Personal Narrative Hidden Intellectualism, By Gerald Graff

Notwithstanding the self-centered connotation of my statement, I believe I have the best hobby in the world. There is, in a matter of fact, no other activity in which I show such devotement and passion as this one. If I could get paid for accomplishing it, I would be an impressively hardworking employee. Nevertheless, I would never feel like I would work. Literally. Because that is what my avocation is defined by, not working. To my mind, procrastinating is undoubtedly the most relaxing occupation ever created, since it simply consists in turning our backs to any labor, effort or responsibilities. However, its positive effects on one’s mind aren’t the only advantages it brings to a person. Actually, I can strongly state that it drastically improves one’s academics. In Gerald Graff’s article Hidden Intellectualism, the author explains how his passion, American football, has as well developed his intellect. He indeed describes it as â€Å"full of challengin g arguments, debates, problems for analysis, and intricate statistics† (398). So how can procrastination as passion improve one’s work-ethics? Some advocates of early and well organized working would argue that procrastinating only leads to educational delay and that laziness is a vice that should be banned in our society. However, these romantic critics are too dogmatic in their provincial ideology. Procrastinating is extremely beneficial to our studies in a large variety of ways. To begin, it stimulates our imagination.Show MoreRelatedAnalysis Of The Article Hidden Intellectualism By Gerald Graff Essay1642 Words   |  7 Pages1 In the time surrounding the 1950s, intellectualism was hostilely viewed by most, and was a subject towards which division and ambivalence were pointed. Book-smarts and intellectualism were contrasts to regular life. The article â€Å"Hidden Intellectualism† is written by a man named Gerald Graff, an English and Education professor at the University of Illinois in Chicago. In his article, Graff argues with a compelling case, that not only is intellectualism found in the academic world, but can also

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string(384) " purchasing online Logistics market \(bn T-km\) Inland waterways 550 500 450 400 350 300 250 200 150 100 50 0 Financial services market \(â‚ ¬bn\) Road 9,000 -8% 8,000 7,000 6,000 -9% 5,000 4,000 3,000 2,000 1,000 0 Assets, all banks \+11% Commentary Rail 2007 2008 2009 2010 2007 2008 009 2010 2011 According to the latest available figures, while German road freight grew by only 1\." Carrier Intelligence Report Deutsche Post DHL March 2013 Table of contents Key financial figures Key stakeholder figures Macro environment Market consumers 3 4 5 6 Corporate media Governance strategy Quarterly performance Corporate performance Business units 7 8 9 10 11 â€Å"Thanks to our presence in the world’s growth markets, the DHL divisions performed particularly dynamically in financial year 2012 and played a key role in increasing our consolidated revenue† Dr. Frank Appel, CEO Operations Human resources Corporate responsibility Acquisitions divestments Product launches 12 13 14 15 16 Key press releases Outlook targets 17 19 Key financial figures Express division boosts revenue by 9. 5% in 2012 Income Statement Total revenue EBIT margin Net profit margin Staff costs to revenue ratio Balance Sheet Total non-current assets Total current assets Total quity Total non-current liabilities Total current liabilities Current ratio Return on capital employed Gearing ratio Cash flow Net cash flow from operating activities Net cash flow from investing activities Net cash flow from financing activities Net increase/(decrease) in cash and cash equivalents Revenue by division Mail Parcels Express Logistics Freight EBIT by division Mail Parcels Express Logistics Freight 2010 53,605. We will write a custom essay sample on Qqwe or any similar topic only for you Order Now 0 3. 4% 4. 9% 31. 0% 2011 54,879. 0 4. 4% 2. 3% 30. 5% 2012 57,680. 0 4. 6% 3. 1% 30. 8% Change 5. 1% 0. 2 0. 9 0. 3 LCU, m % % % LCU, m LCU, m LCU, m LCU, m LCU, m % % 24,493. 13,270. 0 10,696. 0 13,844. 0 13,223. 0 1. 00 7. 5% 56. 4% 21,225. 0 17,183. 0 11,199. 0 8,587. 0 18,622. 0 0. 92 12. 3% 43. 4% 21,832. 0 12,289. 0 12,164. 0 9,332. 0 12,625. 0 0. 97 12. 4% 43. 4% 2. 9% -28. 5% 8. 6% 8. 7% -32. 2% 0. 05 – LCU, m LCU, m LCU, m LCU, m 1,927. 0 8. 0 (1,651. 0) 284. 0 2,371. 0 (1,129. 0) (1,547. 0) (305. 0) (203. 0) (1,697. 0) 1,199. 0 (701. 0) – LCU, m LCU, m LCU, m 13,822. 0 10,788. 0 26,707. 0 13,877. 0 11,309. 0 27,578. 0 13,874. 0 12,378. 0 29,209. 0 0. 0% 9. 5% 5. 9% IPC Statistical Database LCU, m LCU, m LCU, m 148,066. 0 88,384. 0 614. 0 147,434. 0 85,496. 0 802. 146,923. 0 84,623. 0 928. 0 – Source: Deutsche Post DHL annual reports 2010-2012, IPC analysis Note: Change represents year-on-year development from 2011 3 IPC Carrier Intelligence Report â⠂¬â€œ Deutsche Post DHL Key stakeholder figures Share price up by almost 40% over 2012 Shares Share price, year-end Earnings per share Human resources Average full-time equivalents Average part-time employees Women in management Absenteeism rate EOS response rate Total employee satisfaction Employee engagement Customer index Business customer satisfaction Consumer satisfaction Sustainability Total CO2 emissions LCU LCU 010 12. 09 2. 10 2011 11. 88 0. 96 2012 16. 6 1. 37 Change 39. 7% – % % % 421,274 63,126 17. 0% 7. 4% 79. 0% 73. 0 67. 0 423,348 65,322 17. 6% 7. 4% 80. 0% 76. 0 n/a 428,287 62,523 18. 5% 7. 6% 80. 0% 76. 0 n/a 1. 2% -4. 3% 0. 9 0. 2 0. 0 0. 0 n/a n/a n/a 95. 0 n/a 96. 0 1. 0 t 28,400,000 28,200,000 n/a Retail network Wholly-owned retail outlets Contracted retail outlets Delivery performance Domestic letter quality performance (D+1) Domestic letter quality USO requirement (D+1) Domestic parcel quality performance Domestic parcel expected business-day delivery D omestic letter and parcel rates Standard letter, 0-20g Standard letter, 20-50g Economy parcel, 2-3kg 2 19,998 2 19,998 n/a n/a % % % % 95. 4% 80% n/a n/a 95. 4% 80% n/a n/a n/a 80% n/a n/a 0. 0 â‚ ¬ â‚ ¬ â‚ ¬ 0. 55 0. 90 6. 90 0. 55 0. 90 6. 90 0. 55 0. 90 6. 90 0. 0% 0. 0% 0. 0% Source: Deutsche Post DHL annual reports 2010-2012, IPC analysis Note: Change represents year-on-year development from 2011 4 IPC Carrier Intelligence Report – Deutsche Post DHL Germany: macro environment Low unemployment and higher wages will lift economy in 2013 Economics †¢ †¢ †¢ †¢ †¢ †¢ †¢ % 4% 2% 0% -2% -4% -6% 07 08 09 10 11 Inflation 12 13 14 15 16 17 Trade Exports: â‚ ¬1,034,140. 5m (? 8. 0%) 1. France 9. 6% 2. United States 6. 9% 3. Netherlands 6. 4% 4. China 6. 1% 5. United Kingdom 6. 0% Machinery transport equipment, chemicals and food, drink tobacco Demographics †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ 10% 8% 6% 4% 2% 0% 07 08 09 10 11 12 13 14 15 16 17 Unemployment rate GDP, constant prices: â‚ ¬2,436,330m GDP, current prices: â‚ ¬2,570,080m GDP per capita: â‚ ¬29,729. 4 (? 3%) GDP per capita (PPP-adjusted): â‚ ¬25,756. 3 (? 0. %) GDP related to agriculture: 1% GDP related to industry: 26% (? 4 percentage points) GDP related to service: 73% (? 4 percentage points) 348,672 km2 81,770,000 inhabitants (? 0. 2%) 234. 5 inhabitants per km2 Median age: 44. 9 years (2nd) Corruption perception: 8. 0 (? 0. 1) 39. 9m households Broadband subscribers: 31. 6% Urban population: 73. 8% Employed population: 50. 2% Imports: â‚ ¬880,951. 0m (? 9. 7%) 1. Netherlands 12. 9% 2. France 7. 6% 3. China 7. 1% 4. Belgium 6. 2% 5. Italy 5. 4% Machinery transport equipment, chemicals and mineral fuels lubricants Real GDP growth Economic outlook The German economy is expected to recover from a weak end to 2012 with growth from the first quarter of 2013. With exports projected to recover and retail sales experiencing a welcome recovery, estimated GDP growth ranges from 0. 6 to 1. 3% in 2013 (2014: 1. 5 to 2. 4%). Unemployment is currently at its lowest for two decades, with business facing a shortage of skilled labour. Pay increases of up to 6. 5% awarded in 2012 should bolster consumer sentiment through to 2014. The healthy outlook is expected to generate improved public finances, turning the federal budget deficit to surplus in 2013. Source: The economist – Pocket World in Figures 2012 Edition, IMF, Bloomberg, ITC Trade Map, CIA World Factbook, ITU, Transparency International, IPC analysis Note: Brackets represent year-on-year development from 2010 or world ranking 5 IPC Carrier Intelligence Report – Deutsche Post DHL Germany: market consumers Increasing number of consumers purchasing online Logistics market (bn T-km) Inland waterways 550 500 450 400 350 300 250 200 150 100 50 0 Financial services market (â‚ ¬bn) Road 9,000 -8% 8,000 7,000 6,000 -9% 5,000 4,000 3,000 2,000 1,000 0 Assets, all banks +11% Commentary Rail 2007 2008 2009 2010 2007 2008 009 2010 2011 According to the latest available figures, while German road freight grew by only 1. You read "Qqwe" in category "Papers" 8% in 2010 to 313bn Tonnekilometres (T-km), rail and waterways each expanded by around 12% to 107 and 62bn T-km respectively. Bank-owned assets increased by 11% over the fiveyear period to â‚ ¬8. 46tn. Household co nsumption grew by 1. 5% in 2011 after correcting for inflation, fuelling a German retail market which has remained steady despite the crisis in the Eurozone. The proportion of surveyed consumers purchasing online grew by 6 percentage points (p. p. ) in 2011 to 54%, and average growth since 2002 has been above 4 p. . Broadband penetration seems to be reaching a plateau, with an increase of half a p. p. in 2011. Consumption expenditure Private final consumption expenditure, growth 2. 0% Online purchasing habits Last online purchase in the last 3 months Last online purchase more than a year ago / never ordered 100% Digitisation Internet users Broadband subscribers 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 1. 5% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2007 2008 2009 2010 2011 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 1. 0% 0. 5% 0. 0% -0. 5% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Source: Eurostat, ITU, OECD, IPC analysis Note: T-km=Tonne-kilometres, representing the transport of one tonne of goods (including packaging and weight of transport units) over a distance of one kilometre. p. p. = percentage points 6 IPC Carrier Intelligence Report – Deutsche Post DHL Germany: corporates media Newspaper ad market continues to decline but remains largest medium Forbes Global 2000 Media spend (â‚ ¬m) -4% Top 10 advertisers 1. Procter Gamble Media-Saturn-Holding Ferrero Aldi Unilever L’Oreal Axel Springer Lidl Edeka 2010 2011 2012 +5% +27% 0% 2. 3. 4. 5,943 5,839 5,715 3,885 3,954 4,071 4,160 Top 5 by revenue 17 Volkswagen Group (Auto Truck Manufacturers) 409 E. ON (Electric Utilities) 37 Daimler (Auto Truck Manufacturers) 50 Allianz (Diversified Insurance) 50 Siemens (Conglomerates) 3,465 5. 6. 7. 8. 9. 3,488 3,461 Top 5 by profits 17 Volkswagen Group (Auto Truck Manufacturers) 50 Siemens (Conglomerates) 74 BASF (Diversified Chemicals) 37 Daimler (Auto Truck Manufacturers) 61 BMW Group (Auto Truck Manufacturers) Top 5 by market value 50 Siemens (Conglomerates) 227 SAP (Software Programming) 74 BASF (Diversified Chemicals) 17 Volkswagen Group (Auto Truck Manufacturers) 37 Daimler (Auto Truck Manufacturers) 4% +10% 692 706 719 +8% 766 797 827 3,067 3,473 75 79 Cinema 82 10. Volkswagen Group Magazines Internet TV Newspapers Radio Outdoor Media review outlook All digital media will gain share as they become more and more important for advertisers. The growth in the smartphone market and the implementation of full-video ads in websites will lead to increased budgets. Magazines and newspapers in particular will have a different position in the future as a lot of information and entertainment is provided by internet sites. Along with digital media, cinema, outdoor and TV helped to drive German ad market in 2012. Source: www. forbes. com/global2000, ZenithOptimedia Western Europe Market Mediafact 2011, ZenithOptimedia Advertising Expenditure Forecasts December 2011, IPC analysis Note: Forbes Global 2000; numbers under top 5 represent global ranking 7 IPC Carrier Intelligence Report – Deutsche Post DHL Governance strategy â€Å"The provider, investment and employer of choice in its market† www. dp-dhl. com Chairman of the Board Prof. Dr. Wulf von Schimmelmann Chairman 2009Born 1947 Other board positions: †¢ Accenture †¢ Thomson Reuters Chief Executive Officer Dr. Frank Appel CEO 2008Born 1961 Ownership 25. 