This story was originally published on Feb. 23, 2012, and is brought to you today as part of our Best of ECT News series.
I have a lot of fun writing about CRM -- the ideas, the tools and how they're brought together as a coherent strategy . CRM is a foundation on which to build relationships, layer on additional sales and support tools, and create a customer-centric business.
But this foundation needs a foundation. After all, businesses thrived even before CRM technology was invented, and they flourished long before the acronym was coined. While we in the CRM space like to say that you need a solid CRM foundation in place before you can grow to the next level (which, these days, is most often defined as social CRM), we tend to forget that CRM itself needs to rest on a solid foundation.
What is that foundation built on? A bunch of things that are, in general, never considered when we talk about CRM, but which can heavily influence CRM's effectiveness for good and for ill, based on how well the business executes on them.
There are many foundational things that every business should strive to master even before they have a CRM application in place, but here are five that serve as underpinnings for successful businesses, and thus as underpinnings of successful CRM efforts.
Services and Products
Businesses exist to create customers, wrote Peter Drucker, but customers exist because they have needs. The bottom-line question for your customers is this: Do the things I buy from this business satisfy my needs?
The real issues here are quality and value. If your products are faulty or second-rate compared to the competitors, or if they're priced wrong, it doesn't matter what kind of CRM magic you work -- your sales funnel will be more like a conveyor belt, with prospects proceeding down the pipeline to customers and then, rapidly, to ex-customers. And over time, quality and pricing issues (and their unpleasant cousin, delivery issues) will erode your customer base and create poor word of mouth. Unless you remedy this issue, your business is doomed to failure.
The Honesty Factor
Even with a good product or a well-delivered service, issues happen. A smart business understands this and has a plan in place to deal with these exceptions, and to do so in a way that assumes that customers are intelligent and, within reason, understanding.
Excuses that sound phony or inauthentic multiply the negative impact of a problem. Explanations that are sincere and candid, however, can have the exact opposite effect. For example, a very small business run by a friend took a serious delivery and production hit when its one employee was stricken by a nasty stomach flu just as a new product was supposed to ship. Rather than ignore the problem, he dragged himself to email and social media and explained the problem honestly. This brought a few angry customers but many more who sympathized and were understanding -- and, when he was able to return to work, almost no complaints about the delay.
Honesty as an underlying value of a business is not just morally laudable -- it's also key for forging better customer relationships and maintaining employee morale. Which brings us to ...
Employees' Attitude
I like to say that a CRM strategy should start with hiring. Employees with a customer-focused attitude are an asset whether or not you've invested in CRM software. Conversely, employees who lack that attitude can take a CRM investment of any amount and effectively reduce its value to zero.
Your management takes the data you collect in CRM and translates it into directives for actions and interactions that mean something to the customers; your employees carry out those directives. Without the proper focus on the customer, management and employees are unlikely to connect the dots between data and dealings with the people who keep your business in business.
Respect for Process
CRM also helps automate many of the sales, marketing and support tasks that dominate most customer relationships. That allows your business to scale in terms of the number of customers each employee can care for. To do that, however, means that all employees who need to interface with CRM do so. That starts with the sales team and carries through to the rest of the organization; adhering to the process of using CRM is as important as adhering to any other company process.
There is an exception to this, however: When an employee sees an area where process is preventing customer satisfaction, he or she should be able to take action to override or modify the policy. Process and productivity mean nothing to individual customers, and employees need to be empowered to step out of process when necessary.
Your Commitment to Support
Too many businesses stop paying attention to their customers after the sale closes and only begin paying attention again when it's time to sell again. Smart businesses know that an ongoing relationship is the best route to ongoing sales, and a natural place for contact in that relationship comes in customer support.
Companies that have a commitment to support do a good job of meeting customers' needs regardless of whether they are a one-person shop with a single telephone line or a large corporation with several call centers -- the technology simply lets bigger businesses scale up more effectively. Sadly, when the emphasis is all on sales, support is seen as a cost center and doesn't get the care and feeding it deserves. That's why so many service calls leave customers more agitated at the end of the call than they were at the beginning, even if the problem that triggered the call is resolved.
When a business fails in any of these areas, the customer relationships that were the goal of its CRM investments are ruined -- which raises the question: Why did you invest in CRM if you weren't willing to build a foundation on which it could rest?
Financial Management Company offer Free QuickBooks Health Checks - PRLog (free press release)
B&M Financial Management Services, a full service accounting firm, specializing in accounting and financial management consulting services has announce a offer to business owners who are struggling to maintain good financial records.
Most small businesses use QuickBooks to keep track of their accounting and financial reporting need to help operate their business and make productive and effective decisions toward the growth of their business.
B&M Financial Management understands the unique challenges some businesses face during tax season and throughout with producing accurate accounting record. Bookkeeping may seem like a easy task, but in actuality if not managed properly the business can run into cash flow crunches.
Whether you are just starting to use QuickBooks or have been using the accounting software for your business some time now. If your bookkeeping records are not accurate you will not be able to run an efficient business operation.
One of the key essentials to running a business is to keep track of your income and expenses, not just for your knowledge but if you decide to get a loan, they will want to see your current financial records, during tax season you will need accurate financial records for the Accountant to prepare your business taxes, and it will save you money to have those records prepared before submitting them to the Accountant. Or if you decide to sell your business you will also need accurate accounting record. Therefore, it is an important factor to maintain good bookkeeping records when operating a business.
B&M Financial Management Services has been providing bookkeeping, accounting and tax services for their clients for over 20 years. To help small business owners, they have decided to offer a free health check to small businesses who feel that they are not keeping accurate accounting records.
With this free QuickBooks Health Check offer a free analysis of your QuickBooks data, including mapping, setup and cleanup suggestions. The process is very simple and takes only a few steps to complete. Just contact B&M Financial Management Services to speak with an accounting expert to get started.
For more information about getting your free QuickBooks Health Check or other service offers call (888) 524-4094 or visit http://www.bmfms.com.
Banks told to display 'your money is protected' notices - Daily Telegraph
The notices will also have to state whether banking licences are shared with another brand, as in this case customers who have money in both are still subject to an overall compensation limit of £85,000.
For example, Halifax and Bank of Scotland – which also own BM Savings – count as one group, whereas NatWest and Royal Bank of Scotland are treated as separate entities by the FSCS.
Andrew Bailey, the FSA's director of UK banks and building societies, said: "Customers need to feel confident about their money and to do this they need to know what the compensation limits are and which scheme would provide cover in the event of a bank, building society or credit union failure.
"Too many people assume that because their branch is located on a local high street in the UK, they are covered by the FSCS. This is not true for UK branches of EEA [European Economic Area ] banks where the home country's deposit guarantee scheme applies."
He added: "Banks, building societies and credit unions will have to display these compensation stickers or posters in the branch window along with a sticker at the cashier's window or desk and a further poster in a prominent position inside."
Similar stickers must also be displayed on websites. The rules will take effect on August 31.
Spain Runs Out Of Money - Daily Telegraph Blogs
El Mundo reports that the country can no longer resist the bond markets as 10-year yields flirt with 6.5pc again, and the spread over Bunds – or `prima de riesgo' — hits a fresh record each day.
Premier Mariano Rajoy and his inner circle have allegedly accepted that Spain will have to call on Europe's EFSF bail-out fund to rescue the banking system, even though this means subjecting his country to foreign suzerainty.
Mr Rajoy denies the story, not surprisingly since it would be a devastating climb-down, and not all options are yet exhausted.
"There will not be any (outside) rescue for the Spanish banking system," he said.
Fine, so where is the €23.5bn for the Bankia rescue going to come from? The state's Fund for Orderly Bank Restructuring (FROB) is down to €5.3bn, and there are many other candidates for that soup kitchen.
Spain must somehow rustle up €20bn or more on the debt markets. This will push the budget deficit back into the danger zone, though Madrid will no doubt try to keep it off books – or seek backdoor funds from the ECB to cap borrowing costs. Nobody will be fooled.
Meanwhile, Bankia's shares crashed 30pc this morning. JP Morgan and Nomura expect a near total wipeout. Investors who bought the new shares at flotation last year may lose almost everything.
This all has a very Irish feel to me, without Irish speed and transparency. Spanish taxpayers are swallowing the losses of the banking elites, sparing creditors their haircuts.
