This topic is locked
Fondsfinans har 02.08.05 oppgradert Tomra til BUY. Har ikke rapporten men som dere ser av hjemmesiden er det pga av restrukturering og forventninger om tyske ordrer.
Dette står:
02/08/05 TOM TOMRA - Restructuring + German orders = Good case - BUY
Link til hjemmesiden - Fondsfinans
TOM - En sommer i forventning
Sitèr Flere
#1022
- Group: Medlem
- Posts: 1837
- Joined: 23-January 04
- Gender:Male
Posted 07 August 2005 - 22:28
.
Tysklands nye pantelogo
"DPG Deutsche Pfandsystem" bestemte seg for få dager siden for denne logoen.
Link til artikkel :
Ein Logo für Milliarden Flaschen
.
Tysklands nye pantelogo
"DPG Deutsche Pfandsystem" bestemte seg for få dager siden for denne logoen.
Link til artikkel :
Ein Logo für Milliarden Flaschen
.
This post has been edited by Tekniker`n: 07 August 2005 - 22:33
#1024
- Group: Medlem
- Posts: 1925
- Joined: 14-January 04
Posted 08 August 2005 - 08:59
Tesco
Det er vel få som egentlig har forstått hvor viktig at det var Tesco som har blitt Tomras partner i England. Her er en artikkel fra The Economist som forteller om Tesco, og bakgrunnen for deres suksess i England.
En liten tanke: Tesco hadde ikke gått videre med ytterlige 5 installasjoner om det ikke hadde vært en suksess ved første installasjon. Les artikkelen...
Tesco
This sceptered aisle
Aug 4th 2005
From The Economist print edition
Tesco is successful chiefly because it understands Britain. But it is also changing the place
IF AN anthropologist wanted to know what Britain was like, he would do well to take his notebook to Tesco. That's partly because it sells a third of Britain's groceries. But it is also because Tesco's customers are made up of the wealthy, middling and poor in just the same proportions as shoppers in the country as a whole (see chart). Tesco has become big by being like Britain.
At the beginning of the 1990s Tesco occupied a smaller, relatively downmarket slot. In a country where people still saw class in where others shopped, nice upper-middle-class mothers went to J. Sainsbury or Waitrose. Since then, Tesco has prospered by conquering the centre ground. The store that was once best known for being cheap now stocks expensive beef fillets in elaborately concocted sauces.
It has been a fabulously successful strategy. Tesco is the biggest retailer in Britain, where it employs more than 250,000. The third-largest retailer in the world, it made an underlying pre-tax profit of more than £2 billion ($3.5 billion) last year on sales of £37 billion. It is still growing at home, but is also expanding abroad, with investments in Poland, Thailand, South Korea, Ireland and Hungary. So what changed?
Part of the answer is Britain itself. As Britons became more middle-class, Tesco followed them upmarket. And it has made better use than its rivals of technology to find out exactly what they like.
Tesco is always hungry for new data: it recently called University College London's geography department to discuss new ways to slice up statistics. But most of its information comes from the Tesco Clubcard, a customer-loyalty scheme that allows Tesco to record what people are buying. Their 12m Clubcards are used regularly in Britain, many of them in the form of key fobs with a bar code on the back. Shoppers each buying 20 items a week would generate more than 12 billion pieces of data each year. Tesco can then explore links between purchases of different items—Turkey Twizzlers and claret, say—and market them in the store accordingly. “We believe we have one of the largest databases anywhere in the world,” says Martin Hayward of dunnhumby, the company that handles it for Tesco.
This knowledge allows Tesco to do two things. First, it can lavish attention on customers by giving them discounts on things that they buy routinely. Each cardholder gets a letter at the end of each quarter containing vouchers worth 1% of what they have spent. But they also get coupons that entitle them to discounts on products that Tesco's database, working much like the software that powers Amazon.com, suggests they might like. Last quarter, the store sent out 6m versions of this letter, each offering slightly different discounts.
