Strategic Perspective Of Mergers & Acquisitions-B.V.Raghunandan
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Transcript of April 2009 A Strategic Perspective - EnrichMentors · April 2009 EnRichMentor$ Company Review...
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1EnRichMentor$ Company Review
Disclaimer
This EnRichMentor$ Company Review (“ECR”) has been prepared by EnRichMentor$ Singapore based on information provided by Banyan Tree Holdings, Singapore (hereinafter referred as “BTH” or the “Company”) on its website and other information by sources identified herein, solely for the purpose of sharing our views on the Strategies intended to be adopted by the company and exploring if we can help the company in either improving the strategies or execution. It may also be used to share our perspective on the company with other Interested Parties who may like to purchase it for a consideration
The ECR is being issued in order to assist the company and Interested Parties in evaluating the strategy development opportunities and deciding whether to proceed with the opportunities. The information and data contained in this ECR is confidential and should not be divulged or disclosed to any person or entity or reproduced or disseminated, in whole or in part, except as agreed individually with each one of them. Any person in possession of this ECR should familiarise himself with such agreement before reading, circulating or using the ECR.
The information contained in this ECR is selective and is subject to updation, expansion, revision and amendment. EnRichMentor$ has not independently verified any of the information and data contained herein. While the information provided herein is believed to be accurate and reliable, EnRichMentor$ (nor any of their respective affiliates, subsidiaries, advisors and agents thereof) do not make any representations or warranties, expressed or implied, as to the accuracy or completeness of such information and data. Nothing contained in this ECR is, or shall be relied upon, as a promise or representation by the company or EnRichMentor$. Interested Parties are responsible for conducting their own due diligence.
This ECR is being distributed to the company and Interested Parties only on the basis that each party to whom this ECR is issued is a person sufficiently expert to understand the risks involved in the perspectives of such nature. In furnishing this ECR, EnRichMentor$ reserves the right to replace or amend the ECR at any time and undertakes no obligation to provide the Interested Parties with access to any additional information. The management of EnRichMentor$ reserve the right to enter into negotiations with one or more of the Interested Parties at any time or terminate any negotiation without stating any reason thereof. EnRichMentor$ will arrange all responses to the Interested Parties. The shareholders and management of the company should not be contacted directly.
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2EnRichMentor$ Company Review
Glossary
BT Banyan TreeCAGR Compounded Annual Growth Rate CEO Chief Executive OfficerCOGS Cost of Goods SoldDFO Design fees and others EPS Earnings Per ShareFDA Food and Drugs AdministrationFEMA Foreign Exchange Management ActFL Financial LeverageFY Financial YearGDP Gross Domestic Product GM Gross MarginGO Gallery OperationsHI Hotel InvestmentHM Hotel ManagementHR Hotel ResidencesIIM Indian Institute of ManagementINR Indian National RupeeJ&J Johnson and JohnsonMIS Management Information SystemMn MillionMNC Multi National CompanyNPM Net profit MarginPAT Profit After TaxPBT Profit Before TaxPER Price Earnings RatioPS Property SalesR&D Research and Development RBI Reserve Bank of IndiaROA Return On AssetROE Return On EquityS&D Sales and DistributionSGD Singapore DollarSO Spa OperationsTAT Total Asset TurnoverUSA United States of AmericaUSD/US$ United States Dollar
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3EnRichMentor$ Company Review
Contents
1. The Executive Summary 4
2. Analytical Framework 6
3. Business Overview 10
4. Current Situation 21
– Financial 22
– Strategic 25
5. Current Strategies & Plans 26
6. Evaluation of Current Strategies 28
7. Financials and Earnings Projections 2009-2011 30
8. Potential Strategy Development Opportunities 34
9. Contact & Profile 36
10. Annexures 42
Page No.
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4EnRichMentor$ Company Review
The Executive Summary
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The Executive Summary
Banyan Tree Holdings is passing through a some what challenging time with sales revenue stagnating in 2008 coupled with sharp
reduction in the profitability of the company. The challenges are primarily of operational nature with overall company strategy being
very sound, though a bit over ambitious in places.
The company has identified many of the factors that has caused this decline in the company performance and has articulated many
strategies and plans to arrest this stagnation in revenue and the decline in profitability.
Our assessment of the company strategy and plan indicates that while the company will be able to improve its profitability over next
three to a reasonable level, it has much more potential given its product market positioning.
The task of exploiting the fuller potential of the company will require the following new initiatives to be formulated and executed in near
future.
Formulation of a clearer Company VisionWill provide a more coherent and clear direction to all the people in the companyChannel the efforts of the all the people in same direction ensuring better execution of the plans
Review of Divisional Strategic Planning ProcessWill ensure that the longer terms goals like that of 2011 are more attainableExploit the growth potential of smaller but strategic segments like Spas
Formulation of a Organizational StrategyWill ensure that the organization structure is optimally designed for the companyImproved the cost structure of the smaller divisions and overall company
Review of Brand Development Planning Process for AngsanaWill improve the revenue and occupancy of the Angsana hotels
Formulation of R&D StrategyEnsure that R&D efforts are aligned with other functional strategies and aims to deliver the company goals
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6EnRichMentor$ Company Review
Analytical Framework
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7EnRichMentor$ Company Review
Business Strategy- Definition
Winning Business StrategyWinning Business Strategy is a combination of the goals you are trying to achieve and the means by which you can get there. The key elements of the Winning Business Strategy areHow will you compete broadly in the categories you have chosen to build the business?What are the sales, market share and profitability goals for next 3-5 years?What product and service line will you have?Which markets and customers will you target to build your businessHow will you generate the demand for your products and services?How will you sell and distribute your products and services?How will you purchase the materials and manufacture your products and servicesHow will you get the right people and get best out of them?How will you develop the new products and services?How will you finance your business and exercise management control?