Barclays Capital says Spain's housing crash is only half way through. Home prices will have to fall at least 20pc more to clear the 1m overhang of excess properties. If so, the banking costs for the Spanish state are going to be huge.
The Centre for European Policy Studies in Brussels puts likely write-offs at €270bn. We could see Spain's public debt surge into triple digits in short order.
As I wrote in my column this morning, the Spanish economy is spiralling into debt-deflation. Monetary and fiscal policy are both excruciatingly tight for a country in this condition. The plan to slash the budget deficit from 8.9pc to 5.3pc this year in the middle of an accelerating contraction borders on lunacy.
You cannot do this to a society where unemployment is already running at 24.4pc. Either Europe puts a stop to this very quickly by mobilising the ECB to take all risk of a Spanish (or Italian) sovereign default off the table – and this requires fiscal union to back it up – or it must expect Spanish patriots to take matters into their own hands and start to restore national self-control outside EMU.
Just to be clear to new readers, I am not "calling for" a German bail-out of Spain or any such thing. My view has always been that EMU is a dysfunctional and destructive misadventure – for reasons that have been well-rehearsed for 20 years on these pages.
My point is that if THEY want to save THEIR project and avoid a very nasty denouement, such drastic action is what THEY must do.
If Germany cannot accept the implications of this – and I entirely sympathise with German citizens who balk at these demands, since such an outcome alienates the tax and spending powers of the Bundestag to an EU body and means the evisceration of their democracy – then Germany must leave EMU. It is the least traumatic way to break up the currency bloc (though still traumatic, of course).
My criticism of Germany is the refusal to face up to either of these choices, clinging instead to a ruinous status quo.
The result of Europe's policy paralysis is more likely to be a disorderly break-up as Spain – and others – act desperately in their own national interest. Se salve quien pueda.
I fail to see how Spain gains anything durable from an EFSF loan package. The underlying crisis will grind on. Yes, the current account deficit has dropped from 10pc to 3.5pc of GDP, but chiefly by crushing internal demand and pushing the jobless toll to 5.6 million. The "unemployment adjusted current account equilibrium" — to coin a concept – is frankly frightening.
The FT's Wolfgang Munchau suggested otherwise last week, saying Spain's competitiveness gap has been exaggerated. I can see what he means since Spain's exports are growing even faster than German exports. But this is from a low base. It is not enough to plug the gap.
Spain is quite simply in the wrong currency. That is the root of the crisis. Loan packages merely drag out the agony.
A Spanish economist sent me an email over the weekend after the Bankia details came out saying:
"It looks like game over for the sovereign and the financial sector at the same time. Unless we get a Deus ex Machina, we'll be discussing much more seriously the benefits of a return to the peseta in no time."
It begins.
Dell Reports First Quarter Financial Results - Yahoo Finance
ROUND ROCK, Texas--(BUSINESS WIRE)--
Dell announced its fiscal 2013 first quarter results today, continuing to show progress in its move to being a total enterprise services and solutions provider. Revenue for the quarter was $14.4 billion, with GAAP operating income of $824 million, and earnings of $0.36 per share.
“We’re committed to continuing our strategy to re-shape Dell’s business as an end-to-end IT provider,” said Michael Dell, chairman and CEO. “We saw continued progress in our first quarter with the innovative IT solutions we’re providing – notably our latest Dell servers, storage, networking and services that deliver customers enhanced productivity.”
“We continued to shift the mix of our business during a challenging environment,” said Brian Gladden, Dell chief financial officer. “Our enterprise solutions and services businesses now account for 50 percent of our gross margin, and we’ll continue to make the necessary investments to maintain our progress.”
Results
- Revenue in the quarter was $14.4 billion, a 4 percent decrease from the previous year.
- GAAP earnings per share in the quarter was 36 cents, down 27 percent from the previous year; non-GAAP EPS was 43 cents, down 22 percent.
- GAAP operating income for the quarter was $824 million, or 5.7 percent of revenue. Non-GAAP operating income was $1 billion, or 7 percent of revenue.
- Cash used in operations in the quarter was $138 million. For the past four quarters, Dell has generated $4.9 billion in cash flow. Dell ended the quarter with $17.2 billion in cash and investments.
Fiscal-Year 2013 First Quarter Highlights
First Quarter | |||||||||||||||||
(in millions) | FY13 | FY12 | Change | ||||||||||||||
Revenue | $ | 14,422 | $ | 15,017 | (4 | )% | |||||||||||
Operating Income (GAAP) | $ | 824 | $ | 1,212 | (32 | )% | |||||||||||
Net Income (GAAP) | $ | 635 | $ | 945 | (33 | )% | |||||||||||
EPS (GAAP) | $ | 0.36 | $ | 0.49 | (27 | )% | |||||||||||
Operating Income (non-GAAP) | $ | 1,010 | $ | 1,376 | (27 | )% | |||||||||||
Net Income (non-GAAP) | $ | 761 | $ | 1,050 | (28 | )% | |||||||||||
EPS (non-GAAP) | $ | 0.43 | $ | 0.55 | (22 | )% |
Information about Dell’s use of non-GAAP financial information is provided under “Non-GAAP Financial Measures” below. Non-GAAP financial information excludes costs related primarily to the amortization of purchased intangibles, severance and facility-action costs, and acquisition-related charges. All comparisons in this press release are year over year unless otherwise noted.
Strategic Highlights:
- Dell Enterprise Solutions and Services revenue grew 2 percent year over year to $4.5 billion and contributed half of Dell’s gross margin. The ESS revenue grew 5 percent excluding third-party storage.
- Dell Services revenue was $2.1 billion, up 4 percent. Services backlog increased 9 percent to $15.4 billion.
- Dell-owned storage grew 24 percent to $423 million.
- Server and networking revenue grew 2 percent.
Business Units and Regions:
- Large Enterprise revenue was $4.4 billion in the quarter, a 3 percent decline. Operating income for the quarter was $402 million, or 9.1 percent of revenue.
- Public revenue was $3.5 billion, a 4 percent decrease. Operating income for the quarter was $271 million, or 7.8 percent of revenue.
- Small and Medium Business revenue grew 4 percent to $3.5 billion. Enterprise Solutions and Services revenue increased 17 percent, led by services revenue growth of 23 percent and servers and networking of 16 percent. SMB had $389 million in operating income, or 11.2 percent of revenue.
- Consumer revenue was $3 billion, a 12 percent decline. Operating income was $32 million or 1.1 percent of revenue.
- Asia-Pacific and Japan revenue was flat but China increased 9 percent. EMEA revenue was down 1 percent in the quarter. Americas was down 7 percent. Revenue in the BRIC countries increased 4 percent.
Company Outlook:
The company expects second quarter revenue to be in line with historical seasonal trends and be up 2-4 percent from first-quarter levels.
About Dell
Dell Inc. (NASDAQ:DELL - News) listens to customers and delivers worldwide innovative technology, business solutions and services they trust and value. For more information, visit www.dell.com. As previously announced, the first-quarter analyst call with Michael Dell, chairman and CEO; Brian Gladden, CFO; and, Steve Felice, Chief Commercial Officer, will be webcast live today at 4:00 CDT and archived at www.dell.com/investor. To monitor highlighted facts from the analyst call, follow on the Dell Investor Relations Twitter account at: http://twitter.com/dellshares or hashtag #DellEarnings. To communicate directly with Dell, go to www.dell.com/dellshares.
Segment Realignment:
In the first quarter of Fiscal 2013, Dell made certain segment realignments in order to conform to the way Dell internally manages segment performance. These realignments affected all of Dell's operating segments, but primarily consisted of the transfer of small office business customers from the Small and Medium Business segment to the Consumer Segment. Dell has recast prior period amounts to provide visibility and comparability. None of these changes impacts Dell's previously reported consolidated net revenue, gross margin, operating income, net income, or earnings per share.
Non-GAAP Financial Measures:
This press release includes information about non-GAAP operating income, non-GAAP net income, and non-GAAP earnings per share (collectively with non-GAAP gross margin and non-GAAP operating expenses, the “non-GAAP financial measures”), which are not measurements of financial performance prepared in accordance with U.S. generally accepted accounting principles. In the following tables, Dell has provided a reconciliation of each historical non-GAAP financial measure to the most directly comparable GAAP financial measure under the heading “Reconciliation of Non-GAAP Financial Measures” and has presented a detailed discussion of its reasons for including the non-GAAP financial measures and the limitations associated with those measures under the heading “Use of Non-GAAP Financial Measures.” Dell encourages investors to review the reconciliation and the non-GAAP discussion in conjunction with Dell’s presentation of these non-GAAP financial measures.