5% state owned KfW Bank 74. 5% freely floating Organisation Previous positions: †¢ Managing Director, DP †¢ Partner, McKinsey Corporate Centre Deutsche Post DHL Vision strategy Vision †¢ To remain The Post for Germany as well as The Logistics Company for the world Chairman of the Board of Management Dr. Frank Appel Finance, Global Business Services Lawrence Rosen Personnel Angela Titzrath Strategy †¢ Strong divisional focus: strategic priorities are individually set for the Mail, Express, Global Forwarding / Freight and Supply Chain divisions †¢ Group-wide initiatives: the new commercial organisation ‘Customer Solutions Innovation’ provides customers seeking solutions from across DHL divisions with easier access to services †¢ Unified corporate culture: corporate responsibility initiatives under the motto of ‘Living Responsibility’ focus on protecting the environment, disaster management and championing education Divisions Deutsche Post DHL Mail Jurgen Gerdes Express Ken Allen Global Forwarding, Freight Roger Crook Supply Chain Bruce Edwards Source: www. dp-dhl. com, Deutsche Post DHL annual report 2012 8 IPC Carrier Intelligence Report – Deutsche Post DHL Quarterly performance Q4 2012: Group revenue up 3% from Q4 2011; 7% increase for P Revenue and profitability +3% 15,000 14% 12% 10,000 5. 2% 5,000 4. 2% 4. 0% 10% 8% 4. 4% 4. 2% 6% 4% 2% 0 Q4 2011 Q1 2012 Q2 2012 EBIT margin Q3 2012 Q4 2012 0% Segment performance (â‚ ¬m) +3% +7% 8. 000 7. 000 6. 000 5. 000 4. 000 3. 000 2. 000 1. 000 0 Q4 2011 Mail Q1 2012 Parcels Express Q2 2012 Logistics Freight Q3 2012 Q4 2012 0% Total revenue, â‚ ¬m Volume Total international addressed mail Unaddressed admail 6,000 5,000 4,000 3,000 2,000 1,000 0 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Addressed admail Priority or standard mail -4% Parcels and Express volume Parcels and Express 300 250 200 150 100 50 0 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 +7% Commentary Consolidated revenue rose â‚ ¬451m (3. 2%) yearon-year to reach â‚ ¬14,577m in Q4 2012. EBIT margin remained steady compared to Q4 2011 but dipped slightly on the previous quarter. The Parcels Express division saw robust revenue growth, up 7% year-on-year. The strong performance was attributable to a significant rise in volumes (see left). Logistics revenues also increased year-on-year, while Mail division revenue stabilised. Mail volumes were down 4% year-on-year, accelerated by divestments in the international mail segment (-19. 2%). Source: Deutsche Post-DHL annual and interim reports 2011-12, IPC analysis 9 IPC Carrier Intelligence Report – Deutsche Post DHL Corporate performance Higher revenues with continued increase in EBIT margin in 2012 Revenue and profitability 60,000 50,000 40,000 30,000 20,000 10,000 0 2008 Total revenue 2009 EBIT margin 2010 Net profit margin 2011 2012 -1. % -2. 2% 0. 5% 4. 9% 3. 4% 0. 5% 2. 3% 4. 4% 3. 1% -16% +11% +2% +5% 7% 6% 5% 4% 3% 2% 1% 0% -1% -2% -3% Cash flow 203 4. 6% 1,697 1,199 3,123 Beginning of period Cash flow Operating activities Investing activities Financing activities Segment information 2012 (2008) 2% (2%) 23% (25%) Share price development 2012 (2008) 20. 0 Commentary Consolidat ed revenue increased by 5. 1% to â‚ ¬55,512m in financial year 2012, with positive currency effects accounting for around two-thirds of this increase. The proportion of consolidated revenue generated abroad grew to 69. 7%,. Changes in the portfolio reduced revenue by â‚ ¬216m. At â‚ ¬2,665m, EBIT was 9. 4% up on the prior-year figure. Compared to 2008, Logistics and freight divisions have grown relative to other units and now generate 53% of consolidated revenue (Mail: 23%). In 2012 the Group’s share price outperformed the DAX for the second year running. 30% (31%) 15. 0 53% (50%) 22% (25%) 70% (69%) 10. 0 15,000 10,000 5,000 5. 0 Mail Parcels express Logistics freight Postal retail Domestic revenue International revenue 0. 0 1/1/01 1/1/03 1/3/05 1/2/07 1/2/09 1/3/11 0 1/1/13 Share price, â‚ ¬ Traded volume Source: Deutsche Post DHL annual reports 2008-2012, IPC analysis 0 IPC Carrier Intelligence Report – Deutsche Post DHL Business units Improved profitability for P and Logistics freight Mail â€Å"Deutsche Post DHL is Europe’s largest postal company. It offers all types of products and services to both private and business customers, physical, hybrid and electronic letters and merchandise to special services such as cash on delivery and registered mail† Mail division Revenue in 2012 was on par with 2011, reaching â‚ ¬13,972m despite three fewer working days, which however had a noticeably negative impact on transactional mail. Strong results in the Parcel Germany unit (+9. 4%) balanced declines in transactional and addressed advertising mail. EBIT reached â‚ ¬1,051m, 5. 1 % below the prior-year figure, and was reduced by â‚ ¬151m as a result of an additional VAT payment demanded by the German tax authorities. Overall market share declined from 63. 7% to 62. 7%. Revenue, â‚ ¬m 15,000 EBIT margin -3% 20% 15% 10% 5,000 5% 0% 2008 2009 2010 2011 2012 Parcels express â€Å"In the Express division, Deutsche Post DHL transport urgent documents and goods reliably and on time from door to door. The network spans more than 220 countries and territories, in which some 100,000 employees provide services for more than 2. 6m customers† Express division Excluding currency effects and the impact of a certain divestments in 2011, revenue increased by 6. 8% to â‚ ¬12,378m in 2012, a result still below precrisis levels. EBIT for the Express division however rose to a new high, reaching â‚ ¬1,108m (a margin of 8. 7%). The result was driven by revenue growth in all regions as well as one-time effects connected to restructuring provisions in the United States. Business trend was particularly dynamic in the Americas region, with revenue up by 20. 6% to â‚ ¬2,276m in 2012. Revenue, â‚ ¬m 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 2008 2009 2010 2011 2012 EBIT margin -6% 20% 15% 10% 5% 0% -5% -10% -15% -20% Logistics freight â€Å"With a wide range of coverage and comprehensive offering for transporting freight by air, sea or land, DHL is one of the leading global freight and logistics companies. The Supply Chain business provide contract logistics solutions along the entire supply chain† Global forwarding/freight division Revenue grew by 3. % including positive currency effects of â‚ ¬507m. EBIT in the division improved due to high gross profit margins and constantly increasing efficiency. Supply chain division Increased EBIT was driven by improved contract portfolio management and cost efficiencies, compensating for margin pressure and costs associated with new customers. DHL is the leader in a fragmented market with a share of 7. 8%. Revenue, â‚ ¬m 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 2008 2009 2010 2011 2012 -5% 10% 5% 0% EBIT margin +8% 15% 10,000 0 Source: Deutsche Post DHL annual reports 2008-2012, IPC analysis 1 IPC Carrier Intelligence Report – Deutsche Post DHL Operations Year-on-year increase in P volume of almost 10% Mail volume International addressed mail Unaddressed admail 30. 000 25. 000 -12% 20. 000 15. 000 10. 000 5. 000 0 2008 2009 2010 2011 2012 -7% Addressed admail Transactional mail Parcels express volume +24% Commentary Transactional mail volumes fell by 3. 0% year-on-year with private customer volumes declining much more than business customer volumes. In the Dialogue Marketing business unit, total sales volumes declined slightly over the course of the year. Unaddressed advertising mail was up year-on-year, whilst addressed advertising mail declined. Divestment of a bulk mail business in the Netherlands and domestic business in the UK resulted in a large drop in international mail volumes. The flourishing e-commerce business is the primary reason for this consistently strong growth in parcel volumes, up 9. 8% in 2012. By year-end, 42,8129 FTEs were employed in more than 220 countries and territories, 1. 1 % more than in 2011. The retail network was fully contracted and stable in 2011. 1. 000 900 800 700 600 500 400 300 200 100 0 2008 2009 2010 2011 2012 Employees Average full-time equivalents -4% Employees per business unit 2012 (2008) 3% (3%) 0% +1% 34% (32%) 43% (40%) Retail network Wholly-owned retail outlets Contracted retail outlets +48% 20. 000 +1% 15. 000 0% 500. 000 400. 000 300. 000 -4% 10. 000 200. 000 100. 000 0 2008 2009 2010 2011 2012 Mail Parcels Express 20% (25%) Logistics Freight Corporate 5. 000 0 2008 2009 2010 2011 Source: Deutsche Post DHL annual reports 2008-2012, IPC analysis 12 IPC Carrier Intelligence Report – Deutsche Post DHL Human resources Significant increase in women in management since 2008 Part-time employees Average part-time employees Gender 2011 (2008) 2012 (2008) 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 2008 2009 2010 2011 -13% 18,5% (13. 5%) 36,7% (37. 7%) 63,3% (62. 3%) 81,5% (86. 5%) 2012 Women in total workforce Men in total workforce Women in management Men in management Absenteeism staff turnover Staff turnover 2008 Absenteeism rate Satisfaction engagement Employee satisfaction Commentary While the number of part-time employees employed by Deutsche-Post DHL has fallen by 13% since 2008, the proportion of women in the Group’s workforce dropped slightly over 2008-11 (the most recent data available). In terms of management, the company has seen an increase of five p. p. over the period, reaching 18. 5% in 2012. The company is committed to filling 25-30% of vacant management positions with women. Staff turnover fell significantly over 2009-11. Absenteeism continued to increase in 2012, reaching 7. 6%. Employee satisfaction has remained constant over the last three years. 2010 2009 2010 2011 2011 2012 2012 0% 2% 4% 6% 8% 10% 12% 14% 0 10 20 30 40 50 60 70 80 90 100 Source: Deutsche Post DHL annual reports 2008-2012, Deutsche Post DHL corporate social responsibility reports 2010-2011, IPC analysis 3 IPC Carrier Intelligence Report – Deutsche Post DHL Corporate responsibility Significant increase in the number of trainees hired Environmental responsibility â€Å"The primary focus of our environmental protection program GoGreen is to minimise our business operations’ greatest impact on the environment – CO2 emissions. We are also working to limit impacts where ou r business activities affect the environment in other ways† By the year 2020, the Group intends to improve the CO2 efficiency of own operations (Scope 1 2) and those of subcontractors (Scope 3) by 30% compared with 2007. In 2012, Scope 1 2 CO2 emissions were approximately 5. 4m tonnes (previous year: 5. 3m). Direct CO2 emissions rose slightly mainly due to the increased demand for air transport. Scope 3 emissions data for 2012 will be available upon the release of the CSR report in April 2013. CO2 emissions (t) CO2 emissions, scope 12 6,000,000 +31% 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 2009 2010 2011 2012 2010 2011 2012 +6% +2% Financial responsibility â€Å"We aim to strike a balance between our economic goals and society’s requirements by putting our experience and global presence to good use to help people and the environment† Net asset base (operating assets-operating liabilities) increased by â‚ ¬1,122m to â‚ ¬15,478m in 2012 due, in part, to the Group’s investments in software and IT systems and the purchase of freight aircraft as well as replacement and expansion investments in warehouses, sorting systems and vehicle fleet. A 42. 