How can the profit of local website seek its profit point correctly

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in the major network giant separatist melee today, as an individual webmaster, now the opportunity should be in the local site a little more, we established a community in Luanchuan county. Luanchuan is in October 09 years on line, as of today has been more than 1 years. But as with most local websites, it still faces a low income situation. Due to the short duration of the building, it is also facing a county seat, coupled with the first attempt to do the content first, without taking into account the idea of profit. In the 1 years since the establishment of the station, there is hardly any income. Until later, taking into account the "only see income, to be more convinced of their choice", only consider the profitability. Since the implementation of these 3 months, has achieved a return to this, but also a slight surplus.

through the comparison, I found that if a local website wants to profit, it is the most important prerequisite to find the right profit point. The following reason I will find Luanchuan, the profit point experience and share with you, and I hope to discuss with you.

1. Be aware of all the ways in which your website can be profitable.

in fact, there are only one kind of profit for all websites, and none of them can escape this mode. That is selling products, the difference is that this product is their own or other people’s only. One is that they sell products, sell products by two. Think carefully, advertising is like selling products only, but also a kind of product advertising. So, when you consider your own profit style, start with here and see what you can sell.

(a) selling their own products

1, the ad position of your website. The ad position of your website is also a product, and it is also the most common form of profit.

2, local specialty.

3, his own knowledge. Big to program, develop software, small to write soft text, organize activities, as long as you have the ability, you can use the knowledge to profit.

4, his own labor force. Click, 50 Fen, etc.

(two) by selling products

1 advertising alliance advertising. Baidu, Google, Taobao,

2, local advertising. This is a very effective way, we Luanchuan now, is mainly promoted this way. Of course, if you want to do this well, you need to go out of the station and talk directly to the business. This is also a test.

two, be aware of a good profit point, must have the following characteristics:

1, featuring. This is important. No matter what you do, you have to have characteristics, to be concerned about, can not be exceeded, it is easy to long.

2, without competition or competition. As a personal webmaster, or not to go to the red sea fight, so find your own blue ocean, even if it is very small, if you are a person to use, it is enough.


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Funding opportunities round up

first_imgThe Angus Irvine Playing Fields FundGrants of £2,500 – £5,000 are available from the Angus Irvine Playing Fields Fund to local community groups, sports clubs and charities to increase opportunities for young people in disadvantaged areas of the UK to play outdoor sport.Grants can be used for the development and improvement of playing fields and other facilities; volunteer training including the provision of qualifications; purchasing specialist disability equipment; or the development of long-term sustainability, for example marketing and finance expertise.Applications for grant to help unlock additional funding from other funders are encouraged.It reopens for the next quarter’s grants in August.  314 total views,  5 views today The Clothworkers’ Foundation Open Grants ProgrammeThe Clothworkers’ Foundation runs an Open Grants Programme, through which it awards grants to UK registered charities, CICs, and other registered UK not-for-profit organisations (including special schools), towards capital projects defined as:Buildings: purchase, construction, renovation or refurbishment.Fittings, Fixtures, and Equipment, including but not limited to office equipment/furniture, sports/gym equipment, digital/audio visual equipment, garden equipment, specialist therapeutic (excluding medical) equipment. It does not include equipment for one-off use, or which will be given to service users for personal use on a permanent basis.Vehicles, including a minibus, car, caravan, people-carrier, or 4X4 although it is unlikely to fund the total cost of a new vehicle.The Foundation funds both large and small projects with the size of grant awarded dependant on a number of factors including the size of the organisation and the cost and scale of the capital project. AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis20 Here is a round up of some of the funding opportunities currently or soon to open to charities and good causes around the UK. Funding opportunities round up Toyota Fund for a Better TomorrowToyota established its Toyota Fund For A Better Tomorrow in 2012. The fund enables Toyota and its UK dealers to provide small grants of up to £2,000 to charities, schools and community schemes in their local area. Organisations, schools and charities interested in finding out more about how the Toyota Fund for a Better Tomorrow might help them and the procedure for making an application can get in touch with Toyota GB here. A recent recipient was Dorset charity About Face, which received £1,500 as the result of a nomination by Westover Toyota, part of the Hendy Group. Melanie May | 25 July 2019 | News £3.2m Bright Ideas FundThe Bright Ideas Fund will open for new applications on Tuesday, 6 August with £3.2m to share. The fund offers tailored support and grants of up to £15,000 to community groups, associations and organisations across England who have a good idea for a community business but need help developing it.Over three years, the fund will give community groups the early stage finance they need to carry out consultations with local people to develop a community business idea, and will also give them support and tools to start setting it up. The programme is funded by Power to Change and delivered by Locality in partnership with Co-operatives UK, the Plunkett Foundation and Groundwork UK.So far this year alone, 30 applicants have been accepted onto the programme and are currently working through a tailored support programme.The Community Business Bright Ideas Fund will be open for applications from Tuesday 6 August and will close on Monday 30 September. Tagged with: Funding grants London Small Theatres Grants SchemeThe next round of the Theatres Trust London Small Theatres Grants Scheme is now open with a deadline for applications of 13 January at noon. This is a capital fund that awards up to £5,000 to small theatres in London undertaking building projects. The criteria for funding has recently been changed slightly to widen the eligibility, which should mean more pub theatres are now eligible.In July, Theatres Trust awarded over £50,000 to eleven theatres across London for projects that improve operation, access and environment for all theatre users. Five of these theatres were able to apply for the first time due to the changes made to the tenure and charitable structure criteria to widen eligibility: Coronet Theatre, King’s Head Theatre, Matchstick Piehouse, Pentameters and 2Northdown. £3m Postcode Lottery pot available for local causesLocal charities and community groups can apply for funding of up to £20,000 from a pot worth over £3 million raised by players of People’s Postcode Lottery. Grants of between £500 and £20,000 are available and applications open on Wednesday 31 July for two weeks, until 14 August.The funding is available through three different trusts:People’s Postcode Trust  wants applications from projects aimed at promoting human rights, combatting discrimination and the prevention of povertyPostcode Community Trust supports initiatives working to improve the health and wellbeing of communities, including arts and physical recreation projects, as well as those with a focus on reducing isolationPostcode Local Trust provides funding to groups dedicated to improving outdoor space, in addition to increasing access to it. Groups working on flood prevention measures and looking to implement renewable energy strategies are also eligible to apply. ? FUNDING: Wee Grants for Wee GroupsConstituted community groups and small registered charities with an annual income of £100K or less can apply for funding of £500-£2,000.Find out more here ?— Highland Adult Health & Wellbeing (@adult_wellbeing) July 18, 2019Wee Grants for Wee GroupsThe Robertson Trust has launched a pilot funding programme called Wee Grants for Wee Groups.The pilot is to support smaller charities and community groups working in one of the Trust’s funding strands of Care and Wellbeing, Strengthening Communities, and Realising Potential. It offers grants of £500-£2,000 to fully fund or part fund work. This can include day-to-day running costs such as rent or utilities, project costs, sessional staff and items such as equipment or training materials.Wee Grants for Wee Groups launched at the end of June and there are no set deadlines so applications are accepted on an ongoing basis with the Trust aiming to come to a decision within 8-12 weeks and hoping to run the pilot for around six months.  315 total views,  6 views today AddThis Sharing ButtonsShare to TwitterTwitterShare to FacebookFacebookShare to LinkedInLinkedInShare to EmailEmailShare to WhatsAppWhatsAppShare to MessengerMessengerShare to MoreAddThis20 About Melanie May Melanie May is a journalist and copywriter specialising in writing both for and about the charity and marketing services sectors since 2001. She can be reached via

