...Integrated Company Analysis Target Corporation December 14, 2010 Group: B7 Eric Dowling Alex Davydov Matthew Melnicoff Soledad Querol Molly Rotsch Contents Executive Summary.............................................................................................................................................3 Marketing Analysis .............................................................................................................................................3 The Target Brand ............................................................................................................................................3 "The Guest" ....................................................................................................................................................4 Target's Competitors ......................................................................................................................................4 Expect More, Pay Less ....................................................................................................................................4 Rise of the Store Brand ...................................................................................................................................5 Up and Up......................................................................................................................................................6 The Introduction of PFresh......................
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...operations management joined Walmart as hourly associates Increase of Increase of More than 59% in earnings per share(1) (1) Data reflects five-year period from fiscal 2009 through 2013. 123% in free cash flow(1)(2) $ 60B returned to shareholders through dividends and share repurchases(1) (2) Free cash flow is a non-GAAP measure. Net cash provided by operating activities of continuing operations is the closest GAAP measure to free cash flow. Reconciliations and other information regarding free cash flow and its closest GAAP measure can be found in the Management’s Discussion and Analysis of Financial Condition and Results of Operations included in this Annual Report and on our website at www.stock.walmart.com. About the cover: Regardless of the market where we operate, the retail format or the website, Walmart serves customers with one core mission: to help people save money so they can live better. To learn more about Walmart’s business strategies and company mission, please visit our electronic report at www.stock.walmart.com. You’ll hear from management, associates and customers about our business. Many of Walmart’s most innovative ideas originate from the insights of associates across our global operations. Michael T. Duke President and Chief Executive Officer Wal-Mart Stores, Inc. To our shareholders, associates and customers Over the last few years, I’ve shared with you how we would build the “Next Generation Walmart” and serve the “Next...
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...operations management joined Walmart as hourly associates Increase of Increase of More than 59% in earnings per share(1) (1) Data reflects five-year period from fiscal 2009 through 2013. 123% in free cash flow(1)(2) $ 60B returned to shareholders through dividends and share repurchases(1) (2) Free cash flow is a non-GAAP measure. Net cash provided by operating activities of continuing operations is the closest GAAP measure to free cash flow. Reconciliations and other information regarding free cash flow and its closest GAAP measure can be found in the Management’s Discussion and Analysis of Financial Condition and Results of Operations included in this Annual Report and on our website at www.stock.walmart.com. About the cover: Regardless of the market where we operate, the retail format or the website, Walmart serves customers with one core mission: to help people save money so they can live better. To learn more about Walmart’s business strategies and company mission, please visit our electronic report at www.stock.walmart.com. You’ll hear from management, associates and customers about our business. Many of Walmart’s most innovative ideas originate from the insights of associates across our global operations. Michael T. Duke President and Chief Executive Officer Wal-Mart Stores, Inc. To our shareholders, associates and customers Over the last few years, I’ve shared with you how we would build the “Next Generation Walmart” and serve the “Next...
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...first Walmart in Rogers, Ark. 1967: The Waltons now own 24 stores, ringing up $12.7 million in sales. 1969: The company officially incorporates as Wal-Mart Stores, Inc. 1970s 1970: Walmart becomes a publicly traded company on October 1. 1971: The company’s first distribution center is opened in Bentonville, Ark. 1972: Walmart is listed on the New York Stock Exchange (ticker: WMT). Now with 51 stores, Walmart records sales of $78 million. 1975: Inspired by a visit to a Korean manufacturing facility, Sam Walton introduces the Walmart cheer. 1976: David Glass joins the company as EVP of finance. 1979: The Walmart Foundation is established. 1980s 1980: Walmart reaches $1 billion in annual sales, faster than any other company at that time. 1983: The first Sam’s Club opens in Midwest City, Okla. Walmart replaces cash registers with computerized point-of-sale systems, enabling fast and accurate checkout. 1987: The company installs the largest private satellite communication system in the U.S., linking the company’s operations through voice, data and video communication. 1988: The first supercenter opens, in Washington, Mo, combining general merchandise and a fullscale supermarket to provide a one-stop shopping convenience. David Glass is named CEO. All trademarks in this report are the property of their respective owners. © 2012 Wal-Mart Stores, Inc. 50 years of helping customers save money and live better 1990s 1991: Through a joint venture with Cifra, Walmart expands...
