company confidential psion teklogix employee communications meeting may 2006
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Company Confidential
Psion Teklogix
Employee Communications Meeting
May 2006
Company Confidential
Agenda
2006 Goals
Focus
Innovation Focus
Employee Survey Results
EMEA
Asia
Americas
Company Confidential
Our Ambition
Successful progress towards $0.5 billion revenues, growing market share
#3 in world overall but often #1 or #2 in country/market/product segment
Need better profits to achieve product roadmap and competitiveness
Which will secure our position in SCL and expand in GMM
Protect our differentiated business model - customer focus, direct sales in SCL, customization of product
Company Confidential
Current Status Of Our Business
Good growth but reducing profitability over past 9 months
Gross margins weak - ie the difference between our selling price and our cost of making products
Operating expenses – spending is on budget but we need tight controls to prevent further declines in profitability (hence the Headcount freeze and the request to limit travel and other discretionary spend)
Company Confidential
Revenue 100.0%
Cost of Sales 57.0%
Gross Margin 43.0%
Field Selling Costs 23.5%
R & D 7.5%
Admin 8.4%
Profit 3.6%
Cost of Sales includes: • Cost of materials for products• Manufacturing costs• Customer Service costs• Professional Services costs• Warranty costs• Freight & Duty
Gross Margin
Company Confidential
Actions To Improve Profits
Short term: cost management
Short term: improve business processes - planning and inventory management
Short term: combine engineering and operations to create one team focused on speeding up product lifecycles and measurably improving new product quality
Medium term: define new manufacturing strategy to seek lower manufacturing costs
Medium term: exploit our higher volumes to get lower product costs
Medium term: use our existing capabilities to customize products
Company Confidential
RoHS Update █ : EMEA █ : Americas/ Asia
2005 Q1 Q2 Q3 Q4
7535/30
7535/30 G2
WA MX
WA PRO
WA PRO G2
8525/30
8525/30 G2
8560/70
8560/70 G2
9500
9500 G2
9150
9160
9160 G2
NB
Non RoHS RoHS
NB
NB
Company Confidential
Patents – Innovation at Work!
◄ Our Patent Portfolio is Growing ►
New Filings RFID Device Management Portable Image Reader Insulated Smart Battery Pack
New US Grants A Row Decoding Scheme for Double Sampling in 3T Pixel
Arrays Host Interface For Imaging Arrays Imaging Device
Company Confidential
Company Confidential
Extra Mile Awards - Americas
Maja Gracanin
Charlie Smith
Bob Stahl
Barry Watkinson
Company Confidential
Contribution Awards
Martin ChristensenHe did an outstanding pioneering job in implementing TekSpeech for the following customers in Nordic: FAKTA, Schou Company, L'Oreal, Årstiderne and KESKO. KESKO was so satisfied with the pilot TekSpeech-SAP implemented in January that they placed an order for an additional 260 speech terminals (€800,000+) in March.
Subodh Kumar DasHe worked with the sales teams to help close new deals, specially JCB and Videocon. His efforts in a successful 9160 demo at Tata Motors were commendable – talking to support in Canada during the nights and working with the demo at the customer site during the days.
Company Confidential
Contribution Awards
Nick QuinnFor his efforts in the establishment, development and success of the EMEA Help Desk. He moved to Aix en Provence in September 05 to help build this team and to serve as a link between the HD and Engineering in Mississauga. He has done an excellent job meeting his immediate responsibilities as a Support Analyst and has added value by training and developing the new analysts serving at the EMEA HD.
Elvira ZakFor doing an outstanding job maintaining the year end finance and audit process and showing great calmness while facing it single-handedly.
Company Confidential
Bravo Team Awards
Benelux Technical Services Team – Benelux – For the commitment and effort they put into their job. Benelux had a good Q1 2006. The resources were limited for the job that had to be done but despite the workload the entire technical team kept their enthusiasm and accomplished a great job.
Competitive Teardown Team – U.S.A. –For their effort in the Yellow Roadway deal. This team did a comparison of our product against a competitive product. This analysis was then presented to the prospect and won us a 200 terminal pilot! This has now launched additional analysis for other competitive products with other deals.
*** Please see the “Source” for list of recipients ***
Company Confidential
Bravo Team Awards
Production RoHS Readiness Team – Mississauga – For volunteering to help do the move and set up for RoHS. They worked together to ensure a smooth transition to the shop floor. They manually moved, set up and washed down benches and because of their efforts production was up and ready to go on Monday morning.
TekRF Initiative Team – Mississauga - For their efforts in implementing TekRF - configuration and installation. Due to their hard work we have been able to implement Cycle Counting, Replenishing, Transferring, Receiving and In-bounding with little or no interruption to the daily business in our Ops group.
*** Please see the “Source” for list of recipients ***
Company Confidential
Long Term Service Award
Company Confidential
20 Years of Service
Steve Riley - Technical Consultant(United Kingdom)
Company Confidential
15 Years of Service
Don Adams - Sr. Channel Sales Manager(U.S.A.)
Peter Cormack - Production Tester
(Canada)
Jonas Mendiola - Technical Consultant, Ports(U.S.A.)
Shelley Swant - Receptionist/Office Services Group Leader(Canada)
Carla Thompson - Sr. Customer Support Coordinator(U.S.A.)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Employee Survey Results Presentation
Psion Teklogix
May 10, 2006
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Agenda
Introduction Survey Overview Employee Profile Job Satisfaction Detailed Analysis Areas to Focus Employee Engagement
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Talentmap’s Confidentiality
No data or reports will be provided unless there are at least SIX (6)
respondents.
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Executive Summary: Most Important Dimensions
Basic
Social
Actualization
Growth
Performance
Feedback
External:
Customer Focus
Information &
Communication
Compensation
Involvement
Engagement
Personal & Professional
Growth
Internal:
Quality Imp.
Work
Resources
Teamwork
Senior LeadershipManagement Organizational Vision
Basic
Social
Achievement
Actualization
Performance
Feedback
External:
Customer Focus
Information &
Communication
Compensation
Involvement
Engagement
Personal & Professional
Growth
Internal:
Quality Imp.