Janus Henderson Group plc Reports Fourth Quarter 2020 Diluted EPS of US$1.02, or US$1.04…

first_img 12.6 ) 188.6 Net tangible assets are defined by the ASX as being total assets less intangible assets less total liabilities ranking ahead of, or equally with, claims of ordinary shares. AUM AND FLOWS (in US$ billions) FX reflects movement in AUM resulting from changes in foreign currency rates as non-US$ denominated AUM is translated into US$. Redemptions include impact of client switches. 2020 (8.4 WhatsApp ) 12.1 97 ) — 3.78 ) ) (5.5 2020 2019 69 2020 GAAP basis: Revenue 149.9 Closing AUM 2020 25.5 31 Dec 31 Dec — 457.8 Pinterest ) (444.3 74.8 (11.6 427.6 Total Group comparative AUM and flows 0.4 ) ) Diluted earnings per share 161.6 Total Janus Henderson Group plc Reports Fourth Quarter 2020 Diluted EPS of US$1.02, or US$1.04 on an Adjusted Basis 253.5 5.6 (11.4 48.0 % ) 129.4 31 Dec 13.1 30.6 2020 11.0 27.5 (0.6 96 ) Opening AUM Condensed consolidated statements of comprehensive income (unaudited) 5.9 Revenue 0.8 (5.5 463.1 Income tax benefit (provision) 5 ) 2.47 Impairment of goodwill and intangible assets 3 Three months ended 1.2 Net sales / (redemptions) 17.1 (15.1 231.7 162.1 171.0 31 Dec % 6.9 43.8 % 513.7 % 36.9 446.9 31 Dec (12.1 Income before taxes ) Net income attributable to JHG 1.9 Outperformance is measured based on composite performance gross of fees vs primary benchmark, except where a strategy has no benchmark index or corresponding composite in which case the most relevant metric is used: (1) composite gross of fees vs zero for absolute return strategies, (2) fund net of fees vs primary index or (3) fund net of fees vs Morningstar peer group average or median. Non-discretionary and separately managed account assets are included with a corresponding composite where applicable. Cash management vehicles, ETFs, Managed CDOs, Private Equity funds and custom non-discretionary accounts with no corresponding composite are excluded from the analysis. Excluded assets represent 5% of AUM as at 31 December 2020. Capabilities defined by Janus Henderson. 6.9 94 (5.8 Property, equipment and software, net 57.5 31 Dec 0.65 24.7 2.47 1,834.2 38.0 220.2 Deferred tax liabilities, net ) Operating expenses (389.3 10.4 0.65 ) (2.3 30 Sep 10151464 AUM 31 Dec 2020 2020 2019 183.0 % Net income attributable to JHG 50.1 Operating expenses AUM 31 Mar 2020 44.5 — 2019 ) 75 328.5 74 156.5 Condensed consolidated balance sheets (unaudited) Depreciation and amortisation 3 119.4 3.01 Redemptions United States (21.0 Employee compensation and benefits 2 ) (25.4 Net tangible assets per share (1.4 (4.2 (13.1 540.9 31 Dec (29.7 +1 412 317 0797 (this is not toll free) % Shareowner servicing fees 1 (42.8 7.4 14.9 ) ) ) Market / FX Revenue: ) 2.7 Other liabilities ) 57 — % 2019 (2.9 70 % Condensed consolidated statements of cash flows (unaudited) (0.5 358.3 427.6 557.9 (0.2 362.4 Interest expense 4 Quantitative ) ) ) (92.6 ) ) Net income 401.6 182.6 568.5 17.9 2019 (0.1 Sales % 39.7 0.4 Pinterest — 31 Dec 1.02 (15.7 Long-term incentive plans 2 31 Dec Total assets (13.2 118.8 (2.5 733.9 (1.6 ) Twitter 226.5 Operating margin 352.7 2019 31 Dec (43.2 374.8 (3.4 92 Quantitative Equities 255.2 4,752.0 Diluted earnings per share 49.2 465.2 4,592.9 ) 21.4 (3.4 ) 20.0 11.6 1.3 JHG contracts with third-party intermediaries to distribute and service certain of its investment products. Fees for distribution and servicing related activities are either provided for separately in an investment product’s prospectus or are part of the management fee. Under both arrangements, the fees are collected by JHG and passed through to third-party intermediaries who are responsible for performing the applicable services. The majority of distribution and servicing fees collected by JHG are passed through to third-party intermediaries. JHG management believes that the deduction of distribution and service fees from revenue in the computation of adjusted revenue reflects the pass-through nature of these revenues. In certain arrangements, JHG performs the distribution and servicing activities and retains the applicable fees. Revenues for distribution and servicing activities performed by JHG are not deducted from GAAP revenue.Adjustments primarily represent rent expense for subleased office space as well as integration costs in relation to the Merger, including severance costs, legal costs and consulting fees. JHG management believes these costs are not representative of the ongoing operations