Special Note on Forward Looking Statements:
Statements in this press release that relate to future results and events (including statements about Dell’s future financial and operating performance, trends relating to mix shift, macroeconomic uncertainty, organic and inorganic investments and success relating to strategic transformation, as well as the financial guidance with respect to cash flow from operations, net income and non-GAAP earnings per share) are forward-looking statements and are based on Dell's current expectations. In some cases, you can identify these statements by such forward-looking words as “anticipate,” “believe,” “could,” “estimate,” “expect,” “intend,” “confidence,” “may,” “plan,” “potential,” “should,” “will” and “would,” or similar expressions. Actual results and events in future periods may differ materially from those expressed or implied by these forward-looking statements because of a number of risks, uncertainties and other factors, including: intense competition; Dell’s reliance on third-party suppliers for product components, including reliance on several single-sourced or limited-sourced suppliers; Dell’s ability to achieve favorable pricing from its vendors; weak global economic conditions and instability in financial markets; Dell’s ability to manage effectively the change involved in implementing strategic initiatives; successful implementation of Dell’s acquisition strategy; Dell’s cost-efficiency measures; Dell’s ability to effectively manage periodic product and services transitions; Dell’s ability to deliver consistent quality products and services; Dell’s ability to generate substantial non-U.S. net revenue; Dell’s product, customer, and geographic sales mix, and seasonal sales trends; the performance of Dell’s sales channel partners; access to the capital markets by Dell or its customers; weak economic conditions and additional regulation affecting our financial services activities; counterparty default; customer terminations of or pricing changes in services contracts, or Dell’s failure to perform as it anticipates at the time it enters into services contracts; loss of government contracts; Dell’s ability to obtain licenses to intellectual property developed by others on commercially reasonable and competitive terms; infrastructure disruptions; cyber attacks or other data security breaches; Dell’s ability to hedge effectively its exposure to fluctuations in foreign currency exchange rates and interest rates; expiration of tax holidays or favorable tax rate structures, or unfavorable outcomes in tax audits and other compliance matters; impairment of portfolio investments; unfavorable results of legal proceedings; Dell’s ability to attract, retain, and motivate key personnel; Dell’s ability to maintain strong internal controls; changing environmental and safety laws; the effect of armed hostilities, terrorism, natural disasters, and public health issues; and other risks and uncertainties discussed in Dell’s filings with the Securities and Exchange Commission, including its Annual Report on Form 10-K for its fiscal year ended February 3, 2012. In particular, Dell’s expectations with regard to cash flow from operations, net income and non-GAAP earnings per share for the full fiscal year ending Feb. 1, 2013 assume, among other matters, that there is no significant decline in economic conditions generally or demand growth specifically, that macroeconomic uncertainties do not materialize into significant economic difficulties, no significant change in product mix patterns, and continued geographic customer demand trends. In particular, Dell’s expectations with regard to second quarter revenue amounts assume, among other matters, that there is no significant decline in economic conditions generally or demand growth specifically, that macroeconomic uncertainties do not materialize into significant economic difficulties, no significant change in product mix patterns, and continued geographic customer demand trends. Dell assumes no obligation to update its forward-looking statements.
Consolidated statements of income, financial position and cash flows and other financial data follow.
Dell is a trademark of Dell Inc. Dell disclaims any proprietary interest in the marks and names of others.
DELL INC. | |||||||||||||||||||||
Condensed Consolidated Statement of Income and Related Financial Highlights | |||||||||||||||||||||
(in millions, except per share data and percentages) | |||||||||||||||||||||
(unaudited) | |||||||||||||||||||||
Three Months Ended | % Growth Rates | ||||||||||||||||||||
May 4, | February 3, | April 29, | |||||||||||||||||||
2012 | 2012 | 2011 | Sequential | Yr. to Yr. | |||||||||||||||||
Net revenue | |||||||||||||||||||||
Products | $ | 11,423 | $ | 12,925 | $ | 12,059 | (12 | %) | (5 | %) | |||||||||||
Services, including software related | 2,999 | 3,106 | 2,958 | (3 | %) | 1 | % | ||||||||||||||
14,422 | 16,031 | 15,017 | (10 | %) | (4 | %) | |||||||||||||||
Cost of net revenue | |||||||||||||||||||||
Products | 9,330 | 10,521 | 9,436 | (11 | %) | (1 | %) | ||||||||||||||
Services, including software related | 2,025 | 2,125 | 2,149 | (5 | %) | (6 | %) | ||||||||||||||
Total cost of net revenue | 11,355 | 12,646 | 11,585 | (10 | %) | (2 | %) | ||||||||||||||
Gross margin | 3,067 | 3,385 | 3,432 | (9 | %) | (11 | %) | ||||||||||||||
Operating expenses | |||||||||||||||||||||
Selling, general and administrative | 2,009 | 2,218 | 2,025 | (9 | %) | (1 | %) | ||||||||||||||
Research, development and engineering | 234 | 236 | 195 | (1 | %) | 20 | % | ||||||||||||||
Total operating expenses | 2,243 | 2,454 | 2,220 | (9 | %) | 1 | % | ||||||||||||||
Operating income | 824 | 931 | 1,212 | (11 | %) | (32 | %) | ||||||||||||||
Interest and other, net | (32 | ) | (24 | ) | (42 | ) | (32 | %) | 25 | % | |||||||||||
Income before income taxes | 792 | 907 | 1,170 | (13 | %) | (32 | %) | ||||||||||||||
Income tax provision | 157 | 143 | 225 | 9 | % | (30 | %) | ||||||||||||||
Net income | $ | 635 | $ | 764 | $ | 945 | (17 | %) | (33 | %) | |||||||||||
Earnings per share: | |||||||||||||||||||||
Basic | $ | 0.36 | $ | 0.43 | $ | 0.50 | (16 | %) | (28 | %) | |||||||||||
Diluted | $ | 0.36 | $ | 0.43 | $ | 0.49 | (16 | %) | (27 | %) | |||||||||||
Weighted average shares outstanding: | |||||||||||||||||||||
Basic | 1,759 | 1,778 | 1,908 | (1 | %) | (8 | %) | ||||||||||||||
Diluted | 1,774 | 1,796 | 1,923 | (1 | %) | (8 | %) | ||||||||||||||
Gross margin | 21.3 | % | 21.1 | % | 22.9 | % | |||||||||||||||
Selling, general and administrative | 13.9 | % | 13.8 | % | 13.5 | % | |||||||||||||||
Research and development | 1.7 | % | 1.5 | % | 1.3 | % | |||||||||||||||
Operating expenses | 15.6 | % | 15.3 | % | 14.8 | % | |||||||||||||||
Operating income | 5.7 | % | 5.8 | % | 8.1 | % | |||||||||||||||
Income before income taxes | 5.5 | % | 5.7 | % | 7.8 | % | |||||||||||||||
Net income | 4.4 | % | 4.8 | % | 6.3 | % | |||||||||||||||
Income tax rate | 19.8 | % | 15.8 | % | 19.2 | % | |||||||||||||||
Servers and Networking | $ | 2,017 | $ | 2,220 | $ | 1,973 | (9 | %) | 2 | % | |||||||||||
Storage | 444 | 500 | 481 | (11 | %) | (8 | %) | ||||||||||||||
Services | 2,071 | 2,179 | 1,984 | (5 | %) | 4 | % | ||||||||||||||
Software and Peripherals | 2,386 | 2,558 | 2,567 | (7 | %) | (7 | %) | ||||||||||||||
Mobility | 4,236 | 4,877 | 4,716 | (13 | %) | (10 | %) | ||||||||||||||
Desktop PCs | 3,268 | 3,697 | 3,296 | (12 | %) | (1 | %) | ||||||||||||||
Consolidated net revenue | $ | 14,422 | $ | 16,031 | $ | 15,017 | (10 | %) | (4 | %) | |||||||||||
Servers and Networking | 14 | % | 14 | % | 13 | % | |||||||||||||||
Storage | 3 | % | 3 | % | 3 | % | |||||||||||||||
Services | 14 | % | 14 | % | 13 | % | |||||||||||||||
Software and Peripherals | 17 | % | 16 | % | 17 | % | |||||||||||||||
Mobility | 29 | % | 30 | % | 32 | % | |||||||||||||||
Desktop PCs | 23 | % | 23 | % | 22 | % | |||||||||||||||
Large Enterprise | $ | 4,436 | $ | 4,982 | $ | 4,587 | (11 | %) | (3 | %) | |||||||||||
Public | 3,466 | 3,833 | 3,621 | (10 | %) | (4 | %) | ||||||||||||||
Small and Medium Business | 3,477 | 3,560 | 3,355 | (2 | %) | 4 | % | ||||||||||||||
Consumer | 3,043 | 3,656 | 3,454 | (17 | %) | (12 | %) | ||||||||||||||
Consolidated net revenue | $ | 14,422 | $ | 16,031 | $ | 15,017 | (10 | %) | (4 | %) | |||||||||||
Large Enterprise | 31 | % | 31 | % | 31 | % | |||||||||||||||
Public | 24 | % | 24 | % | 24 | % | |||||||||||||||
Small and Medium Business | 24 | % | 22 | % | 22 | % | |||||||||||||||
Consumer | 21 | % | 23 | % | 23 | % | |||||||||||||||
Large Enterprise | $ | 402 | $ | 467 | $ | 516 | |||||||||||||||
Public | 271 | 312 | 352 | ||||||||||||||||||
Small and Medium Business | 389 | 399 | 435 | ||||||||||||||||||
Consumer | 32 | 61 | 170 | ||||||||||||||||||
Segment operating income | 1,094 | 1,239 | 1,473 | ||||||||||||||||||
Broad based long-term incentives | (84 | ) | (96 | ) | (97 | ) | |||||||||||||||
Amortization of intangible assets | (110 | ) | (104 | ) | (92 | ) | |||||||||||||||
Severance and facility actions and acquisition-related | (76 | ) | (108 | ) | (72 | ) | |||||||||||||||
Consolidated operating income | $ | 824 | $ | 931 | $ | 1,212 | |||||||||||||||
Note: Percentage growth rates and ratios are calculated based on underlying data in thousands. | |||||||||||||||||||||
(1) Segment Results for Fiscal 2012 have been recast to conform to segment realignments that were completed during the first quarter of Fiscal 2013. See Supplemental Segment Information at the end of these financial tables for more information.
