s understanding of the customers’ behaviours. This research is practically oriented with the theoretical framework revolving around studying the mobile Big Data, sensors’ tracking technologies and Apache Hadoop applications. To accomplish the objectives of this research, the business scenario using mobile Big Data to support decision making in the case company was formulated and scrutinised. The qualitative research method was used in this single case study for the case company. Exploratory research approach was chosen due to the novelty of the research area. -
INSIGHT CASE STUDY Insight Confidential
INSIGHT CASE STUDY Insight Confidential Since 1988, Insight has evolved from a technology start-up to a global IT player; from a private, home-based business to a publicly traded Fortune 500 corporation. In addition, Insight has grown through a number of acquisitions, bringing dynamic new cultures into the Insight fold. How do we drive cohesion and strengthen our One Team to perform more consistently, capture market share and increase our share of every dollar we sell? Over the years, Insight has undergone an aggressive evolution of its strategy as the company grew from its roots as a low-cost, high availability product provider to offering a value proposition few of its competitors could claim: A global information technology provider of hardware, software and service solutions to business and government clients. When asked about the evolution of the business, Insight co-founder Tim Crown said, “My brother Eric and I have always described the business as a series of strategic decisions. These led us from being a hard drive only company advertising in magazines on an inbound basis, to a multi-product cataloger, to a business to business product reseller with outbound sales, to an IT service provider.” Around the same time Insight was founded, a number of competitors were also established and in much the same way. Through the years, these competitors have also evolved their strategies and focus areas to remain successful in a highly dynamic and competitive IT environment. These efforts have had varying degrees of success. In 2011, the Insight senior leadership team knew the business had the right value proposition to grow to a new level of achievement. -
Dixons/Compaq/Packard Bell
COMPETITION ACT 1998 DECISION OF THE DIRECTOR GENERAL OF FAIR TRADING No CA98/3/2001* 6 APRIL 2001 DIXONS STORES GROUP LIMITED* /COMPAQ COMPUTER LIMITED/PACKARD BELL NEC LIMITED* Relating to a finding by the Director General of Fair Trading (the ‘Director’) that agreements have not infringed the prohibition imposed by section 2 (the ‘Chapter I prohibition’) of the Competition Act 1998 (the ‘Act’), and that conduct has not infringed the prohibition imposed by section 18 (the ‘Chapter II prohibition’) of the Act. I. INTRODUCTION 1. This decision relates to an agreement between DSG Retail Limited (‘DSG’) and Compaq Computer Limited (‘Compaq’) dated 27 August 1999 (the ‘Compaq Agreement’) and to an agreement between DSG and Packard Bell NEC Limited (‘Packard Bell’) dated 12 November 1999 (the ‘Packard Bell Agreement’) (collectively the ‘Agreements’) concerning the exclusive distribution in the UK of personal computers. 2. This decision is made pursuant to the Act in accordance with rule 15(1) of the Competition Act 1998 (Director’s rules) Order 2000 (the ‘Director’s rules’)1 It states the facts on which the Director relies and his reasons for the decision. II. THE FACTS A. THE COMPLAINT 3. Following the execution of the Agreements and announcement of the consequent cessation of supplies of personal computers to the John Lewis Partnership plc (‘John Lewis’) and Tempo Holdings Limited, (‘Tempo’) (collectively referred to hereinafter as ‘JLT’ unless otherwise specified) the Office received a complaint (‘the * Certain information has been excluded from this document in order to comply with the provisions of section 56 of the Competition Act 1998 (confidentiality and disclosure of information). -
The World's Most Active Consumer Electronics Professionals on Social
Europe's Most Active Consumer Electronics Professionals on Social - May 2021 Industry at a glance: Why should you care? So, where does your company rank? Position Company Name LinkedIn URL Location Employees on LinkedIn No. Employees Shared (Last 30 Days) % Shared (Last 30 Days) 1 EPOS https://www.linkedin.com/company/eposaudio/Denmark 438) 121) 27.63% 2 VanMoof https://www.linkedin.com/company/vanmoof/Netherlands 346) 80) 23.12% 3 ATAG Benelux https://www.linkedin.com/company/atagbenelux/Netherlands 269) 59) 21.93% 4 Eurofred https://www.linkedin.com/company/eurofred-group/Spain 206) 43) 20.87% 5 Zound Industries https://www.linkedin.com/company/zoundindustries/Sweden 245) 49) 20.00% 6 Cellularline https://www.linkedin.com/company/cellularline-group/Italy 