Work
Resources
Teamwork
Senior LeadershipManagement Organizational Vision
Psion Teklogix most important dimensions circled
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
22
Survey Overview
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Survey Overview
Your survey period: Jan. 11th – Feb. 2nd 2006 Benchmark analysis does not include your company
Response Rate
89%85%
79%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Psion Teklogix 2004
Psion Teklogix 2006
Benchmark
(% F
requ
ency
)
n = 968n = 847
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
24
Employee Profile
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Gender Profile Gender nMale 684Female 269
72%
28%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Male Female
(% F
requ
ency
)
Psion Teklogix 2004 73% 27%
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Age Profile Age nUnder 25 4525-34 28835-44 39445-54 18555+ 39
Psion Teklogix 2004 4% 33% 42% 16% 5%
5%
30%
41%
19%
4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Under 25 25-34 35-44 45-54 55+
(% F
requ
ency
)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Level of Education Profile Level of education nSome / high school graduate 135Some college / university 170Technical / college diploma 208University degree 324Graduate degree 124
14%18%
22%
34%
13%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Some / highschool graduate
Some college /university
Technical /college diploma
Universitydegree
Graduatedegree
(% F
requ
ency
)Psion Teklogix 2004
11% 17% 24% 36% 12%
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Length of Service Profile
Psion Teklogix 2004 17% 21% 23% 29% 10%
Length of service nLess than one year 181One - three years 224Three - five years 148Five - ten years 276Ten years (or greater) 132
19%23%
15%
29%
14%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Less than oneyear
One - threeyears
Three - fiveyears
Five - ten years Ten years (orgreater)
(% F
requ
ency
)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Level of Responsibility Profile
73%
22%
5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Individual contributor Manager Senior executive
(% F
requ
ency
)Psion Teklogix 2004
74% 21% 5%
Level of responsibility nIndividual contributor 703Manager 207Senior executive 49
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Functional Group Profile(Response rate by total survey respondents)
32%26%
21%
7% 5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
EMEA Americas Engineering Operations Finance &Admin.
(% F
requ
ency
)Psion Teklogix 2004
23% 12% 17% 9% 8%
Functional group nEMEA 308Americas 250Engineering 205Operations 63Finance & Admin. 47
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Functional Group Profile(Response rate by total survey respondents)
4% 2% 1% 1% 1%0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Asia Pacific Marketing HR Tech. Ed.& Contracts
Executives PLC
(% F
requ
ency
)Psion Teklogix 2004
n/a n/a n/a n/a n/a
Functional group nAsia Pacific 34Marketing 18HR Tech. Ed. & Contracts 14Executives 13PLC 8
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Functional Group Profile(Response rate by department)
100% 100% 100% 100% 100%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Finance &Admin.
HR Tech. Ed. &Contracts
Marketing Executives Engineering
(% F
requ
ency
)Psion Teklogix 2004
97% n/a n/a n/a 95%
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Functional Group Profile(Response rate by department)
Americas PLC Asia Pacific EMEA Operations
91%
73% 72% 71%
61%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
(% F
requ
ency
)Psion Teklogix 2004
93% n/a n/a 67% 80%
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
34
Job Satisfaction
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Overall Job Satisfaction Score
Psion Teklogix 2004
69
% unfavourable % favourable% neutral
% Favourable = Very satisfied + Satisfied
% Neutral = Neutral
% Unfavourable = Very dissatisfied + Dissatisfied
12
15
20
12
68
73
0% 20% 40% 60% 80% 100%
Psion Teklogix
Benchmark
(% Frequency)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Overall Psion Teklogix Satisfaction Score% unfavourable % favourable% neutral
Benchmark
73
68
Psion Teklogix 2004
69 12
13
20
21
68
66
0% 20% 40% 60% 80% 100%
Job satisfaction
Psion Teklogixsatisfaction
(% Frequency)
n/a
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Overall Job Satisfaction Score By Length of Service
% unfavourable % favourable% neutralBenchmark
82
73
64
67
72
Psion Teklogix 2004
78
71
70
63
68
4
15
11
13
17
14
17
22
24
17
81
67
66
62
65
0% 20% 40% 60% 80% 100%
Less than one year
One - three years
Three - five years
Five - ten years
Ten years (orgreater)
(% Frequency)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Overall Job Satisfaction Score By Functional Group
% unfavourable % favourable% neutral
10
13
8
15
9
14
33
22
18
25
19
16
23
17
25
21
6
17
26
50
71
71
69
68
66
64
61
60
56
25
0% 20% 40% 60% 80% 100%
EMEA
Americas
Executives
Finance & Admin.
Engineering
HR Tech. Ed. & Contracts
Marketing
Operations
Asia Pacific
PLC
(% Frequency)
Psion Teklogix
2004
71
76
n/a
80
60
80
n/a
63
71
71
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
39
Detailed Analysis
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Key Areas of Focus 2004 - 2006
MOST IMPORTANT AREAS:
Survey Topic 2006
Basic Needs Personal and Professional Growth
(2004 – Personal Growth & Work Environment)
Social Needs Teamwork
Achievement Needs Quality Improvement
Growth Needs* Immediate Management
(2004 – Vision & Purpose)
*Represents a fundamental component of employee engagement
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Satisfaction ScoresBy Main Survey Attributes
% unfavourable % favourable% neutralBenchmark
7377667062596059635261555022
211821
1318
1513151617
1212
2523
2419
2621
2223201915
1520
53565860616163636465
6874
68
0% 20% 40% 60% 80% 100%
Info. and comm.Pers. and prof. growth
Performance feedbackCompensation
Organizational visionTeamwork
Customer focusSenior leadership
Quality improvementImmediate management
Work resourcesInvolvement
Overall satisfaction
(% Frequency)
Psion Teklogix
200469n/a6663n/an/an/an/a68626556n/a
Bolded attributes were selected by respondents as most important
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
42
Areas to Focus
Personal and Professional Growth
Teamwork
Quality Improvement
Immediate Management
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Personal and Professional Growth
Agreement
Imp
orta
nce
high
low
highlow
Career aspirations
Enough training
Opportunity to learn
Opportunity to do what I do best
Major Opportunities Major Strengths
Minor Opportunities Minor Strengths
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Personal and Professional GrowthAgreement Scores
% unfavourable % favourable% neutral
Benchmark
55
61
61
52
45
Psion Teklogix 2004
56
n/a
53
41
40
21
13
19
31
19
23
20
19
29
27
56
67
63
41
54
0% 20% 40% 60% 80% 100%
Overall personal &professional growth
Opportunity to dowhat I do best
Opportunities to learn
Enough training
Career aspirations
(% Frequency)
Strength
Opportunity
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
How could personal and professional growth opportunities be improved?