DELL INC. | |||||||||||||||
Condensed Consolidated Statement of Financial Position and Related Financial Highlights | |||||||||||||||
(in millions, except for "Ratios") | |||||||||||||||
(unaudited) | |||||||||||||||
May 4, | February 3, | April 29, | |||||||||||||
2012 | 2012 | 2011 | |||||||||||||
Current assets: | |||||||||||||||
Cash and cash equivalents | $ | 12,814 | $ | 13,852 | $ | 14,061 | |||||||||
Short-term investments | 901 | 966 | 418 | ||||||||||||
Accounts receivable, net | 6,289 | 6,476 | 6,196 | ||||||||||||
Short-term financing receivables, net | 3,200 | 3,327 | 3,205 | ||||||||||||
Inventories, net | 1,472 | 1,404 | 1,276 | ||||||||||||
Other current assets | 3,369 | 3,423 | 3,217 | ||||||||||||
Total current assets | 28,045 | 29,448 | 28,373 | ||||||||||||
Property, plant and equipment, net | 2,119 | 2,124 | 1,987 | ||||||||||||
Long-term investments | 3,501 | 3,404 | 762 | ||||||||||||
Long-term financing receivables, net | 1,342 | 1,372 | 1,123 | ||||||||||||
Goodwill | 6,005 | 5,838 | 5,406 | ||||||||||||
Purchased intangible assets, net | 1,801 | 1,857 | 1,941 | ||||||||||||
Other non-current assets | 476 | 490 | 196 | ||||||||||||
Total assets | $ | 43,289 | $ | 44,533 | $ | 39,788 | |||||||||
Current liabilities: | |||||||||||||||
Short-term debt | $ | 3,186 | $ | 2,867 | $ | 816 | |||||||||
Accounts payable | 10,970 | 11,656 | 10,442 | ||||||||||||
Accrued and other | 3,076 | 3,934 | 3,590 | ||||||||||||
Short-term deferred services revenue | 3,582 | 3,544 | 3,282 | ||||||||||||
Total current liabilities | 20,814 | 22,001 | 18,130 | ||||||||||||
Long-term debt | 5,813 | 6,387 | 6,794 | ||||||||||||
Long-term deferred services revenue | 3,837 | 3,836 | 3,608 | ||||||||||||
Other non-current liabilities | 3,468 | 3,392 | 2,886 | ||||||||||||
Total liabilities | 33,932 | 35,616 | 31,418 | ||||||||||||
Total stockholders' equity | 9,357 | 8,917 | 8,370 | ||||||||||||
Total liabilities and equity | $ | 43,289 | $ | 44,533 | $ | 39,788 | |||||||||
Days of sales outstanding (1) | 43 | 42 | 40 | ||||||||||||
Days supply in inventory | 12 | 11 | 10 | ||||||||||||
Days in accounts payable | (87 | ) | (89 | ) | (81 | ) | |||||||||
Cash conversion cycle | (32 | ) | (36 | ) | (31 | ) | |||||||||
Average total revenue/unit (approximate) | $ | 1,360 | $ | 1,330 | $ | 1,380 | |||||||||
Note: Ratios are calculated based on underlying data in thousands. | |||||||||||||||
(1) Days of sales outstanding (“DSO”) is based on the ending net trade receivables and most recent quarterly revenue for each period. DSO includes the effect of product costs related to customer shipments not yet recognized as revenue that are classified in other current assets. At May 4, 2012, February 3, 2012, and April 29, 2011, DSO and days of customer shipments not yet recognized were 39 and 4 days, 39 and 3 days, 37 and 3 days, respectively.
