The Performance Of Our Company Life Through The Lens For Year 12

significantly on R&D costs. We chose to spend nothing for our entry­level cameras and only

This report will analyse and outline the company’s profitability, liquidity, solvency and investment potentials based on 15 ratios. All information is taken from the Next plc 2011 statement.

As we continue to move toward the end our quarterly objectives. I wanted to take the time to explain some of our costs. In our particular field of designing and manufacturing products, we are always engaging in ways that we can mitigate loss and improve our processes. Performing such changes will give a stronger presence in the market by allowing us to remain competitive.

We perhaps erred on the product design providing far too many features in the entry-level camera resulting in an increased cost of manufacturing. We did fairly well in terms of global prices but fared badly in P / Q ratings. The average Price for an entry-level camera in the global market is ranging from 150 - 175

The Business Analytics Department has compiled this report based on data supplied by DGHG. The purpose of this report is to use this data to answer several key questions set out by DGHG, along with providing information as to whether the company has been meeting its key performance indicators, as set out in the business plan. The questions this report will primarily address, are as follows:

Our strategic goals of being the clear leader in market shares for entry-level cameras and maintaining higher growth market shares for our multi-featured cameras summed up Digital Allusion’s year eight balance sheets. We were able to create growth opportunities by anticipating competitive initiative from rival companies as well as establish growth in new regions globally. We earned this by meeting many of our goals like improving our credit score to an A rating, slightly increased over last year, we increase our earnings per share and increase our revenues as well as improving stock prices. Our price points were especially better in the multi-feature cameras, while we continue to shape the standard

This is the assessment of the historical and future performances of the two companies in order to fully project internal and external factors that will affect the forecasts. The purpose is to identify trends, year to year changes, in order to assess whether the two companies’ performance are stable or sporadic and highly volatile.

By charging a high price for a high quality product and keeping all unrelated costs low, such as administrative costs, labor, depreciation, we were able to triumph all other competitors at large profit margins with large market share in entry level and the best multi featured camera.

We aimed to win market share by appealing to cost-conscious or price-sensitive customers, which we felt that the majority of consumers consisted of. This would be achieved by having the lowest prices in the target market segment, or at least the lowest price to value ratio (price compared to what customers receive). To succeed at offering the lowest price while still achieving profitability and a high return on investment, it was evident that we had to be able to operate at a lower cost than our rivals. We aimed to achieve this goal though a combination of two methods, the first being achieving a high asset turnover. In the manufacturing of our cameras, we wanted to achieve the production of high volumes of output. In theory this approach meant fixed costs would be spread over a larger number of units of the product or service, resulting in a lower unit cost. We hoped to take advantage of economies of scale and experience curve effects[3]. We hoped and realised that higher levels of output both required and resulted in a higher market share, and created an entry barrier to potential competitors, who may be unable to achieve the scale necessary to match our low costs and prices.

This report will be taking a look at internal and external factors the company positively and negatively. The report will include what they do well and not so well? What issues are affecting the company at present and in the future?

To the shareholders of Eclipse Cameras & Drones we want to thank you for all your support over the past year in which myself as well as my colleagues have taken over as the leaders of your company. Before I introduce my partners I would like to discuss the state of the company from the last financial year. Over the past year our company sold 840,000 action-capture cameras and 140,000 UAV drones. With that being said the company's prior-year revenues were $334.1 million and net earnings were $15 million, which translates into $0.75 per share of common stock. Based off those numbers Eclipse Cameras & Drones is in sound financial condition and is performing well in the world wide market. The cameras and drones that we produce are liked by many

The data used is time-series in nature and spans the 10 years from 2004 to 2013 inclusive. The report will aim to employ three key methods of quantitative analysis namely graphical analysis, correlation analysis and regression analysis. The report will start off with graphical analysis in order to get an idea of the business’ performance by observing the key trends

For this purpose we will compare the company by means of quantitative data with their competitors and provide suggestions to modify the company’s situation.

Our Business Strategic Review Corporate Governance Financial Statements Other Information Financial Highlights 2013-2014 YOY 2014 2013 2012 Change Revenue 8,389 9,084 8,967 (7.7%) Service revenue 8,229 8,514 8,539 (3.3%) FINANCIAL RESULTS Financial Indicators (RM’m) EBITDA 4,229 4,310 4,359 (1.9%) Normalised EBITDA (1) 4,207 4,522 4,359 (7.0%) Profit from operations 2,816 2,825

Evaluation of the company’s financial performance is done below using data collected from their financial reports published from their Annual General Meeting. All the categories are then compared with the lone competitor BSCCL’s performance for a