TomTom « Terug naar discussie overzicht

TOMTOM-NOVEMBER 2017 we gaan voor de 10 deze maand.

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holenbeer
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holenbeer schreef op 5 november 2017 09:15:

Liever iets zonder Tom :-) een Tom is 1 miljard korting, 2 tommen 2 miljard ...

Dat zeg ik auto-no-tom
eduardo3105
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nl.letsgodigital.org/autos/lg-autonoo...

Ilse Jurrien 4 november 2017 - 13:34

LG ontwikkelt nieuwe technologie voor autonoom rijden
Steeds meer fabrikanten tonen interesse in autonoom autorijden. Ook LG zal zich in deze nieuwe markt storten, de eerste octrooi aanvraag is voltooid.
Autonoom rijden lijkt de toekomst te worden. Niet alleen fabrikanten uit de auto branche zien toekomst in zelfrijdende auto’s. Door de toenemende connectiviteitsfuncties zijn er ook verschillende elektronica fabrikanten die miljoenen investeren in autonoom autorijden. Zo hebben Google, Apple en Samsung zich allemaal in deze nieuwe opkomende markt geworpen. Ook het Koreaanse LG Electronics ziet toekomst in deze revolutionaire manier van autorijden.

Samenwerking LG en Qualcomm
Begin dit jaar werd bekend dat chipmaker Qualcomm in het kader van autonoom rijden een samenwerking is aangegaan met TomTom. Daar bleef het niet bij, want twee weken geleden maakte ook LG officieel bekend een samenwerking met de processor fabrikant aan te gaan. Er wordt een gezamenlijk research center geopend in thuisland Zuid-Korea, waar 5G wordt ontwikkeld voor auto’s, ook zullen beide partijen zich bezig houden met C-V2X (Cellular Vehicle-to-Everything) technologieën.

In real life situaties is het van belang dat de technologie snel genoeg is. 5G kan tot wel 5x snellere verbindingssnelheden realiseren en is daarom een vereiste voor autonoom rijden. LG wil op deze wijze, samen met Qualcomm, een belangrijke toeleverancier worden voor de auto componenten markt.

LG patent voor autonoom rijden
Maar LG lijkt meer ideeën te hebben voor de autonome auto industrie. Vandaag stuitten we op een bijzondere ontdekking. LG heeft eerder deze week namelijk een octrooi aanvraag ingediend bij het KIPRIS (Korea Intellectual Property Rights Information Service) aangaande een motorvoertuig met eigen aandrijving.

Het patent heeft betrekking op het kunnen schakelen tussen autonoom rijden en handmatig rijden. Hiervoor wordt een mechanische vergrendeling tussen het stuurwiel geplaatst. En een besturingsunit voor het regelen van de onderbreking van de elektrische vergrendeling. De 86-pagina tellende octrooi aanvraag toont tevens verschillende schetsen van een autonome auto, die de werking van de nieuwe technologie illustreert.

Het LG patent spreekt van verschillende sensoren rondom het stuurwiel. Door aan het stuurwiel te draaien kan de bestuurder van autonoom autorijden overschakelen naar handmatige bediening. Vanzelfsprekend kan dit niet per ongeluk gebeuren, het systeem geeft duidelijk te kennen wanneer je overschakelt.

Zelfrijdende auto’s zijn de toekomst
Het is opmerkelijk dat LG al zo kort na de aankondiging van de samenwerking met Qualcomm een dergelijk patent indient. Blijkbaar hebben de Koreanen er al wat langer over nagedacht en zijn ze vastbesloten om hun grote rivalen, Samsung en Apple, ook in de auto industrie te beconcurreren.

We zullen de aankomende jaren ongetwijfeld veel meer over zelfrijdende auto’s gaan horen. Op steeds meer plekken in de wereld mogen testen met autonome auto’s op de openbare weg worden uitgevoerd, waardoor de ontwikkeling zich in een rap tempo vervolgt. We houden je op de hoogte van de ontwikkelingen!