DELL INC. | |||||||||||
Condensed Consolidated Statements of Cash Flows | |||||||||||
(in millions, unaudited) | |||||||||||
Three Months Ended | |||||||||||
May 4, | April 29, | ||||||||||
2012 | 2011 | ||||||||||
Cash flows from operating activities: | |||||||||||
Net income | $ | 635 | $ | 945 | |||||||
Adjustments to reconcile net income to net cash provided by | |||||||||||
operating activities: | |||||||||||
Depreciation and amortization | 248 | 216 | |||||||||
Stock-based compensation | 95 | 99 | |||||||||
Effects of exchange rate changes on monetary assets and | |||||||||||
liabilities denominated in foreign currencies | (10 | ) | - | ||||||||
Deferred Income Taxes | 47 | (63 | ) | ||||||||
Provision for doubtful accounts - including financing receivables | 63 | 47 | |||||||||
Other | (5 | ) | (5 | ) | |||||||
Changes in assets and liabilities, net of effects from acquisitions: | |||||||||||
Accounts receivable | 161 | 471 | |||||||||
Financing receivables | 71 | 21 | |||||||||
Inventories | (68 | ) | 38 | ||||||||
Other assets | 48 | 110 | |||||||||
Accounts payable | (671 | ) | (925 | ) | |||||||
Deferred services revenue | 33 | 191 | |||||||||
Accrued and other liabilities | (785 | ) | (680 | ) | |||||||
Change in cash from operating activities | (138 | ) | 465 | ||||||||
Cash flows from investing activities: | |||||||||||
Investments: | |||||||||||
Purchases | (673 | ) | (240 | ) | |||||||
Maturities and sales | 640 | 222 | |||||||||
Capital expenditures | (142 | ) | (137 | ) | |||||||
Proceeds from sale of facility and land | - | 12 | |||||||||
Collections on purchased financing receivables | 55 | 67 | |||||||||
(245 | ) | (1,473 | ) | ||||||||
(365 | ) | (1,549 | ) | ||||||||
Cash flows from financing activities: | |||||||||||
Repurchase of common stock | (324 | ) | (450 | ) | |||||||
Issuance of common stock under employee plans | 38 | 10 | |||||||||
13 | - | ||||||||||
Proceeds from debt | 596 | 1,930 | |||||||||
(863 | ) | (323 | ) | ||||||||
Other | 8 | 3 | |||||||||
(532 | ) | 1,170 | |||||||||
(3 | ) | 62 | |||||||||
(1,038 | ) | 148 | |||||||||
13,852 | 13,913 | ||||||||||
$ | 12,814 | $ | 14,061 |
SUPPLEMENTAL NON-GAAP FINANCIAL MEASURES |
The tables on the following pages set forth, for the periods indicated, a reconciliation of non-GAAP gross margin, non-GAAP operating expenses, non-GAAP operating income, non-GAAP net income, and non-GAAP earnings per share (collectively, the “non-GAAP financial measures”) to the most comparable GAAP financial measures. These non-GAAP financial measures may not be directly comparable to similarly titled measures reported by other companies. See “Use of Non-GAAP Financial Measures” following the tables for additional information regarding Dell’s reasons for including the non-GAAP financial measures and for material limitations with respect to the usefulness of these measures. |
DELL INC. | |||||||||||||||||||||
Reconciliation of Non-GAAP Financial Measures | |||||||||||||||||||||
(in millions, except per share data and percentages) | |||||||||||||||||||||
(unaudited) | |||||||||||||||||||||
Three Months Ended | % Growth Rates | ||||||||||||||||||||
May 4, | February 3, | April 29, | |||||||||||||||||||
2012 | 2012 | 2011 | Sequential | Yr. to Yr. | |||||||||||||||||
GAAP gross margin | $ | 3,067 | $ | 3,385 | $ | 3,432 | (9 | %) | (11 | %) | |||||||||||
Non-GAAP adjustments: | |||||||||||||||||||||
Amortization of intangibles | 88 | 83 | 71 | ||||||||||||||||||
Severance and facility actions and acquisition-related | 12 | 15 | 8 | ||||||||||||||||||
Non-GAAP gross margin | $ | 3,167 | $ | 3,483 | $ | 3,511 | (9 | %) | (10 | %) | |||||||||||
GAAP operating expenses | $ | 2,243 | $ | 2,454 | $ | 2,220 | (9 | %) | 1 | % | |||||||||||
Non-GAAP adjustments: | |||||||||||||||||||||
Amortization of intangibles | (22 | ) | (21 | ) | (21 | ) | |||||||||||||||
Severance and facility actions and acquisition-related | (64 | ) | (93 | ) | (64 | ) | |||||||||||||||
Non-GAAP operating expenses | $ | 2,157 | $ | 2,340 | $ | 2,135 | (8 | %) | 1 | % | |||||||||||
GAAP operating income | $ | 824 | $ | 931 | $ | 1,212 | (11 | %) | (32 | %) | |||||||||||
Non-GAAP adjustments: | |||||||||||||||||||||
Amortization of intangibles | 110 | 104 | 92 | ||||||||||||||||||
Severance and facility actions and acquisition-related | 76 | 108 | 72 | ||||||||||||||||||
Non-GAAP operating income | $ | 1,010 | $ | 1,143 | $ | 1,376 | (12 | %) | (27 | %) | |||||||||||
GAAP net income | $ | 635 | $ | 764 | $ | 945 | (17 | %) | (33 | %) | |||||||||||
Non-GAAP adjustments: | |||||||||||||||||||||
Amortization of intangibles | 110 | 104 | 92 | ||||||||||||||||||
Severance and facility actions and acquisition-related | 76 | 108 | 72 | ||||||||||||||||||
Aggregate adjustment for income taxes | (60 | ) | (63 | ) | (59 | ) | |||||||||||||||
Non-GAAP net income | $ | 761 | $ | 913 | $ | 1,050 | (17 | %) | (28 | %) | |||||||||||
GAAP earnings per share - diluted | $ | 0.36 | $ | 0.43 | $ | 0.49 | (16 | %) | (27 | %) | |||||||||||
Non-GAAP adjustments per share - diluted | 0.07 | 0.08 | 0.06 | ||||||||||||||||||
Non-GAAP earnings per share - diluted | $ | 0.43 | $ | 0.51 | $ | 0.55 | (16 | %) | (22 | %) | |||||||||||
Diluted WAS | 1,774 | 1,796 | 1,923 | ||||||||||||||||||
GAAP gross margin | 21.3 | % | 21.1 | % | 22.9 | % | |||||||||||||||
Non-GAAP adjustment | 0.7 | % | 0.6 | % | 0.5 | % | |||||||||||||||
Non-GAAP gross margin | 22.0 | % | 21.7 | % | 23.4 | % | |||||||||||||||
GAAP operating expenses | 15.6 | % | 15.3 | % | 14.8 | % | |||||||||||||||
Non-GAAP adjustment | (0.6 | %) | (0.7 | %) | (0.6 | %) | |||||||||||||||
Non-GAAP operating expenses | 15.0 | % | 14.6 | % | 14.2 | % | |||||||||||||||
GAAP operating income | 5.7 | % | 5.8 | % | 8.1 | % | |||||||||||||||
Non-GAAP adjustment | 1.3 | % | 1.3 | % | 1.1 | % | |||||||||||||||
Non-GAAP operating income | 7.0 | % | 7.1 | % | 9.2 | % | |||||||||||||||
GAAP net income | 4.4 | % | 4.8 | % | 6.3 | % | |||||||||||||||
Non-GAAP adjustment | 0.9 | % | 0.9 | % | 0.7 | % | |||||||||||||||
Non-GAAP net income | 5.3 | % | 5.7 | % | 7.0 | % | |||||||||||||||
Note: Percentage growth rates and ratios are calculated based on underlying data in thousands. |
USE OF NON-GAAP FINANCIAL MEASURES |
Dell uses non-GAAP financial measures to supplement the financial information presented on a GAAP basis. Dell believes that excluding certain items from Dell’s GAAP results allows Dell’s management to better understand Dell’s consolidated financial performance from period to period and in relationship to the operating results of Dell’s segments, as management does not believe that the excluded items are reflective of Dell's underlying operating performance. Dell also believes that excluding certain items from Dell’s GAAP results allows Dell’s management to better project Dell’s future consolidated financial performance because Dell’s forecasts are developed at a level of detail different from that used to prepare GAAP-based financial measures. Moreover, Dell believes these non-GAAP financial measures will provide investors with useful information to help them evaluate Dell's operating results by facilitating an enhanced understanding of Dell's operating performance, and enabling them to make more meaningful period to period comparisons. Non-GAAP projections for Fiscal 2013, which are forward looking non-GAAP financial measures, exclude acquisition-related charges, severance and facility action costs, and amortization of purchased intangible assets related to acquisitions, some of which Dell cannot forecast with certainty or accuracy due to their inherently indefinite and contingent nature, thereby preventing Dell from reconciling its projections to GAAP. The historical non-GAAP financial measures, as defined by Dell, represent the comparable GAAP measures adjusted to exclude these same items. Dell provides more detail below regarding each of these items and our reasons for excluding them. In future fiscal periods, Dell expects that it may again exclude such items and may incur income and expenses similar to these excluded items. Accordingly, the exclusion of these items and other similar items in Dell’s non-GAAP presentation should not be interpreted as implying that these items are non-recurring, infrequent, or unusual. |
The non-GAAP financial measures for the periods indicated in the tables above reflect adjustments related to the following items: |
