Hagemeyer Terug naar discussie overzicht

RT Maandag 2 juli 2007

1. voda 2 juli 2007 16:48

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   Kom op luitjes. Zijn jullie soms depri omdat ik met de opening stop? ^___^:-)
2. voda 2 juli 2007 16:54

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   Ik weet niet hoe jullie er over denken, maar na meer dan 10% stijging in 2 weken blijft Hagie er netjes bijliggen. Echt goed! RT 3.83
3. [verwijderd] 2 juli 2007 17:10

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   Deze volumes liggen vandaag nog maar op 1/4 van die van vorige week, en de koers blijft toch redelijk in stand.
   
   Ik denk dat de herfinanciering nog niet is ingeprijsd, dus blijf nog even wachten op een (nieuwe ?) creditrating.
   
   Nogmaals, wie weet of en welke creditcrating ze nu hebben en van wie?
4. voda 2 juli 2007 17:21

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   Wat ouder stukje:
   Credit Analysis Tools Mature
   by Samuel Greengard
   
   Products and services built to strengthen credit decisions are becoming more sophisticated. Here's how companies are using them to best advantage.
   
   Making credit decisions that will affect thousands of your customers isn't a task for the faint of heart. So when Hagemeyer North America Inc., a distributor of electrical materials, safety products, and industrial products and services, began reevaluating its customer-credit policies a few years ago, executives realized that they couldn't afford to miss a beat. Their efforts uncovered room for some big improvements in credit processes. They found, for example, that "it would take upwards of three days to conduct credit and reference checks and get a customer set up," explains Joe Zinaich, Hagemeyer's vice president of credit and collections in Alpharetta, Ga. Worse, credit managers were always buried under piles of paperwork because they had to examine every credit application themselves. "We handled almost everything manually, and we had no precise tools for understanding a customer's credit risk," Zinaich adds.
   
   Instead of tinkering with minor aspects of its credit-management methods, Hagemeyer opted to revamp the entire process. The company implemented a software system that handles customers' credit applications and automates credit scoring based on preset criteria. The new system has simultaneously reduced labor costs by 60 percent and trimmed down the level of bad debt on the company's books.
   
   Hagemeyer is among a growing number of organizations that are focusing executive attention on the effectiveness of the credit-and-collections function. These days, the lackluster economy and rising interest rates are making business tough almost across the board. The financial ramifications of poor credit policies -- and of the time-consuming processes and customer dissatisfaction that often result from such policies -- create additional hurdles that companies would do well to avoid. For that reason, many organizations are feeling increasing pressure to tighten their management of customer credit and collections.
   
   Changing Needs
   "We are coming out of a five- to seven-year period where both consumers and businesses have had unprecedented access to credit," says David Santoro, global domain leader for the revenue assurance, credit and collections practice at Accenture in Philadelphia. "Credit terms and credit extension have been very loosely managed because the economy was down and interest rates were extremely low."
   
   But now the situation has to change, as more and more finance organizations are beginning to face a liquidity crisis. "They have extended enormous credit in the pursuit of new revenue, and many of the individuals and businesses they have granted loans to are at risk of delinquency and default," Santoro says. The problem is particularly severe among small businesses, he notes.
   
   Although leaders in the financial services industry -- banks, credit-card issuers, brokerage firms and other institutions -- have steadily migrated to more sophisticated credit analysis tools over the last decade, many other industries still conduct business as usual. Some of those rely on antiquated systems and subjective methods in the analysis of credit applications and the management of customer accounts. "They are using 'tried and true' methods that no longer work effectively," observes Lyle Wallis, vice president of research for the Credit Research Foundation, a Columbia, Md., organization that tracks trends in business-to-business receivables management.
   
   Factor in Sarbanes-Oxley and the escalation in investor fears about corporate fraud, and it becomes clear why CFOs are feeling the heat arising from credit and collections problems, points out Christine Pratt, a senior analyst with Needham, Mass.-based research and advisory firm TowerGroup.
   
   Extra Credit
   Finance executives at companies like Hagemeyer are finding solace in software that provides in-depth credit analysis and automates credit management. "The computer can analyze an entire portfolio of accounts -- in some cases tens of thousands -- in the time it takes a person to review a single account," Wallis explains. "Instead of constantly being in reactive mode, an organization can become more proactive and deal only with the problems."
   
   In 2002, Hagemeyer North America, which has annual sales of more than $1 billion, turned to software from Dedham, Mass.-based eCredit to smooth out the wrinkles in its credit and collections processes. The system develops credit scores for potential and current customers and sends alerts to credit managers if an account falls outside certain thresholds. "Instead of looking at every application and reviewing every account, they are able to examine only those that do not pass the preset criteria for credit limits and creditworthiness," explains Zinaich.
   