Second, Tesco can adjust its shelves to suit the profile of the local area, or even the time of day. Tesco in Brixton, an area of south London settled by immigrants from the Caribbean, sells plantains, a kind of savoury banana that can also be found for sale on market stalls outside. Tesco stores in central London do not, but are instead designed around selling sandwiches to office workers at lunchtime and then ready-meals to them in the evening. The aim is to combine the local knowledge of the village shop with a multinational's economies of scale in buying and logistics.
But, thanks to its size, Tesco is also changing the country that Sir Terry Leahy, its chief executive, says it mirrors. Some of these changes are small. The dust jacket of a book that was to be sold in-store was recently altered because a Tesco buyer did not like it. Others are more fundamental. Before the Clubcard came along, the largest panels that suppliers could use consisted of around 20,000 people. But suppliers can now pay for access to the database and many just rely on Tesco.
This dependence means there is an information loop, in which a product is developed and perfected according to the tics of the Tesco customers—who will determine its success. Now Tesco has expanded into selling everything from clothes to financial services, this feedback affects more than just food.
So Tesco is changing tastes and habits. Convenience stores of the sort that Tesco has been building rapidly are leading to smaller, more frequent shopping trips and increased sales of instantly gratifying things such as ready meals. This is often attributed to the increasing numbers of professionals with little time and plenty of money. But the shift is too marked to be explained by demographics alone—if only because professionals are relatively light users of convenience stores. The big cause, it seems, is on the supply side.
Tesco's power is causing resentment. Most openings of big new stores are greeted by fears for local shops and a campaign to keep Tesco out. Tesco suppliers refuse to talk about their relations with a Goliath that is not frightened of using its bargaining power. There is even a pressure group, Tescopoly, dedicated to breaking the company up. Responding to popular pressure, the Office of Fair Trading (OFT), a government agency, has asked if Tesco is too big, and looked at its relations with suppliers. This week it concluded again that the grocery market is working.
Tesco tries to see off criticism by arguing that it gives customers what they want and keeps staff happy. But partly to avoid further scrutiny and partly because it is hard to get planning permission for big stores, Tesco has lately been opening smaller convenience stores, which the OFT considers separate from the supermarket business. Convenience is now the fastest-growing bit of the grocery business.
Stores with dominant market positions in other European countries have had to shout loud about their social benefits, says Jonathan Reynolds of Oxford University's Said Business School. Migros, a Swiss supermarket chain with an 18.5% share of all retail in that country, sponsors ski schools for children and funds a think-tank.
Tesco already does some philanthropy, thanks to the planning system in Britain (permission to dig foundations for a store typically depends on building low-cost housing or something for a local school). If grumbling about the company continues, it might have to do more. Just being well run, profitable and an image of Britain may not be enough.
Det er vel få som egentlig har forstått hvor viktig at det var Tesco som har blitt Tomras partner i England. Her er en artikkel fra The Economist som forteller om Tesco, og bakgrunnen for deres suksess i England.
En liten tanke: Tesco hadde ikke gått videre med ytterlige 5 installasjoner om det ikke hadde vært en suksess ved første installasjon. Les artikkelen...
Tesco
This sceptered aisle
Aug 4th 2005
From The Economist print edition
Tesco is successful chiefly because it understands Britain. But it is also changing the place
IF AN anthropologist wanted to know what Britain was like, he would do well to take his notebook to Tesco. That's partly because it sells a third of Britain's groceries. But it is also because Tesco's customers are made up of the wealthy, middling and poor in just the same proportions as shoppers in the country as a whole (see chart). Tesco has become big by being like Britain.
At the beginning of the 1990s Tesco occupied a smaller, relatively downmarket slot. In a country where people still saw class in where others shopped, nice upper-middle-class mothers went to J. Sainsbury or Waitrose. Since then, Tesco has prospered by conquering the centre ground. The store that was once best known for being cheap now stocks expensive beef fillets in elaborately concocted sauces.
