Property, Plant and Equipment, and Depreciation
In 2014, the value of Property, Plant and Equipment (PPE) for Martinrea Inc. increased by $137,133,000, or 16.2% YoY. Net additions of $201,833,000 in land and buildings, leasehold improvements, manufacturing equipment, other assets, and construction in progress and spare parts increased the total value of PPE. Accumulated depreciation, totaling $110,783,000, brought the net book value down, and conversion from foreign currencies caused the final value to increase by $137,133,000. These additions to PPE are most likely meant for growth of manufacturing and assembly lines, as Martinrea suggests they are purchasing more to invest in expansion programs, which is typical for such a capital intensive business.
Depreciation is calculated on either the straight-line or declining balance method, and the calculation process varies for each piece of PPE. In total, production depreciation reached $103,997,000 and non-production depreciation reached $6,786,000, up 12.2% and 3.2% respectively. The reason that production depreciation increased significantly more than non-production depreciation is because of the large additions last year in two of the components of PPE, which use a declining-balance depreciation method. How each component of PPE is depreciated can be seen in the chart in Appendix II.
Investments and Acquisitions
On July 29, 2011, Martinrea acquired Honsel AG, a leading German supplier for aluminum auto components that was facing significant liquidity issues. Martinrea purchased 55% of the assets of the company, while Anchorage LLC, a private investment firm, acquired the remaining 45%. This transaction helps Martinrea with their aluminum market share, broadens segmented earnings,...
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... complements their own steel business. If Honsel does provide this advantage, as is expected by management, the increased use of debt to fund the purchase will be a good investment. However, if Honsel becomes a burden on their business and does not generate positive returns, Martinrea will remain saddled with increased debt. Ultimately, only time will tell whether or not this increase in debt was a good strategic decision.
Debt Analysis
Debt to Equity Ratio
Martinrea currently has a debt to equity ratio of 2.67 (compared to 2.95 in 2013). A graph of the change in debt to equity over time can be found in Appendix V. This means for every dollar invested into the business by shareholders, there is $2.67 of debt being utilized by the company. This is higher than a number of competitors, but not alarming, considering the circumstances outlined in the previous section.
The method of depreciation the company uses is the straight-line method. The straight-line method is the most common method of calculating deprecation; therefore, it makes logical sense that this is the method that Lowe's Home Improvement uses.
In order to do this the WACC approach will be used based on the assumption that leverage will stay constant after 2012. Industry average of debt/value is 28.1 percent and debt/equity 71.9 percent. These figures will be used as an estimate for long-term leverage because it is expected that AirThread will maintain a leverage ratio that is constant with the industry. From this the relevered equity beta is found to be 0.9847 which will give an equity rate of return of 9.42 percent. The rate of return on debt will be 5.5 percent. This is the percentage of debt because it is the interest rate of the 10 year U.S. Treasury bond. The WACC is now found to be 7.80 percent. Next, the long-term growth rate of 2.9 percent will be assumed to stay constant. In order to determine the FCF 2013 FCF 2012 of $315.60 will be multiplied by the growth rate. This will give a FCF 2013 of $323.48. The FCF 2013 will then be divided by the WACC minus growth rate. By doing this the PV of terminal value is found to be approximately $4.6 billion. To see the calculations for this step refer to Exhibit 3 in the
Another observation is that GM looks to use more debt financing that equity financing for funding their activities. The debt to equity ratio has steadily decreased over the past five years and is higher that the industry average. Also, the current and quick ratios are much lower than the industry averages. This again can pose so...
The 3 percent decline in sales causing a 21 percent decline in profits can be attributed to the identification of the accounting concept of operating leverage. Operating leverage is what business managers apply to boost small changes in revenue into sizable changes in profitability. Fixed cost is the force managers use to attain disproportionate changes between revenue and profitability. Therefore, when all costs are fixed every sales dollar contributes one dollar toward the potential profitability of a project. Once sales dollars cover fixed costs, each additional sales dollar represents pure profit. A small change in sales volume can significantly affect profitability (Edmonds, Tsay, & Olds, 2011). So, therefore, if sales volume increases,
Andrews is a sensor manufacturer in the market. While the company has been unable to develop a straightforward competitive advantage over the course of the past three years, the competitive landscape of the market has become a significant source of concern for the company’s leadership. There are other companies out there who produce better products, or are able to compete strictly based on price cuts. It came to the CEO’s attention that there is an opportunity for Andrews to shift a large portion of its production to an offshore location. This decision will not only allow Andrews to reduce its labour and material costs, but will also allow for improved distribution practices.
In addition, from their financial statements, it appears that they made substantial property purchases in 1995 ($126,000). These were financed them with their revolving loan. One can assume that this expense was a result of their significant increase in sales, but it is generally not a good cash management strategy to use short-term debt to buy long terms assets. If we look at a number of key ratios for Clarkson Lumber, some clear issues emerge. Their Debt to Equity ratio is rising as a result of increased debt.