• Severance and Facility Actions and Acquisition-related Costs - Severance and facility action costs are primarily related to facilities charges including accelerated depreciation and severance and benefits for employees terminated pursuant to cost synergies related to strategic acquisitions and actions taken as part of a comprehensive review of costs. Acquisition-related charges are expensed as incurred and consist primarily of retention payments, integration costs, and other costs. Retention payments include stock-based compensation and cash incentives awarded to employees, which are recognized over the vesting period. Integration costs primarily include IT costs related to the integration of IT systems and processes, costs related to the integration of employees, costs related to full-time employees who are working on the integration, and consulting expenses. Severance and facility actions and acquisition-related charges are inconsistent in amount and are significantly impacted by the timing and nature of these events. Therefore, although Dell may incur these types of expenses in the future, Dell believes eliminating these charges for purposes of calculating the non-GAAP financial measures facilitates a more meaningful evaluation of Dell’s current operating performance and comparisons to Dell’s past operating performance. |
• Amortization of Intangible Assets - Amortization of purchased intangible assets consists primarily of amortization of customer relationships, acquired technology, non-compete covenants, and trade names purchased in connection with business acquisitions. Dell incurs charges relating to the amortization of these intangibles, and those charges are included in Dell’s consolidated financial statements. Amortization charges for Dell’s purchased intangible assets are inconsistent in amount and are significantly impacted by the timing and magnitude of Dell’s acquisitions. Consequently, Dell excludes these charges for purposes of calculating the non-GAAP financial measures to facilitate a more meaningful evaluation of Dell’s current operating performance and comparisons to Dell’s past operating performance. |
• The aggregate adjustment for income taxes is the estimated combined income tax effect for the adjustments mentioned above. The tax effects are determined based on the tax jurisdictions where the above items were incurred. |
There are limitations to the use of non-GAAP financial measures. Dell's non-GAAP financial measures may not be comparable to similarly titled measures of other companies. Other companies, including companies in Dell’s industry, may calculate the non-GAAP financial measures differently than Dell does, limiting the usefulness of those measures for comparative purposes. In addition, items such as amortization of purchased intangible assets represent the loss in value of intangible assets over time. The expense associated with this loss in value is not included in the non-GAAP financial measures and such measures, therefore, do not reflect the full economic effect of such loss. Further, items such as severance and facility action costs and acquisition expenses that are excluded from the non-GAAP financial measures can have a material impact on earnings. Dell’s management compensates for the foregoing limitations by relying on Dell’s GAAP results and using non-GAAP financial measures supplementally or for projections when comparable GAAP measures are not available. The non-GAAP financial measures are not meant to be considered as indicators of performance in isolation from or as substitutes for gross margin, operating expenses, operating income, net income, and earnings per share prepared in accordance with GAAP and should be read only in conjunction with financial information presented on a GAAP basis. Dell provides detailed reconciliations of each historical non-GAAP financial measure to its most directly comparable GAAP measure within the financial information included with this press release and in other written materials that include such non-GAAP historical financial measures, and Dell encourages investors to review the reconciliations in conjunction with the presentation of any historical non-GAAP financial measures. |
Dell Inc | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Supplemental Segment Information | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
(in millions, unaudited) | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
Three Months Ended | Fiscal Year Ended | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
April 30, 2010 | July 30, 2010 | October 29, 2010 | January 28, 2011 | January 28, 2011 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
As Reported | Recast | Variance | As Reported | Recast | Variance | As Reported | Recast | Variance | As Reported | Recast | Variance | As Reported | Recast | Variance | |||||||||||||||||||||||||||||||||||||||||||||||||
Large Enterprise | $ | 4,246 | $ | 4,341 | $ | 95 | $ | 4,549 | $ | 4,618 | $ | 69 | $ | 4,326 | $ | 4,389 | $ | 63 | $ | 4,692 | $ | 4,763 | $ | 71 | $ | 17,813 | $ | 18,111 | $ | 298 | |||||||||||||||||||||||||||||||||
Public | 3,856 | 3,708 | (148 | ) | 4,580 | 4,467 | (113 | ) | 4,442 | 4,340 | (102 | ) | 3,973 | 3,862 | (111 | ) | 16,851 | 16,377 | (474 | ) | |||||||||||||||||||||||||||||||||||||||||||
Small and Medium Business | 3,524 | 3,096 | (428 | ) | 3,535 | 3,083 | (452 | ) | 3,665 | 3,179 | (486 | ) | 3,749 | 3,250 | (499 | ) | 14,473 | 12,608 | (1,865 | ) | |||||||||||||||||||||||||||||||||||||||||||
Consumer | 3,248 | 3,729 | 481 | 2,870 | 3,366 | 496 | 2,961 | 3,486 | 525 | 3,278 | 3,817 | 539 | 12,357 | 14,398 | 2,041 | ||||||||||||||||||||||||||||||||||||||||||||||||
Consolidated net revenue | $ | 14,874 | $ | 14,874 | $ | - | $ | 15,534 | $ | 15,534 | $ | - | $ | 15,394 | $ | 15,394 | $ | - | $ | 15,692 | $ | 15,692 | $ | - | $ | 61,494 | $ | 61,494 | $ | - | |||||||||||||||||||||||||||||||||
Large Enterprise | 28 | % | 29 | % | 1 | % | 29 | % | 30 | % | 1 | % | 28 | % | 28 | % | 0 | % | 30 | % | 30 | % | 0 | % | 29 | % | 29 | % | 0 | % | |||||||||||||||||||||||||||||||||
Public | 26 | % | 25 | % | -1 | % | 30 | % | 29 | % | -1 | % | 29 | % | 28 | % | -1 | % | 25 | % | 25 | % | 0 | % | 27 | % | 27 | % | 0 | % | |||||||||||||||||||||||||||||||||
Small and Medium Business | 24 | % | 21 | % | -3 | % | 23 | % | 20 | % | -3 | % | 24 | % | 21 | % | -3 | % | 24 | % | 21 | % | -3 | % | 24 | % | 21 | % | -3 | % | |||||||||||||||||||||||||||||||||
Consumer | 22 | % | 25 | % | 3 | % | 18 | % | 21 | % | 3 | % | 19 | % | 23 | % | 4 | % | 21 | % | 24 | % | 3 | % | 20 | % | 23 | % | 3 | % | |||||||||||||||||||||||||||||||||
Large Enterprise | $ | 283 | $ | 293 | $ | 10 | $ | 288 | $ | 289 | $ | 1 | $ | 400 | $ | 398 | $ | (2 | ) | $ | 502 | $ | 510 | $ | 8 | $ | 1,473 | $ | 1,490 | $ | 17 | ||||||||||||||||||||||||||||||||
Public | 298 | 280 | (18 | ) | 369 | 363 | (6 | ) | 451 | 450 | (1 | ) | 366 | 353 | (13 | ) | 1,484 | 1,446 | (38 | ) | |||||||||||||||||||||||||||||||||||||||||||
Small and Medium Business | 313 | 301 | (12 | ) | 323 | 298 | (25 | ) | 391 | 365 | (26 | ) | 450 | 419 | (31 | ) | 1,477 | 1,383 | (94 | ) | |||||||||||||||||||||||||||||||||||||||||||
Consumer | 17 | 37 | 20 | (21 | ) | 9 | 30 | - | 29 | 29 | 69 | 105 | 36 | 65 | 180 | 115 | |||||||||||||||||||||||||||||||||||||||||||||||
Segment operating income | $ | 911 | $ | 911 | $ | - | $ | 959 | $ | 959 | $ | - | $ | 1,242 | $ | 1,242 | $ | - | $ | 1,387 | $ | 1,387 | $ | - | $ | 4,499 | $ | 4,499 | $ | - | |||||||||||||||||||||||||||||||||
Three Months Ended | Fiscal Year Ended | ||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
April 29, 2011 | July 29, 2011 | October 28, 2011 | February 3, 2012 | February 3, 2012 | |||||||||||||||||||||||||||||||||||||||||||||||||||||||||||
As Reported | Recast | Variance | As Reported | Recast | Variance | As Reported | Recast | Variance | As Reported | Recast | Variance | As Reported | Recast | Variance | |||||||||||||||||||||||||||||||||||||||||||||||||
Large Enterprise | $ | 4,477 | $ | 4,587 | $ | 110 | $ | 4,584 | $ | 4,677 | $ | 93 | $ | 4,487 | $ | 4,540 | $ | 53 | $ | 4,909 | $ | 4,982 | $ | 73 | $ | 18,457 | $ | 18,786 | $ | 329 | |||||||||||||||||||||||||||||||||
Public | 3,767 | 3,621 | (146 | ) | 4,457 | 4,329 | (128 | ) | 4,375 | 4,287 | (88 | ) | 3,949 | 3,833 | (116 | ) | 16,548 | 16,070 | (478 | ) | |||||||||||||||||||||||||||||||||||||||||||
Small and Medium Business | 3,768 | 3,355 | (413 | ) | 3,709 | 3,306 | (403 | ) | 3,712 | 3,326 | (386 | ) | 3,977 | 3,560 | (417 | ) | 15,166 | 13,547 | (1,619 | ) | |||||||||||||||||||||||||||||||||||||||||||
