........................3 Overview of Financial Analysis Tools............................................................................................4 Stock Repurchases and the Benefits They Offer.............................................................................5 Alternative Operating Cash Flow Options.......................................................................................6 Issuing a Dividend...........................................................................................................................6 Organic Growth ..............................................................................................................................7 Growth by Acquisition.....................................................................................................................8 Debt Retirement...............................................................................................................................8 Recommendation for Autozone.......................................................................................................9 Recommendation for Mark Johnson .............................................................................................10 References......................................................................................................................................12 Executive Summary Throughout this report, a case analysis will be conducted...
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...14 AutoZone’s Expansion Strategic and Operational Plan AutoZone is one of the leading distributors of replacement parts and accessories for automobiles, and they currently have their sights set on global expansion. They already have stores in forty-nine states and Washington, D.C., as well as Puerto Rico, Mexico and Brazil ("Autozone Real Estate", 2004--2014). Currently they are looking to expand with in the US as well their global presence by aggressively advertising in Mexico and Puerto Rico. AutoZone wants to add more stores in more markets, that is their strategic goal, and adding a new stores in new markets are operational goals that helps achieve that strategic goal. Strategic Plan AutoZone’s strategic goal is to add more stores in more markets, to accomplish this goal they need an overarching strategic plan. When developing a strategic plan, there are several variables AutoZone needs to consider. First they need to do a SWOT analysis and decide if they even have the ability to expand. According Marketline in their most recent SWOT analysis of AutoZone, one of their strengths is “Robust financial performance supports future expansion plans” (“AutoZone, inc. SWOT analysis” 2014, para. Strengths), and “Expansion of retail stores and hub store network could provide more business opportunities” (“AutoZone, inc. SWOT analysis” 2014, para. Opportunities). Based on this analysis, it is safe to say AutoZone can expand. The next crucial step is analyzing the stakeholders...
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...recognition. That is essential in for companies to survive and compete in the industry given the severity of identical products which makes it hard to differentiate one business’ products from hat of the competitors. The focus of this paper is on the comparative analysis of inventory turnover of AutoZone and Advance Auto Part companies. That follow a thorough research into the operations and performance of these two companies. To begin with, AutoZone is among the cost leader in the automotive industry with reputation for its excellent customer service which that company uses as a strategy of differentiation from the competitors. The company has manged to satisfy all the key success factors and as such, it has a competitive advantage over others. A close look at AutoZone’s financial behaviour and policies reveals that the company makes use of a mixed accounting strategy when preparing its financial statements thus maintains the generally accepted accounting principles (GAAP). That is because the company applies two approaches namely conservative and aggressive approaches by stating higher cost of goods sold and lower pre-tax income so as to reduce taxes as well as stating impairments respectively. Mainly, AutoZone utilizes inventory management, supplier relationships (for...
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...AutoZone Inc. (AZO) I. Investment Highlights AutoZone’s Pledge AutoZoners always put customers first! We know our parts and products. Our stores look great! We've got the best merchandise at the right price. Company Profile AutoZone, Inc. and its wholly owned subsidiaries operate as a specialty retailer of automotive parts and accessories in the United States. As of August 28, 2004, the company operated 3,420 auto parts stores in 48 states and the District of Columbia; and 63 auto parts stores in Mexico. Each store carries a product line for cars; sport utility vehicles; vans; and light trucks, including new and remanufactured automotive hard parts, maintenance items, accessories, and non-automotive products. Besides, AutoZone has a commercial sales program in the United States (AZ Commercial) that provides commercial credit, and delivery of parts and other products to local, regional, and national repair garages, dealers, and service stations. The company also sells its auto and light truck parts through www.autozone.com, and ALLDATA automotive diagnostic and repair software primarily to do-it-yourself customers. AutoZone is based in Memphis, Tennessee. Growth Dynamics AutoZone has experienced a three year revenue growth rate of 2.44% which is a decrease from their five year revenue growth rate of 5.0%. Earnings growth over the last five years is 37.02% compared to the industry growth of 15.47%. AutoZone reported a Net Income of $566,202,000 in 2004 which...