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...Financial report : Carrefour Yi LI Yuhuan CHEN FEI XU Matthieu GRACIEUX Nicolas CHAPACOU 1 Table of Contents 1) 2) 3) 4) 5) 6) 7) 8) Business Description .................................................................................................. 3 Market Summary ....................................................................................................... 5 Strategy and Competitive Positioning ......................................................................... 9 Risks ........................................................................................................................ 13 Financial analysis ..................................................................................................... 15 Forecast, Valuation and Recommendations .............................................................. 17 Appendix ................................................................................................................. 19 Sources .................................................................................................................... 22 2 1) Business Description - Carrefour SA operates hypermarkets, supermarkets, convenience stores, cash and carry stores, and hypercash stores worldwide. The company also operates food and non-food e-commerce Websites. Its hypermarkets offer food products; and non-food products comprising clothing products, electronic goods, household appliances, multimedia products, furniture...
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...Bulls Eye Analyst A Valuation of Target As of November 1, 2006 Kyle Barkel Kyle.Barkel@ttu.edu Jerry Boroff Jerryjboroff@hotmail.com Ryan Campbell Ryancampbell85@yahoo.com Peter Carini Peter.J.Carini@ttu.edu Leslie Mitchell Leslie.Mitchell@ttu.edu Camille Ricci Camille.N.Ricci@ttu.edu Table of Contents Executive Summary………………………………3 Business & Industry Analysis Company Overview……………………………………...…5 Five Forces Model ……………………………….….6 Competitive Analysis……………………………………...12 Industry Conclusion……………………………………….15 Accounting Analysis Key Accounting Policies………………………………….15 Accounting Flexibility…………………………………….17 Accounting Strategy……………………………………...19 Quality of Disclosure……………………………………..19 Screening Ratio Analysis…………………………..……21 Potential Red Flags……………………………..………..25 Undoing Accounting Distortions…………..………...26 Ratio Analysis and Forecast Financials Financial Ratio Analysis……………………….……….27 Time Series Analysis…………………………...……...28 Cross Sectional (Benchmark) Analysis…….……..32 Financial Statement Forecasting Method..……...47 Analysis and Forecasting Solutions………..……...49 Valuation Analysis Method of Comparables……………………………….50 Cost of Capital…………………………………………….51 Discounted Dividend Models………………………...53 Discounted Free Cash Flows………………………...54 Abnormal Earnings Growth Method……………….55 Discounted Residual Income Method….…………56 LR Average RI Perpetuity Method…………….…..57 Altman’s Z-score………………………………………...59 Enterprise Value/ EBITDA……………………………59 Appendixes Appendix...
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...had seen in a dollar store that day. This DG was doing just as well, to judge from this glimpse, as the Family Dollar she’d walked past half an hour earlier at North Valley—but no better than the Aldi store she had visited in the morning. That Aldi trip was interesting: a bright and spotless mini- supermarket, run by a giant firm from Germany that carried one-tenth the food items that a Reed did and sold virtually no brand names, only private-label—but still posed a threat to Reed due to its remarkably low prices. As she drove out of the parking lot, thinking back to last week’s discussions with the management team about the newest threats to Reed’s position as a leader among the region’s supermarkets, Collins wondered how Marketing could target competitors like DG. It seemed clear to her that dollar stores and Aldi both...
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...Executive Summary As reported in its Annual Report on Form 10-K for fiscal year ended September, 27, 2015, Whole Foods Markets, Inc. continues to be the leading natural and organic foods supermarket (and the 5th largest public food retailer and 10th largest food retailer based on industry 2014 sales rankings), currently operating 431 stores in 42 U.S. states and the District of Columbia, 10 in Canada and 9 in the United Kingdom. In this case study, “ WFM” or the “Company” will refer to the parent company and the name “Whole Foods” will refer to its stores and grocery business generally. What started as a single small natural foods store called SaferWay in Austin, Texas in 1978 led to the opening of the original Whole Foods Market in 1980, followed by a combination of building new stores and acquiring existing ones. WFM went public in 1992 and not only continued to increase the number and size of Whole Foods stores, but also raised industry standards for the production and distribution of natural foods as well as promoting respectful and sustainable farming and business practices. Additionally, WFM is regularly recognized as one of most desirable employers, with human resources and management practices that allow for more regional discretion and local involvement plus genuine employee input, enhanced employee education and development, and relatively higher compensation within the industry. Founder and CEO John Mackey strives to balance his health- and environment-oriented...