GoalsDefinition of how the business is
going to compete
Objectives for sales growth,
Market Share &
Profitability
Product Line Target Markets
MarketingFinance & Control
Sales & Distribution
Purchase & ManufacturingPeople
Research & Dev
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Key Factors considered for evaluating the Business Strategy
At the broadest levelAt the broadest level Winning Business StrategyWinning Business Strategy formulation involves the consideration of four key factors that determine the extent you can be successfulCompany Strengths and Weaknesses are your assets and skills relative to the competitors including financial resources, technology posture, brand identification etc.The personal values of an organization are the motivations and needs of the key executives and other personnel who will implement the chosen strategyStrength & Weaknesses combined with Values determine the internal limits of the Winning Strategy you can successfully adoptThe external limits are determined by the industry and broader environmentIndustry Opportunity and Threats define the competitive environment with its attendant risks and potential rewardsSocietal Expectations reflect the impact on the company of such things as government policy, social concerns, evolving mores etc
These four factors must be considered before you develop a realistic and implementable Winning Business StrategyWinning Business Strategy
WinningBusiness Strategy
Product LineCompany
Strength and Weaknesses
Industry Opportunities and Threats
Broader Societal
Expectations
Personal Values of the
Key Implementers
Factors External to the
Company
Factors Internal to the
Company
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9EnRichMentor$ Company Review
Evaluation Process for the Business Strategy
You can determine if your Business Strategy will really make youYou can determine if your Business Strategy will really make yououtperform your competitors by testing for the followingoutperform your competitors by testing for the following
Internal ConsistencyAre your goals mutually achievable?Do the key operating policies address the goals?Do the key operating policies reinforce each other?Environmental FitDo the goals and polices exploit industry opportunities?Do the goals and polices deal with industry threats to the degree possible with
available resources?Does the timing of the goals and polices reflect the ability of environment to
absorb the actions?Are the goals and policies responsive to broader societal concerns?Resource FitDo the goals and polices match the resources available to the company relative
to competitors?Does the timing of goals and polices reflect the organization’s ability to change?Communication and ImplementationAre the goals well understood by the key implementers?Are the implementers committed these goals and policies?Is there sufficient managerial capability for effective implementation?
Product LineCompany
Strength and Weaknesses
Industry Opportunities and Threats
Broader Societal
Expectations
Personal Values of the
Key Implementers
Factors External
to the Company
Factors Internal to
the Company
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10EnRichMentor$ Company Review
Business Overview
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Company overview
•Banyan Tree Holdings Limited (“Banyan Tree” or the “Group”) is a leading manager
and developer of premium resorts, hotels and spas in the Asia Pacific, with 25 resorts
and hotels, 68 spas, 65 retail galleries, and two golf courses.
• The Group manages and/or has ownership interests in niche resorts and hotels. The
resorts each typically has between 50 and 100 rooms and commands room rates at
the high end of each property’s particular market.
•Banyan Tree has seven operating business segments: hotel investment, hotel
residence sales, hotel management, spa operations, gallery operations, property
sales, design fees and others (design and project management, golf course operations
and other businesses).
•The Group’s primary business is the management, development and ownership of
resorts and hotels. This is centered on two award winning brands: Banyan Tree and
Angsana. Banyan Tree also operates the leading integrated resort in Thailand –
Laguna Phuket, through the Group’s subsidiary, Laguna Resorts & Hotels Public
Company Limited.
•As a leading operator of spas in the Asia Pacific, Banyan Tree’s spas are one of the
key features in their resorts and hotels. Banyan Tree galleries, which complement
their resorts, hotels and spas, help to extend the reach and scope of their brands.
•Since the launch of the first Banyan Tree resort, Banyan Tree Phuket, in 1994,
Banyan Tree has received over 300 awards and accolades for the resorts, hotels and
spas that the Group manages. The Group has also received recognition for its
commitment to environmental protection and emphasis on corporate social
responsibility.
Source: 2007 Annual Report
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12EnRichMentor$ Company Review
Business overview
• The seven key businesses of the Group are
– Hotel investment (HI)
– Hotel management (HM)
– Hotel Residences (HR)
– Spa operations (SO)
– Property sales (PS)
– Gallery operations (GO)
– Design fees and others (DFO)
• Hotel Investment is the largest of the business with 49%
contribution to the total business. This business made health
23% operating profit margin in 2007
• Hotel Residences is second largest business with a 18%
contribution to total revenue and very health operating profit
margin of 51%
• Property Sales business ranks 3rd in terms of revenue
contribution of 13% and a healthy operating margin of 23%
• Other business are small in terms of contribution to sales and
have low profitability
15.34%
78.518%
10.83%
23.66%
20549%
52.313%
27.17%
HI
HM
HR
SO
PS
GS
DFO
Segment wise sales 2008 (Mn S$)
Source: Company Website
-9.61
51.32
8.343.62
10.36
23.3722.93
-20
-10
0
10
20
30
40
50
60
HI HM HR SO PS GS DFO
Segment wise Profitability 2008 -% Operating Profit
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13EnRichMentor$ Company Review
Hotel investments
• Hotel Investments (HI) business owns and manages luxury hotels under their own brands as well as hotels that are managed by other world class operators.
• It has equity Interest in 15 hotels, comprising over 1,600 keys.
• The company is developing new resorts in China, Maldives and Vietnam.
Source: 2007 Annual Report
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Hotel Management• The Hotel Management business manages properties under the Banyan Tree and Angsana brands for other owners as well.
This is mostly done under straight forward management agreements. It also manages the Banyan Tree Private collection, an asset-backed destination club.
• The company has signed 13 new management agreements in 2007 and it is targeting to have number of keys exceeding 8,000 by 2011 under Hotel Management
Source: 2007 Annual Report
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Hotel residences• Hotel Residences business deals with properties that are primarily sold under the brand name “Banyan Tree Residences”,
which are part of their hotel operations.• The Initial revenue of this business was from sale of Double Pool Villas in Banyan Tree Phuket.• Banyan Tree Residences are now available for sale in Phuket, Seychelles, Lijiang, Bintan and Bangkok.
Source: 2007 Annual Report
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16EnRichMentor$ Company Review
Property sales• Property Sales business deals with the properties that are sold by their subsidiary company Laguna Resorts & Hotels and
its subsidiaries. It also manage Laguna Holiday Club, a timeshare vacation club memberships.• All property sales for this business are currently in Laguna Phuket.• Its properties are primarily town homes & bungalows located within the vicinity of their resorts but not part of hotel operation.
Source: 2007 Annual Report
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Spa operations
• Spa Operations manages spas within company resorts and also in other developers/owners’ hotels and resorts. It pioneered the tropical garden spa concept and has 64 spas worldwide
• It added two new training facilities Banyan Tree Lijiang in Yunnan Province, China and Banyan Tree Bangkok. This is in addition to the cornerstone Banyan Tree Spa Academy in Phuket and facility in Bintan.
Source: 2007 Annual Report
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Gallery operations
• The retail arm of the group, Banyan Tree Gallery supports indigenous artistry, livelihoods of village artisans and environmental conservation.
• It comprises Banyan Tree Galleries, Angsana Galleries and Museum Shops by
Banyan Tree.• This business has produced
43 collections of over 280 products and partners 49 not-for-profit organizations.
