Winfield Inc Case Study

Another advantage is that payments will be level and interest rate will be fixed, since the boards forecast for the future is very pessimistic. The negatives of using debt through an insurance company have nothing to do with the financing or numbers. It is the management who was entirely against the idea. They believed that long-term fixed rates were too high, even though they had yet to return to early 1995 levels, where they were significantly higher. Another problem management had with the use of debt through insurance was that they did not like that there would be an extravagant set of covenants. More specifically Ruhl said that he disliked the type of covenant that could put the company in default without any action of management. "Violation of a debt-capital ratio, for instance," explained Ruhl with great relish, "could occur as a result of an adverse year rather than anything we do. " (Case Studies in Finance) Management, Ruhl, was extremely adamant about not agreeing to something that was out of his control. Ruhl actually preferred the informal loan, saying it was 'friendly'. This shows how much management does not know about financial decisions. Spreading the debt out over a longer period of time would improve the quick and current ratios. (see exhibit 7a) A negative of the loan itself is that if Padgett were to have the cash to prepay the loan they would face

MCI would be better to keep its capital structure of 55% debt. The cost of equity is high because raising more equity will dilute the value for existing shareholders. Due to the fact that MCI has a high leverage, it is not feasible to issue debt. Additionally, MCI has exhausted the line of credit from the banks and used convertible debentures frequently. MCI belongs to a competitive and regulatory industry. The high leverage will limit its potential to grow. In exhibit 8, MCI does not have a bond rating. The convertible bond allowed the company to raise capital and convert to equity later. The interest coverage ratio of AT&T is 3.6X whereas that of MCI is 4.2X. After increasing the market share, the company can obtain a bond rating by decreasing its financial leverage.

Tootsie Roll Industries is one of America’s most recognized confectionary companies and has been in business for more than 111 years, manufacturing and selling some of the most popular candies in the world. Tootsie Roll wants to secure a loan that will help increase the company’s total liabilities by 10% in the tune of $2.5 million. This loan package is attached to an updated business plan that provides the lender with the company’s history, a vision statement, its market, products, services, management, how the loan will impact the business, and the method of repayment. This paper will detail different ratio analyses, loan justification, and how the company plans to use the proceeds.

The findings of this report has found that the current performance of Chester, Inc. is not positive. Chester, Inc.’s liquidity ratios are steadily eroding over the three-year period. Profitability ratios are showing a trend that is slightly above industry averages, while being below their main competition each year. Solvency ratio analysis has showed the firm having sufficient leverage, but cash flow issues make us believe that acquiring more debt will not be beneficial to the company. A detailed explanation of the individual ratios used to draw these conclusions appear in the ratio analysis section of this report. Ultimately it is up to management to take action to remediate

First Farmers Financial, LLC U.S Income Tax Return for an S Corporation, beginning on 8/26/11 and ending on 12/31/11.

Superior Fence Company of Clover, Inc. is a fence contractor that is located in Clover, North Carolina. They are a family owned and operated business since 1972. The types of fences they build include white vinyl picket, wood picket, wrought iron gate, rail vinyl, 3-rail split rail fence, board fence, and more. They also install privacy, arched privacy, shadowbox, custom fence, split rail with wire, farm fence, horse fence, and all types of gates. Superior Fence Company of Clover, Inc. is a BBB Accredited Business.

* From the firings, we can see that management does not share Arnell’s plans for massive changes.

1. How strong are the competitive forces confronting Deere in the global market for agricultural and construction equipment?

2. Forecast the firm’s financial statements for 2002 and 2003. What will be the external financing requirements of the firm in those years? Can the firm repay its loan within a reasonable period? In order to forecast the financial statements of 2002 and 2003, the following assumptions need to be made. The growth of sales is 15%, same as 2001, which is estimated by managers. The rate of production costs and expenses per sales is constant to 50%. Administration and selling expenses is the average of last 4 years. The depreciation is $7.8 million per year, which is calculated by $54.6 million divided by 7 years. Tax rate is 24.5%, which is provided. The dividend is $2 million per year only when the company makes profits. Therefore, we assume that there will be no dividend in 2003. Gross PPE will be $27.3 million (54.6/2) per year. We also assume there is no more long term debt, because any funds need in the case are short term debt, it keeps at $18.2 million. According to the forecast, Star River needs external financing approximately $94 million and $107 million in 2002 and 2003, respectively. In order to analysis if the company can repay the debt, we need to know the interest coverage ratio, current ratio and D/E ratio. The interest coverage ratios through the forecast were 1.23 and 0.87 respectively, which is the danger signal to the managers, because in 2003, the profits even not

The statement of cash flows outlines some of the changes to the capital structure. The company added $164.5 million in a consolidated loan facility, and it paid out $138.1 million in dividends. There were no share buybacks during the year. The company states in the annual report (p.4) that it intends to maintain a conservative gearing ratio. The company in this section attributes its increased borrowings to projects and opportunities on which it has embarked. These investments lie within the integrated retail, franchise and property system. One of the

The company lost money almost every year since its leveraged buyout by Coniston Partners in 1989. The income generated was not sufficient to service the interest expenses of the company which stood at $2.62B in 1996. From Exhibit 1, we can say that interest coverage ratio computed as EBIT / Interest Expense was 1.31 in 1989 and has been decreasing over years and currently stands at 0.59. This raises a question of how the company can meet its interest payments without raising cash or selling assets.

William Wrigley Jr. Company is exploring whether it is optimal to recapitalise with taking on $3 billion of debt. Three options are revised; borrow and repurchase shares, dividend payouts or continue to function with full equity. Debt will provide a tax shield of $1.2 billion given the tax rate is 40%, this should increase the market share price to $61.53 per share. The viable method for the company is to utilize this debt to repurchase shares. The will not only increase Wrigley’s market value, via the debt shield, but also signal to market that management believes Wrigley’s is undervalued, something the dividend payment won’t achieve.

The company currently faces serious financial challenges. It was struggling with declining sales and increasing costs. Since 2004, revenues had fallen by more than 40% while costs especially for employees health insurance, maintenance, and utilities climbed. Credits and loans had been borrowed to

After all of this we also need to keep in mind the financing deals that they have made with the Patricorp Group of $312,500 In for 41% of the equity, and $625,000 in subordinate debt. That was the previous debt that I talked about in the previous paragraph. As of the current revenues of the company, and considering the actual payments needed to pay they need to continue to grow the company to keep up and service the debt they will inquire. It is critical that they are successful with the growth, so that they do not fault on their agreement and have to give up more equity in the company so that they can retain ownership.

Wendy Beaumont, the company’s president is looking to further expand and has asked the advice of friend and financial consultant, Amy McConville to review a potential acquisition or partnership. The prospects will elevate some of the president’s concerns for financing. In her own words, Ms. Beaumont expressed that the cost of financing growth right now was high and Friendly Card's projects 20% growth over the next year and even more in subsequent years. Further stating, the company had never been without financing problems and had always been capital intensive relying on strong relations with its banks and suppliers in realizing success. Still, Friendly’s bankers have begun to feel uneasy regarding the company’s heavy reliance on debt capital to finance operations. The bank reminded the company they agreed to provide financing in 1986 with the expectations of Friendly Cards’ sales would decrease substantially in the future. The firm's liabilities/equity ratio had peaked to 5.2 in 1986, and was still a couple of years away from returning to historically lower ratios. As a result, the bank strongly suggested the company obtain alternative financing to support its forthcoming peak production season.