2020 Financial Statement
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Competitive Analysis & Two-Firm Comparison Paper Carlsberg Group
Competitive Analysis & Two-Firm Comparison Paper Carlsberg Group | Sapporo Holdings Brandon Altman Professor Geraldine Wu International Studies Program: Europe Spring 2019 Word Count: 2393 – Excluding Titles 2 Table of Contents Part 1: Industry Analysis Pg. 3 Part 2: Firm Analysis Pg. 6 Part 3: Location Matters Pg. 9 References Pg. 12 ___________ Competitive Analysis & Two-Firm Comparison Paper 3 Part 1 Industry Analysis ______________________________________________________________________________ Competitive Analysis & Two-Firm Comparison Paper 4 Nature of Danish Beer Industry: The Danish beer market has proven to be an extremely attractive industry, as evidenced by the shocking increase in beer-firm numbers over the past two decades. According to Draft Mag, “at the end of the 20th century, Denmark had around a dozen breweries to its name, most conspicuously Carlsberg, one of the world’s largest brewers of industrial lager. A decade into the 21st century, the nation boasted almost 150 breweries.” This microbrewery boom brought in a large variety of craft beers that have tended to do especially well given that “the notoriously unstable Danish weather [caused] an increase in sales of craft beer due to people being driven away from the beaches and into bars or their own homes, where the consumption of craft and specialty beers is higher” (Euromonitor). On a competitive level, Denmark is a somewhat difficult market to compete in on a large scale. As stated by Euromonitor, “beer in Denmark continued to be highly consolidated with the two -
Grimbergen and CARLSBERG GROUP
CLIENT STORY Grimbergen AND CARLSBERG GROUP Burned, but not destroyed. Known for the stately gold phoenix on its label, Gimbergen beer is a unique drink. An abbey beer, Grimbergen got its start almost 900 years ago at the Grimbergen Abbey, in a little village just north of Brussels. While the setting was perfectly idyllic, the abbey was destroyed by three separate fires since 1128. Undeterred by hardship, the Grimbergen Fathers rebuilt the abbey time and time again—reviving their homemade beers each time. Today, Grimbergen beer maintains its legacy of hospitality, comfort, and good taste when you want to spoil yourself after a hard day of work, while ensuring a reliable experience. A welcoming pint of Grimbergen brings people together, just like it always has. In 2008 the Carlsberg Group, established in 1847 by master brewer J.C. Jacobsen, recognized the potential of bringing Grimbergen’s amazing beer and its story to markets outside of Belgium and helped launch large scale marketing campaigns to an international audience. One of the world’s leading brewery groups, the Carlsberg Group boasts over 140 brands in its portfolio of beer and other beverage brands and is committed to producing the beverages at the heart of moments that bring people together. Right now, the Carlsberg Group has more than 40,000 employees and sells its products in more than 150 markets. As the Group likes to say, they are living their purpose of brewing for a better today and tomorrow. To build on their legacy of success and keep pace with changing markets, Grimbergen wanted to shift their energy toward becoming a lifestyle brand—showcasing the unique stories and how Grimbergen is more than a beer—it’s an experience. -
Carlsberg A/S Q3 2020 Trading Statement Conference Call
Carlsberg A/S Q3 2020 Trading Statement Conference Call 28 October 2020 PARTICIPANTS Corporate Participants Cees ’t Hart – Chief Executive Officer, Carlsberg A/S Heine Dalsgaard – Chief Financial Officer, Carlsberg A/S Other Participants Simon Hales – Analyst, Citigroup Global Markets Ltd. Jonas Guldborg Hansen – Analyst, Danske Bank Trevor Stirling – Analyst, Sanford C. Bernstein Ltd. Søren Samsøe – Analyst, SEB Enskilda (Denmark) Laurence Whyatt – Analyst, Barclays Capital Securities Ltd. Tristan van Strien – Analyst, Redburn (Europe) Ltd. Fintan Ryan – Analyst, JPMorgan Pinar Ergun – Analyst, Morgan Stanley MANAGEMENT DISCUSSION SECTION Cees ’t Hart, Chief Executive Officer, Carlsberg A/S Good morning, everybody, and welcome to Carlsberg’s Q3 2020 conference call. My name is Cees ’t Hart and I have with me, CFO, Heine Dalsgaard; and Vice President of Investor Relations, Peter Kondrup. I hope you and your families are all safe and well and that you’re all getting through these challenging times. As you probably noticed, we issued our Q3 announcement, including an upgrade of our full-year earnings expectation, already last night. The upgrade is done in light of strong performance in Q3, positive volume development in Russia and China at the beginning of Q4, solid execution of cost reduction; and this, despite the current uncertainty in rest of Europe. We are, of course, very pleased with the new outlook. As said at previous quarters this year, however, the pandemic is having a significant impact on our business. We continue to take steps to protect our people, support our communities and protect the commercial and financial health of the Group, both in short and long-term. -