1231 defined points
692 respondents commented on this section
100%
24%19% 18% 18%
10% 8%3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
Improvedtraining
Personaldev.
plans
Moreadv.opps.
Moreopps.
for growth
More timeand money
Satisfied Other
(% F
requ
ency
)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
692 respondents commented on this section
Improved training
*More 9 - 5 training - very difficult to attend after hours training after putting in a full day at Psion Teklogix
*Better training would be extremely helpful, we all learn differently
Personal development
plans
*No personal development plans
*It is also important to offer better vision of career path and promotion for experienced employees
How could personal and professional growth opportunities be improved?
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Teamwork
Agreement
Imp
orta
nce
highlow
Major Opportunities Major Strengths
Minor Opportunities Minor Strengths
Strong feeling of team spirit
Share information
Co-operation is encouraged
Part of a team
high
low
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
TeamworkAgreement Scores
% unfavourable % favourable% neutral
Benchmark
59
64
67
57
48
Psion Teklogix 2004
n/a
70
n/a
n/a
n/a
18
16
15
20
21
21
15
20
23
24
61
69
65
57
55
0% 20% 40% 60% 80% 100%
Overall teamwork
Part of a team
Co-operation isencouraged
Share information
Strong feeling ofteam spirit
(% Frequency)
Strength
Opportunity
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
How could teamwork be improved?1198 defined points
669 respondents commented on this section
27%
19% 16% 16%10% 8%
4%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Improvecomm.
Demo.of teamwork
from leadership
More teambuilding
More collab. Satisfied More social / informal
Other
(% F
requ
ency
)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
669 respondents commented on this section
Improve communication
*Better communication between my manager on what projects are lined up for me
*Open communication to various project teams
Demonstration of teamwork
from leadership
*Psion Teklogix should keep asking and involving employees in decisions, etc.
*Manager should request employee opinions more frequently
How could teamwork be improved?
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Quality Improvement
Agreement
Imp
orta
nce
high
low
highlow
Major Opportunities Major Strengths
Learning is an important obj.
Adopt new ways to work
Committed to high quality work
Failure is viewed as an opp.
Minor Opportunities Minor Strengths
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Quality Improvement Agreement Scores
% unfavourable % favourable% neutral
Benchmark
62
48
82
55
64
Psion Teklogix 2004
n/a
n/a
n/a
n/a
n/a
15
19
8
21
12
20
21
14
30
16
64
59
77
49
72
0% 20% 40% 60% 80% 100%
Overall qualityimprovement
Failure is viewed asan opp.
Committed to highquality work
Adopt new ways towork
Learning is animportant obj.
(% Frequency)
Strength
Opportunity
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
How could overall quality of output be improved?
997 defined points
622 respondents commented on this section
24%21% 20% 20%
10%5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
More training
Clear direction
Better
comm.
More
commitment
Satisfied Other
(% F
requ
ency
)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
622 respondents commented on this section
More training *Better training of products
*More training in development rather than pigeon hole people into certain tasks and refuse to let them explore more responsibility
Clear direction *More commitment and clear direction from our senior (vp) managers
*While I appreciate each individual adopting their own way of working within their departments, there still needs to be specific guidelines on how we need to work
How could overall quality of output be improved?
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Immediate Management
Agreement
Imp
orta
nce
high
low
low
Major Opportunities Major Strengths
high
Minor Opportunities Minor Strengths
Cares about me
Gives me constructive feedback
Acts consistently
Sets clear and measurable goals
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Immediate Management Agreement Scores
% unfavourable % favourable% neutral
Benchmark
70
65
69
66
79
Psion Teklogix 2004
63
n/a
n/a
56
n/a
16
19
18
17
12
19
21
17
22
15
65
60
65
60
73
0% 20% 40% 60% 80% 100%
Overall immediatemanagement
Sets clear andmeasurable goals
Acts consistently
Gives me constructivefeedback
Cares about me
(% Frequency)
Strength
Opportunity
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
How could your immediate manager improve?1060 defined points
633 respondents commented on this section
25%19% 17%
14% 13%8%
3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Satisfied Better
comm.Clear
directionFair
treatment
More
supportive
More
approach.
Other
(% F
requ
ency
)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
633 respondents commented on this section
Satisfied *My manager is great! I am pleased with having him as a manager
*I’m quite happy with the relationship and performance of my manager
Better communication
*Clearer instructions, we are supposed to read his mind
*Communicate more in multi ways
How could your immediate manager improve?
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
59
Employee Engagement
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
EngagementAgreement Scores
% unfavourable % favourable% neutralBenchmark
71
82
73
75
67
71
68
64
Psion Teklogix2004n/a
71
73
n/a
*86
n/a
n/a
56
*Based on yes/no response scale
34
9
10
7
6
8
2
11
17
22
17
19
16
12
13
16
49
69
73
74
79
80
85
73
0% 20% 40% 60% 80% 100%
Manager has talked about my progress
This org. inspires me
Job provides me with sense of accomplish.
Recommend this org.
Optimistic about future
Work is challenging
Proud to work for this org.
Overall engagement
(% Frequency)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
EngagementAgreement Scores by Functional Groups
% unfavourable % favourable% neutral
11
13
13
7
11
11
10
12
11
2
48
23
19
23
17
15
16
14
14
14
40
64
69
69
72
74
74
74
75
84
0% 20% 40% 60% 80% 100%
PLC
HR Tech Ed & Contracts
Engineering
Asia Pacific
Finance & Admin.
EMEA
Operations
Marketing
Americas
Executives
(% Frequency)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Effectiveness of Immediate ManagerAgreement Scores
% unfavourable % favourable% neutral
Psion Teklogix2004
63 16
14
19
16
65
70
0% 20% 40% 60% 80% 100%
Psion Teklogix
Benchmark
(% Frequency)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Effectiveness of Immediate ManagerAgreement Scores by Functional Groups
% unfavourable % favourable% neutral
-
10
12
6
13
20
16
16
17
26
20
10
16
24
18
16
21
23
22
14
80
80
72
70
69
64
63
61
61
60
0% 20% 40% 60% 80% 100%
Executives
Marketing
Finance & Admin.