Source: 2007 Annual Report
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19EnRichMentor$ Company Review
Design fees & others
• This business of BT receive fees for
design services and income from
operating golf clubs. Most of the
company resorts are planned and
designed by its in-house
architectural and design team.
• The construction of new resorts
determines its revenue from design
fees.
• It also operate two golf clubs
(Bintan and Phuket).
Source: 2007 Annual Report
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20EnRichMentor$ Company Review
Cost Structure Overview
Salaries, Operating Supplies, Other Operating Expenses and Admin Expenses account for bulk of
the operating costs of the company
Sales & Marketing Expenses are on low side of the cost structure at 4.84% of the total revenue
Source: 2008 Annual Results of the Company
% of Sales Break-up 2008
19.21
27.81
14.09
4.84
15.04
8.081.143.575.814.45
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
2008
Profit After Tax
Income Tax
Net Finance Cost
Amortization
Depreciation
Other Operating Exp
Sales & MarketingExpAdmin Exp
Salary & related Exp
Operating Supplies
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21EnRichMentor$ Company Review
Current Situation
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Current Situation- Financial
The sales revenue of the company grew rapidly from 187 Mn S$ in 2005 to a peak of 422 Mn S$ in 2007. The sales revenue has remained stagnant in 2008 at 412 Mn S$
The growth in Sales revenue during 2005-2007 is attributed to the broad rebound in regional tourism after the Asian Tsunami at the end of 2004, development of innovative new products and geographic expansion in strategic locations
The Company sales remained stagnant due to political turmoil in Thailand and the global recession in the 4th
quarter of 2008
The total cost & expenses sales has continued to increase since 2006 from 67.08% to a high of 80.99% in 2008.
This has resulted in continued deterioration in the Operating profits of the company from 33.23% in 2006 to 22.72% in 2008.
This can be attributed to the rising salaries and administrative expenses driven by too wide a geographical expansion without commensurate increase in revenues
The financial situation has been somewhat mitigated with the rise in other income of 3.71% in 2008 which is due to one off items such as insurance claims arising from the Tsunami, gain on capital distribution from an associated company and course & academy fees
0
100
200
300
400
500
2004 2005 2006 2007 2008
0
20
40
60
80
100
2004 2005 2006 2007 2008
% Total Cost & Exp % Op Profit % Other Income
Revenue in Mn S$
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23EnRichMentor$ Company Review
Current Situation- Financial
Salaries & related expenses are the largest part of the operating expenses of the company and they have increased form 22.99% in 2006 to 27.81% in 2008, affecting the company profitability significantly
Admin Expenses have also increased from 7.11% in 2006 to 14.1%, affecting the company profitability the most
Operating Supplies and Sales & Marketing Expenses have remained in control as they are around 19% and 5% of the revenue during 2006-2008
Other Operating Expenses, though very significant, have increased marginally from 14.2% in 2006 to 15% in 2008
The Depreciation and Finance cost have remained in control during the period 2006 to 2008 ranging between 6-8% and around 4% respectively, though 4% finance cost is rather high in itself
The stagnant revenue and rising operating cost has lead the company to a significant lower PAT of 4.45% in 2008 vs. a PAT of 12.64% in 2006
0
10
20
30
40
2005 2006 2007 2008
% Operating Supplies % Salaries% Admin Exp % Sales & Marketing Exp% Other Operating Exp
-20
-10
0
10
20
30
2005 2006 2007 2008
% Depreciation % Finance Cost % Exceptional Item % PBT % PAT
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24EnRichMentor$ Company Review
Current Situation-Financial
During 2005-2007 ,Banyan Tree Holdings Net profit margin (NPM) grew significantly from 0.55% to 19.41% but it dropped considerably to 1.7% in 2008. This decline is due to sharply rising operating cost.
Return on Equity (ROE) peaked in 2007 at 13.56% and has declined to 1.26% in 2008 .This is mainly due to the significant decline in the Net income in the same period.
The total asset turnover (TAT) ratio was relatively stagnant, a total range of O.27 to 0.37 implying opportunity to improve utilization of its assets.
The financial Leverage (FL) of Banyan Tree Holdings peaked at 3.61 in 2006 and has been relatively stable in the range of 2.54-2.64 since. This implies that it relies on lesser debt in financing its assets. Hence, this decreases their financial risk making it more stable and secure.
Source: 2005-2008 Annual Reports of the Company, Company Website, Refer annexure 14 and 18.
02468
101214161820
2005 2006 2007 2008
NPMROE
0
0.5
1
1.5
2
2.5
3
3.5
4
2005 2006 2007 2008
TATFL
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25EnRichMentor$ Company Review
Current Situation- Strategic
Threats•Global Recession•Continued Political Turmoil in Thailand•Season and Cyclical Fluctuations•Country specific event risks like terrorism, epidemics and natural disasters, especially in Thailand like Tsunami in 2004 end
Weaknesses•High dependence on Thailand business~60% of the total revenue•Many small business like Hotel Residences, Spa Operations, Gallery Sales, Design Fee & Others•Overlapping Businesses in Property Sales and Hotel Residences•Heavy Administrative Cost Structure (14% of revenue in 2008)•High Financing Cost ~4% of revenue•Poor operating margins in Hotel Management, Spa Operation and Gallery Sales businesses•Lower occupancy of Angsana vs. Banyan Tree Hotels
Opportunities•Property Development and sales in Seychelles, Vietnam and Lhasa•Aggressive growth in spa operations and Hotel Management business within existing fixed cost structure•Merge Gallery Operations with Spa Operations to improve the operating margins of both businesses•Merge Property Operations and Hotel Residences into one Business Unit•Optimize the Administrative Infrastructure•Strengthen Angsana Brand
Strengths•549 ha land bank that is spread over Phuket, the Seychelles, Vietnam, Lijiang and Lhasa•Integrated business model•Strong Brand Recognition•Integrated capabilities- including in-house design, project management and centralized marketing•Reduced time needed to launch new offerings•7000 people from 50 nationalities•BTH Management Academy•4 Spa training facility with capability to turn out 200 therapist a year•Low cost operating environment•Experienced, qualified management team
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Current Strategy & Plans
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Current Business Strategy
•Finance through a combination of Equity, loans and development fundsFinance & Control
Research & Development
•Training people in house to provide consistent quality of service around the world- skills as well as core BT valuesPeople
•Managed Properties will account for some 60% of the new properties coming on stream from 2008 to 2011Purchase & Manufacturing
•Sales generated online and through regional offices and GSAs incentivization•Provide service in the hotels, spa and gallery through own staff fully trained to provide a exceptional experience
Sales & Distribution
•Road Shows, exhibitions, public relations, advertising•Prices at the high end of the market•Online marketing•Cross promotions
Marketing
•Beyond 2008, the Banyan Tree brand will be winning more converts to its concept properties by opening in Greece, Turkey, Oman, India, Vietnam and widening its presence in China and Thailand.•High End Travelers- Affluent Customers in Host countries