2% increase in net working capital was mainly attributable to the decline in liabilities and other items. Revenue per employee grew by 4% YOY. Employee value creation Revenue per employee +15% 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0 2008 2009 2010 2011 2012 -12% +2% +4% Social responsibility â€Å"Bundled under the motto â€Å"Living Responsibility†, our efforts focus on three areas: environmental protection (GoGreen), disaster management (GoHelp) and championing education (GoTeach)† Deutsche Post DHL aims to actively promote the diversity of its workforce and attract a wide range of applicants. Measures to improve work-life balance available to employees in Germany include support services such as back-up childcare facilities for last-minute and emergency childcare. In 2011 more than 75% of trainees were offered continued employment. The number of trainees has increased by 31% since 2008. Trainee headcount Trainees 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 Source: Deutsche Post DHL annual reports 2008-2012, Deutsche Post DHL corporate social responsibility reports 2010-2011, IPC analysis 14 IPC Carrier Intelligence Report – Deutsche Post DHL Acquisitions divestments 2009- Acquisitions Year 2012 Company LuftfrachtsicherheitService GmbH Exel Saudia LLC All you need GmbH 2SFG Tag Belgium SA CC DE Sector Logistics Divestments Year 2012 Company Deutsche Postbank Group (remaining shares) DHL Express Canada Exel Transportation Services Inc. Exel Transportation Services Inc. Innogistics LLC Exel Delamode Logistics SRL Fulfilment Plus GmbH 4C Associates Ltd. DHL Container Logistics UK Ltd. Global Mail Services SAS Deutsche Postbank Group CC DE Sector Regional Focus: Acquisitions 0 1 2 3 4 5 6 7 8 9 10 11 12 13 Region 4 3 3 3 Bank Germany US Rest of world 2012 2012 2012 2012 SA DE UK BE Logistics 2011 Mail Logistics Logistics 2011 CA Logistics CA Parcels Europe Business focus: Acquisitions US Logistics 1 2 3 4 5 6 7 8 9 10 11 12 13 2011 2012 2011 2011 2011 intelliAd Media GmbH Adcloud GmbH Eurodifarm srl. Standard Forwarding llc Tag EquityCo Limited LifeConEx llc Post Logistics Australasia Polar Air Cargo Worldwide, Inc. DE DE IT US Information Information Logistics Logistics 2010 2010 US RO Logistics Logistics Area 1 10 2 Mail Information Financial services Other 2010 2009 2009 DE UK UK Warehouse Consulting Pa rcels Express Logistics 2011 KY Logistics Effect on cash flow (â‚ ¬m) Shipping 100 2011 2011 US AU Logistics Logistics 2009 FR Mail 50 0 -50 -100 2010 Acquisitions 2011 Divestments 2012 009 US Logistics 2009 DE Bank Source: Deutsche Post DHL annual reports 2009-2012, IPC analysis Note: CC (country code) 15 IPC Carrier Intelligence Report – Deutsche Post DHL Product launches Innovations in parcels, freight forwarding and e-document management DHL Easy Return Product category Parcel return Description DHL Easy Return is a new parcel product introduced in September 2012 by DHL Global Mail, the DHL unit responsible for international mail and B2C parcels. Features includes software to create return labels via a web portal and Track Trace functionalities. Retailers can now manage return volumes from almost all EU countries via a standardized process. Target group Retailers Read more Door-to-more Product category Freight forwarding Description In June 2012, DHL Global Forwarding, Freight, the air and sea freight specialist within Deutsche Post DHL, launched an intercontinental door-to-door distribution service from Asia-Pacific to Europe. Door-ToMore combines DHL’s intercontinental air freight transportation capabilities with its European ground distribution network. Target group Suppliers Read more DHL Packstation mTAN Product category Parcel collection / security Description DHL Paket Deutschland introduced the mobile Transaction Number (mTAN) In October 2012 at all of its 2,500 parcel machines across Germany. The mTAN will allow users to pick up their items using a temporary code sent directly to their mobile, replacing the existing PIN code. Target group Parcel customers Read more DocWallet Product category E-document management Description Tablets and smartphones have become a fixture of modern life, being used more and more by people in their jobs. But until now, integrating mobile devices into a company’s IT system has posed a security challenge. The DocWallet app is Deutsche Post’s solution to this problem. Target group Business users Read more Source: www. dp-dhl. com Note: Where no English language webpage exists, hyperlinks above link to external translation. 16 IPC Carrier Intelligence Report – Deutsche Post DHL Key press releases 2012- 2013 Quarter 2 †¢ Manages vending machines in Switzerland Quarter 1 †¢ Improves flexibility for road freight services through mobile solution †¢ GoGreen carbon neutral feature added to DHL Express Envelope shipping option †¢ Improves carbon footprint with new multimodal service 012 Quarter 4 †¢ Deutsche Post and ADAC reviewing possible entry into German long-distance bus market †¢ DocWallet – The secure documents manager for the iPad †¢ First mechanized delivery site now running †¢ Issues three bonds worth a total of EUR 2. 0 billion †¢ Current level of globalisation still lower than precrisis peak †¢ Switches to Fitch Ratings †¢ Simplified authorization and more security for DHL Packstation Quarter 3 †¢ Razorfish to develop digital strategy †¢ Postal rates for 2013 approved †¢ Opens Energy Center in Houston, Texas †¢ Express unit announces annual general price increase for 2013 †¢ Launches European return service for online retailers †¢ Proposes rate increase for letters for 2013 †¢ DHL now delivering parcels to customer’s outlet of choice in Germany †¢ 400 million euros invested in letter mail network †¢ DHL marks the start of a unique City Logistics project in China †¢ Acquires online marketing specialist intelliAd †¢ Launches MyDHL to enhance customer experience †¢ DHL Vision Suite opened up at DHL Innovation Center †¢ Completes Postbank transaction †¢ Angela Titzrath to become Deutsche Post DHL’s Board Member for Personnel †¢ State aid ruling of European Commission will not affect net profit Source: www. dp-dhl. com 17 IPC Carrier Intelligence Report – Deutsche Post DHL K ey press releases 20112011 Quarter 4 †¢ Pay online with giropay – now available at DHL Checkout †¢ EU Commission praises SEPA migration in Germany †¢ Appoints new COO for DHL Global Forwarding †¢ Appoints new CEO for DHL Freight †¢ International award for Sustainability Report †¢ Cooperation with IBM on E-Postbrief †¢ Appoints new CCO for DHL 012 Quarter 2 †¢ Introduces new recall solution for the automotive industry †¢ Introduces new multi-modal solution from Asia to Europe †¢ German financial authorities decide on VAT payment †¢ Federal government demand for repayment of state aid set at EUR298 million †¢ European letter price survey for 2012: Standard letter in Germany still inexpensive compared to 29 other countries †¢ Corporate Responsibility Report 2011: improves CO2 efficiency index by two index points Quarter 1 †¢ DHL Vision Suite opened up at DHL Innovation Center †¢ Completes Postbank transac tion †¢ Angela Titzrath to become Deutsche Post DHL’s Board Member for Personnel †¢ State aid ruling of European Commission will not affect net profit Quarter 2 †¢ DHL expands service for the pharmaceutical sector †¢ European letter price survey for 2011 †¢ Roger Crook follows Hermann Ude as Board Member for DHL Global Forwarding, Freight †¢ DHL wins EUR 10. 6 million deal with KPMG and expands Singapore Aerospace Hub Quarter 1 †¢ European Enterprise Award for Deutsche Post DHL †¢ DHL Express with quality certification for all European and U. S. facilities †¢ Dedication to global data protection is a success Quarter 3 †¢ DHL acquires 100 per cent ownership of LifeConEx †¢ Extends board member mandate of CFO Rosen for another five years †¢ E-Postbrief to become part of Europe’s largest corporate network †¢ Williams Lea acquires the world’s largest independent marketing execution and production agency, Tag †¢ DHL provides CO2-neutral transport for all private customer parcels throughout Germany Source: www. dp-dhl. com 18 IPC Carrier Intelligence Report – Deutsche Post DHL Outlook targets 2012- Outlook Strategic targets Deutsche Post DHL expects consolidated EBIT to reach between â‚ ¬2. 72. 95bn in financial year 2013, assuming the world economy and trade grows by approximately 3% and the economy picks up momentum as the year progresses The mail division is expected to contribute between â‚ ¬1. 1-1. 2bn to consolidated EBIT. Compared with the previous year, an additional improvement in overall earnings to between â‚ ¬2-2. 15bn in the DHL divisions is forecast Under the direction of new Board Member for Human Resources, Angela Titzrath, the Group will aim to develop a global HR management system under the â€Å"One HR† programme The Group aims to maintain and improve its presence and growth potential in the emerging Economies of Brazil, Russia, India, China and Mexico (BRIC + M). The Group’s Board of Management receives regular updates on business performance in these countries In 2013 the Group plans to invest a maximum of â‚ ¬1. 8bn. In the coming years, the figure is expected to fall back to a normal level. The focus will continue to be on IT, machinery, transport equipment and aircraft. Crossdivisional capital expenditure is expected to decrease slightly in 2013. Investments will again be centred on our vehicle fleet and IT Finance: Group strategy calls for paying out 40 to 60% of net profits as dividends as a general rule. At the AGM on 29 May 2013, a â‚ ¬0. 70 dividend per share proposal for financial year 2012 will be put to shareholders On 6 September 2012, KfW sold 60 million Deutsche Post shares. This was the first placement since 2006 and it reduced KfW’s stake to 25. 5%; free float increased to 74. 5% The German Federal Network Agency approved Deutsche Post’s request for an adjustment in postage rates for 2013. The price for a standard domestic letter weighing up to 20g rose from â‚ ¬0. 55 to â‚ ¬0. 58 on 1 January 2013 Source: www. dp-dhl. com, Deutsche Post DHL annual report 2012 19 IPC Carrier Intelligence Report – Deutsche Post DHL International Post Corporation â€Å"The Leader for Postal Industry Intelligence and Research† To be successful in the postal industry today, strategic decisions must be based on relevant and time-critical business intelligence. With a team of experienced managers and analysts specialising in industry intelligence and research, IPC is able to provide essential knowledge on trends affecting the strategic direction of the postal industry. IPC Carrier Intelligence reports provide critical intelligence on the business performance and strategies of 40 leading global postal and logistics operators. These reports can be downloaded from the Market Intelligence section at www. ipc. be. A range of member-only publications and online tools can be accessed by individuals working for IPC members. These include: Statistical Database An online tool allowing members to generate statistical reports according to a variety of criteria, including macro economic, market, postal financial and operational data Global Postal Industry Report An industry benchmark report providing a holistic and in-depth review and analysis of industry performance Focus on the Future Report A publically available IPC and BCG joint-publication that takes a detailed and in-depth look at the future prospects of the postal sector IPC Market Intelligence Global Monitor A quarterly report presenting detailed and up-to-date confidential information on domestic and international postal volume and revenue trends If you work for an IPC member and you are not already registered, please visit the member login page at our website. 20 IPC Carrier Intelligence Report – Deutsche Post DHL International Post Corporation Avenue du Bourget 44 1130 Brussels, Belgium Tel +32 (0)2 724 72 11 Fax +32 (0)2 724 72 32 www. ipc. be  © IPC 2013 Further IPC Carrier Intelligence Reports available at www. ipc. be How to cite Qqwe, Papers