PLC
Americas
EMEA
HR Tech Ed & Contracts
Engineering
Operations
Asia Pacific
(% Frequency)
Psion Teklogix
2004
n/a
n/a
54
76
73
65
54
59
56
65
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Are you looking for or thinking of accepting a job with another employer?
Benchmark Psion Teklogix
20%
80%
27%
73%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No
(% F
requ
ency
)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Are you looking for or thinking of accepting a job with another employer?Yes by Functional Group
28%25%
19% 18% 18%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Engineering PLC Operations EMEA Asia Pacific
(% F
requ
ency
)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Are you looking for or thinking of accepting a job with another employer? Yes by Functional Group
18% 17% 15%8% 7%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Americas Marketing Finance &
Admin.
Executives HR Tech.Ed. &
Contracts
(% F
requ
ency
)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Do you think your opinions count, based on what you have seen?
70%
30%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Yes No
(% F
requ
ency
)
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
If not, how can Psion Teklogix better demonstrate that your opinions do count?
386 defined points
198 respondents commented on this section
(% F
requ
ency
)
28% 26% 24%
12%
5% 3%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
More
accountability
More follow
through
More
comm.
Departmental
action plan
Other Satisfied
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
198 respondents commented on this section
More accountability
*We need more accountability and ownership in this organization
*I would like to see evidence of improved communication and accountability
More follow through
*More follow through from manager on a departmental level
*Follow through on major recommendations / opinions
If not, how can Psion Teklogix better demonstrate that your opinions do count?
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
“How likely are you to accept a position with another employer in the next 12 months?” is cross-tabbed with “Overall level of satisfaction with your current job”
to determine levels of commitment.
How likely are you to accept a position with another employer in the next 12 months?
Please rate your overall
level of satisfaction
with your current job.
Employee Commitment
Very unlikely Unlikely Neither Likely Very likely
Very dissatisfied
Dissatisfied
Neutral
Satisfied
Very satisfied
0.5 0.2 0.4 0.4 1.3
0.6 0.7 3.6 3.1 1.6
1.2 3.4 10.1 3.9 1.2
12.3 17.6 16.9 4.1 0.6
10.5 4.3 1.0 0.2 0.2
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Employee Commitment
Psion Teklogix 2006 Commitment Index = 45%
Your 2004 Commitment Index = 34%
Commitment Index = Very committed + Committed
Very at risk6%
At risk19%
Satisfied but would leave
23%Dissatisfied
but would stay7%
Committed
35%
Very committed10%
Very at risk8%
At risk16%
Satisfied but would leave
35%
Dissatisfied but would stay
7%
Committed28%
Very committed
6%
2004 Benchmark Commitment Index = 39%
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
Employee Commitment
Benchmark Commitment Index = 44%
Commitment Index = Very Committed + Committed
Psion Teklogix 2006 Commitment Index = 45%
Satisfied but
Very at risk7% At risk
12%
would leaveDissatisfied but would
stay6%
14%
Committed
30%
Very at risk7% At risk
12%
would leave
30%
Dissatisfied but would
stay6%
Very committed
14%
30%
Very at risk6%
At risk19%
Satisfied but would leave
23%Dissatisfied
but would stay7%
10%
Very at risk6%
At risk19%
Satisfied but would leave
23%Dissatisfied
but would stay7%
Committed
35%
Very committed10%
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
If you could deliver one message to your executive team, what would it be?
1144 defined points
669 respondents commented on this section
17% 16% 15% 15% 14% 13%9%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Bettercomm.
Clearconsistent
vision
Improvelead.
Betterstrategies
Companydirection
Right direction
Other
(% F
requ
ency
)
Kudos 19%Better strategies 16%More communication 13%Compensation 11%Improve leadership 10%Employee recognition / respect 10%Training and development 5%
2006 comments self-coded,2004 comments coded by Talentmap
2004 comments
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
669 respondents commented on this section
Better communication
*Better communication of plans down the ranks
*Improve communication internally, make sure vital info. does not get stranded somewhere along the chain
Clear consistent
vision
*Clear and consistent vision and better strategies
*Great job but provide a clear long term plan
If you could deliver one message to your executive team, what would it be?
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
What do you see as the single biggest obstacle to revenue and profit growth at Psion Teklogix?
444 defined points
389 respondents commented on this section
Staffing issues
32%
14% 13%7% 6% 6%
39%
12%21%
7% 5% 5%
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Products Strategies Competition Comm. Management
(% F
requ
ency
)
Psion Teklogix 04 Psion Teklogix 06
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
389 respondents commented on this section
Products *Insufficient product development investment
*Lack of specialized or highly configurable products / services to pursue a wider variety of opportunities
Staffing issues *Trying to achieve too much with too few people
*Talented people leaving the company as a result of competitive salaries elsewhere
What do you see as the single biggest obstacle to revenue and profit growth at Psion Teklogix?
talentmapwww.talentmap.com
Psion Teklogix - Talentmap survey: Jan 11 - Feb 2, 2006
77
Questions?
Company Confidential
EMEAEMEA
Jacky Lecuivre, Senior Vice PresidentJacky Lecuivre, Senior Vice PresidentMay 2006May 2006
Company Confidential
EMEA performance in Q1 06EMEA performance in Q1 06
Q1 06 Q1 06
Actual vs BudgetActual vs BudgetQ1 06 vs Q1 05Q1 06 vs Q1 05
RevenueRevenue +5%+5% +21%+21%
DOIDOI +1%+1% -13%-13%
With these numbers, EMEA has currently delivered With these numbers, EMEA has currently delivered
• 59 % of the Worldwide Q1 revenue59 % of the Worldwide Q1 revenue
• 67 % of the Worldwide Q1 DOI 67 % of the Worldwide Q1 DOI of our Company.of our Company.
To compare apple to apple, all of the ratios are taking into account the revenue and DOI we have delivered in Euros.
Company Confidential
EMEA revenue in April 06 EMEA revenue in April 06
April 06 April 06
Actual vs BudgetActual vs Budget
April 06 vs April 06 vs
April 05April 05
RevenueRevenue -5%-5% -11%-11%
To compare apple to apple, the ratios are taking into account the revenue we have delivered in Euros.