It has been a fabulously successful strategy. Tesco is the biggest retailer in Britain, where it employs more than 250,000. The third-largest retailer in the world, it made an underlying pre-tax profit of more than £2 billion ($3.5 billion) last year on sales of £37 billion. It is still growing at home, but is also expanding abroad, with investments in Poland, Thailand, South Korea, Ireland and Hungary. So what changed?
Part of the answer is Britain itself. As Britons became more middle-class, Tesco followed them upmarket. And it has made better use than its rivals of technology to find out exactly what they like.
Tesco is always hungry for new data: it recently called University College London's geography department to discuss new ways to slice up statistics. But most of its information comes from the Tesco Clubcard, a customer-loyalty scheme that allows Tesco to record what people are buying. Their 12m Clubcards are used regularly in Britain, many of them in the form of key fobs with a bar code on the back. Shoppers each buying 20 items a week would generate more than 12 billion pieces of data each year. Tesco can then explore links between purchases of different items—Turkey Twizzlers and claret, say—and market them in the store accordingly. “We believe we have one of the largest databases anywhere in the world,” says Martin Hayward of dunnhumby, the company that handles it for Tesco.
This knowledge allows Tesco to do two things. First, it can lavish attention on customers by giving them discounts on things that they buy routinely. Each cardholder gets a letter at the end of each quarter containing vouchers worth 1% of what they have spent. But they also get coupons that entitle them to discounts on products that Tesco's database, working much like the software that powers Amazon.com, suggests they might like. Last quarter, the store sent out 6m versions of this letter, each offering slightly different discounts.
Second, Tesco can adjust its shelves to suit the profile of the local area, or even the time of day. Tesco in Brixton, an area of south London settled by immigrants from the Caribbean, sells plantains, a kind of savoury banana that can also be found for sale on market stalls outside. Tesco stores in central London do not, but are instead designed around selling sandwiches to office workers at lunchtime and then ready-meals to them in the evening. The aim is to combine the local knowledge of the village shop with a multinational's economies of scale in buying and logistics.
But, thanks to its size, Tesco is also changing the country that Sir Terry Leahy, its chief executive, says it mirrors. Some of these changes are small. The dust jacket of a book that was to be sold in-store was recently altered because a Tesco buyer did not like it. Others are more fundamental. Before the Clubcard came along, the largest panels that suppliers could use consisted of around 20,000 people. But suppliers can now pay for access to the database and many just rely on Tesco.
This dependence means there is an information loop, in which a product is developed and perfected according to the tics of the Tesco customers—who will determine its success. Now Tesco has expanded into selling everything from clothes to financial services, this feedback affects more than just food.
So Tesco is changing tastes and habits. Convenience stores of the sort that Tesco has been building rapidly are leading to smaller, more frequent shopping trips and increased sales of instantly gratifying things such as ready meals. This is often attributed to the increasing numbers of professionals with little time and plenty of money. But the shift is too marked to be explained by demographics alone—if only because professionals are relatively light users of convenience stores. The big cause, it seems, is on the supply side.
Tesco's power is causing resentment. Most openings of big new stores are greeted by fears for local shops and a campaign to keep Tesco out. Tesco suppliers refuse to talk about their relations with a Goliath that is not frightened of using its bargaining power. There is even a pressure group, Tescopoly, dedicated to breaking the company up. Responding to popular pressure, the Office of Fair Trading (OFT), a government agency, has asked if Tesco is too big, and looked at its relations with suppliers. This week it concluded again that the grocery market is working.
Tesco tries to see off criticism by arguing that it gives customers what they want and keeps staff happy. But partly to avoid further scrutiny and partly because it is hard to get planning permission for big stores, Tesco has lately been opening smaller convenience stores, which the OFT considers separate from the supermarket business. Convenience is now the fastest-growing bit of the grocery business.