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...AutoZone Inc. NYSE: AZO Brent Ozenbaugh bozenbau@mail.smu.edu Jennifer Pray jenniferpray@yahoo.com Meredith Price mprice@mail.smu.edu Lindsey Price lcprice1@aol.com BUY April 27, 2004 You’re About To Enter… The AutoZone Fundamental Highlights • Offers diversification in our discretionary holdings through investment in the low volatility automotive industry. • Industry characterized by consistent demand and potential market share growth. • Top line growth drivers in place to meet management goals. Valuation Highlights • Highest operating margins and EBITDA margins among comparable companies. • PEG ratio of 1.15 is well below the comparable average of 1.66. • 21.1% undervalued on a DCF basis. Exhibit 1 Financial Summary (In Millions except for per share data) Price: $83.26 Price Target: $105.53 52-Week Range: $103.53 -$73.80 Shares Outstanding: 88.71 Market Cap.: $7,386 Beta: 0.93 EPS (CFY): $5.83 EPS (NFY): $6.58 AZO v. Comparable Avg. PEG: 1.15 v. 1.66 5yr Growth in EPS: 57.4% v. 31.2% P/E Ratio (CFY): 14.72 v. 15.29 P/E Ratio (NFY): 13.21 v. 13.48 Gross Margin (LFY): 48.1% v. 33.8% EBITDA Margin: 20.8% v. 8.7% ROE: 138.5% v. 14.8% ROA: 27.9% v. 12.5% Source: Value Line, Multex Investor Company Profile____ Discretionary, Auto Parts AutoZone, Inc. (AZO) is a specialty retailer of automotive parts and accessories, with most of its sales to doit-yourself customers. As of August 30, 2003, the Company operated 3,219 domestic auto parts stores in 48 states...
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...2011 ANNUAL REPORT notice of annual meeting of stockholders and proxy statement Corporate Profile AutoZone is the leading retailer and a leading distributor of automotive replacement parts and accessories in the United States. The Company also operates stores in Puerto Rico and Mexico. 1 52 155 23 53 40 67 478 38 104 84 181 157 119 67 62 59 79 85 547 112 98 180 14 221 144 26 101 6 45 233 121 70 13 129 20 37 71 15 69 1 34 19 5 2 6 1 30 233 Each store carries an extensive product line for cars, sport utility vehicles, vans and light trucks, including new and remanufactured automotive hard parts, maintenance items, accessories, and non-automotive products. Many stores also have a commercial sales program that provides commercial credit and prompt delivery of parts and other products to local, regional and national repair garages, dealers, service stations, and public sector accounts. AutoZone also sells the ALLDATA brand of diagnostic and repair software through www.alldata.com. Additionally, we sell automotive hard parts, maintenance items, accessories, non-automotive products and subscriptions to ALLDATAdiy product through www.autozone.com, and our commercial customers can make purchases through www.autozonepro.com. AutoZone does not derive revenue from automotive repair or installation. 279 27 4,534 stores in 48 states in the United States, the District of Columbia and Puerto Rico 279 stores in 31 Mexican states and the Federal District. Selected...
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...Marketing Plan Table of Contents Page 1.0Executive Summary3 2.0Situation Analysis3 2.1Overview3 2.2Current Market Situation4 2.3SWOT analysis5 2.3.1Strengths5 2.3.2Weaknesses6 2.3.3Opportunities7 2.3.4Threats7 2.3.5Keys to success8 3.0Objectives8 4.0Marketing Strategy9 4.1Overview9 4.2Mission9 4.3Target segment9 4.4Positioning10 4.5Communication Program10 5.0Action Program11 6.0Expenses Forecast12 7.0Implementation Controls13 1.0Executive Summary The consortium of Memphis community theatres including Germantown Community Theatre, Theatre Memphis, Playhouse on the Square, Circuit, TheatreWorks, Harrell, and Arlington Arts Group provide immeasurable value in increasing cultural quality of life in the community. By working together with a strategic marketing plan they can increase the audiences from 60% to 75% of capacity, while building strong support for the years to come. Memphis corporate leaders support the arts, including the community theatres, to ensure that Memphis is a place the best and the brightest will come to work and live. Young professionals are the audiences of today and the board members and supporters of tomorrow. We determined to target the young professionals with needs of networking in the artistic world in the greater Memphis area. Our intention is to direct a greater share of the Memphis professionals' entertainment dollars and time towards community theatre. To fit the needs and wants...
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...The city of St. Louis has suffered from a deep rooted history of racial tensions, issues and inequalities for years. Businesses that once thrived within the city have left the city for suburban areas. The events in the Michael Brown case in Ferguson, Mo on August 9, 2014 forever changed the face of the city and a Nation. In this paper, the author would like to delve into the economic effects that the city has dealt with prior to, during and after the events of August 9, 2014. This paper will evaluate and examine the economic effects that the events has had on this city and community. This paper will explore the decisions made by government officials during and after the riots that affected businesses in the immediate and surrounding areas. This paper would also look at how and if the city can recover. History of St. Louis St. Louis is a metropolitan city which has 92 suburbs that make up the St. Louis County. The city of St. Louis is divided up into the north side which is predominately African American, the south side which is predominately Caucasian, the central west end which is a mixed group and East St. Louis which despite the fact that it is in Illinois is predominately African American. The counties of St. Louis are also divided by race with North County being predominately African American, South County predominately Caucasian, and West County predominately Caucasian. There are twenty four county school districts and one large school...