of the Group.Investment management contracts have been identified as a separately identifiable intangible asset arising on the acquisition of subsidiaries and businesses. Such contracts are recognised at the net present value of the expected future cash flows arising from the contracts at the date of acquisition. For segregated mandate contracts, the intangible asset is amortised on a straight-line basis over the expected life of the contracts. Adjustments also include impairment charges of our goodwill and certain mutual fund investment management agreements and client relationships. JHG management believes these non-cash and acquisition-related costs are not representative of the ongoing operations of the Group.Adjustments primarily relate to contingent consideration adjustments associated with prior acquisitions and increased debt expense as a consequence of the fair value uplift on debt due to acquisition accounting. JHG management believes these costs are not representative of the ongoing operations of the Group.The tax impact of the adjustments is calculated based on the applicable US or foreign statutory tax rate as it relates to each adjustment. Certain adjustments are either not taxable or not tax-deductible. 2.5 194.5 316.2 Adjusted net income attributable to JHG 161.6 Shareowner servicing fees — % General, administrative and occupancy 415.9 (2.8 % General, administration and occupancy 2 379.0 All other countries 137.1 (1.9 9.3 294.4 Redemptions 154.3 7.9 (1.1 186.8 15.8 162.1 Three months ended ) 65.2 108.9 ) ) 1,121.5 19.3 (18.2 (0.9 0.2 24.5 Sales (120.1 125.8 ) Multi-Asset 1,651.5 0.70 — (0.2 (0.1 31 Dec Total (62.7 2,298.6 33.5 ) — ) 0.65 71.9 % Market / FX 0.87 65.3 358.3 % % Operating margin (29.4 Depreciation and amortisation 3 356.0 34.2 Adjusted diluted earnings per share (two class) (in US$) ) 336.7 (27.4 (189.6 729.1 — Australia ) TAGS  ) 97 25.7 (6.1 6.3 115.4 ) 2019 5.2 (102.7 % Conference ID ) 0.87 118.9 ) Net sales / (redemptions) 231.7 (0.5 8.8 189.4 42.7 (491.0 35.0 ) ) (2.9 Long-term debt 2.21 0.5 44.7 13.8 154.3 179.1 25.4 31 Dec ) 73.3 96 478.3 10.3 ) (3.5 24.7 0.5 ) 30 Sep ) Average AUM (4.2 40.0 Marketing 15.8 ) 601.2 2019 268.1 % 0.7 179.4 ) 65.6 (1.7 (18.7 10.0 % — 2,192.4 Market / FX 374.8 — 4,070.2 3.2 (0.8 31 Dec Total ) 1.02 (24.3 ) 2,192.4 935.2 — Reclassification 1 627.4 Year ended 31 Dec 489.1 54 31 Dec (0.2 ) — 2019 2020 ) 23.5 197.2 188.5 31 Dec % Adjusted revenue 47.9 3-year 74.8 74.2 (3.8 73.5 ) Distribution expenses 1 42.7 6,709.0 Year ended % Alternatives Total revenue 528.5 44.8 40.2 Access to the webcast and accompanying slides will be available via the investor relations section of Janus Henderson’s website ( About Janus Henderson Janus Henderson Group is a leading global active asset manager dedicated to helping investors achieve long-term financial goals through a broad range of investment solutions, including equities, fixed income, quantitative equities, multi-asset and alternative asset class strategies. At 31 December 2020, Janus Henderson had approximately US$402 billion in assets under management, more than 2,000 employees, and offices in 26 cities worldwide. Headquartered in London, the company is listed on the New York Stock Exchange (NYSE) and the Australian Securities Exchange (ASX). FINANCIAL DISCLOSURES 540.9 Net income attributable to JHG 927.3 General, administration and occupancy 2 10.0 30 Sep ) 602.5 31 Dec 287.6 Other non-operating income (expense), net Sales (24.3 118.9 Performance fees INVESTMENT PERFORMANCE 31 Dec (118.8 0.3 Capability 19.6 (0.9 — 67 Three months ended (24.4 23.2 % 1.68 0.1 45.2 % Three months ended (207.0 % ) 154.9 204.0 ) 34.6 1.04 ) ) WhatsApp (64.0 57 31 Dec 2019 4.3 (291.2 184.1 Three months ended 255.8 % (105.3 68 % 2,140.8 188.9 (0.1 % 430.2 Assets: Capability 1-year 10.0 Disposals Equities 47 1.9 Multi-Asset ) 135.0 178.8 Diluted earnings per share (in US$) 18.0 Basic weighted-average shares outstanding (in millions) Operating expenses — 65 ) ) (18.1 412.0 91 % 92 % Quantitative Equities 4 449.7 Alternatives 120.5 0.7 336.7 (1.9 0.1 AUM 30 Jun 2020 ) % ) 118.9 90 0.1 % 66 % 71 (51.6 Liabilities, redeemable noncontrolling interests and equity: Long-term incentive plans 2 % of AUM outperforming benchmark (at 31 December 2020) (57.4 401.6 1,099.7 478.3 1,651.5 % 2020 85.8 296.8 1,137.5 (137.8 Fixed Income 73 (40.8 696.7 17.6 Facebook (in US$ millions, except per share data or as noted) (1.7 16 24 — ) 446.9 Multi-Asset ) 457.7 Management fees ) (4.0 31.1 Total 7.0 18.3 645.7 100 Disposals 657.2 ) 11.6 ) (0.1 (3.7 30 Sep 12.4 1 Reflects reclassification of an existing fund from Equities to Alternatives. 