Unfortunately and regarding what we currently have in our Unfortunately and regarding what we currently have in our
backlog, we should have been significantly over budget and over backlog, we should have been significantly over budget and over
last year if many orders excepted to revenue April had not slipped last year if many orders excepted to revenue April had not slipped
to May (2.5 M€!). to May (2.5 M€!).
Company Confidential
Our best growth contributors Our best growth contributors by Country – to Q1 2006by Country – to Q1 2006
CountryCountry % of Budget% of Budget % of last Year% of last Year
Benelux 114% 148%
France 118% 113%
MNEA 104% 399%
Nordic 106% 146%
South Africa 263% 300%
Switzerland 141% 153%
Company Confidential
EMEA Revenue and DOI breakdowns per country
RevenueRevenue
RSA 8%Dubai 2
%
UK 12%
MEAN 4%Ita
ly 6%
Swiss 1%
Benelux 8%
Spain 4%
France 36%
Nordic 6%
Germany 12%
;
RSA 15%
UK 9%
Benelux 9%Swiss 1%Italy 3%
MEAN 5%
Spain 2%
France 40%
Nordic 6%
Germany 10%
DOIDOI
Company Confidential
We are still the bests in Ports:We are still the bests in Ports:
SAPOSAPO: US$ 1 000K: 8525, 7530 Narrow Band
YTD Revenue generation: our major SCL winsSCL wins
Mediterranean Shipping CompanyMediterranean Shipping Company: Valencia in Spain: US$ 520K: 8525, 7530, 9160 Antwerp in Belgium: US$ 270K: same configuration
Against LXE
PSAPSA : Antwerp in Belgium: US$ 280K: 8255 & 7530
Port of Dakar & DPA Nigeria Port of Dakar & DPA Nigeria : : US$ 340K: 7030, 7530 Narrow Band
Kenyan PortsKenyan Ports : US$ 360K: 8525, 7535 Narrow Band
ICTSI MadagascarICTSI Madagascar: US$ 100K: 7530 Narrow Band
Company Confidential
DecathlonDecathlon: US$ 430K: more than 700x7535 deployed in their DC’s in France, China, Russia, Poland, Italy & Spain. Next target: thousands of WAP to be rolled out in their stores.
PSAPSA: US$ 360K: 8525 against LXE.
DachserDachser: US$ 250K: 7535 & 9150
YPO (Yorkshire Purchasing OrganizationYPO (Yorkshire Purchasing Organization): US$ 360K: 7535 against LXE
HeinzHeinz: US$ 360K: 7535, 8525 + MIS
London Metropolitan PoliceLondon Metropolitan Police: US$ 300K: 7535 + MIS
SonySony: US$ 180K: 7535 against Symbol
BorealisBorealis: US$ 300K: 8530 + RFID
Egyptian MilitaryEgyptian Military: US$ 180K: 7530 Narrow Band
AdidasAdidas: US$ 420K: 7535: Fruitful collaboration between Benelux and China
YTD Revenue generation: our major SCL winsSCL wins
Company Confidential
ONFONF: US$ 420K: WAP Mx, data collection in French forests.
Cargo LineCargo Line: US$ 520K: WAPS + GSM, Transportation application.
Interspe / HarmannInterspe / Harmann: US$ 450K: WAPS + GSM, Logistics & Transport.
German Police:German Police: US$ 300K: WAP C, Ticketing application.
Comptoir LaitierComptoir Laitier: US$ 200K: WAP C, Van sales.
Standard BankStandard Bank: US$ 200K: WAP + RFID, Unique solution to banks.
Ufone PakistanUfone Pakistan: US$ 350K: WAP. Field service
YTD Revenue generation: our major GMM winsGMM wins
Company Confidential
SNCFSNCF: We have already delivered more than 3 500 WAPS with Accelio configuration: more than US$5000K revenue.
SNCF MarCom department is massively advertising around the project. They have issued some posters and designed some Accelio WAP cut outs which are placed in their train stations and the star is clearly our magic WORKABOUT PRO !!!
YTD Revenue generation: our major GMM winsGMM wins
Company Confidential
Christian SalvesenChristian Salvesen: US$ 300K: T2X, TekSpeech, 3PL for Metro.
PanaviPanavi: US$ 550K: T2X, TekSpeech, happy SCL customer.
ToyotaToyota: US$ 400K: Talkman T5, roll out of our successful 2005 pilot.
Kesko:Kesko: US$ 1000K: 260 T2X, TekSpeech connected to SAP.
L’oréalL’oréal: US$ 150K: 20 T2X + Scanners, Van sales.
WürthWürth: US$ 150K: T2X, TekSpeech, Pilot for their picking control center, very big potential
Norauto: Norauto: US$ 200K: T2X connected to Manhattan direct.
YTD Revenue generation: our major Voice Picking winsVoice Picking wins
Company Confidential
Rest of the year revenue generation: the “special”projects we have in our funnel
DHL EMA (Emerging Markets)DHL EMA (Emerging Markets): After losing the projects for DHL USA & Europe, we have tried to understand how to recover on this major account.
During my last trip in Dublin, I have got a flash… In the last few months, I have drunk some good Guiness and… we have won DHL EMA for + 3 000 WAP GSM/GPRS and Imager for + US$ 4000K+ US$ 4000K.
+ 1000 units will have to be delivered before end of June.
Company Confidential
Rest of the year revenue generation: the “special”projects we have in our funnel
SAPO (Saudi Arabia Post Office)SAPO (Saudi Arabia Post Office): We have finalized the contract for the delivery of 1.4 Million RFID UHF Tags and 500 RFID WAP.
The amount of the contract is US$ 2700KUS$ 2700K and we are expecting the first P.O. to arrive in the next few weeks.
Application: A RFID tag will be placed on each and every mail box in the Kingdom of Saudi Arabia and the Saudi postmen will have a WAP to read the relevant information.
This contract only covers 1 of the 8 regions concerned by the global project.
Company Confidential
FedexFedex: US$ 420K: 7535.
Ingram MicroIngram Micro: US$ 850K: 7535 & Talkman T5. Symbol replacement
VolkswagenVolkswagen: US$ 600K: 8530
Argos:Argos: US$ 430K: 7535 roll out.