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By John Challen / 5 days ago / Interviews / No Comments

Interview: George de Boer, leader of connected car initiatives, TomTom Telematics

What will be the impact of autonomous vehicles? George de Boer, leader of connected car initiatives at TomTom Telematics, does some crystal ball gazing. By?John Challen.

Get Connected
Will the changing face of the automotive industry make life easier for fleets?
Management systems have become essential tools for fleet managers and operators in recent years, helping to monitor and control company vehicles and employees when behind the wheel. But with so many systems in the marketplace – and with many of them offering the same or similar benefits – it can be confusing to know which is the right one to choose for a business.

TomTom Telematics is just one of the many service providers in the fleet management sphere, but it is fully focused on the evolution of the products it currently has, as well as preparing for new user models and forms of transportation. “We are using our 16 years of experience in commercial vehicles to get data from vehicles into one platform and making it understandable and valuable for fleet managers,” explains George de Boer, currently in charge of business development for connected cars, but a veteran of the TomTom business. “The role of the fleet manager is different for cars to commercial vehicles as the former is more about monitoring where the fleet is, how much it is costing the company and the promotion of safer driving. In passenger cars there isn’t the need to know exactly where vehicles are and when they will be at their destination – not at the moment, anyway.”

But de Boer maintains that TomTom – and the wider industry – needs to re-think the benefits of fleet management for passenger cars and how people look at and interpret data. “We say that if you want to drive adoption of our systems with drivers, you need to give them enough benefits,” he explains. “We have taken the back end technology of connecting two cars, but altered the front end – the applications of pre-journey and post-journey. Pre-journey, we are looking at how much fuel is in the tank and whether or not the driver needs to refuel and add more time to their journey. Post trip it could be knowing whether or not the door is locked on the car and where it is parked. All of the information makes your life as a driver more convenient.”

Health checks

In many companies, fleet managers have become ‘mobility’ managers, in response to the changing demands of drivers and the way they use their vehicles. “For increased mobility, we want to be able to monitor the health of the car and check there will be no problems with it,” explains de Boer. “We also want the ability to share that data with the mobility manager. It is a trend we are seeing more and more in leasing and rental where the traditional fleet manager is not only looking at the car but also other means of transport. To do this you need to have a good insight into the data of how and where the vehicles are being used.”

When it comes to driver benefits, de Boer sees the value in a workshop automatically calling and arranging a convenient time for a service. “Making things fit in with the needs and the demands of the driver means a lot to them,” he says. “This scenario focuses on the driver perspective, but we believe the process should also look at the wider connected world – the driver is living with a car that he can connect to the home. If you have a thermostat, why not make sure that your car is connected to the home so they can talk to each other and heat the house while you are on the way home?”

Business benefits

Away from the drivers, de Boer says there also needs to be benefits on the fleet and mobility management side – first and foremost having access to reliable and up to date data. “For leasing, we found it is very important that they have information in real time relating to the mileage,” he explains. “These figures could be used for maintenance reasons, or having the best idea of when to defleet or remarket a vehicle. If the driver approves of it, they can be given advice on what their next car should be. The mobility manager could have some insights not necessarily about where they have driven, but how they have driven. Short or long trips? Time of the week? International travel? Then you can decide whether diesel or petrol is better, or if a hybrid or electric vehicle would be a more suitable option.”

On the rental side, de Boer believes that same information can help with a faster service. “You would be able to see in advance if a car needs to be refuelled or not, or if anything has to be done with the car. For electric vehicles, you can quickly see if there is enough charge for it to be immediately rented out again or if it needs a fast charge,” he maintains. “You can look at geofencing – not necessarily monitoring where the car is, but more controlling it if it is going into areas you don’t want it to be in. If it is driving in a straight line towards the port, maybe the driver is planning on leaving the country, you might not want that so could stop them.”