Stores with dominant market positions in other European countries have had to shout loud about their social benefits, says Jonathan Reynolds of Oxford University's Said Business School. Migros, a Swiss supermarket chain with an 18.5% share of all retail in that country, sponsors ski schools for children and funds a think-tank.
Tesco already does some philanthropy, thanks to the planning system in Britain (permission to dig foundations for a store typically depends on building low-cost housing or something for a local school). If grumbling about the company continues, it might have to do more. Just being well run, profitable and an image of Britain may not be enough.
This post has been edited by Basura: 08 August 2005 - 09:00
_______________________________
Mvh basura
Mvh basura
#1025
- Group: Gullmedlem
- Posts: 5903
- Joined: 23-January 05
Posted 08 August 2005 - 11:31
Ownership structure
Registered at 8 August, 2005 Number of shares Ownership
1. Folketrygdfondet 18 473 100 10,3 %
2. Danske Bank A/S 3887 Operations Sec. 7 227 927 4,0 %
3. State Street Bank & Client Omnibus D 4 984 046 2,8 %
4 Orkla ASA 4 456 000 2,5 %
5. Vital Forsikring ASA DnB NOR Kapitalforvaltning 3 660 789 2,1 %
6. Morgan Stanley & Co. S/A Custrom Segrega 3 492 354 2,0 %
7. Clearstream Banking CID Dept, Frankfurt 3 087 253 1,7 %
8. JP Morgan Chase Bank Clients Treaty Account 2 815 582 1,6 %
9. Skandinaviska Enskil A/C Clients Account 2 675 311 1,5 %
10. SIS Segaintersettle 2 633 257 1,5 %
11. VPF DNB NOR Norge 2 533 438 1,4 %
12. Nordea Bank Denmark S/A Nordea (DK) CCA 2 464 547 1,4 %
13. Euroclear Bank S.A./25% Clients 2 201 206 1,2 %
14. VPF Avanse Norge (I) 2 106 627 1,2 %
15. Lombard Odier Darier General Dossier 1 973 398 1,1 %
16. Mellon Bank AS Agent Mellon Bank NA Mellon No 1 941 714 1,1 %
17. Skagen Vekst 1 903 500 1,1 %
18. KLP Forsikring Aksje 1 786 450 1,0 %
19. JP Morgan Chase Bank M.Stanley Norway Equ 1 591 700 0,9 %
20. DnB NOR Bank ASA Investeringsdivisjon 1 507 459 0,8 %
Total 73 515 658 41,2 %
Other shareholders 104 970 901 58,8 %
Total (15 257 shareholders) 178 486 559 100,0 %
Shares owned by Norwegian shareholders 111 285 375 62,3 %
Shares owned by foreign shareholders 67 201 184 37,7 %
Total 178 486 559 100,0 %
Ownership structure by country
Registered at 8 August, 2005 Number of shares Ownership
1. Folketrygdfondet 18 473 100 10,3 %
2. Danske Bank A/S 3887 Operations Sec. 7 227 927 4,0 %
3. State Street Bank & Client Omnibus D 4 984 046 2,8 %
4 Orkla ASA 4 456 000 2,5 %
5. Vital Forsikring ASA DnB NOR Kapitalforvaltning 3 660 789 2,1 %
6. Morgan Stanley & Co. S/A Custrom Segrega 3 492 354 2,0 %
7. Clearstream Banking CID Dept, Frankfurt 3 087 253 1,7 %
8. JP Morgan Chase Bank Clients Treaty Account 2 815 582 1,6 %
9. Skandinaviska Enskil A/C Clients Account 2 675 311 1,5 %
10. SIS Segaintersettle 2 633 257 1,5 %
11. VPF DNB NOR Norge 2 533 438 1,4 %