204.1 Liabilities of consolidated variable interest entities 40.8 % Equities 601.2 Assets of consolidated variable interest entities (18.7 0.59 Other non-operating income (expense), net 4 50.0 78.1 ) 1.04 1.0 Long-term incentive plans 0.6 Interest expense 296.8 Adjusted basis: 40.7 Fixed Income Diluted earnings per share (two class) (in US$) 0.1 177.9 170.1 557.9 0.1 (11.0 138.1 ) (in US$ millions) (24.3 197.1 178.8 0.65 427.6 Redemptions 33.2 2020 66.4 76 618.6 866 270 1533 (toll free) 260.8 ) Net income attributable to noncontrolling interests Distribution expenses 23.2 1,010.9 18.0 Depreciation and amortisation 5-year 583.5 (4.3 162.3 3.5 Total operating expenses 2020 412.0 (27.4 AUM 30 Sep 2020 (19.1 Equities 227.0 358.3 — 157.8 1,748.1 129.6 (3.2 ) (4.1 5.8 ) ) 6,709.0 ) — 176.0 Alternatives 541.5 2,298.6 183.6 55.4 (48.0 Market / FX 401.6 2019 1-year ) Fourth quarter 2020 adjusted revenue of US$528.5 million increased from the third quarter 2020 result of US$449.7 million as a result of higher average AUM and improved performance fees driven by seasonality and investment performance. Fourth quarter 2020 adjusted net income attributable to JHG of US$189.0 million increased 46% from US$129.6 million in the third quarter 2020 primarily due to higher revenue and net investment gains compared to the third quarter 2020. DIVIDEND AND SHARE BUYBACK On 3 February 2021, the Board declared a fourth quarter dividend in respect of the three months ended 31 December 2020 of US$0.36 per share. Shareholders on the register on the record date of 17 February 2021 will be paid the dividend on 3 March 2021. Janus Henderson does not offer a dividend reinvestment plan. As part of the US$200 million on-market buyback programme approved by the Board in February 2020, JHG purchased approximately one million of its ordinary shares on the NYSE and its CHESS Depositary Interests (CDIs) on the ASX in the fourth quarter, for a total outlay of US$27.4 million. 31 Dec 2020 % (364.7 1,651.5 ) 157.3 242.1 Other revenue 1 198.4 156.5 (59.5 29.4 Local NewsBusiness 12.1 70.2 By Digital AIM Web Support – February 4, 2021 35.8 44.4 ) 157.8 Revenue 50.5 (3.1 10.0 412.0 53.7 62.6 (12.9 97 (7.0 34.5 4,906.2 ) ) 91 430.2 % ) ) (0.9 2,140.8 Other assets 177.0 2019 2020 2.21 Redemptions 2020 (0.1 (4.7 ) (11.7 ) Net income attributable to JHG common shareholders — 57.9 11.1 ) ) % 176.5 185.4 3.1 Income tax provision 188.0 Diluted weighted-average shares outstanding (in millions) 186.8 177.0 (2.0 657.2 98.1 Other revenue 1.02 (10.9 292.1 ) 1,748.1 (5.1 % ) 10.7 (33.6 31 Dec (3.3 31 Dec 2020 9.6 2.3 657.2 37.5 2.21 2019 Net tangible assets / (liabilities) per ordinary share Sales ) 1,794.1 Employee compensation and benefits 2,298.6 128.7 39.8 (12.4 ) ) 112.0 446.9 ) Adjusted operating margin 1,834.2 % Net sales / (redemptions) 13.0 ) 3.1 311.6 ) ) 38.0 % 0800 279 9489 (toll free) ) % Reconciliation of net income attributable to JHG to adjusted net income attributable to JHG Includes Janus Investment Fund, Janus Aspen Series and Clayton Street Trust (US Trusts), Janus Henderson Capital Funds (Dublin based), Dublin and UK OEIC and Investment Trusts, Luxembourg SICAVs and Australian Managed Investment Schemes. The top two Morningstar quartiles represent funds in the top half of their category based on total return. On an asset-weighted basis, 79% of total mutual fund AUM was in the top 2 Morningstar quartiles for the 10-year period ending 31 December 2020. For the 1-, 3-, 5- and 10-year periods ending 31 December 2020, 56%, 58%, 55% and 63% of the 201, 191, 183 and 150 total mutual funds, respectively, were in the top 2 Morningstar quartiles. Analysis based on ‘primary’ share class (Class I Shares, Institutional Shares or share class with longest history for US Trusts; Class A Shares or share class with longest history for Dublin based; primary share class as defined by Morningstar for other funds). Performance may vary by share class. Rankings may be based, in part, on the performance of a predecessor fund or share class and are calculated by Morningstar using a methodology that differs from that used by Janus Henderson. Methodology differences may have a material effect on the return and therefore the ranking. When an expense waiver is in effect, it may have a material effect on the total return, and therefore the ranking for the