Intellident for HondaIntellident for Honda: US$ 500K: 7535 UHF RFID
Coop Ceramiche Imola : Coop Ceramiche Imola : US$ 360K: 7535. Strong competition with Symbol.
Salalah Port: Salalah Port: US$ 700K: 8525 + VoIP.
Rest of the year revenue generation: the big SCL projects we have in our funnelthe big SCL projects we have in our funnel
Company Confidential
ISTAISTA: + US$ 2000K: WAP C. Strong competition with Unitech.
TISTIS: + US$ 1200K: WAPS & WAPC - 2 big projects to replace WAMX.
TobaccolandTobaccoland: US$ 500K: WAPC GSM.
Royal Mail:Royal Mail: + US$ 2500K: WAP. Imminent competitive decision.
TescoTesco: US$ 600K: WAP. Competing against Symbol, Intermec and HHP.
Swiss Post : Swiss Post : + US$ 15000K: WAP.Smart card reader and printer for delivery. We compete with everybody…
Correos: Correos: US$ 1300K: WAPS + WiFi + Imager.
KamstrupKamstrup: US$ 1500K. 1000 WAP. Special end cap.
Budapest ElectricityBudapest Electricity: US$ 350K. WAP. Meter reading.
Polish ForestsPolish Forests: Up to US$ 3500K. WAP. Struggling with internal politics.
SNCF: Another US$ 1200K to invoice on Accelio in 06.
Rest of the year revenue generation: the big GMM projects we have in our funnelthe big GMM projects we have in our funnel
Company Confidential
DIORDIOR: US$ 240K: T2X, TekSpeech.
Kühne & NagelKühne & Nagel: US$ 420K: Talkman T5, TekSpeech.
EismannEismann: US$ 600K: Talkman T5, TekSpeech.
Direct Wines:Direct Wines: US$ 600K: 7535, 8525, Talkman T5, TekSpeech.
Capper / SPARCapper / SPAR: US$ 300K: Talkman T5, TekSpeech.
Manor : Manor : US$ 300K: T2X, TekSpeech
Brendolan: Brendolan: US$ 200K: T2X, TekSpeech.
Scania PartsScania Parts: US$ 180K. T2X, TekSpeech
TDGTDG: US$ 200K. Talkman T5
DFDS TransportDFDS Transport: US$ 600K. WAP Voice.
Rest of the year revenue generation: the big Voice Picking projects we have in our the big Voice Picking projects we have in our
funnelfunnel
Company Confidential
EMEA Mobile Solutions groupEMEA Mobile Solutions group: Thanks to its creativity and talent, Rob Vandervecht’s group has developed outstanding solutions around our WAP and “small” Companies are courting us more and more frequently like:
Really pushing us for active collaboration on RFID and secure ID applications.
They are financing the development of our secure ID WAP portfolio (e-passports & any secure ID documents). Integration of RFID, biometrics, Imager, MRZ readers will give us a unique product for this promising new market.
Euro – USD Fx: Euro – USD Fx: The Fed Bank and European Central Bank have understood that our EMEA numbers were badly affected by the Q1 Euro / USD Fx and have decided to come back to a much better 1.27 Fx rate.
Some other good news for the rest of 2006
1 = 1.271 = 1.27
Company Confidential
My recommendation for the next few months …
Let’s be as PUNCHY as possible!!!
SEXY will be for the 2nd Half…
Company Confidential
Asia
Company Confidential
Asia Pacific
Japan39%
China30%
PacRim8%
Australia13%
South Korea2%
India8%
2006 – Q1 Revenues by Countries
Company Confidential
Asia Pacific
2006 Performance by Countries
Country vs. Budget vs. Last Year
Pacific Rim 131% 58%Australia 82% 96%Korea 50% -India 148% 155%Japan 100% 1000%China 51% 65%
Asia 73% 120%
DOI 0% -
Company Confidential
Asia Pacific – 2006 Q1 Performance
• Asia Performance in Q1 was unsatisfactory at breakeven hampered by product delays and deliveries of low margin products (NetBooks to Japan)
• Restructured our Asia Operations by flattening Management.
• Eliminated management positions in Singapore.• Continued our decentralizing of Asia Operations by moving
people in the geographies they cover.• Finalized our presence in Australia/New Zealand by moving
Vani Saradhi to Sydney.• Created a Solution Engineering Group in Singapore• Expanded our RFID penetration in Korea
Company Confidential
Asia Pacific – 2006 Q1 Activity
• 600 WAP with HF RFID sold to Omron in Japan with another 1000 on order for other customers.
• More than 300 WAP shipped to China.• Bidding a 5,000 WAP retail customer in Australia• Completed a 2,500 WAP bid for an Asia Police Force with the first 30
pilot units ordered• Completing a 500+ WAP order for a transportation company in
Australia• Bidding a 1,000 WAP order in New Zealand with a courier Service• First Evergreen Port shipped in Taiwan• Closed orders for Renault, GM Daewoo, ID Logistics, GE Fanuc,
Flextronics, all in cooperation with US and EMEA.• Strengthened our #1 position in the Automotive Vertical in India with
additional orders from TATA motors• First TekConsole installation in China at SuNing, the largest white good
manufacturer in China
Company Confidential
Asia Pacific – 2006 Q2 Goals
• Bring working capital to target levels by aggressively
collecting cash owing• Limit spending to sales generation• Postpone any capital expenditures• Analyze margin on every opportunities• Recover Q1 missing DOI• Postpone all Hiring
Americas
• Americas Progress
• Our Secret Weapon
• 2006-2008 Way Forward
General Motors (Service and Parts Distribution)
• GM Service & Parts Operation. It is for six sites this year, with three more likely over• the next two years. This is the Mr. Goodwrench division of GM. This is where all• aftermarket parts are sold to dealerships across North America.
• Deal/Size: a potential 2.25 million this year. We are selling 7535s and 8530s. In addition, we have been hired by EDS to perform installation and project management services.
• The first order, that is already been received was for 3 sites totally 980K. This will be delivered this quarter. The next three sites will be done during the 3rd quarter and will total another 980K. If GM has enough money at the end of the year, they will add a seventh site this year, bringing the total deal to 2.25M this year. The remaining sites when completed over the next two to three years will bring the total deal to roughly 4 million, this is on top of the 3.5M the deal has been worth for the last 5 years.