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...Family Dollar Stock Analysis and Recommendation Recommendation: HOLD Relevant Stock Information Ticker: FDO Company Beta: * 0.32 * (calculated from 3-year weekly historical stock prices) Closing Price as of April 12th 2012: $63.38 Dividend Yield: 1.30% P/E Ratio: $20.12 Current Market Capital: 7.52 Billion Summary of recommendation: Due to the current economic conditions and high possibility of economic change based on the current recession, Family Dollar’s public equity should mainly be considered from a short-term perspective. Applying this notion, we recommend that current FDO stockholders continue to hold their shares for the dividend yields and the potential increase in share value over the next few years. Investors seeking to purchase a dividend paying stock may also be interested in acquiring shares over the short-term horizon (1-2 years). However, those interested in safer longer-term investments may want to steer clear of FDO stock. The company’s capital expenditures and debt are increasing with the growth and development of new and current stores, and whether this expansion strategy will prove successful while the country’s economic conditions improve is highly dependent on the company’s ability to retain its customer base. In addition, while “quality” is subjective in nature, it is our opinion that consumers still attach a stigma to discount retailers and will likely choose to trade up to higher “quality” goods with improved economic conditions...
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...Analyze a Retail Company ................................................................... 31 Glossary ................................................................................................................ 36 Industry References ........................................................................................... 37 Comparative Company Analysis ...................................................................... 38 This issue updates the one dated November 2012. The next update of this Survey is scheduled for December 2013. CONTACTS: INQUIRIES & CLIENT RELATIONS 800.852.1641 clientrelations@ standardandpoors.com SALES 877.219.1247 wealth@spcapitaliq.com MEDIA Marc Eiger 212.438.1280 marc.eiger@spcapitaliq.com S&P CAPITAL IQ 55 Water Street New York, NY 10041 Topics Covered by Industry Surveys Aerospace & Defense Airlines Alcoholic Beverages & Tobacco Apparel & Footwear: Retailers & Brands Autos & Auto Parts Banking Biotechnology Broadcasting, Cable & Satellite Chemicals Communications Equipment Computers: Commercial Services Computers: Consumer Services & the Internet Computers: Hardware Computers: Software Computers: Storage & Peripherals...
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...Table of Content Executive Summary 5 Situation Analysis 6 Company 6 Organizational Structure 6 Corporate Goals 12 Internal SWOT Analysis 12 External SWOT Analysis 13 Internal Processes and Capabilities 14 Industry Financial Structure 14 Customers and Current Situation 15 Value Proposition 15 Current Core Target Market 15 Change in behavior, attitudes or buying trends 16 What are they purchasing from our company? 19 Why are the customers buying our products/services? 19 What differentiates our products/services 20 External Environment 21 Industry 21 Economic 22 Technical 22 Societal 23 Legal 23 Competitors 24 Nestle 24 Pepsi 26 Tyson Foods Inc 28 Kewpie 30 Financial Ratio Analysis 31 Growth Strategy 34 Our new Idea 34 Goals & Objectives 34 Description of Growth Strategy 35 Market Selection 37 Segmentation 37 Targeted Customer Segments 38 Positioning 38 Product 39 Goals 39 Product Description 39 Processes 40 Outsourcing 42 Life Cycle Stage 43 Services 43 Place 43 Goals 43 Distribution Plan 44 Channel Responsibilities 45 Supply Chain System 46 Promotion 48 Goals 48 Promotional Blend 49 Web Based Promotion 49 Social Media Promotion 50 Billboard Promotion 50 Promotional Budget 51 Price 51 Value Proposition & Customer price sensitivity 51 Pricing Strategy 52 Breakeven Analysis 53 Expected Financial Analysis 54 Internal/Sustainable...