Target Market
•High end resorts, hotels and spas that provide luxurious, romantic travel experience•New recurring fee-based income
Product Line
•70 resorts, 9349 keys and 124-180 spas by 2011Sales, Market Share & Profitability Objectives
•“Becoming global has always been part of our vision because a long-term, sustainable businessrequires that we grow our revenue base and diversify worldwide.”•It has always been Banyan Tree’s vision to be a global business with a string of properties strategically spread around the globe•Greater breath and depth globally- Strategic geographic expansion- Expand into low cost locations close to key customer markets
Vision and Overall Strategy
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Evaluation of Current Strategy
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Evaluation of Current Strategy
•Finance through a combination of Equity, loans and development funds
•Training people in house to provide consistent quality of service around the world-skills as well as core BT values
•Managed Properties will account for some 60% of the new properties coming on stream from 2008 to 2011
•Sales generated online and through regional offices and GSAs incentivization•Provide service in the hotels, spa and gallery through own staff fully trained to provide a exceptional experience
•Road Shows, exhibitions, public relations, advertising•Prices at the high end of the market•Online marketing•Cross promotions
•Beyond 2008, the Banyan Tree brand will be winning more converts to its concept properties by opening in Greece, Turkey, Oman, India, Vietnam and widening its presence in China and Thailand.•High End Travelers- Affluent Customers in Host countries
•High end resorts, hotels and spas that provide luxurious, romantic travel experience under Banyan Tree and Angsana Brand name•New recurring fee-based income
•70 resorts, 9349 keys and 124-180 spas by 2011
•“Becoming global has always been part of our vision because a long-term, sustainable business requires that we grow our revenue base and diversify worldwide.”•It has always been Banyan Tree’s vision to be a global business with a string of properties strategically spread around the globe•Greater breath and depth globally- Strategic geographic expansion- Expand into low cost locations close to key customer markets
•No plans to optimize admin and smaller divisions’ cost structure
No clear strategy on how the new products and services will be developed
•Right focus in training and retraining people in-house on skills and values
•Right approach to focus more on Managed business but need to improve the cost structure to make it more profitable
•Right focus on Regional sales offices and GSAs incentivization
•Right focus on high end pricing, online marketing, road shows, exhibitions, Public relation, advertising and cross promotions•No Plans to strengthen Angsana brand
•Absence of plans to capitalize on the land bank in Lhasa
•Right focus on high end hotels, resorts and spas
•Very ambitions goals in 2011 without demonstrated capability to achieve them•Conservative Spa operations growth plans
•Vision of being global brands articulated in many places in pieces•Overall business strategy also not clearly articulated•Right focus on becoming global in strategic low cost locations to grow the revenue profitably and reduce the country specific evenrisk to business like Thailand
Finance & Control
Research & Development
People
Purchase & Manufacturing
Sales & Distribution
Marketing
Target Market
Product Line
Sales, Market Share & Profitability Goals
Vision and Overall Strategy
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30EnRichMentor$ Company Review
Financials and Earnings Projections 2009-2011
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Revenue Projections for 2009-2011
946.851616.834541.447Total Estimated Revenue
10.1483.8430The additional number of keys will also face the impact of recession. Revenue for 2009 for the additional keys will remain the same, but that for 2010 and 2011 will increase by 2% as recession will ease.
507.421192.127128.835Due to the companys expansion strategy , number of total keys will increase to 3837, 4344 and 6638 in the years 2009, 2010, and 2011 respectively. (Refer to Annexure 15). These additional keys will contribute to the revenue.
429.282420.864412.612412.612421.859335.321187.268218Taking the current number of total room keys as 2924 (Refer to Annexure 15), revenue for 2009 same as 2008 as growth will be flat (Refer to Annexure 16). Year 2010 and 2011 will have a growth of 2% as recession will ease.( Refer to Annexure 12)
20112010200920082007200620052004Year
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32EnRichMentor$ Company Review
Financial Projections for 2009-2011
Assumptions/ Calculations Mn S$ % Mn S$ % Mn S$ % Mn S$ % Mn S$ %As derived Revenue 421.859 100 412.612 100.00 541.447 100 616.834 100 946.851 100.00In proportion to the number of keys Other income 2.272 0.54% 15.309 3.71% 20.089 3.71% 22.744 3.69% 34.754 3.67%
Cost and expensesIn proportion to the number of keys Operating supplies (83.760) -19.85% (79.277) -19.21% (104.031) -19.21% (117.777) -19.09% (179.973) -19.01%In proportion to the number of keys Salaries & related expneses (98.778) -23.41% (114.747) -27.81% (150.576) -27.81% (170.472) -27.64% (260.496) -27.51%10% for 2011 Administrative expenses (39.486) -9.36% (58.129) -14.09% (76.279) -14.09% (73.550) -11.92% (93.700) -9.90%In proportion to the number of keys Sales & marekting expenses (21.327) -5.06% (19.980) -4.84% (26.219) -4.84% (29.683) -4.81% (45.358) -4.79%In proportion to the number of keys Other operating Expenses (58.237) -13.80% (62.039) -15.04% (81.410) -15.04% (92.167) -14.94% (140.840) -14.87%
Total costs and expenses (301.588) -71.49% (334.172) -80.99% (438.515) -80.99% (483.649) -78.41% (720.367) -76.08%Operating profit 122.543 29.05% 93.749 22.72% 123.022 22.72% 155.928 25.28% 261.238 27.59%
2.7% of Total assets Depreciation of property, plant & equipment (26.243) -6.22% (33.335) -8.08% (45.830) -8.46% (49.344) -8.00% (65.059) -6.87%0.3% of Total assets Amortization of lease rentals & land use rights (4.137) -0.98% (4.689) -1.14% (5.092) -0.94% (5.483) -0.89% (7.229) -0.76%
Profit from Operations 92.163 21.85% 55.725 13.51% 72.099 13.32% 101.102 16.39% 188.951 19.96%Nil Finance income 4.174 0.99% 3.397 0.82% - 0.00% - 0.00% - 0.00%5% of Debts Finace Costs (16.421) -3.89% (18.096) -4.39% (35.075) -6.48% (34.227) -5.55% (42.198) -4.46%5% of 2% of Total assets Share of results of associated companies 2.032 0.48% 1.317 0.32% 1.697 0.31% 1.828 0.30% 2.410 0.25%Nil Share of results of joint venture companies (0.006) 0.00% (0.005) 0.00% 0.00% 0.00% 0.00%
(Loss)/ Profit before exceptional items 81.942 19.42% 42.338 10.26% 38.721 7.15% 68.702 11.14% 149.162 15.75%Nil Exceptional item 44.535 10.56% - 0.00% 0.00% 0.00% - 0.00%
(Loss)/ Profit before taxation 126.477 29.98% 42.338 10.26% 38.721 7.15% 68.702 11.14% 149.162 15.75%Average of 2005-2008 I(ncome tax expense/Proft before taxation) Income tax expenses (24.036) -5.70% (23.991) -5.81% (12.004) -2.22% (21.298) -3.45% (23.991) -2.53%
(Loss)/ Profit after taxation 102.441 24.28% 18.347 4.45% 26.718 4.93% 47.404 7.69% 125.171 13.22%
2009 2010 201120082007
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Financial Projections 2009-2011
Assumptions:
•Future Total assets and common equity calculations (Refer annexure 17)
•Additional number of shares have been calculated by taking the difference between the common equity of two consecutive years anddividing it with the year end share price (Refer annexure 13)
•Price Earnings ratio is calculated at 13 due to easing of recession from 2009 and an increase in risk appetite for equities.
