Christian Dior SA is a France-based holding company that specializes in the production and distribution of consumer goods. The Company has six principal product lines: haute couture, which is marketed under the Christian Dior brand; wines and spirits, including the Moet&Chandon, Veuve Clicquot and Hennessy brands; fashion and leather goods, comprising the Louis Vuitton, Fendi, Celine and Givenchy brands; perfumes and cosmetics, including the Guerlain, Kenzo and Christian Dior brands; watches and jewelry, comprising the TAG Heuer, Chaumet and Zenith brands, and selective retailing, such as the Sephora, DFS and Le Bon Marche brands. Christian Dior SA operates through three companies: Christian Dior Couture (100%-owned), Financiere Jean Goujon (100%-owned) and LVMH (42,4%-owned). The Company markets and distributes its products through the Company-owned shops and licensed distributors in Europe, the United States, Japan and Asia Pacific.
Allianz SE is an integrated financial service provider. The Company serves approximately 75 million customers in about 70 countries. Allianz SE operates and manages its activities primarily through four operating segments: Property-Casualty, Life/Health, Banking and Asset Management. The Property-Casualty segment offers variety of insurance products to both private and corporate customers, including motor liability and own damage, accident, general liability, fire and property, legal expense, credit and travel insurance. The Life/Health segment’s product portfolio comprises a variety of life and health insurance solutions for private customers, as well as products for corporate provision needs ranging from life insurance policies to pension management issues. The Banking segment offers a range of products for corporate and retail clients with its main focus on the latter. On January 12, 2009, the Company completed the sale of Dresdner Bank AG (Dresdner Bank) to Commerzbank.
Last Updated (Thursday, 21 January 2010 15:16)
Waste Management, Inc. (WMI) is a provider of integrated waste services in North America. Through its subsidiaries the Company provides collection, transfer, recycling, disposal and waste-to-energy services. WMI’s customers include commercial, industrial, municipal and residential customers, other waste management companies, electric utilities and governmental entities. The Company operates in six operating groups, of which four are organized by geographic area and two are organized by function. The geographic groups include WMI’s Eastern, Midwest, Southern and Western Groups, and the two functional groups are its Wheelabrator Group and WM Recycle America (WMRA) Group. The Company also provides additional waste management services that are not managed through its six Groups. These services include in-plant services, methane gas recovery and third-party sub-contracted and administrative services. In January 2010, the Company announced that it has acquired City Wide Recycling LLC.
Business Divisions
Waste Management's income is derived primarily through contracts with various governments and municipalities. As such, the company does not receive payment for each specific service such as garbage collection, landfill storage, and recycling; The company is paid on a contract basis for completing the services promised.
Garbage Collection
Waste Management's fleet of 24,000 collection and transfer vehicles is the largest in the industry and collects 83 million tons of solid waste annually through 379 collection operations. The company also operates 342 transfer stations in strategic locations, which are intermediate stations where trash is compacted and sent to one of WMI's many landfills.
Landfills
Waste Management runs the largest network of landfills in the industry, with 128 million tons of waste disposed annually in 283 active landfills. Landfills do not serve only as spaces for storing garbage, however. They also serve as a source of renewable energy. The methane generated from decomposition can be used for generating electricity or sold to industrial customers. WMI already has more than 100 methane projects currently operating, and expects 10 to be opened in 2007. Furthermore, some of the collected waste is also burned to created electrical or steam energy (to the tune of 650 megawatts, or the equivalent of 7.6 million barrels of oil), which is enough to power 700,000 homes annually. This trash-burning division is known as Wheelabrator Technologies. Finally, 17,000 acres of protected wildlife habitat have been created from WMI landfills, with 24 landfill sites certified by the Wildlife Habitat Council.
