Clarkson Lumber - David (e) · PDF fileCase Summary • Clarkson Lumber Company...
Transcript of Clarkson Lumber - David (e) · PDF fileCase Summary • Clarkson Lumber Company...
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Clarkson LumberHardwoods, Hard Times
BBUS 505aCavelero, Engstrom, Tobey & Zadah
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Overview
• Case Summary
• Problem Identification
• Findings
• Methodology
• Metrics
• Insights
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Case Summary• Clarkson Lumber Company [‘CLC’], is a small PNW lumber concern
experiencing rapid, questionably financed growth.
• Keith Clarkson [‘Clarkson’], sole owner of CLC, has maxed out ($399K of • Keith Clarkson [‘Clarkson’], sole owner of CLC, has maxed out ($399K of
$400K) his line of credit [‘LOC’] at Suburban National.
• CLC relies heavily on trade credit and short term debt.
• Clarkson wants to move to Northrup National Bank – a larger bank – with a
a $750K short-term LOC.
• George Dodge, Northrup officer, is cautiously receptive. He’s asked a team
of intelligent, attractive analysts to investigate the current state of CLC.
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Problem Identification“Clarkson wants to move to Northrup National Bank – a larger bank offering
a $750K LOC.”
• CLC overuses expensive short-term debt to finance growth and • CLC overuses expensive short-term debt to finance growth and
buyout his former partner.
• It is our opinion that receiving a larger LOC from our bank will result
in negative future growth and exacerbate current cash flow problems.
• There are other problems with cash-flow, including inventory
purchasing, A/R and a 2% A/P discount (opportunity).
• PPE depreciation is an unkown; for our analysis, we factored it out.
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Findings• CLC can be a profitable investment for Northrup, but not with the stated
credit terms. Debt restructuring is needed to maximize CLC’s profitability.
• According to our research, CLC is in danger of growing at a
“unsustainable” pace:“unsustainable” pace:
a. Most metrics are highly positive
b. DuPont shows consistent gains
c. However, CLC’s sustainable growth rate is 20.7%; his
current projected growth is 21.7%
• Greatest challenge is cash flow
a. Poor financing, capital structure
b. Growth overly reliant on expensive short- term debt
c. Increasing inventory
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Findings1. Short-term LOC of $750k will put CLC in bankruptcy by the end of 1998
2. CLC’s projected growth creates a forecasted EFN of ~$975K.
3. By maintaining the projected growth rate, Northrup can facilitate CLC’s 3. By maintaining the projected growth rate, Northrup can facilitate CLC’s
maximum profitability by offering “balanced” financing of 35% short-term
(~$340k) and 65% long-term (~$635 k).
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$160
$180
$20
Operating Income
Findings
$0
$20
$40
$60
$80
$100
$120
$140
$160
1996 1997 1998
$8
$14
$20
Balanced
Short Term
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Methodology1. Financial Statements Analysis
• Common-Size Income Statement (% Sales)
• Common-Size Balance Sheet (%Assets)
2. Ratio Analysis2. Ratio Analysis
• Short-Term Solvency (Liquidity)
• Long-Term Solvency (Financial Leverage)
• Assets Management (Turnover)
• Profitability
3. The Du Pont Identity (Current, Forecasted)
4. Financial Planning
• Estimated sales growth
• Forecasted growth using ‘% of sales’ approach
• Estimated amount, type of EFN
• Estimated sustainable growth
1996: Q1
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Clarkson vs. IndustryLow-Profit Outlets High-Profit Outlets CLC 3YR 1995
Percent of Total
Sales:
Cost of goods 76.90% 75.10% 75.60% 75.80%
Operating expense 22.00% 20.60% 20.90% 20.80%
Cash 1.30% 1.10% 1.40% 1.20%
Accounts receivable 13.70% 12.40% 11.90% 13.40%
Inventory 12.00% 11.60% 12.30% 13.00%
Fixed assets, net 12.10% 9.20% 8.00% 8.60%
Total Assets 39.10% 34.30% 33.70% 36.20%
Percent of Total
Assets:
Current liabilities 52.70% 29.20% 48.41% 66.50%
Long-term liabilities 34.80% 16.00% 13.45% 6.10%
Equity 12.50% 54.80% 38.14 27.40%
Total Assets 100.00% 100.00% 100.00% 100.00%
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2.5
2.49
CURRENT RATIO
Metrics: Short Term Solvency
2.5
QUICK RATIO
0.0
0.5
1.0
1.5
2.0
1993 1994 1995
1.58
1.15
0.0
0.5
1.0
1.5
2.0
1993 1994 1995
1.27
0.82
0.61
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Metrics: Leverage
0.10
0.20
0.30
0.40
