...Continental Carriers, Inc Continental Carriers, Inc is a regulated general commodities motor carrier who had shipping routes up and down the Pacific Coast and to parts of the Midwest. They sought to acquire Midland Freight, Inc to expand its operations and were deliberating about which method to finance the acquisition. The purchase of Midland Freight, Inc would cost $50 million in cash. CCI would gain $8.4 million to its earnings before interest and tax. There were three options that the board of directors debated over: issuing new common stock, issuing preferred stock or selling bonds. As Ms. Thorp, evaluate the impact of the bond issue and of the stock issue on the EPS. What are the risks in each alternative? The bond alternative arranges to sell $50 million in bonds to a California insurance company with an interest rate of 10 percent at maturity of 15 years. There is $2.5 million sinking fund required which leaves $12.5 million outstanding at maturity. The issues with this method are as follows: Long-term-debt can be burdensome and can stunt or slow growth of the company. The company has to payback what was borrowed plus the interest on the debt. It also puts stockholders and management who are primary holders of stock at risk, because if the company earnings are substantially lower than what was forecasted then the bondholders can virtually gain control of company. The second alternative would be the possibility of issuing new common stock of 3 million...
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...Blue Sky University Student Research FedEx Corporation Tanan Jargalsaikhan Table of Contents Key Information 3 Business Description 4 Industry Overview and Competitive Positioning 5 Porter’s Five Forces model 5 SWOT analysis 7 Financial Analysis 8 Cash Flows 8 Common size statements 9 Evaluating Internal Liquidity 11 Evaluating Operating Performance 12 Valuation 14 Dividend Discount Model 14 Present Value of Free Cash Flow to Equity 15 Present Value of Operating Free Cash Flow 17 Relative Valuation 19 Investment Risks 20 Investment Summary 21 Conclusion 22 * Key Information Company name: FEDEX CORPORATION Exchange: New York Stock Exchange (NYSE) Ticker symbol: FDX Sector: Services Industry: Air Delivery and Freight Services Price: $166.11 (as of 30 January, 2015) Price Target: $189.13 Recommendation: HOLD / BUY * * Business Description FedEx Corporations (“FedEx”) is one of the largest operating delivery service companies within the United States as well as globally. The company was first founded in 1971 and today operates in over 220 countries with its headquarters based in Memphis, Tennessee. The company has over 300,000 employees worldwide. The revenue for 2014 was $45,6 billion and the net income was $2,1 billion. The firm is the prevailing leader within the delivery and freight service industry. This is substantiated through sales, profit, and growth. FedEx’s revenue is one...
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...Continental Carriers, Inc. (CCI) should take on the long-term debt to finance the acquisition of Midland Freight, Inc. for a few reasons. The company is heavy on assets, the debt ratio will only grow to 0.40 with the added $50M in debt. Also, the firm will benefit from an added $2M in a tax shield and be able to return $12.7M a year to its stockholders and investors, instead of $8.9M if equity is raised to finance the acquisition. Lastly, the stock price and earnings per share will increase to $3.87 in comparison to an equity-financed acquisition of $2.72 per share. CCI would be taking a somewhat high risk by issuing additional stock due to the uncertainty about the offering price. Having a low P/E ratio with respect to the rest of the market, and the replacement cost of the firm being greater than its book value (argument 3), there is a good chance that the current stock price and the proposed offering prices are too low. Although long-term debt is a better financing choice a few of the drawbacks are pointed out. Debt holders claim profit before equity holders, so the chance that profits may be lower than expected, increases risk to equity may reduce or impede stock value. However, in extreme financial situations such as a recession period, CCI would still be able to increase its cash during a recession period with all debt capital structure. Also, there is a remaining 12.5 million that would have to be paid at the expiration of the...