   The software has also enabled Hagemeyer to aggregate and consolidate data so that managers can better understand the organization's credit portfolio as a whole. In the past, different offices tracked information residing only in their own accounts. Because it lacked centralized reporting, the company regularly extended new credit to customers that were already at risk of default on debt they had incurred with a different Hagemeyer office. Now managers across the organization can view the company's exposure to any particular customer. In addition to minimizing corporate exposure to risky customers, this capability helps credit managers work with troubled customers to expedite payment.
   
   Where To Shop
   According to Santoro, there isn't a one-size-fits-all solution that can meet every organization's credit analysis needs. A good starting point for companies considering this type of software is to conduct an in-depth study of the parts of their process that might be responsible for revenue leakage -- that is, the activities which lead to poor credit decisions and which reduce the effectiveness of the credit-and-collections function. "It's not unusual," Santoro observes, "for an organization to know it has a problem because it sees days sales outstanding [DSO] starting to increase, but nobody knows the root cause. Without understanding the problem, there's no way to figure out an appropriate solution."
   
   Santoro notes that analyzing internal processes and evaluating software vendors typically takes three to five weeks. "The organization should be myopically focused on the low-hanging fruit," he says. In most cases, he adds, companies get into trouble because they extend credit to customers that never should have received it in the first place. "It's possible to make very quick changes in policy or acquisition strategies," he points out. After these changes are in effect, a company can adopt the tools it needs to streamline credit and collections.
   
   Corporate shoppers have dozens of credit analysis products to choose from. American Management Systems (recently purchased by CGI Group Inc.), Fair Isaac, I-many, D&B, Moody's, Experian, eCredit and Talgentra are just some of the major players that offer business-to-business or business-to-consumer solutions. In addition, many enterprise resource planning (ERP) packages now support credit and collections activities, though most of these suites were not originally configured to manage credit-related processes, Santoro says.
   
   The key to sele
5. voda 2 juli 2007 17:21

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   The key to selecting the right piece of software is ensuring that it will address credit and collections issues from the proper perspective. While some vendors specialize in business credit and collections, others are focused on consumer transactions. At the same time, some products are more useful for examining a small number of purchases, each worth a lot of revenue, while others are more adept at managing a high volume of low-dollar transactions.
   
   Over the past few years, credit-specific software has become easier to integrate with enterprise financial applications, accounts receivable and billing systems, reporting tools, and other software packages. These advancements help finance executives gain a holistic view of credit and collections. "Today, many companies are looking for products that can work within a single enterprise platform and provide an environment that allows future changes," observes Deepak Verma, CEO of eCredit.
   
   Banking on Success
   For companies which have nurtured a culture that places a premium on relationships, the plunge into the world of automated decisions via hard-and-fast credit scores can be terrifying. Managers may fear loss of control over their time-tested practices. In some organizations, these concerns can steer decision-makers away from today's sophisticated systems.
   
   At Columbus, Ohio-based The Huntington National Bank, a 110-year-old institution with $30 billion in assets and branches in five states, choosing to leap to a modern credit-and-collections application required a healthy dose of vision. The bank, which loans heavily to small businesses, started using scorecarding software in 1997. Five years later, it upgraded to a more sophisticated credit analysis system from Fair Isaac. This software has helped the bank more thoroughly understand its customers and their credit situation. It rates business customers on factors such as their personal bill payment history and the credit histories of other principals within their organization.
   
   The software's success has been impressive. Since it went live, Huntington National Bank has reduced its rolling 12-month charge-offs substantially. At the same time, it has seen loan levels grow by between 9 percent and 12 percent annually. "We do not use the scoring tool to make every decision, but it plays an integral part in the process," says Linda Henschen, senior vice president and manager of the bank's business loan center. "If someone has had a tax lien or a judgment and they're borderline for a loan, we will take the time to discuss the issues with them and make an informed decision."
   
   A basic consideration for all companies devising a credit analysis strategy is that their business practices must balance risk and market opportunities. Smaller lenders can often benefit from prebuilt models of specific markets that are developed around general industry experience, says Roger Ahern, vice president, global origination solutions, with Fair Isaac Corp. in San Diego. These industry models can cover everything from consumer risk to fraud loss, and they provide far more insight into potential customers' creditworthiness than does a traditional FICO score.
   
   Meanwhile, larger lenders may choose to work with credit analysis providers to build models specific to their portfolio, which take into account the full customer life cycle as well as the nuances of their business. These systems often rely on both industry and proprietary data. Not surprisingly, "these models provide the greatest level of predictive ability," according to Ahern.
   