The TomTom man reveals that the company has been working with the Dutch government on a project, looking at using the sensors to spot any irregularities in the road or in weather conditions. “Where we now connect our car to see if the doors are locked, how much fuel there is or if there is something wrong with the engine – in a similar way we can connect to fog lights, temperature sensors and windscreen wipers to determine the local weather conditions,” he says. “If you take that one stage further, we can also connect to the ABS to spot slippery road conditions or the airbag and then you can have additional information and also warn the other autonomous vehicles that are around.

“Connectivity will only become more rather than less important, so it is critical that we are working heavily on it now.”
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There are various different solutions to cope with the new technologies that are making their way into the market and dealing with the growing amount of vehicle data. “We are looking at ideas that will help fleet managers better monitor their vehicles and also contemplate different forms of mobility,” says de Boer. “The drivers will also be happy, because they can have the option of other forms of mobility. Employees, in many cases, are not always asking for a company car but instead a mobility budget. If you want to give them this budget and calculate it based on how they use the car, then you have to include driving behaviour and driving style.”

First EVs, now AVs

“Autonomous vehicles present a great opportunity for the fleet market as there will be no autonomous vehicles in the future that aren’t connected to other cars, infrastructure or the environment around them. You need the connectivity to ensure they get the updates they need and to communicate with the environment, such as traffic lights.” That’s de Boer’s verdict and it’s likely to be sooner rather than later.

“There won’t be a world of purely autonomous vehicles – there will be a mixed environment of AVs and non-AVs. The other thing is that when you have a fleet AV, which is more expensive than a traditional vehicle, you probably want to share it. That means you need to call the car to come to a pickup point, so productivity will be more important, and that is just from a functional point of view.

“If I look at the vehicle safety, we are currently developing – from the TomTom part – HD maps and road DNA as a reference for the cars to be able to drive. For example, lane information and where an AV can ‘see’ around, which we can scan with our mobile mapping bands that have highly accurate equipment on top of the roof,” explains de Boer. “They provide accuracy within a centimetre, because the GPS isn’t accurate enough. Sourcing that data right now is being done by vehicles with a lot of equipment on board, but we want to update the maps with the data coming from the AVs themselves. That means they will also have cameras, sensors and lighter systems on the car and the data coming from it is maybe not as accurate as our current equipment that we use for mapping technology, but it is a valuable input.”

The TomTom man reveals that the company has been working with the Dutch government on a project, looking at using the sensors to spot any irregularities in the road or in weather conditions. “Where we now connect our car to see if the doors are locked, how much fuel there is or if there is something wrong with the engine – in a similar way we can connect to fog lights, temperature sensors and windscreen wipers to determine the local weather conditions,” he says. “If you take that one stage further, we can also connect to the ABS to spot slippery road conditions or the airbag and then you can have additional information and also warn the other autonomous vehicles that are around.

“Connectivity will only become more rather than less important, so it is critical that we are working heavily on it now.”

internationalfleetworld.com/interview...
holenbeer
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quote:

Sunshine Band schreef op 5 november 2017 09:24:

[...]
Dat zeg ik auto-no-tom
Ha Ha, hij is fijn! Jebent toch niet de nieuwe marketingman, hè :-)?
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moneymaker_BX schreef op 5 november 2017 17:52:

Consumer divisie eruit deze week?
Zo ja dan 12 op de borden
Forget it, op zijn vroegst in jan 2018 als de aandelen inkoop achter de rug is.
Tordan
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quote:

moneymaker_BX schreef op 5 november 2017 17:52:

Consumer divisie eruit deze week?
Zo ja dan 12 op de borden
25 kan ook, maar dan moet er een bod komen. En zo kunnen we nog wel even doorgaan.
Laten ze maar een belangrijke deal bekend maken met een grote jongen uit de automotive tak, dat kan nog weleens veel meer koerswinst opleveren.
nr36
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TomTom hasn’t been afraid of changing direction. Its business initiatives continue to be driven by a culture of flexible entrepreneurialism.

