So, whereas in a DCF valuation the most likely or average or scenario specific cash flows are discounted, here the "flexible and staged nature" of the investment is modelledand hence "all" potential payoffs are considered. See further under Real options valuation. The difference between the two valuations is the "value of flexibility" inherent in the project.
And reasonably so — with more than 80, machines to its name, Cardtronics is the largest independent ATM owner-operator-processor on the globe.
But as he sees it, that was something of an advantage. I believe this has made our Flite experience thus far interesting, fun and exciting. And, equally as important, our diverse backgrounds have allowed us to apply past experiences to advance the success of Flite.
How and why did you pardon the pun launch Flite? In earlywe started Flite as a real estate development company with the goal of providing financial institutions with a cost-effective solution for offsite ATM deployments.
Another key goal for us was to provide mobile banking customers with a better ATM experience.
We viewed, and continue to view, the ATM customer as our ultimate client. With these two primary goals we set out to form Flite. With the advancements in ATM technologies, particularly deposit automation, and the high-cost of branch expansion, we figured that strategic ATM placements would be a key channel for convenient market coverage for retail banking.
And, while an ATM away from the branch, particularly a drive-up, is substantially less expensive to deploy than a full branch, in many cases it is a more difficult deployment. Therefore, we established a very simple and economic ATM placement program where Flite builds and manages the ATM facility and the financial institution simply installs and manages their ATM.
However, we wanted to be something more than just an "ATM real estate company. Our media screen is completely separated from the ATM terminal screen and viewable by the [drive-through] ATM user and their passengers.
Since our inception in Marchwe have successfully built and managed our flagship six-lane drive-up ATM facility and developed our first retail environment walk-up ATM vestibule.
On January 1, we acquired ATM Ventures, a privately-held company that focused on ATM sales, services and processing primarily for small financial institutions. Coupled with our core real estate and digital media business, Flite now has a complete platform to help financial institutions expand, manage and brand their ATM footprint.
Tell me something about your business model. We have a very dynamic business model that has evolved substantially over the past year. While we operate four divisions, each is tightly integrated with the others.
In fact, our managers and staff all contribute and collaborate as one unit. Our network of ATMs will allow financial institutions to strategically select the Nectar ATM locations that specifically serve their target markets. What differentiates your business model from the model of that other little Houston-based company, Cardtronics?
While we serve the same industry, I believe our business models are completely different.# NON UNIVERSITY EXAMINATION SYSTEM *The student will submit a synopsis at the beginning of the semester for approval from the departmental committee in a specified format. This post is based on a presentation I gave in Hong Kong for Chain of Things and also one for the Scotland Blockchain meetup.
This was inspired by a recent whitepaper I co-authored with Gilbert & Tobin. Since a blockchain/shared ledger is a network of nodes all coming together to share information and work together on different use cases a consortium model makes sense to deploy.
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