12. Nordea Bank Denmark S/A Nordea (DK) CCA 2 464 547 1,4 %
13. Euroclear Bank S.A./25% Clients 2 201 206 1,2 %
14. VPF Avanse Norge (I) 2 106 627 1,2 %
15. Lombard Odier Darier General Dossier 1 973 398 1,1 %
16. Mellon Bank AS Agent Mellon Bank NA Mellon No 1 941 714 1,1 %
17. Skagen Vekst 1 903 500 1,1 %
18. KLP Forsikring Aksje 1 786 450 1,0 %
19. JP Morgan Chase Bank M.Stanley Norway Equ 1 591 700 0,9 %
20. DnB NOR Bank ASA Investeringsdivisjon 1 507 459 0,8 %
Total 73 515 658 41,2 %
Other shareholders 104 970 901 58,8 %
Total (15 257 shareholders) 178 486 559 100,0 %
Shares owned by Norwegian shareholders 111 285 375 62,3 %
Shares owned by foreign shareholders 67 201 184 37,7 %
Total 178 486 559 100,0 %
Ownership structure by country
#1027
- Group: Gullmedlem
- Posts: 5903
- Joined: 23-January 05
Posted 08 August 2005 - 11:54
Mulig at vi samlet har 0,5% Basura... 
Ellers ser vi at disse er ute fra listen:
20. The Northern trust C USL Exempt Account 1 425 959 0,8 %
Og at denne er ny:
20. DnB NOR Bank ASA Investeringsdivisjon 1 507 459 0,8 %
Kan i farten ikke se så mye annet, utenlandsdelen er vel nesten identisk..
Ellers ser vi at disse er ute fra listen:
20. The Northern trust C USL Exempt Account 1 425 959 0,8 %
Og at denne er ny:
20. DnB NOR Bank ASA Investeringsdivisjon 1 507 459 0,8 %
Kan i farten ikke se så mye annet, utenlandsdelen er vel nesten identisk..
#1028
- Group: Gullmedlem
- Posts: 3167
- Joined: 15-February 04
Posted 08 August 2005 - 13:08
- Kjøp Tomra
Meglerhus ser Tomra-aksjen i 40 kroner.
Artikkel av: Øystein Byberg (8.8.05 12:58)
Tomra-aksjen har falt markert tilbake de siste dagene, fastslår Christiania Securities i dagens morgenrapport.
- Aksjen er nå kortsiktig oversolgt, noe som indikerer at kursfallet er nær slutten og at aksjen i løpet av få dager vil utvikle seg positivt, heter det.
Kjøpsanbefalingen med kursmål 40 kroner og stop loss 32,20 kroner opprettholdes.
Tomra er sist omsatt for 33,90 kroner, opp 1,8 prosent.
HEGNAR
Meglerhus ser Tomra-aksjen i 40 kroner.
Artikkel av: Øystein Byberg (8.8.05 12:58)
Tomra-aksjen har falt markert tilbake de siste dagene, fastslår Christiania Securities i dagens morgenrapport.
- Aksjen er nå kortsiktig oversolgt, noe som indikerer at kursfallet er nær slutten og at aksjen i løpet av få dager vil utvikle seg positivt, heter det.
Kjøpsanbefalingen med kursmål 40 kroner og stop loss 32,20 kroner opprettholdes.
Tomra er sist omsatt for 33,90 kroner, opp 1,8 prosent.
HEGNAR
Kildematerialet er © de respektive nettsteder/kilder.
Det er lov å tenke stort. / Noen ser tingene som de er og sier "hvorfor"? Jeg drømmer ting som aldri har vært og sier "hvorfor ikke"? Siste sitatet er selvsagt stælt.
Det er lov å tenke stort. / Noen ser tingene som de er og sier "hvorfor"? Jeg drømmer ting som aldri har vært og sier "hvorfor ikke"? Siste sitatet er selvsagt stælt.
Logg inn
Bli medlem
Hjelp