Read about our other client cases
Although it’s best known for satellite navigation technology, TomTom began life as a completely different sort of business. Moreover, the company’s future success may come from products that the majority of the public don’t currently associate with the brand. In short, this is a company that has already evolved significantly – and continues to adapt to its changing environment.
“We’ve been in so many businesses over the years,” recalls Peter-Frans Pauwels, co-founder of TomTom. “As opportunities have emerged we’ve always been pragmatic and taken advantage of them if they made sense for the company. Although some acquisitions, for example, might have looked expensive or surprising at the time; with hindsight it is clear that they opened new doors for TomTom that were valuable.”
TomTom’s story started in 1991 and by 1996 it was a creator of apps (a word not then invented) including games, dictionaries and travel guides for personal digital assistants. It rapidly realised that much of its revenue came from mapping and when President Clinton’s administration opened up the GPS system in 2000, TomTom leapt at the opportunity. Initially it developed software for the Windows Pocket PC before entering the hardware market itself.
With a product that exploited faster processing power and cheaper memory, TomTom carefully refined its offering through multiple versions before making a breakthrough. “In 2004, we successfully democratised navigation,” says Pauwels. “Our goal was straightforward: to create a product that was accessible, affordable and easy-to-use. We wanted people to be able to drive home from the shop using a TomTom without having to read the instructions.”
The formula worked perfectly: revenues and profits soared, and in 2005 TomTom went public. But while it basked in its success, the company foresaw potential threats to its business model. “We recognised that standalone satellite navigation would be an intermediate step,” says Pauwels. “We knew that in time it would be built into cars. So we used the IPO proceeds to explore diversification possibilities.”

Product diversification
The diversification decisions made at that time still shape TomTom today. In 2005, the company acquired a business that subsequently made TomTom Europe’s number one telematics company, logging the movements of 750,000 company and lease vehicles.
TomTom also hired a team from Siemens to acquire knowledge to enable it to deal directly with the auto industry as satellite navigation began to be integrated into cars: TomTom is now one of just three providers of map data to the global auto industry.
Another diversification initiative, traffic information, was born out of a realisation of how people used their satnavs. “Once the initial novelty wore off, it became clear that many people only drove short distances and therefore seldom used their device,” explains Taco Titulaer, TomTom’s CFO. “However, we realised that even if people didn’t need satnav on a regular basis they would be interested in traffic conditions on their route.” TomTom hired a team that had created an algorithm that used mobile phone information from Vodafone to detect – and therefore avoid – traffic jams; later, once it had achieved a critical mass of traffic-enabled satnavs, TomTom was able to use its own data.
TomTom is now the number one traffic information supplier globally, supplying data to Uber, Apple and many of the world’s largest automakers (including those that have their own mapping technology). It also makes its raw mapping data available to technology and other companies, powering Apple maps, for example.
The company’s search for alternative markets intensified in the much tougher trading and financial environment after 2008. “[It was a] a truly horrible year,” says Pauwels. “Consumer spending collapsed and retailers stopped ordering stock as the financial crisis hit. At the same time the iPhone was released and Google entered the mapping market with a free product.” The events of 2008 had some serious financial repercussions – TomTom had to renegotiate over €1 billion of debt and conduct a rights issue.
TomTom made a subsequent foray into wearables, which reports suggest could be curtailed following disappointing sales. Fortunately, earlier diversification initiatives have provided TomTom with the stability required to weather such setbacks. Consumer revenues, which represent around 40% of group revenues, continue to be dominated by standalone satellite navigation devices. “We know the satellite navigation business will eventually disappear,” says Titulaer. “We have planned for that: traffic and mapping software is now 30% of revenues and is growing at 20% a year.” The remaining revenue comes from telematics, which continues to grow steadily.

