- GW Maniak a écrit:
- GW ( pas moi Kurgan...olala) parfois...nous fait plaisir...tout en s'en mettant pleins les poches (c'est certain)...et parfois...se fait plaisir...;
Et à mun humble avis...certains jeux ( je pense au SdA) n'ont peut être pas le succès voulu et pour combler les non-ventes, il faut prendre l'argent autre part...
GW ( toujours pas moi Kurgan :no: ) reste une société et vise le profit...faut se le dire.
Ben justement :
j'ai copié collé le texte que j'ai mis sur le forum de la confrérie du loup blanc, au sujet des résultats de Games Workshop... c'est pas brillant pour le moment...
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Déclaration de Kirby (le big patron de GW au sujet des résultats de notre Mère à tous, la belle Games Workshop)
CHAIRMAN'S PREAMBLE
To paraphrase Margaret Thatcher: 'The wisdom of hindsight, so useful to analysts and some shareholders, is sadly denied to practising businessmen.'
Or least it is when we take our decisions. Like everyone else I wonder about the decisions I took and the things I said over the last few months and years. One can lose a great deal of sleep that way, but it is, of course, a futile exercise unless one is an historian. The real question is: did I do what I did and say what I said in good faith, with serious intent and with appropriate cognisance of the needs of all our stakeholders?
Traduction/extraction de la substantifique moelle de la parbole: c'est facile de critiquer mais bon, merde quoi, j'ai fait ce que j'ai fait et dit ce que j'ai dit de bonne foi... j'ai merdé mais c'était pas voulu...
Now, this is a good question and the answer for every one alive, never mind the few of us leading public companies, had better be yes. It is for me.
'No plan survives contact with the enemy.' Who said that and why did he say it? It was Field Marshall von Moltke and he was not denying the value of a plan but reminding us that a plan is not enough. It has to be executed well and with due attention to what others are doing.
Traduction/extraction de la substantifique moelle de la parbole: j'ai été honnête dans ma connerie, j'ai fait des plans, mais les plans n'ont pas été exécutés de manière vraiment correcte...
So who was the enemy?
Pourquoi ca merde en ce moment ?Is the world turning in such a way that mankind no longer wants or needs hobbies? No. All the evidence I see, with growing prosperity and increasing leisure time, is an increase in hobbies. Perhaps it is just collecting, painting and wargaming with miniatures that is passé? The evidence again says no. Too many of our stores around the world and their neighbouring independent accounts are in good healthy growth for that to be true. Have computer games, and especially these new online role-playing games, finally bitten Games Workshop? We have lived in happy harmony with computer games for our entire business life, our customers play computer games (they also eat meals and watch movies) but not at the expense of their hobby. The recent extraordinarily popular MMORPGs1 would not, I think, have trimmed a little from us at the edges had they been in direct competition, they would have wiped us out. Are our overheads killing us? Well, yes, they could have, but they don't stop us selling things. Is it a change in society? No. Demographics? No. World recession? No, no, no. It was us.
Traduction/extraction de la substantifique moelle de la parbole : est ce que les gens en ont plein le cul du zhobby ? est ce qu'on s'est fait enc.... par les MMORPG ? est ce que les mentalités ont changé ? est ce qu'il y a moins de gniards ? non, on a merdé...
We grew fat and lazy on the back of easy success. We forgot about customer service and forgot that hard work2 is and always has been the route to success. We forgot that we are a company which pursues profit and likes paying surplus cash to its owners. What was not expected was that it would take two poor years and a management reorganisation to get the problems taken seriously. Somewhere along the line too many of us thought that selling, sweating and saving were someone else's job. Well they aren't. That's my job and the job of all of us here at Games Workshop.
Traduction/extraction de la substantifique moelle de la parbole : on s'est engraissée en se regardant le nombril, on a oublié le sens du service à la clientèle, et on a attendu deux ans avant de s'en rendre compte... tout le monde pensait qu'un autre allait s'en soucier et personne n'a rien fait... diantre alors...
I'm sorry we have not done as well as we should these last two years. I know our owners expect better from us in the future. I do as well.
Traduction/extraction de la substantifique moelle de la parbole : excuses à la con, les patrons m'en veulent, et j'en veux aux autres.. ha non, on attend plus de nous...
The management reorganisation I’ve mentioned is fleshed out later in this document. It is a real reorganisation that allows us to remove significant cost from the business and to re-focus energy on sales. I had hoped that the same would have been accomplished gently over time. Events instead demanded sudden and decisive change; there was an urgent need to do something now and we need to retain that sense of urgency into the future. As a consequence a lot of people have left the business, some of whom are old friends. It has been a sad process. Unfortunately it was also a necessary process and I am grateful for the decent, caring way it has been carried out.
Traduction/extraction de la substantifique moelle de la parbole : vu que moi je suis le patron, je reste, par contre on va sabrer dans les coûts des potes y sont passés, mais c'était eux ou moi (la démonstration c'est Evénementiel à la poubelle, les dwarfs locaux, au poteau, et les back office, au fond du précipice (source ex-membre du studio, classified information).
I am not happy that it has come to this. I am pleased, however, by the way it has been planned and executed. There is a steely determination in the business to put things right.