period. ETFs and funds not ranked by Morningstar are excluded from the analysis. Capabilities defined by Janus Henderson. © 2020 Morningstar, Inc. All Rights Reserved. FIRST QUARTER 2021 RESULTS Janus Henderson intends to publish its first quarter 2021 results on 29 April 2021. FOURTH QUARTER AND FULL-YEAR 2020 RESULTS BRIEFING INFORMATION Chief Executive Officer Dick Weil and Chief Financial Officer Roger Thompson will present these results on 4 February 2021 on a conference call and webcast to be held at 8am EST, 1pm GMT, 12am AEDT (5 February). Those wishing to participate should call: ) 0.59 ) 568.5 187.7 ) ) (7.5 3.3 (1.9 Quarterly AUM and flows by capability ) Year ended ) (12.2 Reconciliation of operating expenses to adjusted operating expenses 357.1 Total equity 11.0 Multi-Asset 2,140.8 528.5 Alternatives Three months ended 2.5 1,792.3 Intangible assets and goodwill, net 2020 % 374.8 % (in US$ millions) 444.3 United Kingdom ) (110.3 0.2 ) 31 Dec 2020 (128.7 (112.6 677.9 33 41.5 (138.1 — 1.8 184.3 % 3.2 ) ) 156.9 112.0 (3.2 696.7 35.3 (4.2 601.2 8.0 626.6 ) (7.4 (1.9 0.3 Adjusted net income attributable to JHG common shareholders (18.0 ) 568.5 ) 0.7 Net income attributable to JHG ) 0.59 0.65 AUM 31 Dec 2019 356.1 Impairment of goodwill and intangible assets 3 ) 227.0 ) 287.6 (0.1 40.3 (1.1 Adjusted operating income 2.3 2,192.4 171.0 179.9 Adjusted operating expenses 53.2 2020 Less: allocation of earnings to participating stock-based awards 27.5 463.1 ) % (3.4 43.6 ) Twitter Management fees 1 0.8 0.8 (47.4 31 Dec 46.1 (26.1 34.5 LONDON–(BUSINESS WIRE)–Feb 4, 2021– Janus Henderson Group plc (NYSE/ASX: JHG; ‘JHG’, ‘the Group’) published its fourth quarter and full-year 2020 results for the period ended 31 December 2020. Fourth Quarter 2020 Results Fourth quarter 2020 operating income was US$227.0 million compared to US$156.5 million in the third quarter 2020 and US$154.3 million in the fourth quarter 2019. Adjusted operating income, adjusted for one-time, acquisition and transaction related costs, was US$231.7 million in the fourth quarter 2020 compared to US$162.1 million in the third quarter 2020 and US$171.0 million in the fourth quarter 2019. The increases in operating income and adjusted operating income primarily resulted from higher average AUM, seasonal performance fees and investment gains compared to the prior quarter. Fourth quarter 2020 diluted earnings per share of US$1.02 increased 57% compared to US$0.65 in the third quarter 2020 and increased 73% versus US$0.59 in the fourth quarter 2019. Adjusted diluted earnings per share of US$1.04 in the fourth quarter 2020 increased 49% compared to US$0.70 in the third quarter 2020 and increased 60% versus US$0.65 in the fourth quarter 2019. Amended Relationship with Dai-ichi Life Holdings, Inc. and Board Resignation Dai-ichi Life Holdings, Inc. (‘Dai-ichi’) has made the strategic decision to focus capital on its global insurance business. As such, Dai-ichi has determined to monetise its stake in JHG and has relinquished its board seat. Tatsusaburo Yamamoto, Dai-ichi’s representative on the Board, has consequently resigned as a non-executive director of the Group, effective today. As part of this decision, JHG and Dai-ichi have entered into a new strategic co-operation agreement which continues more than eight years of a successful partnership. The new agreement includes many similar provisions of the prior agreement, absent the capital commitment, and reflects the evolution of the companies’ relationship. JHG and Dai-ichi will expand the companies’ expertise and human resources program to include a senior executive from Dai-ichi to help JHG’s efforts in Japan. The companies will also continue to collaborate on new product development and distribution. Dick Weil, Chief Executive Officer of Janus Henderson Group plc, stated: “Despite the exceptionally challenging year, we have continued to make significant progress on our path to achieving Simple Excellence. Investment performance remains solid, distribution is gathering momentum, as seen in our improving flow trends, and our financial results are strong. We continue to work tirelessly for our clients, and our people’s dedication is a testament to the culture we have collectively fostered since our merger. Though global challenges persist, our resiliency and ongoing efforts have made us a stronger company for the future. “We look forward to continuing the strong relationship with Dai-ichi through the new co-operation agreement building