nr36
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Organisational structure
According to Titulaer, the change in organisational structure required by the company after 2008 mirrored the evolution of its mindset that accompanied its earlier spectacular growth in the mid-2000s.
“Going from 100 to 5,000 employees required us to put in place a more robust structure in terms of products and management,” he says. “Similarly, the broadening of our product portfolio prompted us to reorganise. Now, market and product opportunities are targeted by the relevant business units, which are served by various technology groups. So, for example, our core navigational capabilities go into both the consumer product and software we develop for tech or auto players. This change required us to focus on developing products that work both individually and collectively, which is a good discipline.”
TomTom is now both a B2C and a B2B company. While its B2B technology and data sales do not directly leverage the strength of TomTom’s brand, Pauwels is adamant that its consumer brand heritage is important to the company’s future in all markets. “Obviously marketing differs depending on the segment, but TomTom’s consumer market presence and broad recognition is still valuable,” he says.

The same, but different
TomTom has been through multiple business models and targeted a wider range of opportunities than most companies with a 26-year track record. Yet, according to Pauwels, its ethos has remained constant throughout. “All four founders are still with the company and have a significant stake. That is important because while we are subject to the rhythms of the market as a listed company, our stability means we can look farther out than some other companies and execute decisions for the long term. At heart, we are still all about entrepreneurialism.”
These values permeate the entire business. “Although our size means that we have clear managerial structures in place, TomTom is much less hierarchical than other companies,” says Titulaer. “We’re not interested in ticking boxes or strict reporting lines – people talk to whoever is necessary to solve problems. Our culture is about getting things done: it’s an in-company joke that we are light-touch when it comes to support – i.e. do it yourself! – because we find it gets in the way of the entrepreneurial spirit. Nobody tells the business how to run the business.”
Pauwels echoes these sentiments. “We have no hard rules about how people work – we’re interested in individuals taking responsibility. Young people who come into the company can progress rapidly if they are willing to take responsibility.” TomTom’s open culture and flexible approach has delivered numerous technological advances over the years. “Most recently, our Road DNA technology for autonomous driving, which is critical to the future, was developed by employees working overtime on their weekends,” he says. In January, the company bolstered its autonomous driving capabilities with the acquisition of Autonomos, a Berlin-based autonomous driving start-up – following a similar path to its entry into the telematics market in 2007.
“It’s not the strongest that survive but the most adaptable.”
It is TomTom’s openness to new ideas that continues to motivate Pauwels. “Every day I get to work with great people in a stimulating environment,” he says. “TomTom continues to be at the forefront of technology. There are constant new challenges and opportunities – it’s super cool.” Titulaer agrees that the vigorous competition faced by TomTom is a major motivation: “Playing with the big boys – while still being a company based in Amsterdam – is exciting. We do things a little differently to everyone else and the fact that we’re still thriving shows that Darwin was right: it’s not the strongest that survive but the most adaptable.”

Support when it’s needed
“In 2008, when we had to restructure our debt, we needed strong partners – and ING was one,” recalls CFO Taco Titulaer. “It was a scary time because no-one knew what would happen – in our business, the financial system or the broader economy. But the benefits of our frequent and multi-level contact with ING – between CEOs, CFOs, treasury, M&A and many different areas of the business – paid off. We found that it created a broad relationship that ensured ING understood our strategic ambitions and our story rather than just looking at the numbers.”
TomTom became debt-free in 2013 and now has just a revolving credit facility to provide working capital. But it continues to value the closeness of its relationship with ING. “We know that if we find a suitable acquisition, for example, bridging finance will be there because ING already understands what we’re aiming to achieve,” says Titulaer. That closeness comes from being candid about challenges, he adds. “When I talk to our ING relationship manager I am open and honest about our problems and the day-to-day reality of the business. I expect the same degree of transparency in return because it helps me to understand where problems might emerge from.”
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TOMTOM OFFERS DEVELOPERS FREE AND EASY ACCESS TO THEIR ONLINE APIS



AMSTERDAM, November 6, 2017 - TomTom (TOM2), a leading global provider of maps and traffic data, today announced their completely revamped developer portal. Updates include enhancements to its product offerings and a pricing model geared towards small and medium sized businesses to easily integrate TomTom’s Online APIs into their applications.