Implications:
•Net profit Margin will improve every year indicating better income from per unit sales.
•Total Asset Turnover will more of less remain in the range of 0.32-0.39 indicating opportunity for improvement.
•Financial Leverage will remain stable in the range of 2.95-2.98 which shows Banyan tree will be financially stable and secure
•ROE will improve over the years due to improvement in the Net Profit Margin from 2009 to 2011
•The Share Price of Banyan Tree will improve from 2009 due to a stable PER and an improving EPS.
In Mn S$ 2006 2007 2008 2009 2010 2011Profit attributable to equity holders 27.107 81.866 7.026 26.718 47.404 125.171Total Assets 911.3 1459.657 1467.363 1697.420 1827.543 2409.588Common Equity 359.051 568.708 556.549 574.737 616.945 807.921Net Sales 335.321 421.859 412.612 541.447 616.834 946.851Net Profit Margin 8.08 19.41 1.70 4.93 7.69 13.22Total Asset Turnover 0.37 0.29 0.28 0.32 0.34 0.39Financial Leverage 2.54 2.57 2.64 2.95 2.96 2.98Return On Equity 7.55 13.56 1.26 4.65 7.68 15.49EPS(Earnings/ No of shares) 0.039 0.108 0.009 0.033 0.052 0.105No of shares 691.243 761.110 758.402 810.339 908.813 1190.452Price Earnings ratio (Price/EPS) 10.91 3.61 37.800 13.000 13.000 13.000Price 0.428 0.388 0.350 0.429 0.678 1.367
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Potential Strategy Development Opportunities
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Potential Strategy Development Opportunities & Expected Benefits
• Formulation of a clearer Company VisionWill provide a more coherent and clear direction to all the people in the companyChannel the efforts of the all the people in same direction ensuring better execution of the plans
• Review of Divisional Strategic Planning ProcessWill ensure that the longer terms goals like that of 2011 are more attainableExploit the growth potential of smaller but strategic segments like Spas
• Formulation of a Organizational StrategyWill ensure that the organization structure is optimally designed for the companyImproved the cost structure of the smaller divisions and overall company
• Review of Brand Development Planning Process for AngsanaWill improve the revenue and occupancy of the Angsana hotels
• Formulation of R&D StrategyEnsure that R&D efforts are aligned with other functional strategies and aims to deliver the company goals
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Contact
Arun SinghalEnRichMentor$Hume Park 2, Block 19, #09-01 Hume Avenue, Upper Bukit Timah RoadSingapore 598727
tel.: +65-81303675 e-mail: [email protected]
Pratibha SinghalEnRichMentor$Hume Park 2, Block 19, #09-01 Hume Avenue, Upper Bukit Timah RoadSingapore 598727
tel.: +65-91470943 e-mail: [email protected]
Richa SinghalEnRichMentor$Hume Park 2, Block 19, #09-01 Hume Avenue, Upper Bukit Timah RoadSingapore 598727
tel.: + 81303675e-mail: [email protected]
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Who are we?A family firm set with the object of providing consultation, counseling and
coaching to the Individuals, Small and Medium Enterprises for better health and wealth
– Management consulting for Small and Medium Enterprises to grow business faster profitably– Career Counseling to do better on the job– Financial consultation to get better return on the investment– Alternative medical consultation for better health
Core Management Team
Arun Singhal– Post Graduate in Management from IIM Bangalore (1981) in Marketing & Finance– 26 Years experience in Hindustan Unilever, Johnson & Johnson and Dumex India in sales, marketing, operations
and general management– Proven career in building and growing businesses faster and developing people– In-depth knowledge of Indian Financial Markets in generating superior returns on investment– Over 10 years education and experience in providing homeopathic consultation for better health
Pratibha Singhal– Post Graduate in Life Sciences and Management– Over 20 years education & experience in providing alternative medical consultation for better health
Richa Singhal– Graduate in Business Management from SIM, Singapore with special interest in Equity Analysis– 2 year experience in business development and management
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Who are we?Our Resources
PC Gupte– Customs & Central Excise/Service Tax consultant– Arts Graduate with Logistics Diploma from National University of Singapore– Worked over 35 years with J&J India in Operations (Logistics) including Central Excise matters– Visiting faculty for a Management Institute over 14 years for subjects covering Indirect Taxation– Well versed with Central Excise Rules with Documentation / Correspondence
– Excellent rapport / PR with top officials of Customs & Central Excise
H H Asrani– B. Tech. in Mechanical Engineering– Certified Green Belt– Ex- General Manger Planning and Project, J&J India– 38 years experience with Johnson & Johnson on Manufacturing operations in consumer and Health care products– Well versed with Quality Educations Systems, Project Management, Six Sigma, Process Excellence, Continuous Improvement, Business Process
Improvement, Sales and Operations Planning, Organization Diagnosis, Performance Management, Competency Assessment and DevelopmentSanjay Panwalkar
– First Class Commerce Graduate of Mumbai University, became Chartered Accountant in 1985 – Fellow member of Institute of Chartered Accountants of India and practicing for last 22 years in partnership firm M/S Panvalkar & associates.– Well versed with Direct and Indirect taxes (Except Excise), Foreign Exchange Management Act and related Regulations, setting up MIS systems,
costing and familiar with all basic laws like Companies Act, Laws relating to property, Labour Law etc. – Traveled extensively overseas on the assignments. – Advisor to various Medium and Small Enterprises on matters related to Direct, Indirect Taxes, preparation of project report, matters related to
FEMA and RBI and MIS.
