Currently, the company’s debt is $110 million, composing approximately 25% of the
Currently, the company’s debt is $110 million, composing approximately 25% of the
In the early 1980s, a drop in oil prices, real estate overdevelopment and other factors created a financial “perfect storm” that devastated businesses throughout the metropolitan areas of Texas. During the fallout, Jenkens lost not only its core Murchison and Murchison-related business (which at that time still constituted about half of the firm’s business), but also much of non-Murchison oil and gas and real estate work. By the late 1980s, therefore, Jenkens was fighting for its survival. It needed to shed its dead weight and to diversify and grow – quickly and contemporaneously – or the firm would die through shareholder attrition and firm raiding. Thus began a period of rapid and uncontrolled expansion, which included opening offices in strategic markets and a push to increase “profits per partner” to entice shareholders with their own practices to stay with the…
1. Sustainability – One of Holmes Corp. major strengths is its long history of steady and predictable cash flow. Over the last five years, Holmes’ Net sales have grown from $41MM to $103MM which is approximately a growth rate of 151%. Over the same time frame Holmes’ net earnings have grown from $1M to $6.6M which is approximately a growth rate of 560%. This history of strong earnings means we can realistically expect stable future cash flow which will be useful going forward. Holmes’ stable earnings will also be very attractive to prospective corporate bondholders. We would most likely be able to attract a good amount of bond purchasers since there would be little risk of a default perceived due to strong and stable earnings. This fact would make it much easier to raise funds in order to pay back a bridge loan.…
This case study is about a manufacturing company that designs, customize, and manufacture connector that are used to reinforce wood joins for construction purposes. The company has a good reputation in the industry and among construction professional for its customized products, and is consider one of the leading companies in the industry by enjoying a 60 per cent market share, which had fallen from 70 per cent in recent years; however, since 2006 to 2008, the company has seen its net income fall from $1456 to $7, which have raised concerns about the overall performance of the company among its executives. After analyzing the company’s finances, I have concluded that there are three main reasons for company’s low performance: Poor investment management, competition in the industry, and low demand due to recession.…
“Thomas Money Service Inc. (TMS) has been in business since 1940” (University of Phoenix, 2012). The company started out granting small loans for consumer needs and evolved into offering business loans, business acquisition financing, and commercial real estate loans, (University of Phoenix, 2012). TMS expanded into equipment financing in 1946 under the subsidiary of Future Growth Inc. (FGI), (University of Phoenix, 2012). The venture in turn became very lucrative for TMS because of a huge demand in construction and forestry equipment after World War II (University of Phoenix, 2012). In 1951, FGI purchased an equipment manufacturing company building, selling, and financing their own building and forestry equipment and discontinued financing other equipment (University of Phoenix, 2012). For over 67 years it has been profitable and has stated in previous economic downturns that the company never had to lay off any of its workers, (University of Phoenix, 2012). However, in the current recession and after several natural disasters affecting forestry states, FGI profits declined last year by 30%. Home sales also declined, constructions slowed and caused FGI to repossess equipment and sell it at a discounted price. With the changing economic environment and profit loss Thomas Money Services Inc. has requested recommendations to help increase its revenue, determine its profit maximizing quantity, increase product differentiation, increase barriers to…
s Mike McCarty walked through the Silver Ships shipyard monitoring the production of several aluminum hull boats in various stages of production, he began to think “What now?” He had seen his shipyard grow from a boatbuilding operation in the garage of his home in 1985 to a large, state-of-the-art company manufacturing 26- to 60-foot aluminumhull boats in 2010. During its 25 years in business, McCarty’s company had sold more than 1,500 boats to the U.S. military, various federal agencies, law enforcement agencies, shipping companies, and others needing custom-designed small to medium-size vessels. Exhibit 1 presents a sample of typical military and workboats produced by Silver Ships. McCarty built his business by focusing on the highest possible quality and performance and taking care of his employees. His commitment to quality had allowed the company to increase revenues from $5.7 million in 2006 to nearly $11 million in 2009. In addition, the company had a strong balance sheet and had never been forced to lay off a single employee in its 25-year history. An income statement for 2006 through 2009 is presented in Exhibit 2. The company’s balance sheets for 2006 through 2009 are presented in Exhibit 3. As 2011 approached, McCarty was at an age where he could consider retirement and begin shopping the business to potential buyers or continue to drive Silver Ships’ growth through various expansion opportunities. The…
When analyzing the Pinnacle Manufacturing Financial Statements there multiple concerns that should be further investigated that I will explain in this memo. When identifying the year to year change and using financial ratios found on A6, there are a couple of concerns that need to be identified. The fact that the operating expense from fluctuated from an increase $892,861 from 2009 to 2010 and then decreased by $956,231 from 2010 to 2011 should be raised in question. At the same time Operating expenses income from operations decreased from 2009-2010 by $1,260,571 and increased from 2010-2011 by $78,541. The -23.10% from 2009-2010 is concerning in their ability realized from profit on their business operation. On the balance sheet there was a substantial increase by $6,698,823 from 2010-2011. When examining this with the inventory turnover ratio from 2010 to 2011 there was a decrease in inventory. This is very concerning from Pinnacle, in respects to their industry, that there is excess inventory and that the inventory is at the end of its product life cycle and has not seen any sales. The account receivable turnover ratio measures how efficiently a company uses it assets. In this case Pinnacle has a declining at turnover ratio that indicates that Pinnacle should re-evaluate its credit policies to ensure timely receivable collection. The high debt/equity ratio means that Pinnacle has been aggressive in financing it growth with debt. Usually if a lot of debt is used to finance increased operations could lead to bankruptcy, however given the industry in which Pinnacle operates is capital - intensive (manufacturing) tends to have a debt/equity ratio around 2. (A6)…
