It represents the brand's turnover from the sales of finished goods through all of the distribution channels - retail, wholesale and e-commerce, after the deduction of returns, allowances for damaged or missing goods and any discounts allowed.
Also known as ROS - Return on Sales, it measures the percentage of sales revenue that gets 'returned' to the company as net profits after all the related costs of the activity are deducted. The figure is about the latest fiscal year available.
in Thousands of EUR | 2011 | 2010 | Δ 2011/2010 | 2009 | Δ 2010/2009 | 2008 | Δ 2009/2008 | CAGR |
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Revenue | ||||||||
Operating Income |
It includes the overall revenue of the company, considering not only the sales of finished goods, but all of the sources of the company income.
Also known as ROS - Return on Sales, it measures the percentage of sales revenue that gets 'returned' to the company as net profits after all the related costs of the activity are deducted. The figure is about the latest fiscal year available.
It's a measure of a company's overall profitability, i.e. how much of its sales are converting to profit. The value given is the amount of sales needed to generate one currency unit of post tax profit. Negative values mean that the company has a negative level of post tax profit. The figure is about the latest fiscal year available.
It's a key measure of success. The profit ratio measures the amount of profit generated by each single currency unit of sales. The figure is about the latest fiscal year available.
in Thousands of EUR | 2011 | 2010 | Δ 2011/2010 | 2009 | Δ 2010/2009 | 2008 | Δ 2009/2008 | CAGR |
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Total Revenue | ||||||||
Cost of Sales | ||||||||
Gross Profit | ||||||||
Operating Income | ||||||||
Net Income |
in Thousands of EUR | 2011 | 2010 | Δ 2011/2010 | 2009 | Δ 2010/2009 | 2008 | Δ 2009/2008 | CAGR |
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Current Assets | ||||||||
Total Assets | ||||||||
Current Liabilities | ||||||||
Equity |
Brand doesn't have an official ecommerce
The project Kammi began as a cooperative from the idea of a group of operators in the retail world of Italian shoes, convinced that is was necessary to evolve and overcome the model of independence of the individua retailer, which had become outdated and counterproductive.
To create a really strong association with a strong "bargaining power" in this field had already been the underlying objective of the lombard consortium Centro Moda Calzature, merged in 1981 into the project Kammi to acquire a more important profile and go national.
Kammi has always believed in a joint effort created by individuals. People with creativity, entrepreneurial spirit and experiences different from each other, but able to focus on their great individual heritage to form a compact team that can compete more effectively in today's market.
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