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To: Greg Jung who wrote (10564)4/30/1998 7:09:00 PM
From: Lee L.  Respond to of 14631
 
I believe that these lower costs are a direct result of the much-needed headcount reductions that F initiated last year. An excerpt the Q197 report:

Over the twelve month period ending March 30, 1997, the headcount for sales and marketing personnel grew from 1,553 to 2,009 or 29 percent, which accounts for the majority of the increase both in percentage growth and absolute dollars spent. Approximately half of the additional sales staff were assigned to the European region and the domestic marketing group more than doubled to 243 employees.

At this time last year, Phil was on a hiring spree. All SG&A expenses were spiraling out of control. F's first action was to stop the 'expense bleeding'. The solid earnings for Q198 seem to be much more a function of cost control than increased revenue (although +12% in license + software could be a helluva lot worse). I believe that Informix's credibility is on solid ground. Hopefully we'll now begin to see increased revenue throughout the year.

Lonnnng on Informix. Feeling much better today!



To: Greg Jung who wrote (10564)4/30/1998 7:30:00 PM
From: Robert Graham  Respond to of 14631
 
Expenses at Informix will go up from here, which is predictable and a normal outcome of a turnaround effort. Considering the meager growth in revenues, I think Bob F had to cut costs in order to be able to continue to report profits. Still, I think Bob F is essentially just finishing up his reorganization of Informix. The more this guy talks in press releases, the more I get the opinion that he feels that he is just beginning the turnaround. This appears to be a very methodical person who handles what he works on in stages, where each stage has its time. That is not to say that he does not place a priority on promotion and sales to generate cash flow in order to keep the company afloat and help buoy up negative customer and market sentiment. He first stopped all bleeding, stabilized the patient, and in terms of this business, reinstated both credibility and solvency, which are all admirable accomplishments. He then proceeded to reveal that the patient looks to have an encouraging prognosis. But I think he now finds himself in the position to deliver on efforts placed in the turnaround of the company itself as far as it shows up in the profitability of the company.

So evidently he has apparently made the company solvent for the interim which I think was his first goal toward profitability. Now he needs to work of making the company profitable which is where the real "meat" of the turnaround begins. His efforts in this regard will be compared with the past profitability of the company and the success of its peers in the business. If he cannot generate revenue streams that will bring the company to profitablility, not only will he have failed turning around the company to bring it back in line with the financial success that it had before, but also the small profits we are seeing now can turn into losses.

This is just my evaluation that is not necissarily based on the "hard" facts illustated in the press releases, but my attempt to get a read on where Bob F himself is with his turnaround efforts buy seeing how he has been talking about Informix and himself in relationship to his role at the company. This coupled with what I think would be the stages of a turnaround when viewed as a process is where this analysis of mine comes from.

Just some thoughts.

Bob Graham