227) 44) 19.38% 7 Jabra https://www.linkedin.com/company/jabra/Denmark 1,898) 351) 18.49% 8 Swappie https://www.linkedin.com/company/swappie/Finland 331) 57) 17.22% 9 Trust International https://www.linkedin.com/company/trustofficial/Netherlands 261) 41) 15.71% 10 LDLC https://www.linkedin.com/company/ldlc/France 393) 58) 14.76% 11 Devialet https://www.linkedin.com/company/devialet/France 326) 46) 14.11% 12 Netatmo https://www.linkedin.com/company/netatmo/France 251) 35) 13.94% 13 Skousen https://www.linkedin.com/company/skousen/Denmark 235) 30) 12.77% 14 WhiteAway https://www.linkedin.com/company/whiteaway-group/Denmark 252) 31) 12.30% 15 - COYOTE - https://www.linkedin.com/company/coyotesystem/France 340) 38) 11.18% 16 Bang & Olufsen https://www.linkedin.com/company/bangolufsen/Denmark -
Trademarks, Triggers and Online Search Working Paper
Trademarks, Triggers and Online Search Working paper Stefan Bechtold∗ and Catherine Tuckery May 18, 2013 Abstract Internet search engines display advertisements along with search results, providing them with a major source of revenue. The display of ads is triggered by the use of keywords, which are found in the searches performed by search engine users. The fact that advertisers can buy a keyword that contains a trademark they do not own has caused controversy worldwide. To explore the actual effects of trademark and keyword advertising policies, we exploit a natural experiment in Europe. Following a decision by the Court of Justice of the European Union, Google relaxed its AdWords policy in continental Europe in September 2010. After the policy change, Google allowed advertisers to select a third party's trademark as a keyword to trigger the display of ads. We use click-stream data from European Internet users to explore the impact this policy change had on browsing behavior. Based on a data set of 5.38 million web site visits before and after the policy change, we find little average change. However, we present evidence that this lack of average effect stems from an aggregation of two opposing effects. While navigational searches are less likely to lead to the trademark owner's website, non-navigational searches are more likely to lead to the trademark owner's website after the policy change. The effect of changing keyword advertising policies varies with the purpose of the consumers using the trademark. It is the resulting tradeoffs, rather than consumer confusion, on which the keyword advertising debate should focus. -
Conference Program July 26-29, 2021 | Pacific Daylight Time 2021 Asee Virtual Conference President’S Welcome
CONFERENCE PROGRAM JULY 26-29, 2021 | PACIFIC DAYLIGHT TIME 2021 ASEE VIRTUAL CONFERENCE PRESIDENT’S WELCOME SMALL SCREEN, SAME BOLD IDEAS It is my honor, as ASEE President, to welcome you to the 128th ASEE Annual Conference. This will be our second and, almost certainly, final virtual conference. While we know there are limits to a virtual platform, by now we’ve learned to navigate online events to make the most of our experience. Last year’s ASEE Annual Conference was a success by almost any measure, and all of us—ASEE staff, leaders, volunteers, and you, our attendees—contributed to a great meeting. We are confident that this year’s event will be even better. Whether attending in person or on a computer, one thing remains the same, and that’s the tremendous amount of great content that ASEE’s Annual Conference unfailingly delivers. From our fantastic plenary speakers, paper presentations, and technical sessions to our inspiring lineup of Distinguished Lectures and panel discussions, you will have many learning opportunities and take-aways. I hope you enjoy this week’s events and please feel free to “find” me and reach out with any questions or comments! Sincerely, SHERYL SORBY ASEE President 2020-2021 2 Schedule subject to change. Please go to https://2021asee.pathable.co/ for up-to-date information. 2021 ASEE VIRTUAL CONFERENCE TABLE OF CONTENTS 2021 ASEE VIRTUAL CONFERENCE AND EXPOSITION PROGRAM ASEE BOARD OF DIRECTORS ................................................................................4 CONFERENCE-AT-A-GLANCE ................................................................................6 -
Computersalectronics AUGUST 1983 Formerly Popular Electronics $1.50