   Birmingham, Ala.-based Compass Bank is another organization that has embraced credit scoring technology. The institution has more than $20 billion in assets and has branches in five states. It focuses on both commercial and retail lending. In 2003, Compass Bank's dealer financing division installed a software system from Experian to accelerate the credit decision timeline and to more effectively manage its loan portfolio.
   
   Typically, automobile dealers use the bank as a source of consumer loan financing. "Our ability to understand what is happening in our portfolio and apply proper collections strategies to help intercept problems at an early stage is critical to success," says Chuck Noel, risk manager for dealer financial services at Compass Bank. Distinguishing between customers who make a single late payment because they're on vacation, for example, and customers that have a long history of delinquent payments is essential. "We don't have to burden collections and irk otherwise responsible customers," Noel points out.
   
   Every day, the Experian-Scorex system provides the bank with a list of delinquent customers, along with the odds that any of those accounts will go further past due. During the first year it used the application, Compass Bank realized a 30 percent gain in efficiency by cutting costs and directing collections resources to the areas in which they were most needed. It also slashed delinquencies by more than 10 percent. "We have been able to migrate to a higher-quality portfolio," Noel says.
   
   Credit analysis systems can also provide other gains. At most companies, credit and collections managers tend to view customers as either good or bad, Santoro says. For those that fall into the latter category, "the thinking is: Let's get what we can out of this customer because they owe us," he notes. Consequently, "there is little regard for how the customer is treated."
   
   However, when a company uses the right software, managers can understand each customer's credit and collections life cycle. Then the organization can tap into customer relationship management techniques and open up revenue opportunities. "The focus changes from looking at DSO and bad debt reduction -- and treating customers poorly -- to understanding how to manage the relationship to increase sales," Santoro says. Using this method, one telecom firm that he worked with realized a $65 million sales spike.
   
   Wallis believes that companies will continue to adopt sophisticated scoring solutions in the years ahead. Not only do these products provide highly reliable information based on statistical data, but they also help the finance department focus resources more efficiently, and they provide productivity and cost gains. "For many organizations, it is a quantum leap forward," Wallis says.
   
   
6. voda 2 juli 2007 17:26

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   Stokoud:
   
   Moody's Int'l Annual Reports - N
   
   COMPANY NAME YEARS COUNTRY
   Hagemeyer N.V. 1994-95 NETHERLANDS
   
   Wie helpt even mee zoeken op Fairy's vraag?
7. voda 2 juli 2007 17:27

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   rt 3.82
8. voda 2 juli 2007 17:30

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   De cijfers worden goed ontvangen, kijk maar naar de DJI:
   
   UPDATE: US Factories See Best Gain Since April 2006 In June
   
   
   (Updates with quotes from ISM, analysts)
   
   
   
   By Michael S. Derby
   
   Of DOW JONES NEWSWIRES
   
   
   
   NEW YORK (Dow Jones)--U.S. factory operators saw their best monthly gain since the spring of 2006 last month, as price pressures continued to grow at a strong, albeit reduced, pace.
   
   Private research group the Institute for Supply Management reported Monday that its index of manufacturing activity moved to 56.0 in June, from May
   
   
9. [verwijderd] 2 juli 2007 17:32

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   quote:

   voda schreef:

   Stokoud:
   
   Moody's Int'l Annual Reports - N
   
   COMPANY NAME YEARS COUNTRY
   Hagemeyer N.V. 1994-95 NETHERLANDS
   
   Wie helpt even mee zoeken op Fairy's vraag?
   

   Hagemeyer herfinanciert senior kredietfaciliteit
   29-06-2007 17:49:21
   
   Amsterdam (BETTEN BEURSMEDIA NEWS) - Hagemeyer heeft zijn bestaande senior kredietfaciliteit geherfinancierd bij een consortium van banken bestaande uit ABN AMRO, ING Bank, Rabobank, Fortis en NIBC. Dat meldt de distributeur van onder meer veiligheidsmaskers en stopcontacten vrijdag nabeurs.
   
   De nieuwe zogenoemde gecommitteerde senior revolving kredietfaciliteit van EUR 545 miljoen vervangt de huidige gesecureerde revolving kredietfaciliteit van EUR 615 miljoen met een looptijd tot februari 2008.
   
   De nieuwe kredietfaciliteit heeft een looptijd tot juni 2012 en bevat volgens Hagemeyer marktconforme voorwaarden. De rentemarge op de leningen onder de faciliteit is afhankelijk van het niveau van de ratio Netto Senior Schuld/EBITDA van Hagemeyer.
   
   Naast de nieuwe kredietfaciliteit beoogt Hagemeyer voor eind 2007 een additionele financiering van EUR 200-250 miljoen te structureren.
   