Consumer | 3,005 | 3,454 | 449 | 2,908 | 3,346 | 438 | 2,791 | 3,212 | 421 | 3,196 | 3,656 | 460 | 11,900 | 13,668 | 1,768 | ||||||||||||||||||||||||||||||||||||||||||||||||
Consolidated net revenue | $ | 15,017 | $ | 15,017 | $ | - | $ | 15,658 | $ | 15,658 | $ | - | $ | 15,365 | $ | 15,365 | $ | - | $ | 16,031 | $ | 16,031 | $ | - | $ | 62,071 | $ | 62,071 | $ | - | |||||||||||||||||||||||||||||||||
Large Enterprise | 30 | % | 31 | % | 1 | % | 29 | % | 30 | % | 1 | % | 29 | % | 29 | % | 0 | % | 30 | % | 31 | % | 1 | % | 30 | % | 30 | % | 0 | % | |||||||||||||||||||||||||||||||||
Public | 25 | % | 24 | % | -1 | % | 28 | % | 28 | % | 0 | % | 29 | % | 28 | % | -1 | % | 25 | % | 24 | % | -1 | % | 27 | % | 26 | % | -1 | % | |||||||||||||||||||||||||||||||||
Small and Medium Business | 25 | % | 22 | % | -3 | % | 24 | % | 21 | % | -3 | % | 24 | % | 22 | % | -2 | % | 25 | % | 22 | % | -3 | % | 24 | % | 22 | % | -2 | % | |||||||||||||||||||||||||||||||||
Consumer | 20 | % | 23 | % | 3 | % | 19 | % | 21 | % | 2 | % | 18 | % | 21 | % | 3 | % | 20 | % | 23 | % | 3 | % | 19 | % | 22 | % | 3 | % | |||||||||||||||||||||||||||||||||
Large Enterprise | $ | 504 | $ | 516 | $ | 12 | $ | 448 | $ | 460 | $ | 12 | $ | 441 | $ | 446 | $ | 5 | $ | 461 | $ | 467 | $ | 6 | $ | 1,854 | $ | 1,889 | $ | 35 | |||||||||||||||||||||||||||||||||
Public | 370 | 352 | (18 | ) | 484 | 466 | (18 | ) | 463 | 454 | (9 | ) | 327 | 312 | (15 | ) | 1,644 | 1,584 | (60 | ) | |||||||||||||||||||||||||||||||||||||||||||
Small and Medium Business | 463 | 435 | (28 | ) | 404 | 380 | (24 | ) | 386 | 367 | (19 | ) | 412 | 399 | (13 | ) | 1,665 | 1,581 | (84 | ) | |||||||||||||||||||||||||||||||||||||||||||
Consumer | 136 | 170 | 34 | 73 | 103 | 30 | 76 | 99 | 23 | 39 | 61 | 22 | 324 | 433 | 109 | ||||||||||||||||||||||||||||||||||||||||||||||||
Segment operating income | $ | 1,473 | $ | 1,473 | $ | - | $ | 1,409 | $ | 1,409 | $ | - | $ | 1,366 | $ | 1,366 | $ | - | $ | 1,239 | $ | 1,239 | $ | - | $ | 5,487 | $ | 5,487 | $ | - | |||||||||||||||||||||||||||||||||
(1) In the first quarter of Fiscal 2013, Dell made certain segment realignments in order to conform to the way Dell internally manages segment performance. These realignments affected all of Dell's operating segments, but primarily consisted of the transfer of small office business customers from the Small and Medium Business segment to the Consumer Segment. Dell has recast prior period amounts to provide visibility and comparability. None of these changes impacts Dell's previously reported consolidated net revenue, gross margin, operating income, net income, or earnings per share.
'Moneyontoast' tries to tempt financial advice 'orphans' with £35 bite-size service - This is Money
|
A new low-cost online service plans to take advantage of the overhaul of the financial advice industry by giving bite-sized consultations, starting at 35.
Moneyontoast.com is aiming to capture the millions of middle-income financial advice orphans that could be created under changes due to be made by the Financial Services Authority next January.
The regulator wants financial advisers to charge customers a fee rather than accept backdoor commissions, which can skew the recommendations they give.
But critics say a dangerous side-effect would be a financial advice gap.
Making bread: Moneyontoast gives our 'Toastie' tokens
Moneyontoast has been set up by CPN Investment Management, a Sussex-based wealth management firm established in 1986. ‘There could be as many as 11 million people out there who won’t have access to affordable advice,' said Charlie Nicholls, managing partner.
‘It just won’t be cost effective for many middle income people. They’ll still want advice but they won’t want to pay 250 an hour for it.’
The cost for financial advice is currently between 75 and 200 an hour, according to Unbiased.co.uk, a national organisation that promotes advisers. But recent surveys suggest few would be happy to pay that.
A survey by CoreData Research suggested the typical price the average Briton would pay was 39 an hour – or 155 for a full review.
WHAT IF THE FIRM GOES BUST?
Investors, understandably, may feel a little nervous about entrusting their cash to new companies.
What if the enterprise fails?
This shouldn't affect your investment.
Your money is ring-fenced. And, as in the case of Moneyontoast, it would not necessarily even need to transfer your funds to a new fund platform provider.
That's because Moneyontoast, like most other niche operators, invests your money in funds via one of the two fund platform giants - Cofunds or Fidelity's Fundsnetwork.
As Justin Modray of Candidmoney.com says: 'Funds within your ISA are ring-fenced by a 'custodian' (usually a third party bank) from both the fund manager and fund supermarket, meaning it's held separately from their businesses.'
But would could people expect for 35 at Moneyontoast?
The company claims many people will not need to pay, and that answering questions online in its ‘fact find’ process will give them the answers they need.
If they then still need to talk to someone then Moneyontoast says it has already gathered enough information to dispense advice quickly, within 20 minutes.
If it takes longer then the meter keeps running, with the client’s permission, so an hour session would cost 105.
This service is supported by Moneyontoast’s cheap investing options: a 7.95 flat fee for share trading and aggressive discounting on funds. Initial charges are reduced from a typical 5 per cent to zero, although this is now standard practice for most fund supermarkets.
Many of these discount fund sellers also reduce the typical annual fund charges - normally 1.5 per cent - by handing back some of the commission they receive. Hargreaves Lansdown, for instance, rebates a 'bonus' of 0.25 per cent a year on Isas - but not on Sipps.
Moneyontoast, however, has chosen to keep all of the commission.
Our verdict:
The notion of dishing out bite-sized amounts of guidance at a reasonable cost - a pay-for-what-you-use system - is compelling amid the threat of the FSA's changes that could 'orphan' millions of Britons from financial advice.
It's the sort of innovation that should be welcomed.
Moneyontoast's aim is not to attract savvy investors - those already picking their own shares or confidently buying funds through the likes of market leaders Fundsnetwork, Hargreaves Lansdown, or the cheaper option of Cavendish Online [find out more about the cheapest fund platforms].
No, Moneyontoast wants to connect with those who engage little about their finances - but should because of the reasonable amounts they have to invest.
Moneyontoast's decision-making tools - run by 'Doughbot' - are fairly basic. They include giving you a risk profile and a Financial Healthcheck and Pensions Check. But it's unclear how you use this information to make decisions, therefore channeling users into having to pay the 35 for advice.
Certainly, the process for picking funds developed by Rplan, another new entrant (see below), is smoother.
We're also disappointed that Moneyontoast will keep all of the annual commission it is paid on funds. We'd prefer it hand back some of this to investors, especially if those investors have already paid for advice.
The company says costs can be reduced by earning 'Toasties', by referring a friend or by buying products, such as life insurance. Twenty 'Toasties' can be used to buy 35 of financial advice.
It may all sound a little gimmicky, but we welcome anything that helps those who have little interest or confidence when it comes to their finances to find the right answers. We'd just prefer that they went the whole hog and became DIY investors, making it as cheap as possible.
The new breed of investment help websites
Moneyontoast is not the only new entrant in the quick-and-easy advice market.
And it’s not just the FSA’s proposed changes driving this trend. Advisers have been squeezed by the boom in DIY investment. The investment industry was highly lucrative for advisers up until the last few years. But the advent of the internet meant millions educated themselves and now make their own money decisions.
COMMISSION PAYMENTS AND CHARGES EXPLAINED
The way investment funds are sold in the UK is nothing short of bizarre.
It's down to the way that financial advice is funded - something the regulator is determined to change.
If you go direct to a fund company to invest in one of their ISAs, you will be charged 5 per cent on ALL money you invest, as well as an annual management charge (AMC) which is a typical 1.5 per cent*.