Computersalectronics AUGUST 1983 formerly Popular Electronics $1.50 Printers for Small Computers Radio Shack's New Micro Color Computer Testing the Microbuffer II Printer Interface Compact DiscDigital Audio Systems Also In This Issue: 08 o heT !Latest Flat -Panel Displays 1111 First 4024 1427 Look at Magnavox's CD Record Player www.americanradiohistory.comAmericanRadioHistory.Com You can wait for industry siandards to mandate improved performance. Or you can have it now on Maxell. The Gold Standard. The refinements of The Gold Standard, from clear and accurate. And lubricants reduce fric- oxide particles to lubricant to jacket, are uniquely tion between head and disk for a longer media Maxell. And therefore, so are the benefits. and head life. To house it, we then Our unique, uniform crystals assure dense a constructed a new jacket heat - oxide packing. So you begin with an origi- resistant to 140° F to withstand drive nal signal of extraordinary fidelity. A signal heat without warp or wear. And we safeguard in ways that leave industry created the floppy disk that standards in our wake. leads the industry in error -free performance and durability. An advanced binder bonds oxides to the base material preventing time All industry standards exist to and money- wasting dropouts. assure reliable performance. Calendering then smooths the sur- The Gold Standard expresses face for a read /write signal that stays a higher aim: perfection. mexeII. IT'S WORTH IT Computer Products Division, Maxell Corporation of America, 60 Oxford Drive, Moonachie, N.J. 07074 201 -440 -8020 Circle No. 30 on Free Information Card www.americanradiohistory.comAmericanRadioHistory.Com the KLH Solo Price Slashed List Price $199- Suggested Retail $169 January 1983 Dealer Cost $106 NOW $68 It's been killing us. -
Dixonsgroupplcinterimresultsforth
Dixons Group plc interim results for the 28 weeks ended 15 November 2003 Dixons Group plc, Europe's leading specialist electrical retailer, today announces interim results. INTERIM RESULTS • Turnover increased by 21% to £3.1 billion (2002/03: £2.6 billion). • Group like for like sales up 1%; UK like for like sales were flat and International like for like up 3%. • Operating profit (including goodwill amortisation) increased by 15% to £102.4 million (2002/03: £89.4 million). • Profit before tax (excluding goodwill amortisation) increased by 9% to £105.7 million (2002/03: £97.1 million). • Profit before tax (including goodwill amortisation) increased by 9% to £103.4 million (2002/03: £94.8 million). • Basic earnings per share increased by 3% to 3.7 pence (2002/03: 3.6 pence). Interim dividend of 1.660 pence (2002/03: 1.510 pence), an increase of 10%. • On 24 November 2003, the Group successfully sold 48.4 million Wanadoo SA shares, raising ?310 million (£216 million) cash • On 8 December 2003, the Group disposed of its European property development business, Codic International SA for ?33 million (£23 million) cash. CHRISTMAS TRADING Group sales for the 8 weeks ended 10 January 2004 were up 12% in total and 5% on a like for like basis. In the UK, sales increased by 7% in total and 4% on a like for like basis. Sales in the International division increased by 28% in total and 7% on a like for like basis. Sir John Collins, Chairman, commented as follows: "The Group achieved solid results in the first half year, with good sales and profit growth in a challenging retail market. -
European Technology Media & Telecommunications Monitor
European Technology Media & Telecommunications Monitor Market and Industry Update H1 2013 Piper Jaffray European TMT Team: Eric Sanschagrin Managing Director Head of European TMT [email protected] +44 (0) 207 796 8420 Jessica Harneyford Associate [email protected] +44 (0) 207 796 8416 Peter Shin Analyst [email protected] +44 (0) 207 796 8444 Julie Wright Executive Assistant [email protected] +44 (0) 207 796 8427 TECHNOLOGY, MEDIA & TELECOMMUNICATIONS MONITOR Market and Industry Update Selected Piper Jaffray H1 2013 TMT Transactions TMT Investment Banking Transactions Date: June 2013 $47,500,000 Client: IPtronics A/S Transaction: Mellanox Technologies, Ltd. signed a definitive agreement to acquire IPtronics A/S from Creandum AB, Sunstone Capital A/S and others for $47.5 million in cash. Pursuant to the Has Been Acquired By transaction, IPtronics’ current location in Roskilde, Denmark will serve as Mellanox’s first research and development centre in Europe and IPtronics A/S will operate as a wholly-owned indirect subsidiary of Mellanox Technologies, Ltd. Client Description: Mellanox Technologies Ltd. is a leading supplier of end-to-end InfiniBand and June 2013 Ethernet interconnect solutions and services for servers and storage. PJC Role: Piper Jaffray acted as exclusive financial advisor to IPtronics A/S. Date: May 2013 $46,000,000 Client: inContact, Inc. (NasdaqCM: SAAS) Transaction: inContact closed a $46.0 million follow-on offering of 6,396,389 shares of common stock, priced at $7.15 per share. Client Description: inContact, Inc. provides cloud contact center software solutions. PJC Role: Piper Jaffray acted as bookrunner for the offering. -
European Supplies Distribution Overview
