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| - | {| align="right" border="1" style="width:300px" cellpadding="5" | + | {| align="left" border="1" style="width:100px" cellpadding="5" |
| - | |colspan="2" style="background:#ffdead;"|<center><big>'''Atos Origin'''</big></Center> | + | |style="background:#ffdead;"|<center><big>'''Atos Origin'''</big></Center> |
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| - | |width="40%"|'''UK Chief Executive'''
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| - | | Keith Wilman
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| - | |-
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| - | | '''Business'''
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| - | | IT services
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| - | |-
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| - | | '''Revenue last financial year and growth''' (cc,ǫ)
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| - | | €5.4bn (+1.5%)
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| - | |-
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| - | | '''Financial year ends'''
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| - | | 31st December
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| - | |-
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| - | | '''UK revenue 2006 and growth''' (cc,ǫ)
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| - | | €1.0bn (-13%)
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| - | |-
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| - | | '''Loss in 2006'''
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| - | | -€260m (profit of €235m in 2005)
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| - | |-
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| - | | '''Operating Profit Margin in 2006'''
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| - | | 4.6% (was 7.3% in 2005)
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| - | |-valign="top"
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| - | | '''Priorities for 2007'''
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| - | |
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| - | *Accelerate organic growth,
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| - | *Improve efficiency, and
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| - | *Operate as a global company
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| - | |-
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| - | |'''Offshore Capability'''
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| - | |6,100 employees (very weak compared to IBM etc)
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| - | |-
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| - | |'''Strengths'''
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| - | |
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| - | *UK public sector, particularly healthcare
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| - | |-
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| - | | colspan="2" style="background:#ffdead; color:black"|<center>'''Industry Orientation'''</Center>
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| - | |-
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| - | | colspan="2" |
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| - | *Broad industry focus (Public, Utilities, Financial, Telecom and Media represent 66% of revenue).
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| - | *Expanding focus on healthcare, retail and CP.
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| - | *Uses thought-leadership to improve C-level and Lob relationships.
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| - | *Focusing on expanding existing business relationships
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| - | |-
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| - | | colspan="2" style="background:#ffdead; color:black"|<center>'''Key Factors'''</Center>
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| - | |-
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| - | | colspan="2" |
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| - | *At risk of being taken over by a private equity firm (March 2007).
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| - | **Vulnerable because Schlumberger and Philips have sold all their holdings.
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| - | **Company's valuation has been damaged by problems in UK and Italy.
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| - | **Private equity firms are attracted by the large outsourcing cashflows. They also see themselves as consolidators in a very fragmented industry.
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| | |} | | |} |
