We are pleased to present our 2011 financial results and achievements. Schuberg Philis once again had an exceptional year with strong performance, further growth and continued high satisfaction.
We are pleased to present our 2011 financial results and achievements. Schuberg Philis once again had an exceptional year with strong performance, further growth and continued high satisfaction.
Key performance indicators in 2011 included:
- Record revenues of euro 48.6 million
- 15 per cent annual revenue growth rate
- Solid 10 per cent net profit margin
- euro 136 million of contracted future revenues
Recurring monthly revenues and cash flow increased as a result of this positive growth. Contracted future revenue is a key performance benchmark, with companies in our business typically being valued as a multiple of recurring revenues. Our financial strategy remains the same - to maintain a strong balance sheet, while using cash resources to invest in strategic priorities.
Below you will find a summary of the most important financial figures in 2011 and 2010.
Key Financial Figures
| Profit and Loss Statement (In 1,000s) | 2011 | 2010 |
|---|---|---|
| Total Revenues | 48,625 | 42,457 |
| Net Profit | 5,008 | 4,410 |
| Net Profit Margin | 10% | 10% |
| Balance Sheet (In 1,000s) | 31-12-11 | 31-12-10 |
| Tangible Fixed Assets | 13,036 | 12,188 |
| Working Capital | 3,631 | 5,606 |
| Debt | - | - |
| Equity | 18,972 | 17,936 |
However, numbers only tell part of the story. More than anything, these financial results reflect the power of relationships with our colleagues, customers and partners. They define who we are. All our relationships are based on trust, a deep understanding of our customers’ needs, a collaborative working style and a company-wide commitment to exceeding expectations.
Shareholders
The Schuberg Philis Group is a privately owned company in which management and employees hold 100% of the shares. No banks or other forms of external capital are involved, resulting in a debt-free, fully equity-financed company.