You would also pay the same if you went to an independent financial adviser who takes a cut from each. These payments from fund companies to IFAs are for commission-based advisers to make a living - and offer a 'free' service to clients.
The third route is the cheapest way to invest. You go without advice and invest through a fund supermarket. The cheapest of these - Cavendish Online - will offer to refund to investors all of the 'advice' commission it receives (because it hasn't given any).
* In reality, the AMC is a nonsense and total expense ratios (TER) give a better indication of the cost to investors. It tends to be 1.6-1.7 per cent. But even the TER doesn't include all the costs that investors have to pick up.
There’s also a recognition in the industry that next year's overhaul – the Retail Distribution Review (RDR) – will highlight the extent to which backdoor commissions have been paid and spur investors to take even more control.
At present, IFAs represent the most expensive way to invest as they normally keep all the commission on offer - in exchange for advice.
But even the discount brokers and fund supermarkets that have empowered DIY investors in recent years still receive a huge income from commission often without giving individual advice.
Hargreaves Lansdown, for instance, is one of the biggest fund supermarkets in the UK and it makes an incredible 60 per cent profit margin from 208m of revenue a year, mostly from commission.
So with the industry under pressure, a handful of innovators have developed websites that could flourish.
Last month saw the launch of investsmartuk.co.uk, which puts 50 per cent of an investor’s trail commission back into their fund. It says that unlike most other commission rebate companies, it also provides a free annual review of fund performance, with a fee-based independent advice service available if necessary.
Tom Russell, director at the company based in South Wales and set up by BeaconIFA, said: 'The rules on commission are changing at the end of the year, yet most investors are blissfully unaware. What many people don’t realise is that they can get half their commission back going forward as of today. The people hardest hit by the RDR will continue to be so called ‘orphan’ clients – investors that have no adviser. They are the ones paying the most and receiving the least, and we think it’s time that changed.'
Rplan.co.uk launched last year offering to hand back half of the commission it receives as a cash bonus. It also has financial planning tools aimed at helping people make their own choices about investing.
Its suggested portfolios also flag up the total expense ratios (TER) against each fund - a better measure than than the annual management charge (AMC) - which is nearly always '1.5 per cent' - advertised by fund managers. Rplan also puts a risk rating on each fund.
Italian business confidence falls to three-year low - Daily Telegraph
“Economic gloom continues to envelop Italy,” said Raj Badiani, principal economist at IHS Global Insight. “Given the relentless pounding from the tougher austerity regime, tighter credit conditions and rising unemployment, the downturn is expected to linger through the year.”
Money Wisdom for Women book tour is coming to Charlotte North Carolina - Examiner
Anita Renee Johnson, a native of Oakdale, Louisiana, has been passionate about finance for many years. She received her Bachelor of Business Science in Financial Accounting from National University in Sacramento, California, she then continued on to obtain her Masters of Science in Taxation. Currently she is enrolled in a Doctoral program with Walden University, in Minneapolis Minnesota, studying for her degree in Applied Management and Decision Sciences, specializing in Finance.
Ms. Johnson has extensive experience in teaching throughout the Sacramento area. She was a facilitator for the Elk Grove School District Adult Education Always Learning program, faculty member at Heald Business College, math tutor for Genesis High School, and Adjunct Assistant Professor at Cosumnes River College. The coursework ranged from preparing high school students for the mathematics exit exam, basic bookkeeping, business management, and how to be a successful entrepreneur.
Currently, Ms. Johnson is part of the faculty for Brandman University, in Sacramento, California. Here she instructs graduate students in financial statement analysis through online coursework. In addition, she is a faculty member at University of Phoenix also in Sacramento, California, where she provides instruction to adult students in such course topics as accounting, finance, writing, American Psychological Association (APA) Citation, conflict management, and how to conduct research.
In 2010, Ms. Johnson was awarded the Success Story Blog, from Walden University. She received the Business of the Year, Northern California, from the California State Black Chamber of Commerce, award in 1999, as well being recognized as Business of the Year, Sacramento, California in 1999.
Her professional affiliations are numerous, they include: Chairperson for the Small Business Development & Employment Advisory Board for the City of Sacramento, National Associates of Women Business Owners, Member of the Public Policy Committee, National Association of Black Accountants, to name a few.
During her career, Ms. Johnson has developed and instructed numerous courses designed to assist all ages in making sound financial decisions. These courses include: “Big Girls Don’t Cry – Taking the Emotion Out of Finances”, “Emotional & Financial Freedom”, “Entrepreneur Planning”, and “The Game of Life-Foster Youth”.
The most current project for Ms. Johnson is AR Johnson & Associates- “Money Wisdom for Women”. Established in 1998, her goal is to provide sound financial advice to her clients. This information is offered either in one-on-one consulting sessions, workshops, seminars, or conferences. Through ARJ & Associates, Ms. Johnson and her team have counseled over two thousand businesses and individuals in personal and business finance. Their topics include: tax preparation and planning, estate planning, Money Wisdom – the Board Game, Money Wisdom for Small Businesses, pre-retirement for Federal Employees, specifically the Environmental Protection Agency, and Race to Retirement.
I had the opportunity to interview Ms. Johnson and ask her some additional questions about her career and upcoming book signing event.
Who or what sparked your interest in finance?
I have been around money for over 30 years. I enjoy finances. It is interesting.
Why did Financial Advisor become a career path for you?
I have been in business since 1998, first with taxes and accounting. Now I am helping women realize their true worth when it comes to their finances. Women are emotional and do things that put their finances at risk.
I see that you are the CEO of your own company called Money Wisdom for Women; what made you decide to focus on women and their financial wellbeing?
For years I have been servicing women with their finances, there are some who have no clue.
Tell me a little about your book ‘Big Girls Don’t Cry: Taking the Emotion out of Finance’. How did you come up with the title of the book and briefly what is the book about?
This is not a novel about finances, but a book that you need a pencil or pen. When you finish you will have an idea of how your finances work and what you want to do about it.
It is estimated that 80% of women live in poverty after they retire. Women are care givers, always taking care of others and not ourselves.
The title is saying it is time we take care of ourselves, be selfish, don't cry about it, and stop being emotional.
For women we need to know we can control our finances.
Where is the location of the book signing?
Springhill Suites
12325 Johnston Road, Charlotte, NC 28777
What is the time range that you will be present?
6:00pm until 8:00pm
Ms. Johnson says: “my commitment is to inform and educate my clients so that they can make sound financial decisions” and “my job, purpose, mission is to equip women with wealth building skills”.
Anita Renee Johnson and associates website is www.moneywisdomforwomen.net
Business women to channel power of Athena - miltonkeynes.co.uk
The Athena Network is launching in Milton Keynes on Wednesday at the Doubletree Hilton Hotel, MK Dons Stadium.
It is the premier women’s networking organisation in the UK comprising of 26 franchises and over 2600 networking members across 30 regions nationwide.
Established in 2005, The Athena Network was founded to provide women who were unable to commit to early breakfast networking meetings with opportunities to meet business women from a wide range of industry sectors from large corporates to sole traders. The monthly meetings are from 12 noon until 2 p.m, alongside a good lunch, there is open networking, a ten minute networking training slot, 60 second presentation on your business, a ten minute presentation given by an industry expert on different aspects of business development, and unpressurised referral and recommendation sharing and more.
Sylvia Baldock, Regional Director of Athena in the West Chilterns and National Sales Director for Athena, says: “Networking is the most powerful, effective and rapid way to grow your business and our groups also offer a warm, fun and supportive environment whether you are just setting up your own business or are part of an established business looking to expand further.”
“We have been so successful because we provide opportunities to make strategic connections with professionals in a wide range of industry sectors, encourage women in business to inspire and support others for greater success whilst also developing women’s business skills”
The business women of Milton Keynes and surrounding area are invited to come along to the launch on 30th for a lovely lunch followed by an afternoon of new beginnings, great connections, inspiration and a celebratory glass of pink champagne! There will also be a special membership offer for anyone joining on the day.
To find out more or reserve a place please contact Sylvia Baldock at sylvia.baldock@theathenanetwork.com more information at: www.theathenanetwork.com/new-athena-group-launching-in-milton-keynes-30th-may-doubletree-hiltonmk-dons-stadium
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