on eight years of trust. Although we are disappointed to lose Dai-ichi as a shareholder, today’s news does not change the path that Janus Henderson is on. As we enter 2021, our focus is on increasing momentum and progressing further in delivering a strong, profitable and resilient business through our strategy of Simple Excellence. We remain committed to delivering strong risk-adjusted returns for all of our clients and long-term value and profit growth for all of our shareholders.” SUMMARY OF FINANCIAL RESULTS (unaudited) (in US$ millions, except per share data or as noted) The Group presents its financial results in US$ and in accordance with accounting principles generally accepted in the United States of America (‘US GAAP’ or ‘GAAP’). However, JHG management evaluates the profitability of the Group and its ongoing operations using additional non-GAAP financial measures. Management uses these performance measures to evaluate the business, and adjusted values are consistent with internal management reporting. See ‘Reconciliation of non-GAAP financial information’ below for additional information. % ) ) (10.4 (28.1 Less: allocation of earnings to participating stock-based awards 47.1 60.3 Quantitative Equities Employee compensation and benefits 2 ) (6.3 6.3 (1.4 19.1 ) (0.8 374.8 209.2 463.2 1.2 84.7 ) % (183.8 % (2.4 2.8 626.6 120.4 (3.5 4.7 445.7 Operating income Impairment of goodwill and intangible assets Investment gains, net 513.7 (8.6 18.7 ) (170.3 Total liabilities, redeemable noncontrolling interests and equity Operating income (0.1 Fixed ) ) (513.7 3.5 36.0 Investment gains (losses), net (16.4 ) 2020 (0.3 (1.4 US$ (464.4 (36.9 27.5 78.3 449.7 1 800 121 301 (toll free) % 31 Dec — Year ended 30 Sep ) 73.7 0.6 ) Operating income 72 Cash provided by (used for): 178.4 Net sales / (redemptions) 292.1 Facebook 189.0 77.9 123.9 0.87 42.0 161.6 430.2 966.6 1,121.5 ) % ) 32.2 ) (20.0 ) Year ended 183.5 6.8 45.6 ) Effect of exchange rate changes Weighted-average diluted common shares outstanding – diluted (two class) (in millions) Sales 5-year 184.1 8.7 % 31 Dec 945.8 186.8 181.3 54 (6.7 1,137.5 (in US$ millions, except per share data or as noted) 0.70 Fixed Income 3.01 — Reconciliation of non-GAAP financial information In addition to financial results reported in accordance with GAAP, we compute certain financial measures using non-GAAP components, as defined by the SEC. These measures are not in accordance with, or a substitute for, GAAP, and our financial measures may be different from non-GAAP financial measures used by other companies. We have provided a reconciliation of our non-GAAP components to the most directly comparable GAAP components. The following are reconciliations of US GAAP revenue, operating expenses, operating income, net income attributable to JHG and diluted earnings per share to adjusted revenue, adjusted operating expenses, adjusted operating income, adjusted net income attributable to JHG and adjusted diluted earnings per share. Reconciliation of revenue to adjusted revenue — 129.6 Operating activities 2020 (149.4 (47.9 Cash and cash equivalents (3.2 179.9 188.6 % ) — ) 79 Investment securities 123.9 — 0.3 25.7 44.4 (8.2 Equities % 31 Dec (6.9 7,621.7 464.4 Investment administration 313.3 (3.9 ) Market / FX 163.1 0.5 2019 Operating expenses: 5.6 Operating margin Investing activities ) Net sales / (redemptions) 5.3 189.0 Redemptions 2020 36.0 (0.8 35.8 (28.7 ) Year ended 22.8 36.9 3-year % of mutual fund AUM in top 2 Morningstar quartiles (at 31 December 2020) 59.3 57.1 ) 43.8 Redeemable noncontrolling interests ) ) 112.0 (3.1 ) % 207.0 ) Financing activities — % ) % 3.9 ) (1.8 (5.3 75.1 (191.2 ) 3.2 37.8 ) 7,621.7 Income (0.7 ) 81.5 50.9 31 Dec 4.5 Equities % Net change during period 181.6 30 Sep 67 (0.1 4 ) STATUTORY DISCLOSURES Associates and joint ventures At 31 December 2020, the Group holds interests in the following associates and joint ventures managed through shareholder agreements with third party investors, accounted for under the equity method:LongTail Alpha LLC. Ownership 20% Basis of preparation In the opinion of management of Janus Henderson Group plc, the condensed consolidated financial statements contain all normal recurring adjustments necessary to fairly present the financial position, results of operations and cash flows of JHG in accordance with US GAAP. Such financial statements have been prepared in accordance with the instructions to Form 10‑Q pursuant to the rules and regulations of the