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...Best Retail Brands Founded in 1974, Interbrand is one of the world’s largest branding consultancies. With nearly 40 offices in 26 countries, Interbrand’s combination of rigorous strategy, analytics and world-class design enables it to assist clients in creating and managing brand value effectively across all touchpoints in all market dynamics. Interbrand is widely recognized for its Best Global Brands report, the definitive guide to the world’s most valuable brands, as well as its Best Global Green Brands report which identifies the gap between customer perception and a brand’s performance relative to sustainability. It is also known for having created www.Brandchannel.com, an international online exchange and resource about brand marketing and branding. For more information on Interbrand, visit www.Interbrand.com. For more than 30 years we have been creating retail brand experiences for companies around the world. Interbrand Design Forum’s talent for game-changing innovation spurred us to create a business model that integrates analytics-based strategy into what began as a design and architecture group — the first and only company with such a comprehensive offering. Our broad range of services includes: retail design, brand strategy, shopper sciences, packaging, digital, documentation and rollout. This unique ability to address retail’s growing complexity has led many of the world’s top companies to our doorstep and propelled Interbrand Design Forum to the forefront of...
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...leading the way in the premier industry of DVD rental kiosks. With Coinstar as its established parent company, redbox is currently surpassing its competitors with its number of self-service kiosks. Redbox’s growing popularity is facilitated by its physical distribution, which places the kiosk in high traffic locations such as WalMart, Kroger, McDonalds and Walgreens. Due to redbox’s standing as the progressive option for DVD rental, its decision to target the 18-24 year old demographic was evident. This demographic embodies the idea of innovation, experimentation, and dependency on technology, all of which are imperative to transform an introductory product into a nationwide brand. The following report provides secondary and primary research in order to construct an accurate glimpse of redbox and its emergent status within the 18-24 year old target market of the DVD rental industry. This report includes the description and results of eighty self-administered surveys completed by samples of the target market. Based on an analysis of these results, the report concludes with recommendations designed to assist redbox in more effectively reaching its 18-24 year old target market. 1|Page Industry Size: Revenue & Product...
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...STANFORD GRADUATE SCHOOL OF BUSINESS CASE: A-186A DATE: 06/19/03 CosTco WHOLESALE CORPORATION FINANCIAL STATEMENT ANALYSIS (A) INTRODUCTION Margarita Torres first purchased shares in Costco Wholesale Corporation in 1997 as part of her personal investment portfolio. Between 1997 and 2002, she added slightly to her holdings from time to time when the company sold stock for what she felt was a reasonable valuation, and up to that time she did not sell any of her shares. Having watched Costco grow from 265 warehouses to 365 worldwide, and from sales revenue of $21.8 billion to $34.1 billion, she wondered what factors led to such successful growth. She also wanted to determine whether those factors would hold consistent going forward. At this point, Costco was one of a special breed of retailers called wholesale clubs. Unlike other retailers, wholesale clubs required that customers purchase annual memberships in order to shop at their stores. Costco operated a chain of warehouses that sold food and general merchandise at large discounts to member customers. The company was able to maintain low margins by selling items in bulk, keeping operating expenses to a minimum, and turning inventory over rapidly. Costco’s closest competitors were SAM’S Club (a division of Wal-Mart) and BJ’s Wholesale, which both operated as wholesale clubs. Other competitors included general discounters (such as Wal-Mart), general retailers (such as Sears), grocery...
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...Ups and Downs: Valuing Cyclical and Commodity Companies Aswath Damodaran Stern School of Business, New York University September 2009 Ups and Downs: Valuing Cyclical and Commodity Companies Abstract Cyclical and commodity companies share a common feature, insofar as their value is often more dependent on the movement of a macro variable (the commodity price or the growth in the underlying economy) than it is on firm specific characteristics. Thus, the value of an oil company is inextricably linked to the price of oil just as the value of a cyclical company is tied to how well the economy is doing. Since both commodity prices and economies move in cycles, the biggest problem we face in valuing companies tied to either is that the earnings and cash flows reported in the most recent year are a function of where we are in the cycle, and extrapolating those numbers into the future can result in serious misvaluations. In this paper, we look at the consequences of this dependence on cycles and how best to value companies that are exposed to this problem. Uncertainty and volatility are endemic to valuation, but cyclical and commodity companies have volatility thrust upon them by external factors – the ups and downs of the economy with cyclical companies, and movements in commodity prices with commodity companies. As a consequence, even mature cyclical and commodity companies have volatile earnings and cash flows. When valuing these companies, the danger of focusing on the most recent...
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