Traduction/extraction de la substantifique moelle de la parbole : ca me fait moyennement plaisit, mais c'est comme ca, faut redresser la barre
BUSINESS REVIEW
Summary of results
This has been a tough year for Games Workshop. However, as a result of the actions taken by management, the Group is now preparing itself for the future as a leaner and more responsive organisation, better equipped to face the growth challenges which lie before it.
Our sales performance over the year has been patchy and difficult to predict accurately:
a poor first quarter was followed by a more encouraging second quarter; our third quarter was soft, although we finished the year positively. This lack of consistency required us to make two trading statements during the year as small sales shortfalls created large percentile reductions in profits due to the high operational gearing of our business. Management's response to this has been twofold: firstly, a reinvigorated focus on growing sales, and secondly, a cost reduction programme to reduce the overhead base of the business.
Traduction/extraction de la substantifique moelle de la parbole : le résultat de ces nettoyages commencent à se faire sentir et on se prépare pour l'avenir, les prévisions de vente ont été difficile (ah ah ah...) le premier trimestre était naze, le second un peu plus bandant, le troisème sympa, sans plus... l'inconsistence dans les ventes aura pour conséquences de se focaliser sur les ventes et de réduire les couts
In terms of sales growth, while the overall portfolio shows flat sales for the year in constant currency, the evidence from our larger and more established sales businesses is encouraging. In the UK, which is our most mature sales business, we have seen sales growth for eight out of the last nine months of the financial year; the US sales business, which we expect to be a significant engine for future growth, has turned around its sales to independent retailers, which have also been in growth for eight out of the last nine months, and is now seeing sales growth in our own Games Workshop Hobby stores in its target cities; Australia and New Zealand, our second oldest sales business, has recorded growth in constant currency of 8% in the year. Our overall sales have been held back by our performance in Continental Europe – an area which was enjoying strong growth between 2001 and 2004. Management's response to the decline in sales since 2005 has led to changes in the management teams in all but one of our Continental European territories.
These changes are designed to allow better focus on sales delivery, and to avoid the distractions of back office and infrastructure matters.
Our confidence in growth remains: we have continued to open Games Workshop stores, adding a net eleven to the portfolio this year.
Our efforts to restore the profitability of the business need to focus both on sales and costs. Even though we have set specific and measurable financial targets for the immediate costs and benefits of the cost reduction programme, we see this as a long-term process to ensure that the business only incurs those costs which are necessary to service our customers properly.
In summary, we are confident that sales will return to growth in the future and we are continuing to invest in people and assets to secure that growth; but we are also removing unnecessary costs today and working at preventing their return.
Traduction/extraction de la substantifique moelle de la parbole : tout va bien dans le monde, sauf chez ces connards d'européens, on a donc sabré les back offices et les autres parasites on y croit tout de même et on continue d'ouvrir des magasins rouges, mais ca veut pas dire qu'on va arrêter de couper des têtes (voir ci dessous)
Cost reduction programme
In May this year, we announced the acceleration and intensification of our programme of cost reduction to reduce overheads in the business. There are three key areas of this programme:
• Closing loss making stores
• Rationalisation of the manufacturing and supply chain
• Simplification of the support infrastructure
We have identified 32 stores which are unprofitable due to either low sales or high rents, and which we see as irremedial. Seventeen of the stores identified for closure are in the Americas, and these are located outside our selected metropolitan areas. A further eight are in the UK, six in Continental Europe and one in Asia Pacific. By closing these stores, we are also removing a significant management distraction from our sales businesses.
Traduction/extraction de la substantifique moelle de la parbole: 32 boutiques rapportent que dalle, on sabre, 17 aux states, 8 en UK, 6 chez les continentaux (nous) et un en Asie, en les fermant, on espère s'enlever une épine du pied...
The rationalisation of elements of our manufacturing and supply chain includes the closure of the tool making facility at Wisbech, UK, which is being relocated to our main Nottingham site where a new tool room is being established. In addition, our Canadian warehouse is being closed and the existing dispatch facility in Memphis will pick up its workload. A further element of the programme is to rationalise inventory management. As automatic inventory replenishment is introduced to our UK stores, we will transfer the responsibility for managing these inventories to our logistics team which also manages our warehouse inventory. This will coincide with a review of the store product range. Inventories will be further reduced by introducing just-in-time manufacturing to our plastics production.
Traduction/extraction de la substantifique moelle de la parbole : fermeture de l'entrepot chez les cousins du Canada, et tranfert à Memphis, le reste c de la popote interne de réduction des couts par centralisation des centre de décision, les initiés en management apprécieront la manoeuvre, ànoter la tendance à produire moins de stock (flux tendu ? les marines à la commande ? comme chez Forge avec leurs plus grosses pièces ? )
A few years ago we established a divisional structure for the business, which was organised into four separate management units, each with its own support infrastructure. We are simplifying this structure back to one operating management team,
functions (White Dwarf magazine, marketing, IT) further to streamline the customer facing activities and remove unnecessary duplication of back office functions.
Traduction/extraction de la substantifique moelle de la parbole: on centralise...
Moi je dis :
Tout n'est pas rose dans le monde de la figurine... Rackham sous tutelle judiciaire, GW qui est mal... achetez du Warmachine moi je dis...
Jeu 20 Déc - 19:27 par Vinch