Recycling
In North America, WMI is also the single largest provider of recycling services, with 116 facilities in the United States and Canada. In 2006, the company recycled over 5.5 million tons of waste, including 32,000 tons of aluminum , 57,000 tons of prices cans, and 2.4 million tons of paper. The total amount of waste recycled in 2006 saves a tremendous amount of energy, enough to power 833,000 households. Waste Management was the first major solid waste company to use the single-stream recycling method for residential areas. This system boosts recycling participation because it permits the mixing of paper, plastic, metals, and glass in one container, essentially putting the burden of sorting on WMI's advancing sorting equipment instead of residential customers. In the company's 30 single-stream facilities, 2006 saw a 33% increase in volume of recyclables processed over 2005. Last Updated (Thursday, 21 January 2010 13:08)
Philip Morris International Inc. (PMI) is an international tobacco company. The Company is a holding company that, through its subsidiaries and affiliates and their licensees, is engaged in the manufacture and sale of cigarettes and other tobacco products in markets outside the United States. Its products are sold in over 160 countries. The Company divides its markets into four geographic regions: European Union; Eastern Europe, Middle East and Africa; Asia, and Latin America. PMI’s portfolio comprises international and local brands. In September 2009, Swedish Match AB sold its South African operation, Swedish Match South Africa (Proprietary) Limited (SMSA) to Philip Morris International Inc.
Founded in the 19th century, Philip Morris has grown into a worldwide organisation; today Philip Morris International alone employs more than 80,000 people.
1954: Philip Morris (Australia) becomes first affiliate of Philip Morris Companies Inc. outside of the U.S.
1955: Philip Morris Overseas is established as an international division.
1957: The first Marlboro cigarettes manufactured outside the U.S. are produced following an agreement with Fabriques de Tabac Réunies in Switzerland.
1963: Fabriques de Tabac Réunies in Switzerland acquired by Philip Morris.
1967: Philip Morris Incorporated establishes Philip Morris Domestic, Philip Morris International (PMI) and Philip Morris Industrial, each responsible for three identifiable operations of its business.
1972: Marlboro becomes the world’s number one selling cigarette.
1972: Volume reaches 113 billion units as international expansion accelerates.
1972: License agreement with Japan Tobacco to begin manufacture of Marlboro in Japan.
1973: International cigarette sales reach 124 billion units, versus 123 billion in the USA.
1977: Licensingtorg, representing the Soviet tobacco Industry, and Philip Morris International sign agreement for local production of Philip Morris International brands.
1980: Philip Morris International opens its largest factory outside the U.S. in Bergen op Zoom in the Netherlands - today this factory is still PMI’s largest factory.
1987: Philip Morris International is incorporated as an operating company of Philip Morris Companies Inc..
1989: Philip Morris International operating income tops US$1 billion for the first time.
1990: Philip Morris International moves from Park Avenue in NYC to Rye Brook, NY, USA.
1991: Philip Morris International volume tops 400 billion cigarettes.
1992: Philip Morris International acquires a majority holding in state-owned Czech Republic Tabak AS for US$420 million in the largest single investment by a U.S. company in central Europe at the time.
In the early 1990’s Philip Morris International participates in other state factory privatizations including in Kazakhstan, Lithuania and Hungary.
1995: Philip Morris International opens first factory in Asia in Seremban, Malaysia.
2000: Philip Morris International calls for regulation of the tobacco industry at the World Health Organization’s public hearings on the Framework Convention for Tobacco Control in Geneva, Switzerland.
2001: Philip Morris International Operations Center transfers from Rye Brook, NY, USA, to Lausanne, Switzerland.
2002: Philip Morris International operating income reaches US$5.7 billion, a more than hundredfold increase on 1970.
2003: Philip Morris International opens factory in the Philippines, PMI’s largest investment in Asia at the time.
2003: Philip Morris International’s product sales represent almost 14% of the global cigarette market outside of the USA.
2003: Philip Morris International acquires majority stake in Papastratos Cigarette Manufacturing S.A., the largest cigarette manufacturer and distributor in Greece.
