FAR-REACHING COMPANY TRANSFORMATION PLAN AND INVESTMENTS FOR THE FUTURE
cumulated over the 2012-2015 period, fully expensed
2012 > 2013 > 2014 > 2015 >
3 point plan
› A major recruitment plan devoted to strengthening sales and marketing teams › An increase in R&D teams › Accelerated investment in marketing
The world is seeing a redistribution of positions in all geographical and industrial markets and changes in companies’ business models. To build its future, Lectra has undertaken vital reforms since 2009. At the end of 2011, it decided to accelerate its transformation by devoting the requisite financial and human resources to enable the company to fully realize its growth potential.
A long-term strategy
5 GROWTH ACCELERATORS
A willingness to accelerate growth
Emerging countries, together with the industrial revival in the United States and other developed countries
The automotive market, an industry currently experiencing far-reaching technological and geographical change
Leather, thanks to the revolutionary new ranges of automated cutters
PLM for fashion and apparel, collaborative solutions facilitating collection management
3D for fashion and apparel, which represents a new universal language
Among Lectra’s five growth accelerators, three priority areas will drive most of the company’s development in 2015-2016. Firstly China, where the emergence of the middle class is resulting in unprecedented growth on the domestic market, which is becoming increasingly upscale. Secondly, the automotive market, which will be boosted by the strong growth in emerging countries, as well as the rising demand for leather interiors and the increase in the number of airbags. Thirdly, the growing interest in Product Lifecycle Management (PLM) solutions for fashion and apparel.
Clear and ambitious financial goals
Percentage of annual fixed overhead costs covered by gross profit on recurring revenues
Revenue growth over the 2013-2016 period
Income from operations and net income to more than double in four years
The main goals of the 2013-2016 roadmap are founded on purely organic growth. They are based on deliberately cautious macroeconomic assumptions, together with a determination to maintain a tight grip on key operating ratios. Income from operations excluding non-recurring items would then be multiplied by nearly 4 in 2016 relative to 2007, the last pre-crisis year, and the operating margin excluding non-recurring items would rise by approximately 10 percentage points, at actual exchange rates.
Before non-recurring items. Exchange rates at February 1, 2013. Like-for-like change.