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string(384) " purchasing online Logistics market \(bn T-km\) Inland waterways 550 500 450 400 350 300 250 200 150 100 50 0 Financial services market \(â‚ ¬bn\) Road 9,000 -8% 8,000 7,000 6,000 -9% 5,000 4,000 3,000 2,000 1,000 0 Assets, all banks \+11% Commentary Rail 2007 2008 2009 2010 2007 2008 009 2010 2011 According to the latest available figures, while German road freight grew by only 1\." Carrier Intelligence Report Deutsche Post DHL March 2013 Table of contents Key financial figures Key stakeholder figures Macro environment Market consumers 3 4 5 6 Corporate media Governance strategy Quarterly performance Corporate performance Business units 7 8 9 10 11 â€Å"Thanks to our presence in the world’s growth markets, the DHL divisions performed particularly dynamically in financial year 2012 and played a key role in increasing our consolidated revenue† Dr. Frank Appel, CEO Operations Human resources Corporate responsibility Acquisitions divestments Product launches 12 13 14 15 16 Key press releases Outlook targets 17 19 Key financial figures Express division boosts revenue by 9. 5% in 2012 Income Statement Total revenue EBIT margin Net profit margin Staff costs to revenue ratio Balance Sheet Total non-current assets Total current assets Total quity Total non-current liabilities Total current liabilities Current ratio Return on capital employed Gearing ratio Cash flow Net cash flow from operating activities Net cash flow from investing activities Net cash flow from financing activities Net increase/(decrease) in cash and cash equivalents Revenue by division Mail Parcels Express Logistics Freight EBIT by division Mail Parcels Express Logistics Freight 2010 53,605. We will write a custom essay sample on Qqwe or any similar topic only for you Order Now 0 3. 4% 4. 9% 31. 0% 2011 54,879. 0 4. 4% 2. 3% 30. 5% 2012 57,680. 0 4. 6% 3. 1% 30. 8% Change 5. 1% 0. 2 0. 9 0. 3 LCU, m % % % LCU, m LCU, m LCU, m LCU, m LCU, m % % 24,493. 13,270. 0 10,696. 0 13,844. 0 13,223. 0 1. 00 7. 5% 56. 4% 21,225. 0 17,183. 0 11,199. 0 8,587. 0 18,622. 0 0. 92 12. 3% 43. 4% 21,832. 0 12,289. 0 12,164. 0 9,332. 0 12,625. 0 0. 97 12. 4% 43. 4% 2. 9% -28. 5% 8. 6% 8. 7% -32. 2% 0. 05 – LCU, m LCU, m LCU, m LCU, m 1,927. 0 8. 0 (1,651. 0) 284. 0 2,371. 0 (1,129. 0) (1,547. 0) (305. 0) (203. 0) (1,697. 0) 1,199. 0 (701. 0) – LCU, m LCU, m LCU, m 13,822. 0 10,788. 0 26,707. 0 13,877. 0 11,309. 0 27,578. 0 13,874. 0 12,378. 0 29,209. 0 0. 0% 9. 5% 5. 9% IPC Statistical Database LCU, m LCU, m LCU, m 148,066. 0 88,384. 0 614. 0 147,434. 0 85,496. 0 802. 146,923. 0 84,623. 0 928. 0 – Source: Deutsche Post DHL annual reports 2010-2012, IPC analysis Note: Change represents year-on-year development from 2011 3 IPC Carrier Intelligence Report â⠂¬â€œ Deutsche Post DHL Key stakeholder figures Share price up by almost 40% over 2012 Shares Share price, year-end Earnings per share Human resources Average full-time equivalents Average part-time employees Women in management Absenteeism rate EOS response rate Total employee satisfaction Employee engagement Customer index Business customer satisfaction Consumer satisfaction Sustainability Total CO2 emissions LCU LCU 010 12. 09 2. 10 2011 11. 88 0. 96 2012 16. 6 1. 37 Change 39. 7% – % % % 421,274 63,126 17. 0% 7. 4% 79. 0% 73. 0 67. 0 423,348 65,322 17. 6% 7. 4% 80. 0% 76. 0 n/a 428,287 62,523 18. 5% 7. 6% 80. 0% 76. 0 n/a 1. 2% -4. 3% 0. 9 0. 2 0. 0 0. 0 n/a n/a n/a 95. 0 n/a 96. 0 1. 0 t 28,400,000 28,200,000 n/a Retail network Wholly-owned retail outlets Contracted retail outlets Delivery performance Domestic letter quality performance (D+1) Domestic letter quality USO requirement (D+1) Domestic parcel quality performance Domestic parcel expected business-day delivery D omestic letter and parcel rates Standard letter, 0-20g Standard letter, 20-50g Economy parcel, 2-3kg 2 19,998 2 19,998 n/a n/a % % % % 95. 4% 80% n/a n/a 95. 4% 80% n/a n/a n/a 80% n/a n/a 0. 0 â‚ ¬ â‚ ¬ â‚ ¬ 0. 55 0. 90 6. 90 0. 55 0. 90 6. 90 0. 55 0. 90 6. 90 0. 0% 0. 0% 0. 0% Source: Deutsche Post DHL annual reports 2010-2012, IPC analysis Note: Change represents year-on-year development from 2011 4 IPC Carrier Intelligence Report – Deutsche Post DHL Germany: macro environment Low unemployment and higher wages will lift economy in 2013 Economics †¢ †¢ †¢ †¢ †¢ †¢ †¢ % 4% 2% 0% -2% -4% -6% 07 08 09 10 11 Inflation 12 13 14 15 16 17 Trade Exports: â‚ ¬1,034,140. 5m (? 8. 0%) 1. France 9. 6% 2. United States 6. 9% 3. Netherlands 6. 4% 4. China 6. 1% 5. United Kingdom 6. 0% Machinery transport equipment, chemicals and food, drink tobacco Demographics †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ †¢ 10% 8% 6% 4% 2% 0% 07 08 09 10 11 12 13 14 15 16 17 Unemployment rate GDP, constant prices: â‚ ¬2,436,330m GDP, current prices: â‚ ¬2,570,080m GDP per capita: â‚ ¬29,729. 4 (? 3%) GDP per capita (PPP-adjusted): â‚ ¬25,756. 3 (? 0. %) GDP related to agriculture: 1% GDP related to industry: 26% (? 4 percentage points) GDP related to service: 73% (? 4 percentage points) 348,672 km2 81,770,000 inhabitants (? 0. 2%) 234. 5 inhabitants per km2 Median age: 44. 9 years (2nd) Corruption perception: 8. 0 (? 0. 1) 39. 9m households Broadband subscribers: 31. 6% Urban population: 73. 8% Employed population: 50. 2% Imports: â‚ ¬880,951. 0m (? 9. 7%) 1. Netherlands 12. 9% 2. France 7. 6% 3. China 7. 1% 4. Belgium 6. 2% 5. Italy 5. 4% Machinery transport equipment, chemicals and mineral fuels lubricants Real GDP growth Economic outlook The German economy is expected to recover from a weak end to 2012 with growth from the first quarter of 2013. With exports projected to recover and retail sales experiencing a welcome recovery, estimated GDP growth ranges from 0. 6 to 1. 3% in 2013 (2014: 1. 5 to 2. 4%). Unemployment is currently at its lowest for two decades, with business facing a shortage of skilled labour. Pay increases of up to 6. 5% awarded in 2012 should bolster consumer sentiment through to 2014. The healthy outlook is expected to generate improved public finances, turning the federal budget deficit to surplus in 2013. Source: The economist – Pocket World in Figures 2012 Edition, IMF, Bloomberg, ITC Trade Map, CIA World Factbook, ITU, Transparency International, IPC analysis Note: Brackets represent year-on-year development from 2010 or world ranking 5 IPC Carrier Intelligence Report – Deutsche Post DHL Germany: market consumers Increasing number of consumers purchasing online Logistics market (bn T-km) Inland waterways 550 500 450 400 350 300 250 200 150 100 50 0 Financial services market (â‚ ¬bn) Road 9,000 -8% 8,000 7,000 6,000 -9% 5,000 4,000 3,000 2,000 1,000 0 Assets, all banks +11% Commentary Rail 2007 2008 2009 2010 2007 2008 009 2010 2011 According to the latest available figures, while German road freight grew by only 1. You read "Qqwe" in category "Papers" 8% in 2010 to 313bn Tonnekilometres (T-km), rail and waterways each expanded by around 12% to 107 and 62bn T-km respectively. Bank-owned assets increased by 11% over the fiveyear period to â‚ ¬8. 46tn. Household co nsumption grew by 1. 5% in 2011 after correcting for inflation, fuelling a German retail market which has remained steady despite the crisis in the Eurozone. The proportion of surveyed consumers purchasing online grew by 6 percentage points (p. p. ) in 2011 to 54%, and average growth since 2002 has been above 4 p. . Broadband penetration seems to be reaching a plateau, with an increase of half a p. p. in 2011. Consumption expenditure Private final consumption expenditure, growth 2. 0% Online purchasing habits Last online purchase in the last 3 months Last online purchase more than a year ago / never ordered 100% Digitisation Internet users Broadband subscribers 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 1. 5% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 2007 2008 2009 2010 2011 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 1. 0% 0. 5% 0. 0% -0. 5% 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 Source: Eurostat, ITU, OECD, IPC analysis Note: T-km=Tonne-kilometres, representing the transport of one tonne of goods (including packaging and weight of transport units) over a distance of one kilometre. p. p. = percentage points 6 IPC Carrier Intelligence Report – Deutsche Post DHL Germany: corporates media Newspaper ad market continues to decline but remains largest medium Forbes Global 2000 Media spend (â‚ ¬m) -4% Top 10 advertisers 1. Procter Gamble Media-Saturn-Holding Ferrero Aldi Unilever L’Oreal Axel Springer Lidl Edeka 2010 2011 2012 +5% +27% 0% 2. 3. 4. 5,943 5,839 5,715 3,885 3,954 4,071 4,160 Top 5 by revenue 17 Volkswagen Group (Auto Truck Manufacturers) 409 E. ON (Electric Utilities) 37 Daimler (Auto Truck Manufacturers) 50 Allianz (Diversified Insurance) 50 Siemens (Conglomerates) 3,465 5. 6. 7. 8. 9. 3,488 3,461 Top 5 by profits 17 Volkswagen Group (Auto Truck Manufacturers) 50 Siemens (Conglomerates) 74 BASF (Diversified Chemicals) 37 Daimler (Auto Truck Manufacturers) 61 BMW Group (Auto Truck Manufacturers) Top 5 by market value 50 Siemens (Conglomerates) 227 SAP (Software Programming) 74 BASF (Diversified Chemicals) 17 Volkswagen Group (Auto Truck Manufacturers) 37 Daimler (Auto Truck Manufacturers) 4% +10% 692 706 719 +8% 766 797 827 3,067 3,473 75 79 Cinema 82 10. Volkswagen Group Magazines Internet TV Newspapers Radio Outdoor Media review outlook All digital media will gain share as they become more and more important for advertisers. The growth in the smartphone market and the implementation of full-video ads in websites will lead to increased budgets. Magazines and newspapers in particular will have a different position in the future as a lot of information and entertainment is provided by internet sites. Along with digital media, cinema, outdoor and TV helped to drive German ad market in 2012. Source: www. forbes. com/global2000, ZenithOptimedia Western Europe Market Mediafact 2011, ZenithOptimedia Advertising Expenditure Forecasts December 2011, IPC analysis Note: Forbes Global 2000; numbers under top 5 represent global ranking 7 IPC Carrier Intelligence Report – Deutsche Post DHL Governance strategy â€Å"The provider, investment and employer of choice in its market† www. dp-dhl. com Chairman of the Board Prof. Dr. Wulf von Schimmelmann Chairman 2009Born 1947 Other board positions: †¢ Accenture †¢ Thomson Reuters Chief Executive Officer Dr. Frank Appel CEO 2008Born 1961 Ownership 25. 5% state owned KfW Bank 74. 5% freely floating Organisation Previous positions: †¢ Managing Director, DP †¢ Partner, McKinsey Corporate Centre Deutsche Post DHL Vision strategy Vision †¢ To remain The Post for Germany as well as The Logistics Company for the world Chairman of the Board of Management Dr. Frank Appel Finance, Global Business Services Lawrence Rosen Personnel Angela Titzrath Strategy †¢ Strong divisional focus: strategic priorities are individually set for the Mail, Express, Global Forwarding / Freight and Supply Chain divisions †¢ Group-wide initiatives: the new commercial organisation ‘Customer Solutions Innovation’ provides customers seeking solutions from across DHL divisions with easier access to services †¢ Unified corporate culture: corporate responsibility initiatives under the motto of ‘Living Responsibility’ focus on protecting the environment, disaster management and championing education Divisions Deutsche Post DHL Mail Jurgen Gerdes Express Ken Allen Global Forwarding, Freight Roger Crook Supply Chain Bruce Edwards Source: www. dp-dhl. com, Deutsche Post DHL annual report 2012 8 IPC Carrier Intelligence Report – Deutsche Post DHL Quarterly performance Q4 2012: Group revenue up 3% from Q4 2011; 7% increase for P Revenue and profitability +3% 15,000 14% 12% 10,000 5. 2% 5,000 4. 2% 4. 0% 10% 8% 4. 4% 4. 2% 6% 4% 2% 0 Q4 2011 Q1 2012 Q2 2012 EBIT margin Q3 2012 Q4 2012 0% Segment performance (â‚ ¬m) +3% +7% 8. 000 7. 000 6. 000 5. 000 4. 000 3. 000 2. 000 1. 000 0 Q4 2011 Mail Q1 2012 Parcels Express Q2 2012 Logistics Freight Q3 2012 Q4 2012 0% Total revenue, â‚ ¬m Volume Total international addressed mail Unaddressed admail 6,000 5,000 4,000 3,000 2,000 1,000 0 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 Addressed admail Priority or standard mail -4% Parcels and Express volume Parcels and Express 300 250 200 150 100 50 0 Q4 2011 Q1 2012 Q2 2012 Q3 2012 Q4 2012 +7% Commentary Consolidated revenue rose â‚ ¬451m (3. 2%) yearon-year to reach â‚ ¬14,577m in Q4 2012. EBIT margin remained steady compared to Q4 2011 but dipped slightly on the previous quarter. The Parcels Express division saw robust revenue growth, up 7% year-on-year. The strong performance was attributable to a significant rise in volumes (see left). Logistics revenues also increased year-on-year, while Mail division revenue stabilised. Mail volumes were down 4% year-on-year, accelerated by divestments in the international mail segment (-19. 