SEC. Certain information and footnote disclosures normally included in financial statements prepared in accordance with GAAP have been condensed or omitted pursuant to such rules and regulations. The financial statements should be read in conjunction with the annual consolidated financial statements and notes presented in Janus Henderson Group’s Annual Report on Form 10‑K for the year ended 31 December 2019, on file with the SEC (Commission file no. 001‑38103). Events subsequent to the balance sheet date have been evaluated for inclusion in the financial statements through the issuance date and are included in the notes to the condensed consolidated financial statements. Corporate governance principles and recommendations In the opinion of the Directors, the financial records of the Group have been properly maintained, and the Condensed Consolidated Financial Statements comply with the appropriate accounting standards and give a true and fair view of the financial position and performance of the Group. This opinion has been formed on the basis of a sound system of risk management and internal control which is operating effectively. FORWARD-LOOKING STATEMENTS DISCLAIMER Past performance is no guarantee of future results. Investing involves risk, including the possible loss of principal and fluctuation of value. This document includes statements concerning potential future events involving Janus Henderson Group plc that could differ materially from the events that actually occur. The differences could be caused by a number of factors including those factors identified in Janus Henderson Group’s Annual Report on Form 10‑K for the fiscal year ended 31 December 2019 and in other filings or furnishings made by the Company with the Securities and Exchange Commission from time to time (Commission file no. 001‑38103), including those that appear under headings such as ‘Risk Factors’ and ‘Management’s Discussion and Analysis of Financial Condition and Results of Operations’. Many of these factors are beyond the control of JHG and its management. Any forward-looking statements contained in this document are as at the date on which such statements were made. Janus Henderson Group undertakes no obligation to publicly update or revise any forward-looking statements after the date they are made, whether as a result of new information, future events or otherwise, except as required by law. Annualised, pro forma, projected and estimated numbers are used for illustrative purposes only, are not forecasts and may not reflect actual results. The information, statements and opinions contained in this document do not constitute a public offer under any applicable legislation or an offer to sell or solicitation of any offer to buy any securities or financial instruments or any advice or recommendation with respect to such securities or other financial instruments. Not all products or services are available in all jurisdictions. Mutual funds in the US are distributed by Janus Henderson Distributors. Please consider the charges, risks, expenses and investment objectives carefully before investing. For a US fund prospectus or, if available, a summary prospectus containing this and other information, please contact your investment professional or call 800.668.0434. Read it carefully before you invest or send money. Janus Henderson is a trademark of Janus Henderson Group plc or one of its subsidiaries. © Janus Henderson Group plc. View source version on CONTACT: Investor enquiries: Jim Kurtz Co-Head Investor Relations (US) +1 303 336 4529 [email protected] Horton Co-Head Investor Relations (Non-US) +44 (0)20 7818 2905 [email protected] OrInvestor Relations [email protected] enquiries: Stephen Sobey Head of Media Relations +44 (0)20 7818 2523 [email protected] Kingdom: Edelman Smithfield Latika Shah +44 (0)7950 671 948 [email protected]field.comAndrew Wilde +44 (0)7786 022 022 [email protected] Pacific: Honner Craig Morris +61 2 8248 3757 [email protected] KEYWORD: IRELAND AUSTRALIA/OCEANIA UNITED STATES UNITED KINGDOM NORTH AMERICA EUROPE COLORADO INDUSTRY KEYWORD: FINANCE CONSULTING BANKING ACCOUNTING PROFESSIONAL SERVICES SOURCE: Janus Henderson Group plc Copyright Business Wire 2021. PUB: 02/04/2021 04:00 AM/DISC: 02/04/2021 04:01 AM 24.5 % 219.4 ) ) Previous articleBboxx und Trafigura wollen Fortschritte in Richtung auf das 7. 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WRKOUT Launches Live, First-of-Its-Kind Interactive Virtual Personal Training Platform