Business Practice and Accounts for Cooperative Stores J
University of Mississippi eGrove Individual and Corporate Publications Accounting Archive 1916 Business practice and accounts for cooperative stores J. A. Bexell W. H. Kerr United States. Department of Agriculture Follow this and additional works at: https://egrove.olemiss.edu/acct_corp Recommended Citation Bexell, J. A.; Kerr, W. H.; and United States. Department of Agriculture, "Business practice and accounts for cooperative stores" (1916). Individual and Corporate Publications. 198. https://egrove.olemiss.edu/acct_corp/198 This Book is brought to you for free and open access by the Accounting Archive at eGrove. It has been accepted for inclusion in Individual and Corporate Publications by an authorized administrator of eGrove. For more information, please contact [email protected]. UNITED STATES DEPARTMENT OF AGRICULTURE BULLETIN No. 381 Contribution from the Office o f Markets and Rural Organization CHARLES J. BRAND, Chief Washington, D. C. September 2 9 , 1916 BUSINESS PRACTICE AND ACCOUNTS FOR COOPERATIVE STORES By J. A. BEXELL, Dean, School of Commerce, Oregon Agricultural College, Collaborator, Office of Markets and Rural Organiza tion, and W.H. KERR, Investigatorin Market Business Practice, Office of Markets and Rural Organization CONTENTS Page Page Introduction ................................................... 1 Statements and Reports—Continued. Corporate Records .................................... 3 Auditor’s Report ........ 16 Minutes .................................................. 3 President’ s Report ....... 16 Subscription -
Introduction to Bookkeeping a Flexible Learning Course
Ginigoada Bisnis Development Foundation Inc. Introduction to Bookkeeping A Flexible Learning Course ACKNOWLEDGEMENTS This course was developed by the Ginigoada Foundation Inc. following enquiries and suggestions received from the participants who attended Ginigoada Mobile Training programme. Ginigoada, which means to ‘Stand up Strong’, provides free life, vocational and health skills training programmes to disadvantaged youth in Port Moresby, Papua New Guinea. The bookkeeping course was developed for first time learners who are interested in bookkeeping. It provides the learners with fundamentals of bookkeeping. Special thanks and acknowledgement go to Dr Alison Mead Richardson from the Commonwealth of Learning for supporting the development of this course. It can be found in the COL Oasis repository for learning materials and publications oasis.col.org The Foundation would also like to acknowledge and thank the following people for their valuable contributions during the development of this course: Course Team Robert H. Evah who compiled the course Pastor Michael Field for providing vision, encouragement and support to the team Tina Malu for editing the course material Anisa Sakep for editing the course material Pauline Raio for editing the grammar and spelling Instructional Design Editor Joan Mutero Adviser Dr Alison Mead Richardson Ginigoada Bisnis Foundation © 2017 Ginigoada Bisnis Foundation This publication is made available under a Creative Commons Attribution-ShareAlike 4.0 Licence (international): http://creativecommons.org/licenses/by-sa/4.0/ -
Financial Accounting
N4 Financial Accounting SCHOOL FOR SMALL BUSINESS MANAGEMENT CC 9781485710165_ntd_acc_n4_stb_eng_za.indb 1 2020/05/23 14:04 Pearson South Africa (Pty) Ltd 4th floor, Auto Atlantic Building, Corner of Hertzog Boulevard and Heerengracht, Cape Town, 8001 za.pearson.com © Pearson South Africa (Pty) Ltd All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of the copyright holder. Every effort has been made to trace the copyright holders of material produced in this title. We would like to apologise for any infringement of copyright so caused, and copyright holders are requested to contact the publishers in order to rectify the matter. First published in 2020 ISBN 9781485710165 (print) ISBN 9781485718536 (epdf) Publisher: Amelia van Reenen Managing editor: Ulla Schüler Editor: Peter Lague Proofreader: Book design: Pearson Media Hub Cover design: Pearson Media Hub Cover artwork: Typesetting: Robin Taylor Printed by xxxx printers, [city] Acknowledgements: 9781485710165_ntd_acc_n4_stb_eng_za.indb 2 2020/05/23 14:04 Contents Module 1: Introduction ................................................1 Unit 1.1: Accounting theory, principles and concepts .....................................2 Unit 1.2: The recording of transactions from source documents .................. 32 Unit 1.3: Bank reconciliation ............................................................................83 -