2%). Source: Deutsche Post-DHL annual and interim reports 2011-12, IPC analysis 9 IPC Carrier Intelligence Report – Deutsche Post DHL Corporate performance Higher revenues with continued increase in EBIT margin in 2012 Revenue and profitability 60,000 50,000 40,000 30,000 20,000 10,000 0 2008 Total revenue 2009 EBIT margin 2010 Net profit margin 2011 2012 -1. % -2. 2% 0. 5% 4. 9% 3. 4% 0. 5% 2. 3% 4. 4% 3. 1% -16% +11% +2% +5% 7% 6% 5% 4% 3% 2% 1% 0% -1% -2% -3% Cash flow 203 4. 6% 1,697 1,199 3,123 Beginning of period Cash flow Operating activities Investing activities Financing activities Segment information 2012 (2008) 2% (2%) 23% (25%) Share price development 2012 (2008) 20. 0 Commentary Consolidat ed revenue increased by 5. 1% to â‚ ¬55,512m in financial year 2012, with positive currency effects accounting for around two-thirds of this increase. The proportion of consolidated revenue generated abroad grew to 69. 7%,. Changes in the portfolio reduced revenue by â‚ ¬216m. At â‚ ¬2,665m, EBIT was 9. 4% up on the prior-year figure. Compared to 2008, Logistics and freight divisions have grown relative to other units and now generate 53% of consolidated revenue (Mail: 23%). In 2012 the Group’s share price outperformed the DAX for the second year running. 30% (31%) 15. 0 53% (50%) 22% (25%) 70% (69%) 10. 0 15,000 10,000 5,000 5. 0 Mail Parcels express Logistics freight Postal retail Domestic revenue International revenue 0. 0 1/1/01 1/1/03 1/3/05 1/2/07 1/2/09 1/3/11 0 1/1/13 Share price, â‚ ¬ Traded volume Source: Deutsche Post DHL annual reports 2008-2012, IPC analysis 0 IPC Carrier Intelligence Report – Deutsche Post DHL Business units Improved profitability for P and Logistics freight Mail â€Å"Deutsche Post DHL is Europe’s largest postal company. It offers all types of products and services to both private and business customers, physical, hybrid and electronic letters and merchandise to special services such as cash on delivery and registered mail† Mail division Revenue in 2012 was on par with 2011, reaching â‚ ¬13,972m despite three fewer working days, which however had a noticeably negative impact on transactional mail. Strong results in the Parcel Germany unit (+9. 4%) balanced declines in transactional and addressed advertising mail. EBIT reached â‚ ¬1,051m, 5. 1 % below the prior-year figure, and was reduced by â‚ ¬151m as a result of an additional VAT payment demanded by the German tax authorities. Overall market share declined from 63. 7% to 62. 7%. Revenue, â‚ ¬m 15,000 EBIT margin -3% 20% 15% 10% 5,000 5% 0% 2008 2009 2010 2011 2012 Parcels express â€Å"In the Express division, Deutsche Post DHL transport urgent documents and goods reliably and on time from door to door. The network spans more than 220 countries and territories, in which some 100,000 employees provide services for more than 2. 6m customers† Express division Excluding currency effects and the impact of a certain divestments in 2011, revenue increased by 6. 8% to â‚ ¬12,378m in 2012, a result still below precrisis levels. EBIT for the Express division however rose to a new high, reaching â‚ ¬1,108m (a margin of 8. 7%). The result was driven by revenue growth in all regions as well as one-time effects connected to restructuring provisions in the United States. Business trend was particularly dynamic in the Americas region, with revenue up by 20. 6% to â‚ ¬2,276m in 2012. Revenue, â‚ ¬m 14,000 12,000 10,000 8,000 6,000 4,000 2,000 0 2008 2009 2010 2011 2012 EBIT margin -6% 20% 15% 10% 5% 0% -5% -10% -15% -20% Logistics freight â€Å"With a wide range of coverage and comprehensive offering for transporting freight by air, sea or land, DHL is one of the leading global freight and logistics companies. The Supply Chain business provide contract logistics solutions along the entire supply chain† Global forwarding/freight division Revenue grew by 3. % including positive currency effects of â‚ ¬507m. EBIT in the division improved due to high gross profit margins and constantly increasing efficiency. Supply chain division Increased EBIT was driven by improved contract portfolio management and cost efficiencies, compensating for margin pressure and costs associated with new customers. DHL is the leader in a fragmented market with a share of 7. 8%. Revenue, â‚ ¬m 35,000 30,000 25,000 20,000 15,000 10,000 5,000 0 2008 2009 2010 2011 2012 -5% 10% 5% 0% EBIT margin +8% 15% 10,000 0 Source: Deutsche Post DHL annual reports 2008-2012, IPC analysis 1 IPC Carrier Intelligence Report – Deutsche Post DHL Operations Year-on-year increase in P volume of almost 10% Mail volume International addressed mail Unaddressed admail 30. 000 25. 000 -12% 20. 000 15. 000 10. 000 5. 000 0 2008 2009 2010 2011 2012 -7% Addressed admail Transactional mail Parcels express volume +24% Commentary Transactional mail volumes fell by 3. 0% year-on-year with private customer volumes declining much more than business customer volumes. In the Dialogue Marketing business unit, total sales volumes declined slightly over the course of the year. Unaddressed advertising mail was up year-on-year, whilst addressed advertising mail declined. Divestment of a bulk mail business in the Netherlands and domestic business in the UK resulted in a large drop in international mail volumes. The flourishing e-commerce business is the primary reason for this consistently strong growth in parcel volumes, up 9. 8% in 2012. By year-end, 42,8129 FTEs were employed in more than 220 countries and territories, 1. 1 % more than in 2011. The retail network was fully contracted and stable in 2011. 1. 000 900 800 700 600 500 400 300 200 100 0 2008 2009 2010 2011 2012 Employees Average full-time equivalents -4% Employees per business unit 2012 (2008) 3% (3%) 0% +1% 34% (32%) 43% (40%) Retail network Wholly-owned retail outlets Contracted retail outlets +48% 20. 000 +1% 15. 000 0% 500. 000 400. 000 300. 000 -4% 10. 000 200. 000 100. 000 0 2008 2009 2010 2011 2012 Mail Parcels Express 20% (25%) Logistics Freight Corporate 5. 000 0 2008 2009 2010 2011 Source: Deutsche Post DHL annual reports 2008-2012, IPC analysis 12 IPC Carrier Intelligence Report – Deutsche Post DHL Human resources Significant increase in women in management since 2008 Part-time employees Average part-time employees Gender 2011 (2008) 2012 (2008) 80,000 70,000 60,000 50,000 40,000 30,000 20,000 10,000 0 2008 2009 2010 2011 -13% 18,5% (13. 5%) 36,7% (37. 7%) 63,3% (62. 3%) 81,5% (86. 5%) 2012 Women in total workforce Men in total workforce Women in management Men in management Absenteeism staff turnover Staff turnover 2008 Absenteeism rate Satisfaction engagement Employee satisfaction Commentary While the number of part-time employees employed by Deutsche-Post DHL has fallen by 13% since 2008, the proportion of women in the Group’s workforce dropped slightly over 2008-11 (the most recent data available). In terms of management, the company has seen an increase of five p. p. over the period, reaching 18. 5% in 2012. The company is committed to filling 25-30% of vacant management positions with women. Staff turnover fell significantly over 2009-11. Absenteeism continued to increase in 2012, reaching 7. 6%. Employee satisfaction has remained constant over the last three years. 2010 2009 2010 2011 2011 2012 2012 0% 2% 4% 6% 8% 10% 12% 14% 0 10 20 30 40 50 60 70 80 90 100 Source: Deutsche Post DHL annual reports 2008-2012, Deutsche Post DHL corporate social responsibility reports 2010-2011, IPC analysis 3 IPC Carrier Intelligence Report – Deutsche Post DHL Corporate responsibility Significant increase in the number of trainees hired Environmental responsibility â€Å"The primary focus of our environmental protection program GoGreen is to minimise our business operations’ greatest impact on the environment – CO2 emissions. We are also working to limit impacts where ou r business activities affect the environment in other ways† By the year 2020, the Group intends to improve the CO2 efficiency of own operations (Scope 1 2) and those of subcontractors (Scope 3) by 30% compared with 2007. In 2012, Scope 1 2 CO2 emissions were approximately 5. 4m tonnes (previous year: 5. 3m). Direct CO2 emissions rose slightly mainly due to the increased demand for air transport. Scope 3 emissions data for 2012 will be available upon the release of the CSR report in April 2013. CO2 emissions (t) CO2 emissions, scope 12 6,000,000 +31% 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 0 2009 2010 2011 2012 2010 2011 2012 +6% +2% Financial responsibility â€Å"We aim to strike a balance between our economic goals and society’s requirements by putting our experience and global presence to good use to help people and the environment† Net asset base (operating assets-operating liabilities) increased by â‚ ¬1,122m to â‚ ¬15,478m in 2012 due, in part, to the Group’s investments in software and IT systems and the purchase of freight aircraft as well as replacement and expansion investments in warehouses, sorting systems and vehicle fleet. A 42. 2% increase in net working capital was mainly attributable to the decline in liabilities and other items. Revenue per employee grew by 4% YOY. Employee value creation Revenue per employee +15% 140,000 120,000 100,000 80,000 60,000 40,000 20,000 0 2008 2009 2010 2011 2012 -12% +2% +4% Social responsibility â€Å"Bundled under the motto â€Å"Living Responsibility†, our efforts focus on three areas: environmental protection (GoGreen), disaster management (GoHelp) and championing education (GoTeach)† Deutsche Post DHL aims to actively promote the diversity of its workforce and attract a wide range of applicants. Measures to improve work-life balance available to employees in Germany include support services such as back-up childcare facilities for last-minute and emergency childcare. In 2011 more than 75% of trainees were offered continued employment. The number of trainees has increased by 31% since 2008. Trainee headcount Trainees 5,000 4,500 4,000 3,500 3,000 2,500 2,000 1,500 1,000 500 0 Source: Deutsche Post DHL annual reports 2008-2012, Deutsche Post DHL corporate social responsibility reports 2010-2011, IPC analysis 14 IPC Carrier Intelligence Report – Deutsche Post DHL Acquisitions divestments 2009- Acquisitions Year 2012 Company LuftfrachtsicherheitService GmbH Exel Saudia LLC All you need GmbH 2SFG Tag Belgium SA CC DE Sector Logistics Divestments Year 2012 Company Deutsche Postbank Group (remaining shares) DHL Express Canada Exel Transportation Services Inc. Exel Transportation Services Inc. Innogistics LLC Exel Delamode Logistics SRL Fulfilment Plus GmbH 4C Associates Ltd. DHL Container Logistics UK Ltd. Global Mail Services SAS Deutsche Postbank Group CC DE Sector Regional Focus: Acquisitions 0 1 2 3 4 5 6 7 8 9 10 11 12 13 Region 4 3 3 3 Bank Germany US Rest of world 2012 2012 2012 2012 SA DE UK BE Logistics 2011 Mail Logistics Logistics 2011 CA Logistics CA Parcels Europe Business focus: Acquisitions US Logistics 1 2 3 4 5 6 7 8 9 10 11 12 13 2011 2012 2011 2011 2011 intelliAd Media GmbH Adcloud GmbH Eurodifarm srl. Standard Forwarding llc Tag EquityCo Limited LifeConEx llc Post Logistics Australasia Polar Air Cargo Worldwide, Inc. DE DE IT US Information Information Logistics Logistics 2010 2010 US RO Logistics Logistics Area 1 10 2 Mail Information Financial services Other 2010 2009 2009 DE UK UK Warehouse Consulting Pa rcels Express Logistics 2011 KY Logistics Effect on cash flow (â‚ ¬m) Shipping 100 2011 2011 US AU Logistics Logistics 2009 FR Mail 50 0 -50 -100 2010 Acquisitions 2011 Divestments 2012 009 US Logistics 2009 DE Bank Source: Deutsche Post DHL annual reports 2009-2012, IPC analysis Note: CC (country code) 15 IPC Carrier Intelligence Report – Deutsche Post DHL Product launches Innovations in parcels, freight forwarding and e-document management DHL Easy Return Product category Parcel return Description DHL Easy Return is a new parcel product introduced in September 2012 by DHL Global Mail, the DHL unit responsible for international mail and B2C parcels. Features includes software to create return labels via a web portal and Track Trace functionalities. Retailers can now manage return volumes from almost all EU countries via a standardized process. Target group Retailers Read more Door-to-more Product category Freight forwarding Description In June 2012, DHL Global Forwarding, Freight, the air and sea freight specialist within Deutsche Post DHL, launched an intercontinental door-to-door distribution service from Asia-Pacific to Europe. Door-ToMore combines DHL’s intercontinental air freight transportation capabilities with its European ground distribution network. Target group Suppliers Read more DHL Packstation mTAN Product category Parcel collection / security Description DHL Paket Deutschland introduced the mobile Transaction Number (mTAN) In October 2012 at all of its 2,500 parcel machines across Germany. The mTAN will allow users to pick up their items using a temporary code sent directly to their mobile, replacing the existing PIN code. Target group Parcel customers Read more DocWallet Product category E-document management Description Tablets and smartphones have become a fixture of modern life, being used more and more by people in their jobs. But until now, integrating mobile devices into a company’s IT system has posed a security challenge. The DocWallet app is Deutsche Post’s solution to this problem. Target group Business users Read more Source: www. dp-dhl. com Note: Where no English language webpage exists, hyperlinks above link to external translation. 