– Excellent connections with Income Tax Department and Banks.V D Deshmukh
– Bachelor in Science and Law Graduate– Ex-Joint Commissioner, FDA Maharashtra
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Why us?• Over a century of hand on experience in
– Building and growing business in India and Asia Pacific– Improving operations continuously– Handling logistics, direct and indirect taxation efficiently and effectively– Building management information system and financial advisory– Supporting in meeting FDA requirements
• Unique set of skills and competences that can help you improve your business– Development of winning business strategy– Formulation of Effective and Efficient Marketing Plans– Sales and advertising development– Cost reduction and profit improvement– New product development– Quality improvement– Customer Service improvement– Inventory reduction– Logistics Cost Optimization– Excellent relationship with indirect and direct tax authorities– Cost and Management Accounting– Understanding and interpretation of complex FDA requirements
• Competent and Cost Effective resources– Professionally qualified and highly experienced– Willing to work as a business partner– Result oriented– Flexible cost structure– Value for money
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How we work
• Understand the business issue• Discuss and approve a Business Proposal for
Engagement• Discuss and agree
– The Business Issue– Business Improvement Plan– Implementation Plan– Monthly Business Review Plan
• Support the execution of the Implementation Plan
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Annexure 1: Historical Milestones
2003Colours of Angsana (COA) was launched with the opening of Gyalthang Dzong Hotel in Shangri-la, Yunnan, China. Banyan Tree spa opened its first spa in Shanghai, China.2004The second COA hotel, Deer Park Hotel, is launched in Sri Lanka.2005The opening of Maison Souvannaphoum Hotel in Laos marked the planting of our third COA property. The same year saw us launching our first resort in China – Banyan Tree Ringha, Shangri-la. Thai Wah Plaza, which includes Banyan Tree Bangkok was acquired by Banyan Tree Holdings.2006Banyan Tree Lijiang, our first villa-style resort in China, opens, cementing our reputation for fine properties in Yunnan. Banyan Tree Private Collection is boldly launched to cater to the growing niche for destination club membership. Banyan Tree Hotels and Resorts and Okura Hotels and Resorts sign a joint marketing alliance. Just in time for F1, we celebrated the official opening of Banyan Tree Desert Spa and Resort, Al Areen, Bahrain, our first resort in the Middle East. An exclusive hideaway, Angsana Maldives Velavaru opens in thesouth of Maldives.On 14 June, Banyan Tree Holdings Limited makes its debut on the On 14 June, Banyan Tree Holdings Limited makes its debut on the Singapore Singapore ExchangeExchange..2007Launched in UK and Hong Kong markets, Banyan Tree Residences allow investors to buy their own signature villa, townhouse or apartment in Banyan Tree resorts. Mid-year, we welcome Banyan Tree Maldives Madivaru, the first to introduce Tented Pool Villas in the Maldives. Towards year-end, Angsana Riads Collection, Morocco debuts in Morocco, a superb oasis of style and history.2008Executive Chairman Ho Kwon Ping receives CEO of the Year award at the Singapore Corporate Awards.
1984Laguna Resorts & Hotels (LRH), a subsidiary of Banyan Tree Holdings, acquired over 550 acres of land on the site of an abandoned tin mine at Bang Tao Bay, Phuket, Thailand.1987 - 1992After extensive rehabilitation of the site, LRH launched Dusit Laguna Resort Hotel and Laguna Beach Resort. LRH began marketing Laguna Phuket as a destination within Phuket.1994Backed by the experience of transforming a worthless plot of land into a veritable haven, Executive Chairman Ho Kwon Ping decided it was time to launch the company’s own global hotel brand targeting high-end travelers.Banyan Tree Hotels & Resorts was set up to build and manage luxury boutique hotels and resorts, steeped in Asian traditions and sensitive to the environment. Banyan Tree Phuket, the flagship resort of the group, was launched in Laguna Phuket. The resort includes the first Banyan Tree Spa and Banyan Tree Gallery.Banyan Tree Hotels & Resorts Pte Ltd is established, as well as companies to operate spas and galleries.1995 - 1999Banyan Tree Maldives and Banyan Tree Bintan were launched.2000The Angsana brand was launched with the opening of Angsana Bintan and Angsana Great Barrier Reef. Banyan Tree Hotels & Resorts, as well as several subsidiaries operating our spas and galleries, became part of Banyan Tree Holdings Pte Ltd, which was established this year.2001We opened the Banyan Tree Spa Academy Phuket, Angsana Maldives and Angsana Oasis Bangalore.2002We entered into a strategic alliance with the Oberoi Group of India to manage spas. Banyan Tree Seychelles was launched and Westin Banyan Tree was rebranded to Banyan Tree Bangkok.
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Annexure 2: Global Presence
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Annexure 3 : Business Segment Review 2008
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Annexure 3 : Business Segment Review 2008 (Contd.)
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Annexure 3 : Business Segment Review 2008 (Contd.)
