TXT e-Solutions Alla frontiera dell’innovazione: Cloud Managed Services nel Business Plan di TXT Retail e di TXT Next Borsa Italiana – April 2016
FY 2015 Results FY 2015 5 years CAGR +11% p.a. Revenues: 61.5 m€ (+13.1%) Net Income (Norm.) 3.9 m€ (+17.4%) Free Cash Flow 8.4% of Rev. NFP : 8.3 m € 2
The TXT Opportunity Aerospace, Automotive & Transport Fashion, Luxury & Specialty Retail • 200+ Global Aerospace & Aviation large • 1.000+ Tier 1 and Tier 2 Companies Groups; World-wide; 200+ Automotive & Rail global Tier-1 • • 2.500+ Tier 3 40% • A consolidated industry, posted for long-term «Digital Transformation» of the Retail • +14.2% vs. 2014 growth at 5% CAGR till 2033 , despite short- Industry is the driving force behind the term fluctuations Omni-channel revolution 60% High R&D and Engineering budgets , under • +12.4% vs. 2014 • Omni-channel challenges drive a growing the pressure of products differentiation, demand for End-to-End Lifecycle emerging technologies and environmental & Management Solutions regulatory challenges A global market opportunity of 1.2+ b€ , • • 230+ b€ externalised R&D & Engineering growing 8+% CAGR till 2020 services across the entire Product Lifecycle, growing at 6% CAGR till 2020 3
Aerospace & Aviation 5-Years Strategy 4
TXT Next: Changing Gears in International Development 5
TXT Next + Pace: Well Positioned to Capture the Market Opportunity 25+ Years Working with Industry Leaders World-wide 1 st Tier Suppliers & MROs OEMs – Fixed & Rotary Wings Airlines & Lessors Academia & Research 6
TXT Next + Pace: Well Positioned to Capture the Market Opportunity Deep Knowledge of the Aerospace & Aviation Industry, spanning the entire Product Life-cycle Inside our Customers ’ PRODUCTS Inside our Customers ’ CORE PROCESSES A IRBORNE F LIGHT D ESIGN & D IGITAL M ARKETING & O PERATIONS S OFTWARE S IMULATION E NGINEERING M ANUFACTURING P ROCUREMENT S UPPORT TXT Next PACE 7
TXT Next + Pace: Well Positioned to Capture the Market Opportunity Selling Globally Delivering Globally TEAMS: • Milano (I) • Torino, Genova (I) 70+ 300+ • Berlin (D) • Munich (D) Customers Engineers • Touluse (F) • Yeovil (UK) • Sassenheim (NL) • Seattle (USA ) 8
TXT Next 5-years Strategic Plan: Accelerate International Growth … … as «Engineering Solution» Partner, leveraging the «People + IP» paradigm: • • Time To Market • Cross-industry Fertilization BENEFIT TO • Increased Efficiency THE CLIENTS • Cost Competitiveness • Reusability / Productivity • BENEFIT TO Pricing Power / Margins • Barriers to Entry PROVIDERS • Competitive Differentiators – Exploiting complementary TXT-PACE domain knowledge, technology skills & software assets across a single, global Customer Base; – Organically … – … and through further Acquisitions 9
TXT Next 5-years Strategic Plan: Accelerate International Growth … … Investing in innovative Software Products : • Airborne Software, Simulation & Operations Support Design, Marketing & Operations Support Digital Manufacturing PACE TXT Next 10
TXT Next 5-years Strategic Plan: Accelerate International Growth … … investing in innovative Cloud-based models to deliver Solutions & Managed Services ; • Some examples … ….. Managed Services for Managed Services for Cloud- Managed Service for Software based post-flight analysis of Maintenance of a Fleet of Centralized Management Simulators provided by means (preparation, update, etc.) & flight performance “big data” Analysis of Airborne Systems to feedback flight planning and of a Cloud-Based Health Operational Data, according to flight performance Monitoring & Fix / Deploy DO200 regulations optimisation activities System A IRBORNE C LOSED -L OOP F LIGHT S IMULATOR F LEETS N AV D ATA M ANAGEMENT P LANNING , F LIGHT O PTIM . L ONG T ERM R EMOTE M ANAGED S ERVICE & D ATA A NALYSIS S ERVICE M AINTENANCE S ERVICE 11
Fashion, Luxury & Specialty Retail 5-Years Strategy
TXT Retail Target Processes: The «Merchandise Lifecycle» How Industry Transformation impacts Omnichannel Retailers ’ Key Business Processes? The Omnichannel Retailers ’ « Merchandise Lifecycle»: A strategic & complex End-to-End process that involves many actors that real-time collaborate to generate growth & profit by cost-effectively selling compelling customer focused collections across multiple interacting retail channels 13