16 IPC Carrier Intelligence Report – Deutsche Post DHL Key press releases 2012- 2013 Quarter 2 †¢ Manages vending machines in Switzerland Quarter 1 †¢ Improves flexibility for road freight services through mobile solution †¢ GoGreen carbon neutral feature added to DHL Express Envelope shipping option †¢ Improves carbon footprint with new multimodal service 012 Quarter 4 †¢ Deutsche Post and ADAC reviewing possible entry into German long-distance bus market †¢ DocWallet – The secure documents manager for the iPad †¢ First mechanized delivery site now running †¢ Issues three bonds worth a total of EUR 2. 0 billion †¢ Current level of globalisation still lower than precrisis peak †¢ Switches to Fitch Ratings †¢ Simplified authorization and more security for DHL Packstation Quarter 3 †¢ Razorfish to develop digital strategy †¢ Postal rates for 2013 approved †¢ Opens Energy Center in Houston, Texas †¢ Express unit announces annual general price increase for 2013 †¢ Launches European return service for online retailers †¢ Proposes rate increase for letters for 2013 †¢ DHL now delivering parcels to customer’s outlet of choice in Germany †¢ 400 million euros invested in letter mail network †¢ DHL marks the start of a unique City Logistics project in China †¢ Acquires online marketing specialist intelliAd †¢ Launches MyDHL to enhance customer experience †¢ DHL Vision Suite opened up at DHL Innovation Center †¢ Completes Postbank transaction †¢ Angela Titzrath to become Deutsche Post DHL’s Board Member for Personnel †¢ State aid ruling of European Commission will not affect net profit Source: www. dp-dhl. com 17 IPC Carrier Intelligence Report – Deutsche Post DHL K ey press releases 20112011 Quarter 4 †¢ Pay online with giropay – now available at DHL Checkout †¢ EU Commission praises SEPA migration in Germany †¢ Appoints new COO for DHL Global Forwarding †¢ Appoints new CEO for DHL Freight †¢ International award for Sustainability Report †¢ Cooperation with IBM on E-Postbrief †¢ Appoints new CCO for DHL 012 Quarter 2 †¢ Introduces new recall solution for the automotive industry †¢ Introduces new multi-modal solution from Asia to Europe †¢ German financial authorities decide on VAT payment †¢ Federal government demand for repayment of state aid set at EUR298 million †¢ European letter price survey for 2012: Standard letter in Germany still inexpensive compared to 29 other countries †¢ Corporate Responsibility Report 2011: improves CO2 efficiency index by two index points Quarter 1 †¢ DHL Vision Suite opened up at DHL Innovation Center †¢ Completes Postbank transac tion †¢ Angela Titzrath to become Deutsche Post DHL’s Board Member for Personnel †¢ State aid ruling of European Commission will not affect net profit Quarter 2 †¢ DHL expands service for the pharmaceutical sector †¢ European letter price survey for 2011 †¢ Roger Crook follows Hermann Ude as Board Member for DHL Global Forwarding, Freight †¢ DHL wins EUR 10. 6 million deal with KPMG and expands Singapore Aerospace Hub Quarter 1 †¢ European Enterprise Award for Deutsche Post DHL †¢ DHL Express with quality certification for all European and U. S. facilities †¢ Dedication to global data protection is a success Quarter 3 †¢ DHL acquires 100 per cent ownership of LifeConEx †¢ Extends board member mandate of CFO Rosen for another five years †¢ E-Postbrief to become part of Europe’s largest corporate network †¢ Williams Lea acquires the world’s largest independent marketing execution and production agency, Tag †¢ DHL provides CO2-neutral transport for all private customer parcels throughout Germany Source: www. dp-dhl. com 18 IPC Carrier Intelligence Report – Deutsche Post DHL Outlook targets 2012- Outlook Strategic targets Deutsche Post DHL expects consolidated EBIT to reach between â‚ ¬2. 72. 95bn in financial year 2013, assuming the world economy and trade grows by approximately 3% and the economy picks up momentum as the year progresses The mail division is expected to contribute between â‚ ¬1. 1-1. 2bn to consolidated EBIT. Compared with the previous year, an additional improvement in overall earnings to between â‚ ¬2-2. 15bn in the DHL divisions is forecast Under the direction of new Board Member for Human Resources, Angela Titzrath, the Group will aim to develop a global HR management system under the â€Å"One HR† programme The Group aims to maintain and improve its presence and growth potential in the emerging Economies of Brazil, Russia, India, China and Mexico (BRIC + M). The Group’s Board of Management receives regular updates on business performance in these countries In 2013 the Group plans to invest a maximum of â‚ ¬1. 8bn. In the coming years, the figure is expected to fall back to a normal level. The focus will continue to be on IT, machinery, transport equipment and aircraft. Crossdivisional capital expenditure is expected to decrease slightly in 2013. Investments will again be centred on our vehicle fleet and IT Finance: Group strategy calls for paying out 40 to 60% of net profits as dividends as a general rule. At the AGM on 29 May 2013, a â‚ ¬0. 70 dividend per share proposal for financial year 2012 will be put to shareholders On 6 September 2012, KfW sold 60 million Deutsche Post shares. This was the first placement since 2006 and it reduced KfW’s stake to 25. 5%; free float increased to 74. 5% The German Federal Network Agency approved Deutsche Post’s request for an adjustment in postage rates for 2013. The price for a standard domestic letter weighing up to 20g rose from â‚ ¬0. 55 to â‚ ¬0. 58 on 1 January 2013 Source: www. dp-dhl. com, Deutsche Post DHL annual report 2012 19 IPC Carrier Intelligence Report – Deutsche Post DHL International Post Corporation â€Å"The Leader for Postal Industry Intelligence and Research† To be successful in the postal industry today, strategic decisions must be based on relevant and time-critical business intelligence. With a team of experienced managers and analysts specialising in industry intelligence and research, IPC is able to provide essential knowledge on trends affecting the strategic direction of the postal industry. IPC Carrier Intelligence reports provide critical intelligence on the business performance and strategies of 40 leading global postal and logistics operators. These reports can be downloaded from the Market Intelligence section at www. ipc. be. A range of member-only publications and online tools can be accessed by individuals working for IPC members. These include: Statistical Database An online tool allowing members to generate statistical reports according to a variety of criteria, including macro economic, market, postal financial and operational data Global Postal Industry Report An industry benchmark report providing a holistic and in-depth review and analysis of industry performance Focus on the Future Report A publically available IPC and BCG joint-publication that takes a detailed and in-depth look at the future prospects of the postal sector IPC Market Intelligence Global Monitor A quarterly report presenting detailed and up-to-date confidential information on domestic and international postal volume and revenue trends If you work for an IPC member and you are not already registered, please visit the member login page at our website. 20 IPC Carrier Intelligence Report – Deutsche Post DHL International Post Corporation Avenue du Bourget 44 1130 Brussels, Belgium Tel +32 (0)2 724 72 11 Fax +32 (0)2 724 72 32 www. ipc. be  © IPC 2013 Further IPC Carrier Intelligence Reports available at www. ipc. be How to cite Qqwe, Papers

Plastic Money Essay Example

Plastic Money Essay WHAT IS PLASTIC MONEY? †¢Plastic money are the alternative to the cash or  the standard ‘Money. †¢Plastic money is the generic term for  all types of  bank cards, credit cards, debit cards, smart cards, etc. DEFINITION The :plastic† portion of this term refers to the plastic construction of credit cards, as opposed to paper and metal of currency. The money portion is an erroneous reference to credit cards as a form of money, which they are not. Although credit cards do facilitate transactions, because they are a liability rather than an asset, they are not money and not part of the economy’s money supply. INTRODUCTION: Paper money was first used in China around the seventh century AD, only to be outlawed in 1455. The use of folding currency re-emerged in England in 1694. The biggest  problem which was occurring with the paper note is the wear; the paper note has very small life due to shifting of ownership by time to time and their usage. Firstly Australia was the first who develop the plastic note which have longer life but after wore they are recycled for further utilizing. The plastic notes also secure the government for copying  because paper note easily copied but plastic note cannot be copied. PLASTIC MONEY OR POLYMER MONEY WAS FIRST INTRODUCED IN 1950S We will write a custom essay sample on Plastic Money specifically for you for only $16.38 $13.9/page Order now We will write a custom essay sample on Plastic Money specifically for you FOR ONLY $16.38 $13.9/page Hire Writer We will write a custom essay sample on Plastic Money specifically for you FOR ONLY $16.38 $13.9/page Hire Writer The plastic note are same as paper but the only difference is that they are made of plastic and more secured but in traveling and shopping people used to carry huge cash which was very unsecured and also increasing crime rate. Then the cards are introduced in the world to resolve the issue of carrying huge cash. Then the cards are known as Plastic Money. The usage of plastic money(Cards) has increased in the mode of payment of huge amount and time by time there are lots of different types of plastic money has introduced which enhanced the features of plastic money like we can use it to anywhere in the world and etc. Now the world is becoming globalize so every card is accepted everywhere with the power of VISA which interconnect the  different countries. As we have the different type of card as listed below: * Credit Card * Debit Card * Charge Card * Amex  Card * MasterCard ; Visa * Smart Card * Dinners  Club  Card * Photo Card * Global  Card * Co-branded  Card * Affinity  Card * Add-on Card. These cards are performing the function of money with different ways. These cards are accepted worldwide, in which you can utilize your own money and also bank’s money. The card through which you spend your own money is known as debit card. The card through which you spend the amount of bank as loan is called credit card. 1. Credit cards  and  debit cards  as an alternative to  cash. People prefer using  plastic money  as it reduces chances of being misused The  plastic money  brought in a lot of joy to every American home, buy today and pay later, seemed to have worked wonders for some time. Although it is easy to be careless using a credit card, the  plastic moneycan be useful for more important purchases. CREDIT CARDS One of the most important financial tools in modern times is the credit card. Their uses in varied places are opening up new avenues of personal finance. People prefer using  plastic  money  as it reduces chances of being misused. The use of credit cards operates on a complex network that ensures safety of the user. Many websites are