• Solution: WMS system that GM has been rolling out to their Parts Distribution Centers across North America. GM S&PO has gone to a template concept in which all PDCs look exactly alike. Our solution beat out Symbol during the initial competition. We won because of support and product functionality and our willingness to enhance our products to meet GM's needs.
7535
8530
Goodyear
7535 RFID Reader
Goodyear manufactures automobile and truck tires. Goodyear is using
the Psion Teklogix 7535 with RD7950 UHF RFID Reader along with a
software application from CTI, Akron, OH, to track and manage its tires
at all three NASCAR top series in 2006, including the Nextel Cup
Series, Busch Series and Craftsman Truck Series.
Solutions/Products: (20) 7535 & RD7950
Deal Size: $110K
• With 43 cars at each Nextel Cup race and each car using about 10 sets of tires per race, the task of tracking all of the tires can be challenging and time consuming. Goodyear's goal is to optimize how it tracks the nearly 2,000 tires from manufacturing through distribution to the teams, and then to the final disposition of the tires after each race.
• The decision to fully deploy the Psion Teklogix RFID solution at all 2006 races follows Goodyear's successful testing session at the Homestead-Miami Speedway during the 2005 season finale of the Craftsman Truck Series, when Goodyear tires equipped with RFID were raced for the first time.
Pason Systems Inc. / Aurora Barcode
• Pason Systems Inc. is an industrial technology company providing design, manufacturing and rental of specialized drilling instrumentation systems for use on land-based drilling rigs. Pason's products and Services include data acquisition, well site reporting software, remote communications and Internet Information management tools.
• Problem: Pason Systems Inc. employs 255 field technicians which are contracted to various oil companies to service equipment at their remote land-based drilling rigs. These technicians were using rugged laptops to record the movement of equipment between the drilling rig, the truck, the warehouse, the service centre, etc. They needed a rugged, more portable device that could be used to scan the linear barcode labels on the equipment, and sync up to their laptop for upload to their hosted web service – where oil companies log into for status updates.
• Solution/ Products: 255 WORKABOUT PRO S devices with linear imagers will be installed into Powered Vehicle Cradles on 255 service trucks in Canada. The field service technician will scan the barcodes on any equipment he removes or installs from the land-based drilling rig. At any point the equipment is put onto a truck, or delivered to a warehouse, service location or courier, this is captured on the WORKABOUT PRO .
• Deal size: 255 WORKABOUT PRO S with vehicle docking stations – field technicians. 20 WORKABOUT PRO S for warehouse. Total net: $361,495 US.
WORKABOUT PRO S
MBM
• MBM is the largest privately held Restaurant Food Supplier in the country. There• customers range between Chick-fila, Red Lobster, Oliver Garden and Lone Star. They• Revenues are between 6 to 7 billion dollars and have distribution center located through• the US. Currently Teklogix core products are installed within 30 of there facilities and• have been a Teklogix customer for the past 12 years.
• Problem: Food Distribution mandates low margin and high volume. It is there objective to increase delivery accuracy while reducing cost. The cost of shipping errors and credits is costing MBM $644,000 for all their DCs. Internal Picking Auditors cost MBM $150,000 per location. The goal is to increase picking accuracy to 99.80; with a hopeful side benefit of productivity.
• • We tried to use 7030 terminals and ring scanners, but the they became bulky and
cumbersome. The equipment did not get the results we wanted. Do to the conservative nature of MBM they did not want to try anything to "bleeding edge", but after Chris Wappler spoke to them concerning the pros of speech and Vocollect, the owner was convinced.
• • Deal/Size: The entire deal encompasses 30 to 33 DCs and each DC is about $80,000;
a total of 2.4 million dollars. But more importantly savings for MBM close to $5,000,000.
DataStream
• Data Stream is an Enterprise Asset Management provider who offers 2 products. MP2 is designed for Small-Medium sized companies, and 7i is designed for large enterprise customers.Our partner, Blue Dot Solutions, uses their application development software (mNOW Framework) to create mobile versions of these two Data Stream products, that Data Stream then resells to it’s customers.
• Problem:
• When the Data Stream reps quoted Symbol or Intermec devices, they were forced to expose the device part number. Most customers would do an internet search and find the device cheaper, calling into question the rep’s credibility. As a result, the reps pulled back and quit quoting the devices. As a result, the revenue fell and the support costs skyrocketed.
• Solution/ Products:
• Private Branding was of great interest and the WORKABOUT PRO gave Blue Dot & Data Stream several advantages:
• The modular design gave their customers options for upgrades in the future
• Our ability to quickly implement RFID modules, such as Identec, has given them a competitive advantage
• The DS-1100 (WAP) is now the only “certified” device that they sell, and gives customers piece of mind when installing it, that they will have a solution that will work right out of the box. Please see the link attached.
• Deal size:
• We expect this to generate 400+ terminals annually. DS-1100WORKABOUT PRO
UPS
• UPS is an International leader in express shipping with 2,000 airplanes and the 9th largest
• Airline in the world. UPS’s Louisville, KY is their main air hub and satellite site in Rockford, IL
• has had Psion Teklogix for over 10 years.
• Problem/Solution: Main goal was to keep existing software and capabilities but provide a technology refresh for the RF equipment & backbone. UPS decided to upgrade with Psion Teklogix as we proved during evaluation that the upgrade with the new products would be seamless to their users.
• Products: 560 -7530’s and 8530’s at the two sites. • Pilot at Rockford, IL has been successful and main hub will
receive over 300 -7530’s later this month.