TomTom’s APIs and SDKs are already being used by a large array of enterprises and startups for artificial intelligence and internet of things (IoT) applications such as fleet management, vehicle tracking and logistics. Access to any of TomTom’s online APIs, together with full documentation, daily free allowances of 2,500 transactions, and easy sign-up is available at TomTom Maps APIs Developer Portal.

“High-quality and comprehensive location data is a critical foundation for building the next generation of IoT applications and smart cities innovation,” said Anders Truelsen, Managing Director of BU Licensing at TomTom. “The increased demand for location aware technology and applications across industries will provide an environment for developers to easily access our online APIs and help optimize their applications with our location technologies.”

TomTom’s Online APIs pricing model supports start-ups and allows businesses to grow at their own pace with access to all APIs in every package. “We have crafted our product offerings and pricing with the start-up developer in mind. Developers can evaluate, develop, and commercially deploy their products for free,” states Gregory De Jans, Head of Developer Relations at TomTom. Even when businesses have brought their products to market, TomTom provides thousands of free transactions, keeping the barrier of entry low. “We want to work alongside developers and help every developer be as successful as possible.”
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Troubleshooter Wakkie moet verkoop Bugaboo forceren
Kinderwagenfabrikant Bugaboo heeft topjurist Peter Wakkie ingeschakeld om de verkoop van het bedrijf te verwezenlijken. De onderneming is al jaren verlamd door een knetterende ruzie tussen de twee oprichters en eigenaren, Max Barenbrug en zijn voormalige zwager Eduard Zanen.
Het conflict is de reden dat een verkoop eerder mislukte, en volgens ingewijden ook mede de reden dat de resultaten dit jaar lager zijn. Wakkie moet ervoor zorgen dat een verkoop niet opnieuw strandt en de oprichters met hun geruzie het bedrijf niet blijven gijzelen.

Ten minste één potentiële koper wilde Bugaboo vorig jaar al kopen. Verschillende bronnen stellen dat het gaat om de Britse investeringsmaatschappij CVC. Zanen wilde daarop uitstappen en beriep zich op afspraken uit 2012 tussen hem en zijn compagnon over een gezamenlijke exit. Maar Barenbrug verzette zich, waardoor CVC afhaakte. De oprichters bezitten allebei 50% van de aandelen en kunnen daarmee ieder een deal blokkeren.
Taaie jurist

Wakkie staat bekend als taaie jurist die tal van netelige conflicten in het bedrijfsleven oploste. Na het afhandelen van het boekhoudschandaal bij Ahold werd Wakkie door het supermarktconcern jarenlang ingehuurd als chief legal officer. Begin dit jaar kwam Wakkie in het nieuws wegens zijn rol om een patstelling te doorbreken tussen de aandeelhouders bij het grote Spaans-Russische telecombedrijf ZED+. In die zaak werd hij overigens aangehouden en langdurig verhoord door de Spaanse politie.
Bugaboo verkoopt zijn kinderwagens in zo’n vijftig landen en heeft 1300 mensen in dienst. Het Amsterdamse bedrijf is in 1999 opgericht. De eerste kinderwagen was een afstudeeropdracht van Barenbrug. Hij richtte het bedrijf op samen met Zanen, zijn toenmalige zwager, die geld en zakelijke expertise inbracht.
Met het succes kwamen de ruzies
Het internationale succes volgde snel, mede doordat de luxe kinderkoets opdook in de populaire Amerikaanse televisieserie Sex and the City. Plots werden beroemdheden als Madonna en (toen nog) prinses Máxima met een Bugaboo gesignaleerd.
Lees ook