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...Continental Carriers Inc., established in 1952, is a regulated general commodities motor carrier whose routes ran the length of the Pacific Coast, from Oregon and California to the industrial Midwest, and from Chicago to several points in Texas. Continental Carriers struggled early, experiencing little growth, until the mid-1970’s. Continental needed help in reducing operating costs and also sought improvement in terminal facilities. John Evans, president of CCI, made this possible. Entering CCI as a former executive of a major eastern carrier, he concentrated his efforts on expanding CCI’s revenues on existing routes through an intensive marketing effort and a renewed emphasis on improving service. Evans also turned the company around by reducing its operating costs through a combination of extensive computerization of operations and improving the terminal facilities. By the late 1980’s, Evans, along with the directors of the firm, realized that the key to continued expansion in revenues and income was a policy of selected acquisitions. Continental Carriers currently has the opportunity to purchase Midland Freight Inc. for a mere $50 million in cash. The decision to move ahead with the purchase has already been unanimously approved by the Board of Directors. No interference from the ICC is expected and the deal should be completed by the first of October. Given that Midland will add nearly $8.5 million to CCI’s earnings before interest and taxes, it is not foreseeable that external...
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...Harvard Business School 9-291-080 rP os t June 25, 1991 Continental Carriers, Inc. op yo In May 1988, Elizabeth Thorp, treasurer of Continental Carriers, Inc. (CCI) was considering the advantages and disadvantages of several alternative methods of financing CCI’s acquisition of Midland Freight, Inc. At a recent meeting of the board of directors, there had been substantial disagreement as to the best method of financing the acquisition. After the meeting Ms. Thorp was asked by John Evans, president of CCI, to assess the arguments presented by the various directors and to outline a position to be taken by the management at the June directors’ meeting. CCI was a regulated general commodities motor carrier whose routes ran the length of the Pacific Coast, from Oregon and California to the industrial Midwest, and from Chicago to several points in Texas. Founded in 1952 by three brothers, the firm experienced little growth until the mid1970s. At that point Mr. Evans joined the firm as president after many years as an executive of a major eastern carrier. Mr. Evans first concentrated his efforts on expanding CCI’s revenues on existing routes through an intensive marketing effort and a renewed emphasis on improving service. In 1982, utilizing the proceeds of CCI’s initial public offering of common stock, Mr. Evans began a program designed to reduce operating costs through a combination of extensive computerization of operations and improvement in terminal facilities. As a result...
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...improving air travel demand over the next few months beginning at the end of 2009. At the end of 2009, the reported traffic statistics at many major carriers showed improving demand and revenues . Therefore, it is reasonable that the U.S. airline industry could be undergoing the start of fundamental industry demand improvement. In addition, since the industry has already reduced capacity levels, it should be able to raise fares as passenger travel demand improves. Even though oil and jet fuel prices is up sharply from 52-week lows, they are still notably lower than in 2008 , which should ease cash usage throughout the group and allow good entry points into new fuel hedge positions, thereby offering protection if oil spikes again. According to S&P, the top 10 U.S. carriers lost about $5 billion in 2009, after a $4 billion loss in 2008, as the benefit of lower jet fuel costs was eroded by lower airfares and falling passenger levels. Results in 2008 were impacted by record high oil prices. Airlines have cut fares in response to weakening demand, but we think recent cuts to domestic and international supply could help restore some pricing power. For 2010, S&P estimates a net profit of about $2.0 billion for the top 10 U.S. major airlines Continental Airlines, Inc. –SWOT Analysis Continental Airlines is a major U.S. air carrier engaged in the business of transporting passengers, cargo and mail. The company has a strong market presence and a robust hub system. The company would...
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...To: Continental Carriers-Board of Directors Part 1 Continental Carriers, Inc. is a trucking company that works primarily in transporting general commodities. The company was founded in 1952 and operates within the district of the Pacific Coast and from Chicago to various points in Texas. The company avoids long term debt and an overall low debt policy by taking out short term loans. Since the appointment of Mr. Evans as president, Continental has become more profitable through internal growth with an extensive marketing program. In order for the company to continue expanding its revenues, Mr. Evans advocated the acquisition of Midland Freight. External financing of $50 million would be required to accomplish this goal. However, the directors have a difficult challenge with regard to the appropriate method of financing. Through extensive discussion and evaluation the directors identified three distinct options, namely, selling $50 million in bonds at a10% interest rate to a California Insurance Company or issuing 3 million in common stocks at $17.75 per share with a dividend rate of $1.50 per share or issuing 500 000 preference shares at a par of $100 per share and with a dividend rate of $10.50 per share. Part 2 There has been a disagreement within the board over the issuance of new stock to finance this venture. One director argues that the true value of the company had been understated since the book values of the company’s assets were much lower than current replacement...