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Annexure 4 : Mission Statement
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Annexure 5 : Executive Chairman’s Statement in 2006 Annual Report
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Annexure 6 : Executive Chairman’s Statement in 2007 Annual Report
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Annexure 7: Company Financials 2004-2008
Mn S$ % Mn S$ % Mn S$ % Mn S$ % Mn S$ %
Revenue 218.800 100 187.268 100 335.321 100 421.859 100 412.612 100.00Other income 2.272 1.04% 0.854 0.46% 1.039 0.31% 2.272 0.54% 15.309 3.71%Cost and expensesOperating supplies 0.00% (28.469) -15.20% (63.745) -19.01% (83.760) -19.85% (79.277) -19.21%Salaries & related expneses 0.00% (59.141) -31.58% (77.079) -22.99% (98.778) -23.41% (114.747) -27.81%Administrative expenses 0.00% (22.564) -12.05% (23.844) -7.11% (39.486) -9.36% (58.129) -14.09%Sales & marekting expenses 0.00% (9.913) -5.29% (12.791) -3.81% (21.327) -5.06% (19.980) -4.84%Other operating Expenses 0.00% (33.354) -17.81% (47.474) -14.16% (58.237) -13.80% (62.039) -15.04%Total costs and expenses 141.372 64.61% (153.441) -81.94% (224.933) -67.08% (301.588) -71.49% (334.172) -80.99%
Operating profit 79.700 36.43% 34.681 18.52% 111.427 33.23% 122.543 29.05% 93.749 22.72%Depreciation of property, plant & equipmen 0.00% (19.882) -10.62% (23.644) -7.05% (26.243) -6.22% (33.335) -8.08%Amortization of lease rentals & land use rig 0.00% (2.944) -1.57% (3.940) -1.17% (4.137) -0.98% (4.689) -1.14%Profit from Operations 0.00% 11.855 6.33% 83.843 25.00% 92.163 21.85% 55.725 13.51%Finance income 0.00% 0.794 0.42% 2.955 0.88% 4.174 0.99% 3.397 0.82%Finace Costs 0.00% (9.726) -5.19% (14.013) -4.18% (16.421) -3.89% (18.096) -4.39%Share of results of associated companies 0.00% 0.610 0.33% 1.870 0.56% 2.032 0.48% 1.317 0.32%Share of results of joint venture companies 0.00% (0.035) -0.02% 0.001 0.00% (0.006) 0.00% (0.005) 0.00%(Loss)/ Profit before exceptiona 60.900 27.83% 3.498 1.87% 74.656 22.26% 81.942 19.42% 42.338 10.26%Exceptional item 0.00% - 0.00% (7.760) -2.31% 44.535 10.56% - 0.00%(Loss)/ Profit before taxation 0.00% 3.498 1.87% 66.896 19.95% 126.477 29.98% 42.338 10.26%Income tax expenses 0.00% (3.521) -1.88% (24.521) -7.31% (24.036) -5.70% (23.991) -5.81%(Loss)/ Profit after taxation 49.500 22.62% - 0.00% 42.375 12.64% 102.441 24.28% 18.347 4.45%
20082004 2005 2006 2007
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Annexure 8: Revenue and Profitability by segments
Revenue Mn S$ 2005 2006 2007 2008Hotel Investment 111.553 169.591 215.018 205.111Hotel Management 6.64 7.015 14.698 15.246Hotel Residences 47.33 46.314 78.505Spa Operations 17.437 22.053 24.870 27.052Property Sales 30.973 62.381 86.027 52.276Gallery Sales 6.828 10.847 10.697 10.787Design Fess and Oth 13.837 16.104 24.235 23.635
Total 187.268 335.321 421.859 412.612
Operating Profit Mn S$ 2005 2006 2007 2008Hotel Investment 13.386 39.006 63.176 47.038Hotel Management 3.851 3.858 1.282 (1.465) Hotel Residences 0.000 0.000 21.143 40.285Spa Operations 3.487 6.836 5.560 2.803Property Sales 11.150 33.686 33.778 12.219Gallery Sales 0.546 1.193 2.010 0.900Design Fess and Others 5.950 5.636 7.507 0.855Head Office Expenses (14.185) (20.617) Net Other Income 1.039 2.272 11.731Total 35.581 110.656 122.543 93.749
Operating Profit % To Rev 2005 2006 2007 2008Hotel Investment 12 23 29.38 22.93Hotel Management 58 55 8.72 -9.61Hotel Residences 45.65 51.32Spa Operations 20 31 22.36 10.36Property Sales 36 54 39.26 23.37Gallery Sales 8 11 18.79 8.34Design Fess and Others 43 35 30.98 3.62Head Office Expenses -3.36 -5.00Net Other Income 0.54 2.84Total 19 33 29.05 22.72
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Annexure 9 : Average Occupancy 2007-2008
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Annexure 10: Growth Pipeline.
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Annexure 11: Future Plans
2856
37564256
6531
0
1000
2000
3000
4000
5000
6000
7000
2008 2009 2010 2011
# Keys
64
8188
107
0
20
40
60
80
100
120
2007 2009 2010 2011
Spas
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Annexure 12: Recession Outlook
Outlook for developing regions In East Asia and the Pacific, GDP growth slowed to an estimated 8.5 percent in 2008 and is expected to drop to 6.7 percent in 2009. The region has been hit by a heavy sell-off of equities and sharp downturns in export volumes. China’s growth is projected to slow from 9.4 percent in 2008 to 7.5 percent in 2009, but the government’s recently announced $586 billion stimulus program may edge China’s growth back to 8.5 percent in 2010.
GDP growth in Europe and Central Asia is expected to slow to 5.3 percent in 2008, falling to 2.7 percent in 2009. The downturn is being driven by lower investment tied to difficult financing conditions and weaker export market demand. Russia’s growth will likely be 6 percent in 2008, down from 8.1 percent in 2007, as the banking crisis and low oil prices remain in play.
In Latin America and the Caribbean, GDP growth—expected to be 4.4 percent in 2008—is at risk, pressuring private sector investment. As commodity prices weaken, major exporters like Argentina may record current account deficits. Others like Brazil and Mexico will see a drop in exports to the recession-hit United States and Europe. The regional outlook is expected to worsen in 2009, with GDP dropping to 2.1 percent, driven by a decline in capital spending.
The Middle East and North Africa region appears to have held up well in 2008, growing at an unchanged 5.8 percent in 2008, but the aggregate number hides substantial swings in trade, current account positions and external financing requirements. With oil exporters facing diminished revenues in 2009, regional growth is expected to be just 3.9 percent in 2009.Growth in South Asia eased to 6.3 percent in 2008 from 8.4 percent in 2007 and is expected to slip to 5.4 percent in 2009. High food and fuel prices, tighter credit conditions, and weaker foreign demand have led to worsening external accounts and slower investment growth. The downturn is most apparent in India and Pakistan, where industrial production fell sharply.