2003: Philip Morris International acquires 74.22% of DIN Fabrika Duvana AD Nis in Serbia, as of December 2007 this holding was more than 80%.
2004: Philip Morris International re-enters the market in South Africa from which it withdrew in 1986 because of the apartheid regime.
2005: In May Philip Morris International acquires Coltabaco, the largest tobacco company in Colombia, for a cost of $300 million.
2005: In the same month Philip Morris International acquires 98% of the shares of PT HM Sampoerna Tbk, the largest Indonesian tobacco company, for $ 4.8 billion.
2005: Philip Morris International takes back license for Marlboro in Japan from JTI.
2005: In December Philip Morris International announces an agreement with the China National Tobacco Company (CNTC) for the licensed production of Marlboro China and the establishment of an international equity joint venture outside of China.
2006: In the fourth quarter of 2006, Philip Morris International purchased from British American Tobacco the Muratti and Ambassador trademarks in certain markets, as well as the rights to L&M and Chesterfield in Hong Kong, in exchange for the rights to Benson & Hedges in certain African markets and a payment of $115 million.
2006: In November 2006, Philip Morris International exchanged its 47.5% interest in E. León Jimenes, C. por. A., or ELJ, which included a 40% indirect interest in ELJ’s beer subsidiary, for 100% ownership of ELJ’s cigarette subsidiary, Industria de Tabaco León Jimenes, S.A., or ITLJ, and $427 million of cash. As a result of the transaction, Philip Morris International now owns 100% of the cigarette business and no longer hold an interest in ELJ’s beer business.
2006: Year-end volume stands at 831.4 billion, operating income at US$8.4 billion and global market share at 15.4%.
2007: Philip Morris International acquires an additional 50.2% stake in Lakson Tobacco Company, Pakistan, bringing its total holding to approximately 98%.
2007: In November Philip Morris International acquired an additional 30% stake in the Mexican tobacco business from Grupo Carso, S.A.B. de C.V., or Grupo Carso, which increased its ownership interest to 80%, for $1.1 billion. After this transaction was completed, Grupo Carso retained a 20% stake in the business. Philip Morris International also entered into an agreement with Grupo Carso which provides the basis to potentially acquire, or for Grupo Carso to potentially sell to PMI, Grupo Carso’s remaining 20% in the future.
2007: Year-end volume stands at 850 billion, operating income at US$8.9 billion and global market share at 15.6%
2008: Philip Morris International spins off from Altria, becoming the world's leading international tobacco company and the third most profitable international consumer goods company.
2008: PMI purchased the fine cut trademark Interval and certain other trademarks in the other tobacco products category from Imperial Tobacco Group PLC for $407 million.
2008: In October, PMI acquired all outstanding shares of Rothmans Inc, located in Canada, for CAD $2.0 billion ($1.9 billion).
2009: Swedish Match and Philip Morris International announced global joint venture to commercialize smokefree tobacco products.
2009: PMI acquired Swedish Match South Africa for $222 Million. SMSA is the market leader in the South African pipe tobacco and snuff categories.
2009: PMI announced agreement to purchase Colombia's Protabaco for $452 Million. Last Updated (Thursday, 21 January 2010 13:52)
Wal-Mart operates 8,900 stores across three business segments of retail stores worldwide that offer a wide array of general merchandise including groceries, apparel, electronics, and small appliances. In addition, the company is the world's largest retailer and grocery chain by sales. Over 54% of the company's stores are located in the United States, with the majority of international stores located in Central and South America and China. The company focuses on offering the lowest prices across its business segments, which together earned $401.2 billion in revenue in 2009, a 7.2% increase from 2008. Wal-Mart's largest business segment is its namesake Wal-Mart stores, which accounted for 63.7% of the company's revenue in 2009. The company also earns revenue through its Sam's Club and international business segments which accounted for 11.7% and 24.6% of the company's 2009 net revenue each, respectively.