Over the years, Navallez noticed that his profit margins shirked as prices decreased and costs increased. Navallez decided to do his own research on some of his competitors and discovered that to keep up, many of the local competitors was either consolidating by merger or acquisition. Navallez, being proud of his accomplishments did not want to industrialize his company and contacted Wells Accounting firm to help him with alternatives to match the competitors. Wells Accounting Firm plan of action is to assist Navallez by helping him understand the difference between the various capital budget techniques, and then providing Navallez a recommendation on the best-fit project to bring Guillermo’s Furniture and Manufacturing Company back to excellent financial health.…
Even though DMC had grown to become a multi-billion dollar company and consistently ranked in the top five in their industry, DMC’s returns between 2008 and 2012 showed great profits and loss swings unpredictably. These ranged from a net income loss of $1.5 billion in 2008, $1.9 billion in 2009, to a profit of $1.9 billion in 2010, $1.7 billion in 2011 then a loss of 1 billion in net income in 2012, the most recent year. (Table 1) Despite of the up-side-down net income and over $3 billion in long-term debt, DMC was able to make financial arrangements for a line of credit of from $500 million to nearly $2 billion to finance potential acquisitions of major competitors whose financial situations made them available.…
The high amount of necessary funds is also arising from the fact that Butler Lumber was able to strongly increase sales during the last years, while asset turnover, profit margin and equity multiplier remained on similar levels. This indicates that the company has grown stronger in sales than it could sustain by itself and therefore needed extra funds from outside of the company. All sustainable growth rates were lower than actual growth:…
Bibliography: "Company Overview of New Era Cap Co., Inc." Businessweek.com. N.p., n.d. Web. 08 Nov. 2012. .…
Gainesboro Corporation is a company that began in 1923 as a manufacturer of metal machinery parts which was in high demand during the Second World War. Since then, Gainesboro has changed with the times, entering into the machine tool industry in 1975 and most recently has transitioned into computer-aided design and computer-aided manufacturing (CAD/CAM) equipment manufacturer. Recently, two events have events have taken place which have further stressed the financial stability of the company; one being the Hurricane Katrina, which caused an 18% drop in Gainesboro’s stock, the other being two company-wide restructuring initiatives, which cost a total of $154 million. However, the latter comes with an upside: the development of a new and innovative product which the company believes will give them an advantage over their immediate competition. With Gainesboro’s financial strength in turmoil, CFO Ashley Swenson must submit a new dividend policy to the Board of Directors. She must decide whether more value will be added by paying shareholder dividends or to buy back company stock, the objective being to achieve a 15% compounded annual growth rate.…
American Home Products currently has low business risk due to the conservative nature of their business. They piggyback on first movers to lower their research and development costs. They excel in marketing therefore they concentrate on outselling their competitors. Also, they have low business risk because they are diversified among four product lines: prescription drugs, over the counter drugs, food products, and housewares producing over 1500 products. Three of American Home Products’ product lines (prescription drugs, over the counter drugs, and food products) are within the defensive industries which mean they have little sensitivity to the business cycle. These industries outperform others even when the economy is bad. In addition, through diversification of manufacturing a variance of product lines, if one product line were to experience a decrease in sales, the other lines should theoretically pick up the slack. AMH appears to be a healthy company when looking at its financial statements. AMH’s net worth (total assets-total debt) is 1,472.8 million. They have an excess cash of $233 million. Their ROE, profit margin, ROA, and A/R receivable turnover days all illustrate AMH’s financial strength indicating that they can rapidly generate cash to sustain their current growth rate, at 30.3%, 11.7%, 18.72%, AND 49.73 days respectively. AMH outperforms their industry in all above mentioned ratios. (See Exhibit #1). However it should be noted that their sales have decreased 5.3% from 14.1% in 1978 to 8.8% in 1981. This foreshadows possible risk in the future. This is why AMH is rethinking their…
Ted Richards and Frank Edwards recently graduated from Harvard Business School. Both wanted to start their own business, therefore they decided to purchase Air Tex Aviation, a fixed-based operation at San Miguel Airport in Texas, which was going bankrupt. Besides AirTex there are seven other fixed-base operations at San Miguel Airport, serving Center Country, Texas – one of the most rapidly growing communities in the nation. According to Ted and Frank AirTex shows a lot of potential, leading to a possible company grow rate of 20% p.a. in the first five year period. They purchased the stock of the company for $100K. Ted and Frank made use of the option to buy facilities under their market value. They were therefore able to sale and lease-back the facilities in order to raise the $500K for working capital. All in all AirTex had a total of $515K in the bank. Due to losses onsales in the fiscal year1989 the company left a negative net worth. Frank calculated that they would run out of money within three months. If Ted & Frank are able to reorganize the company within this time, AirTex has a chance to survive.…
It took very long for his son Kjeld to persuade him to add new color. > slow down…
Poe works with symbolism in his stories to depict how fear can distort a person’s mind. In Poe’s The Tell-Tale Heart, the narrator is captivated with the elderly man’s eye because he fears that it is watching him everywhere he goes. Losing all sense of the real world, the narrator decides to kill the old man. Consequently, the obsession with the eye makes him become absent-minded; thus, not considering the eye will not be the only thing to die. Poe writes, “...for it was not the old man who vexed me, but his Evil Eye,” (75). The eye represents the fear of being constantly watched and most importantly, judgement. The story is showing the audience that something as little as a small obsession can brainwash a person and induce paranoia. The author…