Trading Statement
Trading Statement Released : 15/04/2021 07:00 RNS Number : 5148V AO World plc 15 April 2021 15 April 2021 AO WORLD PLC FULL YEAR TRADING UPDATE ENDED 31 MARCH 2021 A year of outstanding financial and operational progress The Group delivered a strong performance across all aspects of the business, stepping up to, and capitalising on, the challenges and opportunities presented by the Covid pandemic. This included significant increases in revenue, a step change in profitability at both Group and divisional levels, strong cash generation, improved financial resources, and substantial progress in operational capability. This was achieved whilst sustaining AO's leading scores for customer engagement and without financial support from Government. Highlights: · Group revenues increased by 62% to £1.66bn1, with momentum continuing in the fourth quarter; · AO.com, our UK website, increased year-on-year revenue by 88% in Q4, and AO.de, our German website, increased full year revenue by 77%; · Our German business achieved run rate profitability in Q3 and is expected to generate profits in the current financial year; · Over 2 million new customers2 were added in the financial year, who experienced The AO Way for the first time; · Our customer satisfaction rating, as measured by Net Promoter Score, continued to be ranked amongst those of world-leading consumer companies at over 803. · The One AO strategy, together with changes to our operating model and associated investments, significantly enhanced our operating capacity and strengthened the Group's positioning as we seek further growth. As a result of these achievements, Group Adjusted EBITDA4, despite Covid-related costs, is expected to be in the range £63m - £72m (FY 2020: £19.6m), in line with market consensus5. -
Carlsberg Annual Report Market Overview
Carlsberg Annual Report Market overview 2 1 Our markets Denmark Norway Sweden Finland Poland Germany The Baltic StatesUnited KingdomFrance Switzerland Italy Greece Population (millions) 5.5 5.0 9.4 5.4 38.1 81.4 6.9 62.6 63.2 7.8 60.6 11.2 10.7 19.3 142.4 45.6 16.5 28.6 9.4 9.1 28.7 5.3 7. 2 1,348.1 89.3 6.6 14.4 28.5 1,206.9 Est. GDP/capita PPP (USD) 37,742 53,376 40,614 36,723 20,137 37,936 17,95 8 4 35,974 35,049 43,509 30,166 27,6 24 23,204 13,740 4 16,687 7,19 9 13,060 3,294 14,948 10,217 15,579 59,937 49,342 8,394 3,355 2,659 2,286 1,328 3,703 Est. real GDP growth (%) 1.5 1.7 4.4 3.5 3.8 2.7 4-6.6 1.1 1.7 2.2 0.6 -5.0 -2.2 0.8-2.5 4.3 4.7 6.5 7.1 5.0 0.2 5.2 5.3 6.0 9.5 5.8 8.3 6.7 3.5 7.8 Inflation, avg. consumer prices (%) 3.2 1.7 3.0 3.1 4.0 2.2 4.2-5.1 4.5 2.1 0.7 2.6 2.9 3.4 3.2-11.3 8.9 9.3 8.9 13.1 41.0 9.3 3.2 3.7 5.5 5.5 18.8 8.7 6.4 9.5 10.6 Est. -
An Introduction to Coloplast 2015 Table of Contents
An introduction to Coloplast 2015 Table of contents Our Waking up Ostomy Care 04 commitment 06 to a new life 08 Breaking This is A partner 10 new ground 12 Coloplast. 14 in care How can I help? I am Simon Continence What women 16 18 Care 20 want Pioneering Urology Care No two days 22 new 24 26 are the same technologies Wound & A woman with Going west 28 Skin Care 30 a mission 32 in China A career, Coloplast Awards 34 not a job 36 globally 38 3 Lars Rasmussen, President, CEO Our commitment More than 2.5 million people live with a stoma; around 348 million suffer from incontinence; over 40 million are treated for chronic wounds every year. That’s a lot of people. We’re committed to help them live active, rewarding lives. hanks to life-saving surgery that meet their needs. That’s why we role in making this happen. By bringing and medication, we live work with healthcare authorities all innovative products to market. Working longer and survive conditions over the world to raise standards of to increase understanding – at all T that used to be fatal. As a care and promote choice of treatment. levels of society. And providing the consequence, however, many people We also engage with the people who information and inspiration users have to live with a chronic, intimate use our products to fully understand need to live the life they want to lead. healthcare condition for the rest of their daily challenges – and offer the their lives. guidance they need to manage their But let’s start by breaking the silence. -
Annual Report 2012