Business Segments
Wal-Mart Stores (63.7% of Revenue, 79.6% of Operating Income)
Wal-Mart's 4,258 domestic namesake stores accounted for $255.7 billion of the company's revenue during fiscal year 2009 which was a 6.8% increase from sales from 2008. This moderate growth coincides with Wal-Mart Stores' 3.2% increase in comparable store sales in 2009, which is slightly higher compared to 1.0% growth in 2008 and 1.9% growth in 2007. Wal-Mart blames the slow growth in comparable store sales to declines in consumer spending, particularly in apparel categories as well as cannibalization caused by new store expansions. For example, if Wal-Mart builds a store relatively close to an already existing store, the new store might take away customers from the old store (a reason could be convenience) thus hampering comparable store sales -- this is cannibalization. Wal-Mart stores earned 49% of their revenue from grocery sales in 2009, with sales of entertainment, electronics, and toys a distant second at 13% of Wal-Mart stores' revenue. In 2010, the company plans to add 150 to 165 Wal-Mart Stores, 125 to 140 of which will be Wal-Mart Supercenters.
Wal-Mart stores come in one of three traditional formats:
* Supercenters average about 187,000 square feet in size and carry general merchandise and include a supermarket. Wal-Mart operated 2,612 Supercenters at the end of 2009, an additional 165 locations from 2008 which were primarily from conversions of Wal-Mart Discount Stores.
* Discount Stores average approximately 108,000 square feet in size and carry a wide assortment of general merchandise, but a limited assortment of food products. Wal-Mart operated 891 Discount Stores at the end of 2009, 80 fewer than a year before as the company converted 78 Discount locations into Supercenters.
* Neighborhood Stores are usually about 42,000 square feet in size and carry a limited assortment of general merchandise, but have a full supermarket. Wal-Mart operated 153 Neighborhood format stores at the close of 2009, an increase of 21 locations from 2008.
Sam’s Club (11.7% of Revenue, 7.4% of Operating Income)
Sam’s Club is Wal-Mart’s membership-only warehouse club, the second largest in America after Costco by sales. Under the membership-only system, customers pay $40 and business owners pay $35 annually for memberships to shop at Sam's Club stores. Like its parent company, Sam's Club main strategy is price leadership. The core customer base of Sam’s Club is comprised of small businesses, including convenience stores, restaurants, offices, daycares and schools, and motels. Sam’s Club management remains focused on growing this foundation and improving its relationships with small business owners. To this end, the company expanded its offerings of office furniture and restaurant supplies in 2006. The company also introduced services geared towards small business, such as prescription drug plans and worker’s compensation claims billing.
The company operated 602 Sam’s Club locations nationwide, which generated $46.8 billion in total sales during fiscal year 2009. This represents a 5.6% increase in sales from 2008 which is mainly due to a 4.8% increase in comparable store sales and 11 newly opened Sam's Club locations during 2009. Sam's Club stores earn revenue through the sale of bulk brand name merchandise including grocery items, electronics, and furniture, but also sells private-label merchandise under the Member's Mark, Bakers & Chefs, and Sam's club brands. In 2010, Wal-Mart plans to open 15-20 new Sam's Club locations nationwide.
Wal-Mart International (24.6% of Revenue, 21.7% of Operating Income)
Wal-Mart operates international locations of its Wal-Mart and Sam's Club stores as well as other retail and supermarkets in Central and South America, Mexico, Canada, Japan, China, and the United Kingdom. Wal-Mart operated 3,121 international locations altogether, which generated $98.6 billion in revenue in 2009, a 9.1% increase from 2008 sales. As Wal-Mart begins to slow its square footage growth in the US, it is expected to turn to its international locations to continue real estate growth. As a result, the company plans to add 550 to 600 new international stores in 2010.
Wal-Mart has a large international base which extends from Japan to the UK to South America. Mexico and Canada, neighbors of the United States, account for a quarter of the company's international revenue. Last Updated (Thursday, 21 January 2010 13:03)
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