European Supplies Distribution Overview January 2006 00000000 Copyright © InfoTrends/CAP Ventures 3rd Floor, Sceptre House 7-9 Castle Street Luton, Beds LU1 3AJ www.capv.com 1 Agenda • Supplies distribution flow chart overview • Channel definitions and Players • Distribution charts by product – Toner cartridges – Inkjet cartridges – Specialty media – Copier Toner • Country differences • Conclusions 00000000 Copyright © InfoTrends/CAPInfoTrends Ventures 97 Libbey3rd Floor, Industrial Sceptre Parkway House Suite7-9 Castle 300 Street Weymouth, Luton, Massachusetts Beds LU1 3AJ 02189 www.capv.com www.capv.com 2 W. Europe – Total Printer Supplies Distribution in 2004-5 Small=S Medium=M st Large= L 1 tier in black OEMs and Aftermarket Players 2nd tier in red Enduser in blue 17% 39% 5% 8% 7% 20% Computer Supplies Hardware Distributors Contract 8% Distributors Stationers Wholesale Stationer & 5% 4% Buying Groups 8% 17% 5% 15% Mail Order Printer Catalogue Superstores Office Service/ Other Retail supplies Dealers dealer 25% 8% 15% 2% 32% 12% On-Line Sales On-Line Sale On-Line Sales On-Line Sales 6% End-users M/L S/MM/L S/M M S/M M/L 00000000 Copyright © InfoTrends/CAPInfoTrends Ventures 97 Libbey3rd Floor, Industrial Sceptre Parkway House Suite7-9 Castle 300 Street Weymouth, Luton, Massachusetts Beds LU1 3AJ 02189 www.capv.com www.capv.com 3 Channel Definitions and Major Pan- European Players (1) • Hardware Distributors – Main distributor for OEM hardware – some with strong sales in the supplies business – Sell via hardware dealers- No direct end-users -
Operating Review International
Operating review 1 International 2 3 4 1. Unbeatable offers in Gentofte – El Giganten’s biggest store in Denmark. 2. Gigantti doubled its store base in Finland, growing from four to eight stores. 3. Thousands of customers queued to shop in the first Electro World store in Budapest, February 2002. 4. Shopping for fantastic offers at the Electro World opening. 22 Dixons Group plc Annual Report & Accounts 2001/02 4 The International Retail division achieved Elkjøp opened 15 new stores, including an operating profit of £15.2 million five El Gigantens in Sweden and four (£22.3 million) on sales increased by Gigantti stores in Finland, bringing its 14 per cent to £688 million (£602 million). total to 148 stores in five countries. We intend to open a further 11 new Nordic countries stores in this financial year. Elkjøp’s sales increased by 12 per cent to £596 million (£531 million). Although Central Europe like for like sales were 1 per cent lower, In February, the Elkjøp team launched this reflected a downturn in a number the Group’s first store in Hungary under of Nordic markets. Elkjøp continued to the Electro World brand. The 43,000 5 gain share in each of its markets. square feet store combines the best of the Group’s formats from around In July 2001, Elkjøp completed Europe. The store has quickly established the purchase of seven out of town a strong market presence.We intend SuperRadio stores in Denmark. to open a further Electro World store These stores have been rebranded in Budapest and our first in Prague this under Elkjøp’s El Giganten fascia and financial year. -
Chief Executive's Review Group Turnover for the 52 Weeks Ended 27
Chief Executive’s review Group turnover for the 52 weeks ended 27 April 2002 increased by 5 per cent to £4,888 million (2000/01 £4,643 million excluding Freeserve). Like for like sales were unchanged across the Group in challenging markets. Group profit before tax and exceptional The Group continued to grow market telecoms solutions provider for the items increased by 7 per cent to £297.2 share, showing particularly strong gains business to business market. million (2000/01 £277.8 million before in widescreen televisions, large domestic taxation, exceptional items and Freeserve). appliances, games, personal computers International and PC related products. The International Retail division achieved UK Retail an operating profit of £15.2 million UK Retail division operating profit before The product cycle is a major determinant (£22.3 million) on sales ahead 14 per cent exceptional items was £253.6 million of sales growth. New products have at £688 million (£602 million). (£244.8 million), an increase of 4 per cent. driven sales even during the recessions Total UK Retail sales were £4,122 million of the early 1980s and 1990s. Looking Our expansion into Continental (£3,979 million), a 4 per cent increase ahead, the product outlook appears Europe continued, with investments year on year and unchanged like for like. positive with new technologies coming in eight markets. The Group now has onto the market, from large flat screen retail operations in 11 countries. Although Currys and PC World made televisions to wireless home networks, As anticipated, start-up losses were strong contributions to the divisional and the potential for a recovery in the incurred in new businesses in France, performance, these were largely personal computer market.