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...“SAC’s Performance Analysis for 2010 and 2011” To: Dakota Cole Chief Executive Financial Officer (CEFO) From: Business Financial Analyst Date: Re: SAC’s Performance Analysis for 2010 & 2011 Message: As part of our efforts to ensure that we get closer and closer to our main objective of expanding our operations, I have performed a Performance Analysis for both the 2010 and 2011 fiscal periods (Colorado Technical University Online, 2012). The Managerial Accounting information collected helps the internal users to use strategic planning, and operate efficiently while evaluating the performance of all areas within the company (Atkinson, Kaplan, Matsumura, & Young, 2012). This allows them to have a better handle on the operations. Thus, allowing for a more informed decision making process (Atkinson, Kaplan, Matsumura, & Young, 2012). Previously, the managerial accounting financial information was just expressed in monetary denomination (Accounting for Management, 2012). Now it has led to include any information that is considered valuable operational or physical information (Colorado Technical University Online, 2012). The performance of a new product, and how well-trained an employee is or how satisfied a customer are all good examples of the nonfinancial information needed to make better decisions (Colorado Technical University Online, 2012). The amounts of processing...
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...Quality Management at Sears Holding Corporation Felicia J Town Keller Graduate School of Management Managing Quality GM588 Professor Taylor October 10, 2011 Quality Management at Sears Holding Corporation Richard Sears, a Minneapolis railway station agent, sold lumber and coal to the local residents to make extra money. One day he received an unwanted shipment of watches from a neighboring jeweler and the light bulb in his head lit up, he was ready to start his own watch company. In 1886 Richard W. Sears began Sears Watch Company with the watches that he purchased for resale. In 1887 he teamed up with a watchmaker Alvah C. Roebuck, a young Indiana native to later form the firm Sears, Roebuck and Co. in 1893. In 1896 the first general catalog was created. By 1945, Sears had opened a retail store on the west side of Chicago and sales exceeded $1 billion. Sears continued to expand and offer a variety of services. It was until the early 1990s that Sears noticed a significant blow to its sales. 1992 was the start of the retail giant’s culture shift from senior management down to the hourly sales associates (Sears, 2011). A deliveryman, clerk, bookkeeper and teacher- these were all the hats worn by Sebastian S. Kresge. His ambition to succeed and his penny-pinching attitude led him to become a successful businessman. Through five and dime stores to Kmart stores, he became a millionaire. In 1966 sales topped the $1 billion mark. Kresge once said, "I think I was successful...
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...Bus 252a Marketing Management Mondays and Wednesdays 2: 11:00 – 12:20pm Fall Semester 2014 International Hall Sachar Building Grace Zimmerman Senior Lecturer Email: gzimmerm@brandeis.edu Office: Lemberg 161 Office Hours: Mondays and Wednesdays 11:00 – 12:20 and 2:00 – 3:00 pm, or by appointment Brandeis University International Business School Course Description Marketing is the sum of the activities undertaken by a company to stimulate sales of its product or services with its customers. The marketing objective is to create, promote and distribute products or services, at a price and quality deemed valuable by the company’s customers, in order to create value and profit for the company. Maintaining a strong and compelling value proposition and long-term relationship with the company’s customers are vital for the company’s continued success and require constant monitoring of market, environmental, technological and competitive forces. Marketing is therefore integral to establishing a company’s strategic direction. This in turn makes marketing skills and perspective essential to the success of all business managers in any business. This course provides an in-depth exploration and practical application of basic marketing tools. These include...