0.50
0.60
0.70
0.80
0.45
0.680.73
1993
1994
1995
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
4.50
0.86
2.59
4.06
1993
1994
1995
0.00
0.10
TOTAL DEBT RATIO
0.00
0.50
DEBT-EQUITY RATIO
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00%
Current liabilities
29.92%
48.83%
66.46%
CLC 1993 CLC 1994 CLC 1995
0.00%
10.00%
20.00%
30.00%
40.00%
50.00%
60.00%
70.00% 52.70%
29.20%
66.46%
Low-Profit High-Profit CLC 1995
Current Liab. - Industry Comparison
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Metrics: Asset Utilization
45.00
50.00
38.24
43.14
48.95
64.00 62.57
0.00
5.00
10.00
15.00
20.00
25.00
30.00
35.00
40.00
45.00 38.24
1993
1994
1995
52.00
54.00
56.00
58.00
60.00
62.00
55.86
59.86
1993
1994
1995
DAYS PER INVENTORY TURNOVER DAYS ACCOUNTS IN A/R COLLECTION
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12.40%12.32%
% of Sales
Metrics: Inventory
11.20%
11.40%
11.60%
11.80%
12.00%
12.20%
Low-Profit Outlets High-Profit Outlets Clarkson 3YR
12.00%
11.60%
Inventory
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54.00% 50.87% 51.73%53.00%
vs. Current Assets
Metrics: Inventory
Inventory
Non-inventory
43.00%
44.00%
45.00%
46.00%
47.00%
48.00%
49.00%
50.00%
51.00%
52.00%
53.00%
1993
1994
1995
49.13%
48.27%
47.00%
50.87% 51.73%
% o
f C
urr
en
t
Years
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0.00
0.05
0.10
0.15
0.20
0.12
0.18 0.17Metrics: DuPont Analysis
0.00
0.01
0.01
0.02
0.02
0.032.1% 2.0%
1.7%
0.00
1993 1994 1995
ROE
0.00
1993 1994 1995
PROFIT MARGIN
2.50
2.60
2.70
2.80
2.90
3.00
3.10
3.20
1993 1994 1995
3.18
3.01
2.76
TOTAL ASSET TURNOVER
0.00
0.50
1.00
1.50
2.00
2.50
3.00
3.50
4.00
1993 1994 1995
1.82
3.11
3.65
EQUITY MULTIPLIER
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0.10
0.15
0.20
0.21 0.20
0.19
Metrics: Forecasted DuPont
0.015
0.020
0.0252.2%
2.3%2.4%
1996 1997 1998
ROE
1996 1997 1998
PROFIT MARGIN
2.00
2.25
2.50
2.75
3.00
1996 1997 1998
2.99 2.99 2.99
TOTAL ASSET TURNOVER
0.00
1.00
2.00
3.00
4.00
1996 1997 1998
3.24
2.85
2.56
EQUITY MULTIPLIER
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Income StatementOperating Expenses
1993 1994 1995 Percent of Sales
Net sales $2,921 $3,477 $4,519
Cost of Goods Sold:
Beginning inventory 330 337 432 10.1%Beginning inventory 330 337 432 10.1%
Purchases 2,209 2,729 3,579 78.0%
Total Inventory $2,539 $3,066 $4,011
Ending inventory 337 432 587 12.4%
Total Cost of Goods Sold $2,202 $2,634 $3,424 75.7%
Gross profit $719 $843 $1,095
Operating expensesb 622 717 940 20.9%
EBIT $97 $126 $155
2% AP Discount
Interest expense 23 42 56
EBT $74 $84 $99
Provision for income taxesc 14 16 22
Net income $60 $68 $77
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Balance SheetBalance
1993 1994 1995 Percent of Sales
Net sales $2,921 $3,477 $4,519
Cash $43 $52 $56 1.4%
Accounts receivable, net $306 $411 $606 12.4%
Inventory $337 $432 $587 11.6%Inventory $337 $432 $587 11.6%
Current $686 $895 $1,249
Property, net $233 $262 $388 8.1%
Total Assets $919 $1,157 $1,637
Notes payable, banka -- $60 $390
Note payable to -- $100 $100
Notes payable, trade -- -- $127
Accounts payable $213 $340 $376 8.1%
Accrued expenses $42 $45 $75 1.5%
Term loan, current portionc $20 $20 $20
Current liabilities $275 $565 $1,088
Term loan $140 $120 $100
Note payable, Mr. Holtzb -- $100 $0
Total Liabilities $415 $785 $1,188
Net worth $504 $372 $449
Total Liabilities and Net Worth $919 $1,157 $1,637
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Insights: Long-Term Debt
• Exchange a portion of short-term liabilities for long-term debt
• Will reduce interest payments• Will reduce interest payments
• Long-term debt has smaller payments, lower rates
• Savings passed to his cash flow; used to manage A/P
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Insights: Reduce Inventory
• Reduce existing inventory
• Increase sales?
• Slow inventory growth; more capital in cash flow
• Drain inventory by growing with current excess
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Insights: Increase A/R Turnover
• Increasing A/R turnover primes cash flow
• More cash in hand
• Can incentivize quicker collections with cash discount
• Savings in financing charges greater than 1% rebate
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• Key Concerns
• Will bank accept such a loan?
• Can CLC collateralize long-term debt?
Key Concerns
• Can CLC collateralize long-term debt?
• Micromanaging sales within bank’s core capabilities?
• High inventory a hedge against price fluctuations?
• Can CLC profit margin afford 1% hit?