• Deal size: Total deal will be $2M this year
7530
8530
Americas: 2006 to 2008
200
170
2008
Americas Revenues
91,350
110,348
83,41578,518
89,000
80,554
40
60
80
100
120
140
2000 2001 2002 2003 2004 2005 2006Projected
US
$ M
illi
on
s
2007
Americas Bookings by Region – 2006
March '06 YTD Non-Service Bookings vs. Prior Year
2006 2005 Over/(Under)
East 4,915 3,691 1,224 33%
Central 8,259 3,341 4,919 147%
West 5,141 4,096 1,044 25%
USA Commercial 18,315 11,128 7,187 65%
Canada 2,798 1,610 1,188 74%
Latin America 2,400 1,309 1,091 83%
Sub-Total 23,512 14,047 9,466 67%
Gov't 317 1,343 (1,025) (76%)
Total 23,830 15,389 8,441 55%
Americas Backlog by Region – March 2006
March '06 Backlog
Region Hardware Site Survey & Installation
Software & Prof Service
TOTAL
Canada 775 77 56 908Latin America 1,368 0 3 1,371Government 17 87 25 129USA-Central 5,076 215 103 5,394USA-Eastern 1,014 149 151 1,314USA-Western 606 235 310 1,152Total Region 8,856 764 648 10,268
Gross Margin% and Discount by Deal Size
CANUSA GM% by Order Size
20.0%
30.0%
40.0%
50.0%
60.0%
70.0%
< $10k $10k to $30k $30k to $100k $100k to $500k > $500k
GM
%
Direct VAR Co-Marketer
2004 & 2005 “Building Block” Transformation
Professionalism
Mission / Paradigm Shift
Service Differentiation
“Climbing the Mountain”
General Mobility
Market Launch
Regional Expansion
Professional Services
Teamwork and Collaboration
Americas and Sales Leadership Regeneration
Strategic Alliances
Performance Management towards a Performance Based Culture
Sol Engineering
Organizational Alignment
Channel
Inside Sales
Government
Market Focus
Marketing
2006-2008 Model
80,554 83,415
91,350
78,518
89,000
110,348
2006 - 2008 Transformation Continues
80,554 83,415
91,350
78,518
89,000110,348
2008 2000 2001 2002 2003 2004 2005 2006Projected
2007
4 Quadrant sales model
Gross margin project
RoHS
Beta Program
Speech / RFID
Competitive Bridge Chart = Total Cost of Ownership
• WAP-M WAP-C G2 MC3000 Notes
Hardware Costs
HW Durability
Years of Use
Cost of Flexibility
Productivity Gain
Network Mgmt.
Walkie-Talkie
Service
Problem Resolution
Total
$883
+ $ 0
+ $ 0
+ $ 0
+ $ 0
+ $ 25
+ $150
+ $243
+ $ 0
$1301
$1213
+ $ 0
+ $ 0
+ $ 0
+ $ 0
+ $ 25
+ $150
+ $320
+ $ 0
$1708
$600
+ $ 75
+ $375
+ $200
+ $120
+ $110
+ $350
+ $324
+ $ 50
$2204
Symbol price estimated based on product class.
Client License
3% more spares
PV $600 5yr. 10% rate
PTX Connect vs. WT
Usability features
3 year maintenance
PTX support
Future application
Components
Workabout Pro MC3000
The Workbout Pro has fewer parts and less chance of part failure
Display
The Workabout has larger fonts and a crisper display for much better readability
MC3000Workabout Pro
Key Contacts
• Scott Green – Competitive Tear down– Scott.green@psionteklogix.com
• Doug Yust – Competitive Analysis– Doug.yust@psionteklogix.com
• Mike McGuriman – Speech Deals– Mike.mcguriman@psionteklogix.com
• Peter Zanetti & Todd Matthews – RFID Deals– Peter.zanetti@psionteklogix.com– Todd.mathews@psionteklogix.com
Employee Commitment – Secret Weapon
Americas Sales 2004 Commitment Index =
43%
Commitment Index = Very Committed + Committed
Psion Teklogix 2006 Commitment Index =
45%
Americas 2006
Commitment Index = 50%Very at risk
5%At risk18%
Satisfied but would leave
20%Dissatisfied
but would stay7%
Committed
37%
Very committed13%
Very at risk4% At risk
14%
Satisfied but would leave
33%
Dissatisfied but would stay
6%
Committed
33%
Very committed10%
2004 Benchmark Commitment Index = 39%
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PSION TEKLOGIXPORT INSTALLATIONS
245 Port installs and counting
Warehouse
Ports
DoD
Manufacturing
Transportation
Cold Chain
Airport & Rail
FieldService/Data
Collection
Utilities/ Municipal
Asset Mgmt
Animal Tracking
Americas Market Focus ’04 – ‘08
2006 - 2008 Americas Way Forward
MI
IL IN
GA
Arizona
CA
UtahNevada
Oregon Idaho
Washington Montana
Wyoming
Nebraska
Colorado Kansas
Texas
Oklahoma
S. Dakota
N. DakotaMN
Iowa
Kentucky
AR
MO.
LA
ALMS
WI
WV
SCNew
Mexico
FL
Maine
NC
Virginia
Alberta Sask.British
Columbia Newfoundland
NB
Troy Ware
Devin Drambarean
Jason Lum
Errol Greene
IL
Ben Sabilano
Hawaii
North American Sales
Andrew Wright
Alaska
RSM Sales Map (K) 200510-21-05
Al Danielski
VTNH
MARI
MD
Tom Schwendt
Jim Higgins
Ron Stein
Central Sales Area
Eastern Sales Area
John Streppone, RVP
Glenn Lundgren, Director of Sales
Western Sales Area
Philippe Beaulieu, RVP Mark Oetken, RSM Ports/AirportsMatt Schwuchow, Mobile Sales
Stephanie Wagg, SAP Sales
Dan Zirkle
Heath Gaffney, Mobile SalesMike McGuriman, SAP Sales
Micheal Ghandy Francis Joannette
Mark Lamonde
OH
Canadian Sales Area
Bertrand Martelle, Country ManagerGreg Evans, Channel Sales
Linda Dutkowski, Channel ISR
Manitoba
Ontario Quebec
Nova Scotia
PA
New York
Randy CampbellNJ
Puerto Rico
Government Sales
Susan King, RVP Brian Adamson – Gov’t PartnersAlex Deli – Army and Air Force
Jim Ward – DeCA/Federal AgenciesStephanie Graham – PM
Darryl Ferguson
Steve Williams
Mexico
Alfonso EscamillaNorthern Mexico
(including Ports in Central America and
Caribbean)
Angel Estrada, MgrSouthern Mexico
Central America &Caribbean
( excluding Ports)
CT
TN
2001 – 2005 Geographic Model 2006 – 2008 Sales/Service Model
Transactional
Strategic
Existing Customers
New Business
ExistingCustomers
NewCustomers
TargetCustomers
KeyAccounts
1
2
3
4
High
Low
Trusted Advisor
Component Supplier
Enterprise Critical
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