Source: World Bank Website (Data and Research)
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Annexure 13: Historical Stock Chart 2008-2009
Source: Company Website
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Annexure 14: Financial Ratios 2006-2008
Source: Company website
Full Year Full Year Full YearDec-08 Dec-07 Dec-06
EPS (SGD) $0.00926 $0.10795 $0.03574
(Earnings/Latest No. Of Shares)NAV (SGD) $0.7338 $0.7959 $0.4734(Shareholders' Equity/Latest No. Of Shares)Price Earnings Ratio (PER) 37.8 3.24 9.79(Price/EPS)Price/Revenue 0.643 0.629 0.795(Price x Current No. Of Shares/Revenue)Net Earnings Margin 1.70% 19.41% 8.08%(Net Earnings/Revenue)Revenue Growth -2.19% 25.81% n.a.((Current Year Revenue - Last Year Revenue) / Last Year Revenue)Net Earnings Growth n.a. 202.01% n.a.((Current Year Earnings - Last Year Earnings) / Last Year Earnings)Return On Asset (ROA) 0.48% 5.47% 2.97%(Net Earnings/Total Assets)Return On Equity (ROE) 1.26% 13.56% 7.55%(Net Earnings/Equity)Current Ratio 1.253 1.637 1.374(Current Assets/Current Liabilities)
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Annexure 15: Total number of keys
Year 2006 2007 2008 2009 2010 2011 2012Number of Spas total 53 64 68 81 88 107 117Number of keys total 2198 2330 2856 3756 4256 6531 7412Total number of keys 2251 2394 2924 3837 4344 6638 7529
Year 2008 2009 2010 2011Total number of keys 2924 3837 4344 6638Additional keys per year 913 507 229440% of additional keys are owned 365 203 918Total number of owned Keys 2924 3289 3492 4410
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Annexure 16: Reflection on Asia
Reflecting On AsiaWill this now stalled growth engine become the first region to show signs of recovery?By Jeff Weinstein, Editor In Chief -- Hotels, 4/1/2009While good news is at a premium, even in what has been such a robust region as Asia Pacific, hoteliers there generally seem steadfast and hopeful about potentially positive momentum by the end of 2009. After all, as in past downturns, pent-up business travel demand starts to build, emerging middle classes crave to satisfy their wanderlust and a region so vibrant for the last 20 years by all accounts still remains the best long term opportunity for development anywhere in the world. As a result, domestic and global brands continue to grow their pipelines as best they can under the circumstances, as well as jockey for the best positions and partnerships.To no one's surprise, however, results for the first quarter of 2009 across Asia Pacific have been choppy at best, ranging from 50% RevPAR declines in Beijing and Shanghai to 20% to 25% declines in rate and occupancy in India. It leaves the impression that this serious recession is, indeed, a global one. "The fact that many of the economies here [in Asia] are export-driven and thus linked to the consumer-driven U.S. and EU economies means that we will be subject to [their] ups and downs," says Stephen Ho, senior vice president of development for Starwood Hotels & Resorts, Asia Pacific. "However, Asia was the last part of the world to really feel the impact and I believe will be the first to recover."Even amidst the current gloom, there are pockets of welcome news from Smith Travel Research in January, which reports positive rate growth in Bali, Jakarta, Kuala Lumpur and Tokyo. Operators such as Indochina Hotels & Resorts, Ho Chi Minh City, report that while ADR and occupancy are slipping at its hotels and resorts, cost-saving initiatives and strong domestic growth may actually lead to an improved bottom line in 2009.Minor Hotel Group COO Dillip Rajakarier says he is planning to achieve the same results as last year, which was a net profit of 1.9 billion baht (US$53,000).Dusit International, Bangkok, while suffering a double-digit decline in the first quarter of 2009 versus 2008, reports some of its properties are performing much better than expected, such as Dusit Thani Phuket, according to Senior Vice President Octavio Gamarra. Even Dusit Thani Bangkok improved its RevPAR position for the first two months of 2009, says Gamarra, who believes intra-regional traffic will help sustain Asia Pacific until the more mature markets return to pre-2009 levels. In Australia, Jones Lang LaSalle Hotels' Craig Collins says meetings are still occurring, but on a much smaller scale, with increased interest in properties located within a few hours' drive of city centers. In addition, more Australians are expected to holiday within the country this year, and January was a great start for many resorts, particularly in Queensland. However, reduced inbound travel is likely to result in overall lower leisure demand this year. RevPAR growth across Australia's 10 major markets is now forecast to average 1.9% per annum between 2008 and 2011 compared with 8.4% between 2004 and 2007. So, no, the state of affairs in Asia Pacific is not quite dire. Certainly, the remainder of 2009 will be a struggle in key markets and operators must tailor their offers to match the climate, but the resilient region seems poised to prevail in the long run.
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Annexure 17 : Assets and Equity 2007-2011
Assumptions/ Calculations 2007 2008 2009 2010 2011In proportion to the number of owned keys A. Total Non Current Assets 1121.283 1217.121 1369.136 1453.552 1835.505
Current assets
Balance cash of previous year +current profit +current depreciation Cash generated (1) 113.765 210.513 400.74313% of revenue Cash and other bank balance retained (2) 115.716 53.712 70.388 80.188 123.091
Cash offset on Current borrowings (1-2) 43.377 130.324 277.652In proportion to the revenue Others (3) 222.655 196.53 257.895 293.802 450.992
B. Total current assets (2+3) 338.371 250.242 328.283 373.991 574.082Total Assets (A+B) 1459.657 1467.363 1697.420 1827.543 2409.587
Current LiabiltiesIn proportion to the revenue Current liabilties others 111.769 121.615 159.588 181.808 279.079
Interest bearing loans and borrowings 168.695 192.182 295.004Total Current Liabilities 205.846 199.733 328.283 373.991 574.082Non current liabilities
Debt Equity ratio is 1:1 Interest bearing loand and borrowings and notes payable 247.957 259.322 574.737 616.945 807.921Constant as of 2008 Deferred income 16.158 16.158 16.158 16.158Constant as of 2008 Loan stock 0.509 0.552 0.552 0.552 0.552Constant as of 2008 Redeemable preference shares 0.926 0 0.000 0.000 0.000Constant as of 2008 Other Non current liabilties 4.092 2.511 2.511 2.511 2.511Constant as of 2008 Deferred Tax liabilities 194.164 198.778 198.778 198.778 198.778Constant as of 2008 Loan from minority shareholder of a subsidiary company 1.67 1.664 1.664 1.664 1.664
Total non current Liabilties 449.318 478.985 794.400 836.608 1027.584Debt Equity ratio is 1:1 Equity 568.708 556.549 574.737 616.945 807.921
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62EnRichMentor$ Company Review
Annexure 18: Financial Performance 2004-2008
In Mn S$ 2004 2005 2006 2007 2008Profit attributable to equity holders 30.4 1.028 27.107 81.866 7.026Total Assets 498.7 682 911.3 1459.657 1467.363Common Equity 188.823 359.051 568.708 556.549Net Sales 218.8 187.268 335.321 421.859 412.612Net Profit Margin 13.89 0.55 8.08 19.41 1.70Total Asset Turnover 0.44 0.27 0.37 0.29 0.28Financial Leverage 3.61 2.54 2.57 2.64Return On Equity 0.54 7.55 13.56 1.26EPS(Earnings/ No of shares) 0.051 0.003 0.039 0.108 0.009No of shares 596.078 300.964 691.243 761.110 758.402Price Earnings ratio (Price/EPS) 10.91 3.61 37.800Price 0 0 0.428 0.388 0.350