AWARE INC /MA/ Segments Disclosure
8. BUSINESS SEGMENTS AND MAJOR CUSTOMERS
We organize ourselves into a single segment that reports to the chief operating decision maker.
We conduct our operations in the United States and sell our products and services to domestic and international customers. Revenues were generated from the following geographic regions (in thousands):
|
|
|
Year ended December 31, |
||||
|
|
|
2019 |
|
2018 |
||
|
United States |
|
$ |
6,091 |
|
$ |
7,439 |
|
United Kingdom |
|
|
2,334 |
|
|
4,004 |
|
Brazil |
|
|
876 |
|
|
2,473 |
|
Rest of world |
|
|
2,903 |
|
|
2,215 |
|
|
|
$ |
12,204 |
|
$ |
16,131 |
Revenue by product group was (in thousands):
|
|
|
Year ended December 31, |
||||
|
|
|
2019 |
|
2018 |
||
|
Biometrics |
|
$ |
11,170 |
|
$ |
15,042 |
|
Imaging |
|
|
1,034 |
|
|
1,089 |
|
|
|
$ |
12,204 |
|
$ |
16,131 |
The portion of total revenue that was derived from major customers was as follows:
|
|
|
Year ended December 31, |
|
||
|
|
|
2019 |
|
2018 |
|
|
Customer A |
|
16 |
% |
20 |
% |
|
Customer B |
|
2 |
% |
13 |
% |
Revenue by timing of transfer of goods or services for the years ended December 31, 2019 and 2018 was (in thousands):
|
|
|
Year ended December 31, |
||||
|
|
|
2019 |
|
2018 |
||
|
|
|
|
|
|
|
|
|
Goods or services transferred at a point in time |
|
$ |
3,812 |
|
$ |
5,972 |
|
Goods or services transferred over time |
|
|
8,392 |
|
|
10,159 |
|
|
|
$ |
12,204 |
|
$ |
16,131 |
Historical Timeline
| Fiscal Year | Filed | |
|---|---|---|
| 2019 | Feb 18, 2020 | Showing above |
| 2018 | Feb 19, 2019 | |
| 2017 | Feb 28, 2018 | |
| 2016 | Feb 10, 2017 | |
| 2015 | Feb 12, 2016 | |
About Segments Disclosures
Segment disclosures break a company into its reportable operating units, revealing revenue, profit, and asset allocation that consolidated financial statements obscure. Under ASC 280, segments must match how the chief operating decision maker views the business, providing a window into internal management structure and resource allocation priorities.
Key signals: compare segment margins to identify which units drive profitability and which destroy value. Watch for changes in the number of reportable segments — segment aggregation or disaggregation often coincides with strategic shifts or attempts to obscure declining performance. Intersegment elimination patterns reveal internal pricing practices. The reconciliation between segment totals and consolidated figures exposes corporate overhead allocation and unallocated items. Geographic revenue concentration highlights regulatory and currency exposure. Compare segment-level capital expenditure against segment revenue to assess where management is investing for future growth versus harvesting existing assets.