AA
DownloadTélécharger
Actions
Vote :
ScreenshotAperçu
Informations
Catégorie :Category: nCreator TI-Nspire
Auteur Author: 2B9877U
Type : Classeur 3.0.1
Page(s) : 1
Taille Size: 2.96 Ko KB
Mis en ligne Uploaded: 06/04/2025 - 21:29:48
Uploadeur Uploader: 2B9877U (Profil)
Téléchargements Downloads: 3
Visibilité Visibility: Archive publique
Shortlink : http://ti-pla.net/a4565169
Type : Classeur 3.0.1
Page(s) : 1
Taille Size: 2.96 Ko KB
Mis en ligne Uploaded: 06/04/2025 - 21:29:48
Uploadeur Uploader: 2B9877U (Profil)
Téléchargements Downloads: 3
Visibilité Visibility: Archive publique
Shortlink : http://ti-pla.net/a4565169
Description
Fichier Nspire généré sur TI-Planet.org.
Compatible OS 3.0 et ultérieurs.
<<
low-cost themes: limited SKUs (stock-keeping units), privatelabel emphasis, cheap locations, and simplified operations. : All aboutlowering the cost per passenger with everything (staff, efficiency, airport andhandling, charges, ownership and maintenance, S&M, finance income orexpenses). Low-Cost Model : Achieving market dominance by drivingdown expenses, passing savings to customers, and scaling up (as seen inRyanair, BIM, Wise, Aldi, Lidl). Premium Model : Protecting brand image, limitingsupply, nurturing an aura of exclusivity, sell a dream and humanistic nature thatallows for high margins and resilient demand (as seen in Hermès and BrunelloCucinelli). Yellow flags and alarm bells that analysts shouldmonitor: Poor or inconsistent disclosure of KPIs Defensive management tone, deny competitive threat, family company sell Aggressive acquisitions Protecting profit over sales (indicating possible unsustainable margin maintenance) Inconsistent accounts or reliance on underlying earnings Too-perfect, straight-line growth 10%er Weak Board or excessively long auditor relationships Aggressive capital allocation without clear returns General Warnings Poor Corporate Governance : A board that fails to question or challenge questionable practices. Long-Tenured Auditors: Could reduce the level of critical oversight. Opaque Accounting: Continual references to underlying metrics. And relying on the future things that are coming. Too-Good-to-Be-True Growth: Perfectly straight-line revenue and earnings are uncommon in real businesses. Ignoring Repeated Criticisms: Even with negative press and whistleblowers, many investors trusted official audits over investigating the underlying claims. Gut Feel and Diversification: If multiple red flags accumulate, caution is advised; and even if investing, risk diversification matters. A turnaround is typically a companys effort to arrest adownward spiral, often marked by falling revenue, profit warnings, or strategicmissteps, and reverse the trend to restore profitability and market confidence. Turnarounds Vary Widely Some companies (like Schneider or Lonza) successfully adapt. Others, such as Carrefour, struggle. Integration Risks Mergers (Promodès + Carrefour) can create complexity that undermines performance. Concept Overhaul May Fail Introducing new retail formats (Carrefour Planet!) does not guarantee a fix if the core model is less relevant to modern shoppers. Leadership Changes Changing CEOs may not solve systemic issues if the strategic approach or market fundamentals remain misaligned. Made with nCreator - tiplanet.org
>>
Compatible OS 3.0 et ultérieurs.
<<
low-cost themes: limited SKUs (stock-keeping units), privatelabel emphasis, cheap locations, and simplified operations. : All aboutlowering the cost per passenger with everything (staff, efficiency, airport andhandling, charges, ownership and maintenance, S&M, finance income orexpenses). Low-Cost Model : Achieving market dominance by drivingdown expenses, passing savings to customers, and scaling up (as seen inRyanair, BIM, Wise, Aldi, Lidl). Premium Model : Protecting brand image, limitingsupply, nurturing an aura of exclusivity, sell a dream and humanistic nature thatallows for high margins and resilient demand (as seen in Hermès and BrunelloCucinelli). Yellow flags and alarm bells that analysts shouldmonitor: Poor or inconsistent disclosure of KPIs Defensive management tone, deny competitive threat, family company sell Aggressive acquisitions Protecting profit over sales (indicating possible unsustainable margin maintenance) Inconsistent accounts or reliance on underlying earnings Too-perfect, straight-line growth 10%er Weak Board or excessively long auditor relationships Aggressive capital allocation without clear returns General Warnings Poor Corporate Governance : A board that fails to question or challenge questionable practices. Long-Tenured Auditors: Could reduce the level of critical oversight. Opaque Accounting: Continual references to underlying metrics. And relying on the future things that are coming. Too-Good-to-Be-True Growth: Perfectly straight-line revenue and earnings are uncommon in real businesses. Ignoring Repeated Criticisms: Even with negative press and whistleblowers, many investors trusted official audits over investigating the underlying claims. Gut Feel and Diversification: If multiple red flags accumulate, caution is advised; and even if investing, risk diversification matters. A turnaround is typically a companys effort to arrest adownward spiral, often marked by falling revenue, profit warnings, or strategicmissteps, and reverse the trend to restore profitability and market confidence. Turnarounds Vary Widely Some companies (like Schneider or Lonza) successfully adapt. Others, such as Carrefour, struggle. Integration Risks Mergers (Promodès + Carrefour) can create complexity that undermines performance. Concept Overhaul May Fail Introducing new retail formats (Carrefour Planet!) does not guarantee a fix if the core model is less relevant to modern shoppers. Leadership Changes Changing CEOs may not solve systemic issues if the strategic approach or market fundamentals remain misaligned. Made with nCreator - tiplanet.org
>>