TXT Retail: Unique Customer Base of 350+ - 15+ New Major Customers and 50+ Go-Lives of Major Projects, each Year … - … across all Segments, Business Models & Geographies Luxury Global Brands Fast Fashion Specialty Department Store Luxury Global Brands Fast Fashion Mixed Goods Mixed Goods
TXT Retail: Focused on the End-to-End Merchandise Lifecycle End-to-end Merchandise Lifecycle Management Core to Retailers’ competitive differentiation is the Merchandise Lifecycle , the end-to-end process that encompasses: - Understanding customer needs and opportunities , - Devising a brand and product strategy , • • • • • Strategic Plan Assortment Strategy Trend R & D Forecasting Initial Pricing - Developing and sourcing a • • • • • Merchandise Plan Channel Distribution Concept & Design Allocation Fashion S&OP compelling collection , • • • • • Channel Plan Item Lifecycle Mgmt Collection Mgmt Store Replenishment Plan & Schedule - Optimizing the assortment across markets and channels, • • • • • OTB Management Item Plan Industrialization DC Replenishment Delivery Mgmt - Buying and delivering the • • • • • Plan by Attribute Order Creation Costing/Sourcing Promos & Markdowns Vendor Collaboration products TXT Retail Services - Managing the sell out to optimise the return on Workflow Calendar Common Data Reporting Integration Services Model merchandise investment . Management Management 15
TXT Retail: Well Positioned to Capture the Global Market Opportunity Software Services 43% 57% Spain Italy 2% North Am. 11% 16% Germany APAC 21% 8% UK & Nordics 21% France 21%
TXT Retail 5-years Strategic Plan: Global Leadership Execution Geography : Global Leadership • – Consolidate Europe – Expand in North America – Start-up Asia-Pacific • Industry : from mainly Lower Tier-1 and Upper Tier- 2, Fashion & Luxury, to: – A growing range of Retail Segments – Super Tier 1 and Lower-Tier 2 and Tier 3 Retailers Vision & Innovation From Software Vendor • The Offering : Cloud-based Managed Services & Cloud Deployment To Transformational Enabler • Customer Dimension : Capturing wider & deeper customer attributes in in the Omni-channel Journey Merchandise Lifecycle Management The Software : Another leapfrog jump ahead of competitors in Technology • of Global Retailers AgileFit : Extending breadth of process coverage & depth of verticalisation • 17
TXT Retail Strategy Pillars: Leading-edge Technology The 1 st & only TXT Retail enables Customer- End-to-End Merchandise Lifecycle Management Software driven Merchandising Excellence through an End-to-End Merchandise Lifecyle Management Software featuring: - A unified database that informs the End-to-End Merchandise processes - Real-time integration across all Merchandise Lifecycle processes - Collaboration across all actors in the Merchandise Lifecycle processes, blending art, science & mobility as appropriate - Productivity enhancing UI : “2 hours adoption” thanks to the right UI for each User & Task. - Flexible configuration : it helps you adopting business process best practices, and flexes as the market & your organization change
TXT Retail Strategy Pillars: AgileFit - Business Best Practices «Ready to Go» Mitigate Solution Design Workbook Design Interface Specification Project Risk Reduce Project Costs Reference Application Performance Tests Project Deliverables Faster Time to Benefits Higher ROI 22
TXT Retail Strategy Pillars: Cloud-based Solutions & Services Extend Value Proposition to include Cloud-based Managed Services and Merchandise Lifecycle • Management Cloud Services (SAAS) • This reduces TCO of TXT Retail & strengthens TXT Retail’s position as “Transformational Enabler” for its Customers Merchandise Cloud Services (SAAS) Cloud Managed Services Application Application Management Management Customer Assistance Assistance system Managed Services System Administration System Administration Infrastructure management Infrastructure (VMs) management (VMs) Infrastructure Customer SaaS Customer Customer Infrastructure system 20
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