enabling credit card processing for increasing their client base. Online business is booming. Credit card processing has enabled consumers to purchase items without moving out of their houses. To be able to accept credit cards has taking online business to another level. Credit card processing is now deemed as the key to successful online business. The primary function of credit card processing is to accept credit cards. The online business efficiency is also increased manifold. Payment procedures are automated through credit card processing. When a website owner is able to accept credit cards, he is making  money  transactions for his customers and himself easier. The experience of buying online has never been so simple. Gone are the days when one had to place orders over the telephone or use checks for payments. Now, all one needs to do is enter the details of his/her credit card and the rest is handled by the credit card processing service providers. Credit card processing has been able to save a lot of time and energy. Online business operates 247. Consumers from all time zones avail the products and services of online business. Credit card processing has rendered this simpler. Being able to accept credit cards has made it possible to transact 24 hours a day virtually. Automation has proved to be a contributing factor in the success of online business. Credit card processing has given online business owners freedom from sitting at the desk constantly to monitor the transfer ofmoney. Online business owners need to have an online merchant account to be able to accept credit cards from consumers. This service is needed for processing all the orders. Various kinds of online merchant account providers are available to cater to the different kinds of online business needing credit card processing. The changes of online merchant accounts may vary from the number of payments to monthly payments. The constant competition of the various service providers and the launch of new service providers are expected to pull down the rates in the near future. Online business owners should consider the reliability, the customer support system and security of the credit card processing service providers before they zero in on one of them. Choosing the cheapest service provider is not always a wise decision. Free credit card processing services are also available. These are meant for newcomers in online business. Website owners have to go through verification of the credit card number, its expiry date and other details after they accept credit cards. Beginners have to pay a nominal amount for every transaction and enjoy the services. They do not need to purchase costly credit card processing software or pay huge fees for customer services like regular credit card processing services. A good amount of research is needed to know about the best service providers. Did you find this article useful? For more useful tips and hints, points to ponder and keep in mind, techniques, and insights pertaining to computer Virus, do please browse for more information at our websites. Dinner It is not until 1950 that the Dinner Club Card was created by a restaurant patron who forgot his wallet and realized there needed to be an alternative to cash only. This started the first credit card specifically for widespread use, even though it was primarily used for entertainment and travel expenses.

Outsourcing of Facilities Management

Outsourcing of Facilities Management Introduction Within the hospitality industry there are a number of departments that do not offer direct guest services but instead offer services in maintenance of the hotel property. Among these departments is the engineering department which many times plays the crucial role of operating the hotel heating and/or air conditioning, maintenance of refrigeration facilities, lighting and elevators and other transportation systems (Barrows and Powers 2009).Advertising We will write a custom case study sample on Outsourcing of Facilities Management specifically for you for only $16.05 $11/page Learn More In most establishments significant repair and maintenance work is carried out by external organizations but the hotel relies heavily on its internal staff to ensure smooth and efficient operation of its facilities. Given that utility costs have always been significant it would appear that efficient management of these facilities can play a major role in the overa ll performance of the establishment as a whole. This is evident based on reports by O’Fallon and Rutherford that indicate that energy costs could range between 4 to 6% of the property’s operation budget (2009). It has also been established that savings in these costs can be achieved by simply modification of staff behavior. In addition to behavior change it has been observed that recent technological advancements can make major improvements in the control of energy usage within the facility (Barrows and Powers 2009). This position leads to the conclusion that future managers need to be aware of changes in this area as they may offer a crucial competitive advantage. Background The position regarding the proper management of energy resources and outsourcing these services is crucial for a number of reasons. According to Sturman, Corgel and Verma it has been observed that in preparation for a career in the hospitality industry an individual is required to posses the corre ct human capital (2011). This is because despite of the effects of the recession, hospitality organizations are constantly in search of outstanding talent. This human capital is an intangible resource that plays a very vital role in whether or not the company will gain a competitive advantage within the industry (Sturman, Corgel and Verma 2011). Such individuals make the company profitable by applying their knowledge directly in concert with company assets. The company assets include buildings, equipment, furnishing and all are used to help the organization deliver value to its customers. By gaining knowledge on the most appropriate approaches to manage the company facilities an individual can gain insight that will save the company money and gain a competitive advantage.Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More In addition to the issue of careers in hospitality it has been noted that in recent years growth within the hospitality industry has become more apparent in chain operations or within the industry’s corporate segment (Reid and Bojanic 2010). Due to this major players such as Hyatt, Hilton, Marriott International to name a few continue to increase their market share at the expense of smaller chains and independent operators. While independent operators have continued to survive, the market has become much more competitive and suggests a much greater emphasis on marketing (Reid and Bojanic 2010). Whereas the large corporate chains can manage to control their pricing due to economies of scale, the same approach is not possible in the case of independent operators (Pizam 2010). An alternative approach to this challenge may require that independent operators increase their expenditure on marketing activities. This is a difficult task given that additional debt may weigh down heavily on the company. On the contrary these companies could resort to improving the management of their current expenditure to create funds to support activities such as marketing. It is for these reasons that deeper insight into the operation and management of facilities is considered important. Content It has already been established that energy costs normally run in the range of four to six percent of a hotel’s operation budget (Chen 2009). Unfortunately owing to the increased demand for energy in most urban areas the price of energy has risen and it is likely to continue rising in the near future. However, there have been a series of technological advancements in the field that can assure an establishment makes some savings in the expenditure on energy. Current statistics indicated that the cost of energy for the US hospitality industry is in the range of $ 3.7 billion. Based on this data it has been reported that energy costs is among the highest non staff items in any hotel’s profit and loss account (Chen 2009). Based on this conclusion it is easy to see why any reductions that can be made in this area are important for the hospitality industry. It has been observed that energy saving initiatives can be categorized in three chronological clusters namely, short term, midterm and long term (Chen 2009).Advertising We will write a custom case study sample on Outsourcing of Facilities Management specifically for you for only $16.05 $11/page Learn More Short term savings can be achieved without vast capital investment and result in payback in a short duration. These initiatives include actions such as switching off lights and heaters when floors are not in use. With the current advances in technology such short term benefits can be achieved fairly easily through the use of motion sensors and other similar devices (Chen 2009). In addition to the short term saving the organization can also utilize technological advances and know how to attain the mid and long term savings which may require more significant expenditure. Among some of the activities that can bring both mid and long term savings include changing all light fittings, installation of thermostats, ongoing staff training, installation of energy efficient refrigeration and vehicles, etc (Chen 2009). This simple information based on changes in technology can bring about significant reduction in organizational expenditure. Another essential aspect to consider in relation to the hospitality industry and management of resources is the current global trend in relation to eco friendly initiatives. This trend which is currently very popular involves the fusion of ecology with cool architecture to bring about buildings that are energy efficient. This is possible through approaches that allow such buildings to make use of naturally available sources to supplement its energy requirements (Conrady and Buck 2011). As a result of this ingenuity the cost of operating the building is significantly reduced thus allow ing the establishment to focus its expenditure on areas such as marketing that need additional funds. One of the first establishments that applied the green hospitality approach in an urban setting is the Boutiquehotel Stadhalle in Austria (Conrady ad Buck 2011). This establishment is the first in the world with a zero energy balance. The establishment relies on electric power that is produced by solar panels and wind turbines. In addition to that the building uses water that was drilled and uses this water for cooling, heating and general use within the establishment. The water used to flush toilets and water plants is purely rain water collected from the roofs within the establishment (Conrady and Buck 2011). The green lifestyle is currently considered a niche concept that may have considerable growth in the near future. If this proves true eco-leadership will be a major competitive factor for destinations in the future (Conrady and Buck 2011).Advertising Looking for case study on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More For this reason any establishment interested in creating a Green lifestyle brand will require a holistic and sustainable concept, green chic (interior decor), and an understanding of lighting products and branding. This is one of the reasons that facility management is a major concern. The aspect of giving adequate consideration to facilities management is very crucial for the long term survival of a company based current economic trends. There are several large players within the hospitality industry across the globe are paying attention to the communities that they serve. It has been noted that large industry players such as McDonald’s spend a significant amount of resources on community oriented efforts (Enz 2009). This company achieves this by carrying out a number of animal welfare audits annually and publishes the report of each audit. In addition to this it has established a charity dedicated to improving the welfare and health status of children (Enz 2009). As mention ed earlier in this report the growth within the hospitality