   'Deze nieuwe faciliteit is mogelijk gemaakt door de vooruitgang die Hagemeyer gedurende de afgelopen jaren heeft gerealiseerd en helpt ons bij het verder reduceren van onze financieringskosten', zo stelt CFO Tjalling Tiemstra in een toelichting
   
   
10. [verwijderd] 2 juli 2007 17:32

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    RT 3,81 Morgen zal het beter gaan ;)
12. voda 2 juli 2007 17:34

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    We zijn er nog niet :-)
13. voda 2 juli 2007 17:35

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    Slot:
    
    Laatste 3,82 2.436 17:35:04
    Verschil -0,01 -0,2611 %
    Bied 3,81 259.532 17:35:04
    Laat 3,82 215.256 17:35:04
    Hoogste 3,83 09:02:32
    Laagste 3,79 10:39:02
    Cum. volume --- 4.593.758 17:35:04
    Indicatieve opening 3,82 17:34:58
    Open 3,81 09:00:03
    Vorig slot 3,83 29-06-2007
    Gemiddelde dagomzet --- 9.932.870
    
    Kijk weer 1 cent erbij!
14. [verwijderd] 2 juli 2007 17:35

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    slot 3,82
15. [verwijderd] 3 juli 2007 07:15

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    Wall Street begint goed aan derde kwartaal
    De effectenbeurzen in New York hebben maandag het begin van het derde kwartaal ingeluid met stevige winsten.De aandelenhandel op Wall Street kreeg steun van een beter dan verwacht cijfer over de verwerkende industrie in de Verenigde Staten en veel overnamenieuws. De oliefondsen konden profiteren van de hogere olieprijs.
    
    De Dow Jones-index van dertig toonaangevende fondsen eindigde de handel met een winst van 126,81 punten (1 procent) op 13.535,43 punten. De breder samengestelde S&P 500-index won 16,08 punten (1,1 procent) en steeg tot 1519,43 punten. De schermenbeurs Nasdaq sloot 29,07 punten ofwel 1,1 procent hoger op 2632,30 punten.
    
    De Amerikaanse verwerkende industrie heeft in juni een onverwacht sterke groei doorgemaakt. De index van het Institute of Supply Managers (ISM) is gestegen van 55 naar 56 punten, het hoogste niveau in veertien maanden. Analisten verwachtten in doorsnee dat de index gelijk zou blijven ten opzichte van de voorgaande maand.
    
    Een aantal Dow-fondsen kon profiteren van het meevallende macrocijfer. Zo steeg Caterpillar, ’s werelds grootste machinebouwer, 2,8 procent. United Technologies, moederbedrijf van onder meer liftenbouwer Otis, steeg 2,2 procent en Honeywell International, producent van thermostaten en vliegtuigcockpits, ging 1,4 procent vooruit.
    
    Het in New York genoteerde aandeel van het Canadese telecomconcern BCE steeg 4,4 procent. BCE, het grootste telecomconcern van Canada, komt voor $ 48,5 mrd (€ 35,6 mrd) inclusief schulden in handen van een consortium bestaande uit investeringsmaatschappijen en pensioenfondsen, zo werd zaterdag bekendgemaakt. Het is de grootste bedrijfsovername door investeerders ooit.
    
    Virgin Media sprong 17,6 procent omhoog in de Nasdaq. Het Britse kabelbedrijf bevestigde maandag dat het een overnamebod heeft ontvangen. Volgens bronnen rond de zaak gaat het om Carlyle Group. De durfkapitalist zou $ 10,8 mrd willen neerleggen voor Virgin Media.
    
    Carlyle maakte maandag bovendien bekend dat het de zorgverlener Manor Care wil overnemen voor $ 6,3 mrd inclusief schulden. Carlyle biedt de aandeelhouders $ 67 per aandeel in contanten. De overname wordt gesteund door het bestuur van Manor Care. De grootste beheerder van bejaardentehuizen en verzorgingscentra in de VS verloor echter 1,8 procent op $ 64,10 per aandeel. De prijs van een vat lichte Amerikaanse olie (van 159 liter) steeg maandag in New York boven de $ 71, de hoogste stand sinds augustus vorig jaar. De oliehandelaren maken zich zorgen over de Amerikaanse olievoorraden, de aanhoudende onrust in het olierijke Nigeria en de hernieuwde terreurdreiging.
    
    De oliefondsen stegen mee met de olieprijs. Het grootste olieconcern ter wereld, ExxonMobil, ging 1,1 procent omhoog en branchegenoot Chevron pakte ook 1,1 procent. ConocoPhillips steeg 2,1 procent.
    
    De euro noteerde een stand van $ 1,3625. Bij het slot van de handel in Europa was de euro $ 1,3630 waard.(anp)
    
    Copyright (c) 2007 Het Financieele Dagblad
    
    
16. [verwijderd] 9 juli 2007 22:33

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    vvv