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National Presto Industries Inc  (NPK)
Other Ticker:  
 
    Sector  Capital Goods    Industry Aerospace & Defense
   Industry Aerospace & Defense
   Sector  Capital Goods
 

National Presto Industries Inc's Customers Performance

NPK

 
NPK's Source of Revenues National Presto Industries Inc's Customers have recorded an advance in their cost of revenue by 5.46 % in the 2 quarter 2022 year on year, sequentially costs of revenue grew by 4.91 %, for the same period National Presto Industries Inc revnue deteriorated by -11.46 % year on year, sequentially revenue grew by 26.97 %.

List of NPK Customers




National Presto Industries Inc's Customers have recorded an advance in their cost of revenue by 5.46 % in the 2 quarter 2022 year on year, sequentially costs of revenue grew by 4.91 %, for the same period National Presto Industries Inc revnue deteriorated by -11.46 % year on year, sequentially revenue grew by 26.97 %.

List of NPK Customers


   
Customers Net Income grew in Q2 by Customers Net margin grew to
6.94 % 5.23 %



National Presto Industries Inc's Customers, Q2 2022 Revenue Growth By Industry
Customers in Miscellaneous Fabricated Products Industry      12.76 %
Customers in Construction Services Industry      3.86 %
Customers in Alcoholic Beverages Industry -9.04 %   
Customers in Department & Discount Retail Industry      6.57 %
     
• Customers Valuation • Segment Rev. Growth • Segment Inc. Growth • Customers Mgmt. Effect.


National Presto Industries Inc's Comment on Sales, Marketing and Customers



The Company has a sales force of 14 employees that sell to and service most customers. A few selected accounts are handled by manufacturers’ representatives who may also sell other product lines. Sales promotional activities are conducted through the use of newspaper advertising and television. The business is seasonal, with the normal peak sales period occurring in the fourth quarter of the year prior to the holiday season. This segment operates in a highly competitive and extremely price sensitive environment. Increased costs that cannot be fully absorbed into the price of products or passed along in the form of price increases to the retail customer can have a significant adverse impact on operating results. Several companies compete for sales of housewares and small electrical appliances, some of which are larger than the Company’s segment and others which are smaller. In addition, some customers maintain their own private label, as well as purchase brokered product directly from the Orient. Product competition extends to special product features, product pricing, marketing programs, warranty provisions, service policies and other factors. New product introductions are an important part of the Company’s sales to offset the morbidity rate of other products and/or the effect of lowered acceptance of seasonal products due to weather conditions. New products entail unusual risks. Engineering and tooling costs are increasingly expensive, as are finished goods that may not have a ready market or achieve widespread consumer acceptance. High-cost advertising commitments which may accompany such new products or may be required to maintain sales of existing products may not be fully absorbed by ultimate product sales. Initial production schedules, set in advance of introduction, carry the possibility of excess unsold inventories. New product introductions are further subject to delivery delays from supply sources, which can impact availability for the Company’s most active selling periods.

The loss of Wal-Mart Stores as a customer would have a material adverse effect on the segment.

Almost all of the work performed by this segment directly or indirectly for the DOD was performed on a fixed-price basis.

As private label products tend to emulate branded product, new product development is important, but is largely limited to providing features similar to those found in national branded product. Research and development costs are absorbed in operations.


National Presto Industries Inc's Comment on Sales, Marketing and Customers


The Company has a sales force of 14 employees that sell to and service most customers. A few selected accounts are handled by manufacturers’ representatives who may also sell other product lines. Sales promotional activities are conducted through the use of newspaper advertising and television. The business is seasonal, with the normal peak sales period occurring in the fourth quarter of the year prior to the holiday season. This segment operates in a highly competitive and extremely price sensitive environment. Increased costs that cannot be fully absorbed into the price of products or passed along in the form of price increases to the retail customer can have a significant adverse impact on operating results. Several companies compete for sales of housewares and small electrical appliances, some of which are larger than the Company’s segment and others which are smaller. In addition, some customers maintain their own private label, as well as purchase brokered product directly from the Orient. Product competition extends to special product features, product pricing, marketing programs, warranty provisions, service policies and other factors. New product introductions are an important part of the Company’s sales to offset the morbidity rate of other products and/or the effect of lowered acceptance of seasonal products due to weather conditions. New products entail unusual risks. Engineering and tooling costs are increasingly expensive, as are finished goods that may not have a ready market or achieve widespread consumer acceptance. High-cost advertising commitments which may accompany such new products or may be required to maintain sales of existing products may not be fully absorbed by ultimate product sales. Initial production schedules, set in advance of introduction, carry the possibility of excess unsold inventories. New product introductions are further subject to delivery delays from supply sources, which can impact availability for the Company’s most active selling periods.

The loss of Wal-Mart Stores as a customer would have a material adverse effect on the segment.

Almost all of the work performed by this segment directly or indirectly for the DOD was performed on a fixed-price basis.

As private label products tend to emulate branded product, new product development is important, but is largely limited to providing features similar to those found in national branded product. Research and development costs are absorbed in operations.








NPK's vs. Customers, Data

(Revenue and Income for Trailing 12 Months, in Millions of $, except Employees)



COMPANY NAME MARKET CAP REVENUES INCOME EMPLOYEES
National Presto Industries Inc 463.38 325.52 16.97 1,043
Aecom 10,326.39 13,075.84 328.01 92,000
Big Lots Inc. 502.61 5,788.61 -49.72 36,100
Dollar General Corporation 55,203.57 35,346.35 2,315.15 143,000
Emcor Group Inc. 6,144.04 10,461.80 375.46 27,000
Tortec Group Corporation 0.00 -0.06 -0.05 0
Hill International inc. 196.78 396.77 -0.18 4,558
Nuverra Environmental Solutions Inc 34.53 97.31 -25.83 0
Pacific Ventures Group Inc. 0.80 44.07 -6.60 1
Pernix Group, Inc. 0.00 0.00 0.00 475
Sterling Infrastructure Inc. 705.31 1,785.67 79.13 1,565
Tetra Tech inc. 7,100.17 1,248.34 263.14 13,000
Versar Inc 4.70 113.47 2.73 556
Willdan Group inc. 189.38 385.00 -8.15 637
Watts Water Technologies Inc 4,394.21 1,918.70 210.70 4,800
SUBTOTAL 84,802.50 70,661.87 3,483.79 323,692
       
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