Da ist wieder enomres Leben in der Bude

Die Bruchbude Abacho ist nicht mit 13,4-fachen Gewinn bewertet, die machen ja 27% vom Umsatz Verlust, sondern mit dem 13,4-fachen des Umsatzes.

Daher müsste das letzte Posting lauten:



Toller Turnaround   Libuda   29.04.07 10:39  



Statt über 7,409 Millionen britischer Pund Verlust in 2005 lag in 2006 ein Gewinn in Höhe  902.000 brititschen Pfund vor. Zu Dollarwerten kommt man durch die Multiplikation mit 2 und zu Eurowerten mit 1,5. Der Umsatz stieg von 30,54 Millionen britischen Pfund auf 34,141 Millionen britischen Pund, das sind immerhin knapp 70 Millionen US-Dollar oder etwa 52 Millionen Euro. Dafür ist auch den letzten Kursanstiegen die Bewertung mit ca. 100 Million Dollar oder etwa 75 Millionen Euro noch immer absurd niedrig. Inbesondere wenn man das mit deutschen Internetbruchbuden vergleicht, die tief in den roten Zahlen stecken. Einen Vergleich mit der Bruchbude Abacho, die mit dem 13,4-fachen ihres Umsatzes bewertet wird, habe ich ja schon vorgenommen.

In thousands of Pounds Notes Year ended
31 December 2006
Year ended
5 January 2006
Revenue 2 34,141 30,540
Cost of Sales (14,889) (14,622)
Direct profit 19,252 15,918
Administrative expenses (18,213) (15,795)
Share based payments (517) (503)
Exceptional items:-
Actuarial gain / (loss) on defined benefit pension scheme 3 1,545 (457)
Exceptional operating charges 3 (349) (3,573)
Total administrative expenses (17,534) (20,328)
Profit/ (loss) from operating activities 1,718 (4,410)
Net finance costs (760) (980)
Exceptional finance costs 3 - (1,892)
Total net finance costs (760) (2,872)
Profit/ (loss) before income tax 958 (7,282)
Income tax expense 4 (56) (127)
Profit/ (loss) for the year 902 (7,409)    

What began as an initiative to expand the strength and depth of our global buyer database, turned into a broader
drive to improve our marketing process. This resulted in some changes to our website architecture that drove a
dramatic increase in visitors. In 2006 the number of pageviews on our website increased by 73%. Amongst the
reasons for this increase in our web traffic was an initiative to improve our position in the natural listings of search
engines such as Google and Yahoo, together with an increased use of sponsored links from other related websites.
Furthermore we have invested in new software to make emails targeted towards our own databases more effective.
As a result during 2006 we sold equipment into 87 countries across the world (up from 75 in 2005), and we now have
more than 200 countries represented within our global buyer database.
•One global approach:
What began as six companies that were acquired in 2001, has evolved into a global business, with more than 275
employees in 15 countries across 3 continents. During 2006 we have taken major strides forward through training and
technology based initiatives that are helping us to build a learning and performance culture within the business. This
has resulted in the Company now having the confidence to retire its legacy brands (Henry Butcher International,
Karner & Co, Michael Fox International and Appelboom) during the first few months of 2007. Our employees and
customers have embraced this change in a positive fashion, and going forward we will trade exclusively under the
GoIndustry name on a global basis

initiatives have reached scale, I would like to point out that our periodic growth in direct profit will remain somewhat difficult to
predict. There are two reasons for this. The first is our current dependence on large deals. During 2006 we executed more than  800 auctions and negotiated sales generating £19.3 million of direct profit. Of that figure more than 25% was attributable to our
20 largest deals. The second influencing factor is timing. Dates for auction sales are usually driven by the client’s need to be out
of a factory by a set deadline. This means that we have limited visibility of our project pipeline, typically 6-8 weeks.
In 2006 the Company continued to take advantage of the accelerating trend in the movement of industrial manufacturing from
North America and Western Europe to China, India and the emerging economies of Eastern Europe. Our marketing efforts
attract a global audience to all our sales events and the Company enjoys an enviable reputation for conducting auctions in a fair
and ethical manner. Industry analysts estimate that the global market for surplus industrial equipment is in the range of $100
billion per annum. We estimate that less than 10% of this figure is sold at auction each year, while the majority of used
equipment is sold in smaller quantities by brokers and dealers, or in private direct sales facilitated via classified publications and
websites.
Although we are one of the largest organisations to operate in this sector, our market remains very fragmented. With Gross
Asset Sales in 2006 of £102 million ($199 million) GoIndustry still has negligible market share. However our strong technology
platform and experienced employee base leave us uniquely positioned to deliver significant growth in 2007 and beyond.


John Allbrook
Chief Executive Officer
25 April 2007