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...New York, NY 10016 USA t: +1 212 686 7400 f: +1 212 686 2626 e: usinfo@datamonitor.com Datamonitor Germany Kastor & Pollux Platz der Einheit 1 60327 Frankfurt Deutschland t: +49 69 97503 119 f: +49 69 97503 320 e: deinfo@datamonitor.com Datamonitor Asia-Pacific Room 2413-18, 24/F Shui On Centre 6-8 Harbour Road Hong Kong t: +852 2520 1177 f: +852 2520 1165 e: hkinfo@datamonitor.com Datamonitor Japan Aoyama Palacio Tower 11F 3-6-7 Kita Aoyama Minato-ku Tokyo 107 0061 Japan t: +813 5778 7532 f: +813 5778 7537 e: jpinfo@datamonitor.com ABOUT DATAMONITOR Datamonitor plc is a premium business information company specializing in industry analysis. We help our clients, 5000 of the world's leading companies, to address complex strategic issues. Through our proprietary databases and wealth of expertise, we provide clients with unbiased expert analysis and in-depth forecasts for six industry sectors: Automotive, Consumer Markets, Energy, Financial Services, Healthcare and Technology. Datamonitor maintains its headquarters in London and has regional offices in New York, Frankfurt, Hong Kong and Japan. Datamonitor's premium reports are based on primary research with industry panels and consumers. We gather information on market segmentation, market growth and pricing, competitors and products. Our experts then interpret this data to produce detailed forecasts and actionable recommendations, helping you create new business opportunities and ideas. Our series of company, industry and country...
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...Bus 252a Marketing Management Mondays and Wednesdays 2: 11:00 – 12:20pm Fall Semester 2014 International Hall Sachar Building Grace Zimmerman Senior Lecturer Email: gzimmerm@brandeis.edu Office: Lemberg 161 Office Hours: Mondays and Wednesdays 11:00 – 12:20 and 2:00 – 3:00 pm, or by appointment Brandeis University International Business School Course Description Marketing is the sum of the activities undertaken by a company to stimulate sales of its product or services with its customers. The marketing objective is to create, promote and distribute products or services, at a price and quality deemed valuable by the company’s customers, in order to create value and profit for the company. Maintaining a strong and compelling value proposition and long-term relationship with the company’s customers are vital for the company’s continued success and require constant monitoring of market, environmental, technological and competitive forces. Marketing is therefore integral to establishing a company’s strategic direction. This in turn makes marketing skills and perspective essential to the success of all business managers in any business. This course provides an in-depth exploration and practical application of basic marketing tools. These include product policy, pricing, promotion, distribution...
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...The media’s watching Vault! Here’s a sampling of our coverage. “For those hoping to climb the ladder of success, [Vault’s] insights are priceless.” – Money magazine “The best place on the web to prepare for a job search.” – Fortune “[Vault guides] make for excellent starting points for job hunters and should be purchased by academic libraries for their career sections [and] university career centers.” – Library Journal “The granddaddy of worker sites.” – US News and World Report “A killer app.” – New York Times One of Forbes’ 33 “Favorite Sites” – Forbes “To get the unvarnished scoop, check out Vault.” – Smart Money Magazine “Vault has a wealth of information about major employers and jobsearching strategies as well as comments from workers about their experiences at specific companies.” – The Washington Post “A key reference for those who want to know what it takes to get hired by a law firm and what to expect once they get there.” – New York Law Journal “Vault [provides] the skinny on working conditions at all kinds of companies from current and former employees.” – USA Today HEDG FUND CARE VAULT CAREER GUIDE TO HEDGE FUNDS © 2007 Vault, Inc. HEDG FUND VAULT CAREER GUIDE TO HEDGE FUNDS ADITI A. DAVARE, HOLLY GOODRICH, MICHAEL MARTINEZ AND THE STAFF OF VAULT © 2007 Vault, Inc. Copyright © 2007 by Vault Inc. All rights reserved. All information in this book is subject to change without notice. Vault makes no claims...
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...S EC T I O N I CHAPTER ONE Introduction to the World of Retailing CHAPTER TWO The World of Retailing The chapters in Section I provide background information about retail customers and competitors that you will need to understand the world of retailing and then develop and effectively implement a retail strategy. Types of Retailers CHAPTER THREE Multichannel Retailing CHAPTER FOUR Customer Buying Behavior Introduction to the World of Retailing Retailing Strategy Chapter 1 describes the functions that retailers perform and the variety of decisions they make to satisfy customers’ needs in rapidly changing, highly competitive retail environments. The remaining chapters in this section give you further background information to understand the world of retailing. Chapter 2 describes the different types of retailers. Chapter 3 examines how retailers use multiple selling channels— stores, the Internet, catalogs—to reach their customers. Merchandise Management Store Management Chapter 4 discusses the factors consumers consider when choosing retail outlets and buying merchandise. The chapters in Section II focus on the strategic decisions that retailers make. The chapters in Sections III and IV explore tactical decisions involving merchandise and store management. Introduction to the World of Retailing EXECUTIVE BRIEFING Maxine Clark, Chief Executive Bear, Build-A-Bear Workshop became President of Payless Shoe Stores, then a division of May...
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