ANNUAL REPORT 2012 MOVING ENERGY FORWARD MANAGEMENT’S REVIEW PARENT COMPANY FINANCIAL STATEMENTS 1 Chairman’s statement 92 Statement of comprehensive income 2 DONG Energy at a glance 93 Balance sheet 4 Selected events 2012 94 Statement of changes in equity 5 CEO’s review 95 Statement of cash flows 7 Our activities 96 Notes 11 CSR report MANAGEMENT STATEMENT, INDEPENDENT AUDITOR’S Financial performance and outlook REPORT AND ASSURANCE REPORT 15 Performance highlights, financial 105 Statement by the Executive Board and the Board of Directors 17 Consolidated results 106 Independent auditor’s report, financial statements 23 Review of business units’ performance 107 Assurance report, non-financial statements 27 Outlook 28 Financial objectives 29 DONG Energy in the capital market ADDITIONAL Information 30 Risk and risk management 108 Company announcements published in 2012 109 Glossary Management information 111 Activity map 37 Corporate governance and internal controls 40 Executive Board and Group Executive Management 41 Board of Directors FURTHER INFORMATION Media Relations Karsten Anker Petersen CONSOLIDATED FINANCIAL STATEMENTS +45 9955 9662 44 Statement of comprehensive income Investor Relations 45 Balance sheet Allan Bødskov Andersen 46 Statement of changes in equity +45 9955 9769 47 Statement of cash flows 49 Notes www.dongenergy.com DONG Energy A/S CONSOLIDATED NON-FINANCIAL STATEMENTS CVR No. 36213728 87 Performance highlights, non-financial Kraftværksvej 53 88 Accounting policies 7000 Fredericia Denmark Tel +45 9955 1111 Language The report has been prepared in Danish and in English. In the event of any discrepancies between the Danish and the English reports, the Danish version shall prevail. DONG ENERGY ANNUAL REPORT 2012 Management’S REVIEW CHairMan’s stATEMENT Focused transformation to the sustainable energy system of the future As Denmark’s largest energy company DONG Energy has a vital role to In our supply of energy to end customers, enhanced energy ef- play in keeping the Danes supplied with energy. -
SUSTAINABILITY SUMMARY 2020 Introduction
SUSTAINABILITY SUMMARY 2020 Introduction CARLSBERG GROUP SUSTAINABILITY SUMMARY 2020 INTRODUCTION 2 MESSAGE FROM OUR CEO 2020 has been an incredibly organic decline in operating profit to DKK 956m to support research, arts, challenging year for our 3.1%. We ended the year with culture and civil society, including reported revenue of DKK 58.5bn, DKK 109m specifically for COVID-19 business, our customers and operating profit of DKK 9.7bn and relief efforts. our people all around the free cash flow of DKK 5.1bn. world. Our purpose is brewing for a better Despite the challenges posed by today and tomorrow. Despite the Through it all, we have remained COVID-19, our strategic priorities immense and immediate threat to resilient, buoyed by our strong and ambitions remain intact, and we human health, I am encouraged to performance over the past few years. have continued to invest in our see that the global pandemic has brands. While volumes sold have sharpened the world’s focus on the I would like to thank each and every declined overall, we have seen long-term sustainability of the one of our people for their role in growth of 1% in our craft & speciality planet too. We must not lose sight of continuing to support our business brews and 11% in our alcohol-free this overriding objective and I joined and our customers through these brews. other leading CEOs in urging tough times. governments to ensure their recovery Our financial performance and efforts support the Paris Agreement’s During the year, our top priority was SAIL’22 business strategy are 1.5˚C climate goal. -
FY 2020 FINANCIAL STATEMENT PRESENTATION Disclaimer
FINANCIAL STATEMENT 2020 5 February 2021 1 FY 2020 FINANCIAL STATEMENT PRESENTATION Disclaimer FORWARD-LOOKING STATEMENTS This presentation contains forward-looking statements, including statements about the Group’s sales, revenues, earnings, spending, margins, cash flow, inventory, products, actions, plans, strategies, objectives and guidance with respect to the Group's future operating results. Forward-looking statements include, without limitation, any statement that may predict, forecast, indicate or imply future results, performance or achievements, and may contain the words "believe", "anticipate", "expect", "estimate", "intend", "plan", "project", "will be", "will continue", "will result", "could", "may", "might", or any variations of such words or other words with similar meanings. Any such statements are subject to risks and uncertainties that could cause the Group's actual results to differ materially from the results discussed in such forward- looking statements. Prospective information is based on management’s then current expectations or forecasts. Such information is subject to the risk that such expectations or forecasts, or the assumptions underlying such expectations or forecasts, may change. The Group assumes no obligation to update any such forward- looking statements to reflect actual results, changes in assumptions or changes in other factors affecting such forward-looking statements. Some important risk factors that could cause the Group's actual results to differ materially from those expressed in its forward-looking