Nucor is the largest steel manufacturer in the United States. It remains a profitable company despite being in one of the most cyclical industries in the economy. Nucor enjoys this success for several reasons, employee relations, quality, productivity, and aggressive pursuit of innovation and technical excellence. Nucor’s strategy is that of a low cost provider, they know they are selling a commodity and understand their competitive edge in the industry is lowering prices through innovation and productivity. The company operates primarily in two business areas, steel mills and steel products.
MCI current capital structure is x% debt and y% equity. Their key ratios are a, b, and c. Comparing to other firms in the utilities industry they appear to be underutilizing (debt/equity). (See exhibit D). Referencing the forecast there is expected to b...
In assessing Du Pont’s capital structure after the Conoco merger that significantly increased the company’s debt to equity ratio, an analyst must look at all benefits and drawbacks of a high debt ratio. The main reason why Du Pont ended up with a high debt to equity ratio after acquiring Conoco was due to the timing and price at which they bought Conoco. Du Pont ended up buying the firm at its peak, just before coal and oil prices started to fall and at a time when economic recession hurt the chemical industry of Du Pont. The additional response from analysts and Du Pont stockholders also forced Du Pont to think twice about their new expansion. The thought of bringing the debt ratio back to 25% was brought on by the fact that the company saw that high levels of capital spending were vital to the success of the firm and that high debt levels may put them at higher risk for defaulting.
This analysis will identify the current value of the company at a stand-alone value and explain why Nestle Food would want to buy this company and the synergies involved for their reasoning. We will also discuss who will benefit if Reynolds Metals were to sell to Nestle or were to create an IPO. Finally we will provide a recommendation for Reynolds Metals that will be most beneficial to the company financial needs.
Peter Munk, the founder of American Barrick had after experience and past failures come to the belief that high liquidity and low leverage were key tenets in a successful business. The increased flexibility obtained by following these guidelines should provide the company with opportunities that less hedged companies did not have. If gold prices were to fall then the company would not be affected by the distress costs that other competing companies would experience, giving the company an edge during times of low prices. During this time they would have additional cash reserves available to invest while other companies might be struggling to gain expensive debt financing. This is one of the major competitive advantages a gold company can have because the major costs in this industry is exploration and acquisition costs. Because of their strong financials and stability the company was also more likely to enter into more favorable contracts. The risk management program was meant to provide in...
...rs, setting a good trend for the corporation. They also have a very low debt-to-equity ratio, indicating that they have enough equity to easily pay off any funds acquired from creditors. As a creditor I would feel safe in lending them funds for any future projects or endeavors.
Davidson Motor Company started in a lOxl5-foot shed in the Davidson family's backyard in Milwaukee, Wisconsin. This case was prepared by Professor Patricia A. Ryan of Colorado State. This case was edited for 5MBP and Cases in 5MBP-9th and 10th Edition. The copyright holders are solely responsible for the case content. Copyright @2002 and 2005 by Patricia A. Ryan and Thomas L. Wheelen. Reprint permission is solely granted to the publisher, Prentice Hall, for the books, Strategic Management and Business Policy-10th Edition (and the International version of this book) and Cases in Strategic Management and Business Policy-10th Edition by the copyright holders, Patricia A. Ryan and Thomas L. Wheel en. Any other publication of the case (translation, any form of electronics or other media) or sold (any form of partnership) to another publisher will be in violation of copyright law, unless Patricia A. Ryan and Thomas L. Wheelen have granted an additional written reprint permission.
The capital maintenance concept used results in differences between the relevance and faithful representation of the data that appears in the balance sheet and income statement. The difference between financial capital maintenance and physical is the treatment of unrealized holding gains and losses. Financial capital maintenance does not allow for unrealized holding gains and losses. Only realized gains and losses are included in income because they “are considered a return on capital” (Schroeder et al., 2013). This means, “income is measured only after the investment is recovered” (Gamble, 1981). Physical capital maintenance “consider[s unrealized holding gains and losses] as returns of capital and do[es] not include them income.” (Schroeder et al., 2013). Instead, they are treated as adjustments to equity and included in other comprehensive income. Therefore, with physical capital maintenance “an increase in an entity’s wealth as...
Through Dupont analysis, we have been able to see the specific strengths and weaknesses of BMW and Audi’s management. BMW’s lower profit margin and asset turnover indicate less efficient cost management and asset management. Their debt multiplier indicates that they’re taking advantage of debt, but the benefit of this isn’t realized because of their problems with cost and asset management. Due to Audi’s more efficient use of their assets, and better cost efficiency, it can be said that their management has performed better than BMW’s over the past year.