industry in recent times has mainly been within the corporate circles (Reid and Bojanic 2010). Given that these players are able to take advantage of economies of scale to competitively price their products, smaller players need to make serious moves to ensure they can remain competitive within the market. This is further complicated by the fact the large industry players have a lot more money to spend on securing their place in the market. Fortunately it has been noted that it has become more apparent to people in society that issues such as climate change need to be addressed. Because of this concepts that support protection of the environment and reduction of pollution have become relatively popular (Zhou 2011). Several governments have also come on board and shown their support for such initiatives. This is seen in the case of countries such as China where government is making plans to adjust hotel rating to indicate th e environmental policy held by the establishment (Zhou 2011). This trend has seen more and more people around the world become concerned with their consumption behavior. In response to this, it has become apparent that organizations that are able to provide mechanisms that minimize the impact of their activity on environment are becoming increasingly popular (Zhou 2011). This has seen it become a widely acceptable practice to reside in a green hotel and provide green service. Taking an economic stand point it is possible to assume therefore that offering green service provides a vital avenue to expand market share (Zhou 2011). This comes about due to the ability to attract more clients, especially those with ec0-concerns. This assumption may prove to be true in the near future given that reports indicate that in China the brand economy has 8% of the market share while in Europe and America this figure stands a 70% (Zhou 2011). This indicates that the economy hotel has a huge potenti al in many parts of the world. In addition to this is the fact that energy costs have been increasing in recent years due to limited energy serving growing demands (Zhou 2011). Since a hotel requires plenty of energy to cover heating, lighting and storage costs adoption of advanced technology can bring about some drastic reduction in these costs. It is important to keep in mind the point earlier mentioned that indicated energy costs for a significant portion of the operating budget (O’Fallon and Rutherford 2009). This approach provides an effective way to reduce costs while bringing the benefit of assisting in handling a growing global concern. Given the position with regards to the growing global concern of climate change and environmental degradation one can assume that a green approach helps build the organizational image (Zhou 2011). Just as in the case of McDonald’s corporate social responsibility undertaking this approach allows guests build trust in the organiza tion (Enz 2009). Building a reputation of profits and responsible behavior appears crucial for survival in any industry in the future. Eco friendly business allows smaller or independent operators a fighting chance where the larger corporate players are involved. This is especially so given that even without the resources to market at the same level, independent operators can use ingenuity to produce an equally if not more attractive package. Conclusion In this report the discussion revolved around outsourcing facilities management within the hospitality industry. It was noted that the proper management of facilities is a complex task and can be used to create opportunities to save money within a hotel. It was realized that this approach is crucial given that expenditure on energy constitutes a significant portion of operating expenditure. In addition to that it was also established that there has been significant growth within the industry suggesting a need to improve competitive p osition of any hotel. For this reason it became apparent that anyone interested in a career in hotel management need to provide a unique set of skills to allow the organization to advance. For this reason a thorough knowledge of facility maintenance approaches is useful as this can help in saving money and even be used to provide much needed competitive advantage. In relation to cost reduction such knowledge will allow managers make the correct decisions with regard to running the organization. It was also established that recent concerns with the environment have even driven the need for such knowledge further owing to the potential of eco friendly establishments. This point is reiterated in the statement of Chon and Maier indicating the future of hospitality will reflect the changing face of the population (2009). As such those involved in the industry will require keeping an eye on the population and reacting to changes within the population. References Barrows, CW, and Powers, T . Introduction to the Hospitality Industry. New Jersey: John Wiley Sons, Inc.; 2009. Chen, J. Advances in Hospitality and Leisure, Volume 5. Bingley: Emerald Group Publishing Limited; 2009. Chon, KS and Maier, TA. Welcome to Hospitality: An Introduction. New York: Delmar Cengage Learning; 2009. Conrady, R, and Buck, M. Trends and Issues in Global Tourism 2011.Berlin: Springer; 2011. Enz, C. Hospitality Strategic Management: Concepts and Cases. New Jersey: John Wiley Sons, Inc.; 2009. Sturman, MC, Corgel, JB and Verma, R. Cornell School of Hotel Administration on Hospitality. New Jersey: John Wiley Sons, Inc; 2011. O’Fallon, MJ, and Rutherford, DG. Hotel Management and Operations. New Jersey: John Wiley Sons, Inc.; 2011. Pizam, A. International Encyclopedia of Hospitality Management. 2nd Edition. Kidlington: Butterworth-Heinemann; 2010. Reid, RD, and Bojanic, DC. Hospitality Marketing Management. New Jersey: John Wiley Sons, Inc.; 2010. Zhou, Q. Applied economics, Busines s and International Development Symposium, Part 1. New York: Springer; 2011.

The Laws and Governmental Structure of Iran

The Laws and Governmental Structure of Iran In the spring of 1979, Irans Shah Mohammad Reza Pahlavi was ousted from power and the exiled Shia cleric Ayatollah Ruhollah Khomeini returned to take control of a new form of government in this ancient land in what has become known as the Iranian Revolution in 1979. On April 1, 1979, the Kingdom of Iran became the Islamic Republic of Iran after a national referendum. The new theocratic government structure was complex  and included a mixture of elected and unelected officials. Who is who in Irans government? How does this government function? The Supreme Leader At the apex of Irans government stands the  Supreme Leader. As head of state, he has broad powers, including command of the armed forces, appointment of the head of the judiciary and of half of the Guardian Councils members, and confirmation of presidential election results. However, the Supreme Leaders power is not entirely unchecked. He is selected by the Assembly of Experts, and could even be recalled by them (although this has never actually happened.) So far, Iran has had two Supreme Leaders: the Ayatollah Khomeini, 1979-1989, and the Ayatollah Ali Khamenei, 1989-present. The Guardian Council One of the most powerful forces in Irans government is the Guardian Council, which consists of twelve top Shia clerics. Six of the council members are appointed by the Supreme Leader, while the remaining six are nominated by the judiciary and then approved by the parliament. The Guardian Council has the power to veto any bill passed by parliament if it is judged inconsistent with the Iranian Constitution or with Islamic law. All bills must be approved by the council before they become law. Another important function of the Guardian Council is the approval of potential presidential candidates. The highly conservative council generally blocks most reformists and all women from running. The Assembly of Experts Unlike the Supreme Leader and the Guardian Council, the Assembly of Experts is directly elected by the people of Iran. The assembly has 86 members, all clerics, who are elected for eight-year terms. Candidates for the assembly are vetted by the Guardian Council. The Assembly of Experts is responsible for appointing the Supreme Leader and supervising his performance. In theory, the assembly could even remove a Supreme Leader from office. Officially based in Qom, Irans holiest city, the assembly often actually meets in Tehran or Mashhad. The President Under the Iranian Constitution, the President is head of the government. He is charged with implementing the constitution  and managing domestic policy. However, the Supreme Leader controls the armed forces and makes major security and foreign policy decisions, so the power of the presidency is rather sharply curtailed. The president is elected directly by the people of Iran for a four-year term. He can serve no more than two consecutive terms  but can be elected again after a break. That is to say, for example, that a single politician could be elected in 2005, 2009, not in 2013, but then again in 2017. The Guardian Council vets all potential presidential candidates and usually rejects most reformers and all women. The Majlis - Iran's Parliament Irans unicameral parliament, called the Majlis, has 290 members. (The name literally means place of sitting in Arabic.) Members are directly elected every four years, but again the Guardian Council vets all candidates. The Majlis writes and votes on bills. Before any law is enacted, however, it must be approved by the Guardian Council. Parliament also approves the national budget and ratifies international treaties. In addition, the Majlis has the authority to impeach the president or cabinet members. The Expediency Council Created in 1988, the Expediency Council is supposed to resolve conflicts over legislation between the Majlis and the Guardian Council. The Expediency Council is considered an advisory board for the Supreme Leader, who appoints its 20-30 members from among both religious and political circles. Members serve for five years  and may be reappointed indefinitely. The Cabinet The President of Iran nominates the 24 members of the Cabinet  or Council of Ministers. Parliament then approves or rejects the appointments; it also has the ability to impeach the ministers. The first vice-president chairs the cabinet. Individual ministers are responsible for specific topics such as Commerce, Education, Justice, and Petroleum Supervision. The Judiciary The Iranian judiciary ensures that all laws passed by the Majlis conform with Islamic law (sharia)  and that the law is enforced according to the principles of sharia. The judiciary also selects six of the twelve members of the Guardian Council, who then must be approved by the Majlis. (The other six are appointed by the Supreme Leader.) The Supreme Leader also appoints the Head of the Judiciary, who selects the Chief Supreme Court Justice and the Chief Public Prosecutor. There are several different types of lower courts, including public courts for ordinary criminal and civil cases; revolutionary courts, for national security matters (decided without provision for appeal); and the Special Clerical Court, which acts independently in matters of alleged crimes by clerics, and is overseen personally by the Supreme Leader. The Armed Forces A final piece of the Iranian governmental puzzle is the Armed Forces. Iran has a regular army, air force, and navy, plus the Revolutionary Guard Corps (or Sepah), which is in charge of internal security. The regular armed forces include approximately 800,000 troops total in all branches. The Revolutionary Guard has an estimated 125,000 troops, plus control over the Basij militia, which has members in every town in Iran. Although the exact number of Basij is unknown, it is probably between 400,000 and several million. The Supreme Leader is Commander-in-Chief of the military  and appoints all top commanders. Due to its intricate set of checks and balances, the Iranian government can get bogged down in times of crisis. It includes a volatile mix of elected and appointed career politicians and Shia clerics, from ultra-conservative to reformist. Altogether, Irans leadership is a fascinating case study in hybrid government - and the only functioning theocratic government on Earth today.