Grote ego's en botsende karakters bij Bugaboo
Maar met het succes kwamen ook de ruzies. Bronnen hebben het over botsende karakters: Barenbrug is de creatieve man en Zanen de zakelijke. Hierdoor ontstond een richtingenstrijd. Barenbrug wil graag uitbreiden naar aanpalende markten. Hij is ook de bedenker van de luxe rolkoffers die Bugaboo sinds vorig jaar verkoopt; een project dat vooralsnog veel geld kost. Zanen vindt dat Bugaboo zich hoofdzakelijk moet blijven richten op jonge ouders en ziet kansen met andere producten zoals kinderkleding.
Afhaken CVC leidt tot rechtszaak
Nadat CVC vorig jaar bot ving, sleepte Zanen Barenbrug begin dit jaar voor de rechter. Hij wees daarbij op de afspraak die hij in 2012 met Barenbrug had gemaakt. Het duo had toen laten vastleggen dat zij hun belangen samen zouden verkopen als een van twee wilde uitstappen. Dat moment was volgens Zanen vorig jaar gekomen.
Door te dreigen met een last onder dwangsom van €10 mln kreeg Zanen Barenbrug aan de onderhandelingstafel, waarmee de rechtszaak van de baan was. Bijgestaan door teams van advocaten spraken de kemphanen daarop een protocol af dat moet leiden tot een verkoop.
Scheidsrechter Wakkie
Toen werd ook afgesproken dat er een soort scheidsrechter zou worden benoemd, om nieuwe impasses te doorbreken. Die arbiter is, naar nu blijkt, Wakkie geworden. Wakkie kan in het uiterste geval het winnende bod aanwijzen.

Geïnteresseerde partijen, waaronder veel investeringsmaatschappijen, hebben eind vorige maand een informatiepakket gekregen. Daarin valt te lezen dat de netto-omzet volgens de laatste prognoses dit jaar met een kleine €5 mln daalt tot €156,5 mln. Het aangepaste brutobedrijfsresultaat (ebitda) daalt van bijna €30 mln tot €18 mln.
De dalende resultaten hebben er volgens een bron toe geleid dat mogelijke kopers de afgelopen maanden voorzichtiger zijn geworden en de verkoopopbrengst lager zal uitvallen dan eerder gedacht.
Wakkie, CVC en Bugaboo willen geen commentaar geven.
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Wies, zou jij even in de off-topic draad willen kijken? Alvast bedankt. Zo fijn om een doorgewinterde handelaar in ons midden te hebben.
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Nieuwe ontwikkelaars portal is wederom goed nieuws. Nu is TomTom ook voor kleine ontwikkelaars en startups een interessante partij en kan TomTom een gestandaardiseerd aanbod bieden. Prijsmodel is interessant voor ontwikkelaars maar zeker ook voor TomTom. En uiteraard goed voor het aantal datapunten. Vooral de laagdrempeligheid is een goed punt. Eenvoudig aanmelden en eerste 2.500 api calls per dag gratis. Daarna een langzaam oplopende prijs. Top service lijkt mij.
Agatan
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Goedemorgen. Na het weekend en de daarin vermelde posts in de off topic draad en alhier, sterkt het vertrouwen in TT en hopen we maar op hogere koersen, fijne dag.
Topper
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Amsterdam, 6 November 2017, 09:00 CET - TomTom (TOM2) today announced that it has repurchased 261,490 ordinary TomTom shares at an average price of €9.80 per share in the period from 30 October 2017 up to and including 3 November 2017. The aggregate consideration of this repurchase was € 2.56 million. These repurchases were made as part of the company’s share buyback programme, which was announced on 19 September 2017.

The total number of shares repurchased under this programme to date is 2,301,489 shares for a total aggregate consideration of € 21.54 million.

TomTom will use the shares to cover its commitments arising from its stock option and share plans. Details on the share buyback transactions can be found on the company’s website.

This press release contains information which is to be made publicly available under the Market Abuse Regulation (EU) No 596/2014.
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