first_img Facebook TAGS  Previous articleFaraz Siraj of Code42 Recognized on CRN’s 2021 Channel Chiefs ListNext articlePrudential offers NeuroFlow platform to improve mental health of disability claimants Digital AIM Web Support NEW YORK–(BUSINESS WIRE)–Feb 9, 2021– WRKOUT, the first ever connected fitness brand to deliver live, face-to-face personal training optimized for the virtual experience, today announced its global launch. The platform, which connects members with elite trainers from around the world for an unparalleled personal training experience, will be rolling out to an exclusive audience on an invite-only basis. Unlike typical on-demand services that stream one-way content to many, WRKOUT is the first virtual training platform built specifically and optimized for two-way fitness instruction and interaction. WRKOUT’s market-defining software overcomes the barriers of other platforms that were designed for remote work, rather than fitness. Members can choose from a worldwide talent pool of qualified and vetted trainers, book sessions, manage their schedule and view history and billing all within the platform, while trainers can operate their businesses using a full suite of industry-specific tools ranging from program building functionalities to marketing and payment processing. The in-session experience features proprietary tools like on-screen timers, screen-capture/analysis, and whiteboarding. Created to make premium personal training accessible from anywhere, WRKOUT gives members access to a rolodex of trainers, and the ability to train with their favorite trainer at any time or place with no need for expensive equipment. Traditional pain points in personal training careers are removed, allowing trainers to earn more, and operate their businesses with fewer constraints on time and geographical proximity. “The fitness industry has undergone a dramatic transformation during the pandemic and technology has been a pivotal tool for that growth,” said Curtis Christopherson, Founder of WRKOUT. “The virtual fitness market is expected to reach a value of nearly $60 Billion USD by 2027. Yet despite growing demand, online fitness offerings currently lack the sophistication and connectivity that happens in a gym between trainer and client. Now, through WRKOUT, members have access to an all-star team of elite trainers, from anywhere in the world, in real time. The difference between live, 1-on-1 training, and pre-recorded, impersonal content is game-changing.” WRKOUT was founded by industry heavyweight Curtis Christopherson, founder and CEO of Innovative Fitness, North America’s largest network of premium personal training studios. Backed by an all-star team of elite trainers, WRKOUT unites proven experience with technological innovation to deliver a one-of-a-kind interactive training solution for fitness leaders and those who seek their guidance. To date, WRKOUT has successfully delivered over 40,000 training sessions in its beta stage. The WRKOUT team has been working with Fort Capital Partners to plan future funding of the business, including selection of strategic and financial partners to support its significant near-term growth objectives. For more information, visit About WRKOUT WRKOUT is the future of fitness. Founded by Curtis Christopherson, the founder and CEO of Innovative Fitness, North America’s largest network of premium personal training studios, WRKOUT was built on over 20 years of established experience, bringing next generation virtual training to market. Unlike other methods of connected fitness that focus on one-way streaming or require proprietary hardware, WRKOUT’s exclusive platform provides a live, two-way interactive training environment that connects members with elite trainers from around the world. View source version on CONTACT: Media Contact Julia Hanbury Public Relations Manager +1 (604) 738-2220 [email protected] KEYWORD: NEW YORK UNITED STATES NORTH AMERICA INDUSTRY KEYWORD: INTERNET HEALTH FITNESS & NUTRITION TECHNOLOGY SOFTWARE SOURCE: WRKOUT Copyright Business Wire 2021. PUB: 02/09/2021 12:00 PM/DISC: 02/09/2021 12:01 PM Twitter Twitter WhatsApp Facebookcenter_img Local NewsBusiness Pinterest WRKOUT Launches Live, First-of-Its-Kind Interactive Virtual Personal Training Platform WhatsApp By Digital AIM Web Support – February 9, 2021 Pinterestlast_img

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