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...Introduction Continental Carriers Inc is a trucking company which specialises in transporting general commodities. Since its establishment in 1952 the company operates within the district of the Pacific Coast and from Chicago to various points in Texas. It was noted that the company maintains an overall low debt policy, whereby they obtain infrequent short term loans and avoid long term debt. Furthermore with the appointment of Mr. Evans as president, the company became more profitable and experienced internal growth through intensive marketing and computerisation of operations. In order for the company to continue expanding its revenues the president Mr. Evans advocated the acquisition of Midland Freight. External financing of $50 million would be required to accomplish this goal. However, the directors have a difficult challenge with regard to the appropriate method of financing. Through extensive discussion and evaluation the directors identified three distinct options, namely, selling $50 million in bonds at a 10% interest rate to a California Insurance Company or issuing 3 million in common stocks at $17.75 per share with a dividend rate of $1.50 per share or issuing 500 000 preference shares at a par of $100 per share and with a dividend rate of $10.50 per share (See appendix A for case assumptions). Discussion 1. Given the nature of CCI’s business how much debt can it support? Continental Carriers Inc. must possess certain organizational and structural characteristics...
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...began to run into problems. Eventually Eastern made a decision that would prove to be disastrous for the airlines-- they sold the company to Frank Lorenzo. Why did Eastern sell to Texas Air? For starters, the 1970's and 80's proved to be a very difficult time for many airline companies. In the late 70’s the Airline Deregulation Act of 1978 was passed. The enactment did provide many new freedoms (freedom to expand their route systems for example), and positive outcomes for airline carriers. One of which was flexibility to develop innovative pricing structures. This flexibility allowed carriers to expand into new markets. Yet with the positive changes of deregulation, came negative consequences for the airlines-- “airfare wars.” Companies now had to compete to remain in the market. They waged airfare wars against their rivals, slashing their own prices to knock off smaller companies. Many airlines struggled tremendously, and had difficulty keeping their doors open. This made many air carriers susceptible to unwanted, hostile takeovers and mergers. In 1985 Eastern was a large airline (three point nine billion in assets, and over four point eight billion in revenues). Eastern was ranked third among all U.S. airlines, followed by United Airlines, and American. However, between 1985 and 1986 Eastern’s performance steadily declined. Eastern Airlines was one of the many airlines struggling to contend with the price wars. The combination of competition, labor unrests, and Eastern’s...
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...STUDY: Delta Airlines Inc. by Benjamin Godman Delta Air Lines is a major American airline and one of the world’s largest air carriers by traffic serving over 330 destinations in over 60 countries on six continents. Originally starting out operating crop dusters and delivery mail in Louisiana, Delta now utilizes over 700 aircraft and subsequent support activities like maintenance and operations. Delta airlines services over 165 million customers worldwide every year by averaging over 5000 flights daily. Delta Air Lines is now the oldest airline operating in the United States and is the result of multitude of airline mergers over the past 80 years that included Pan American World Airways and Western Airlines just to name a few. Its most recent merger with Northwest Airlines in 2010 was its largest in its history and in 2013 finished with $5.7 billion in unrestricted liquidity, generated $4.5 billion in cash from operating activities, reduced debt by $1.4 billion and funded capital expenditures of $2.6 billion and returned $350 million to shareholders. Delta’s 2013 pre-tax profits were up 147% in comparison with 2012. In recent years, Delta was a founding member of the Sky Team Alliance, created Delta One which is an Elite business cabin, introduced flatbed seats for international travel, Delta Comfort+ for increased comfort in the main cabin seating and other amenities to ensure its competitiveness with other airlines such as American Airlines Group Inc., Southwest Airlines...
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...Continental Carriers I. Case ContextContinental Carriers, Inc., (CCI) is known as a regular commodities motor carrier. Sinceits inception, it has experienced continuous growth in revenues and mastered the strategic reduction of operating costs. It soon became known in the trucking industry as a widely profitable key player.In order to sustain continuous growth in revenues and income, management has decidedthat key acquisitions need to be made.The top contender, Midland Freight, Inc., a common carrier company would expand CCI’s route sys tem. The prospect company also demonstrated congruence with the type of marketing and cost reduction programs that ushered CCI’s growth. The owners of Midland agreed to sell it for $50 million in cash. Since the stipulation was for cash, thefunds would have to be acquired externally so as to prevent cash flow problems thatwould disrupt operations for CCI.One of the primary considerations was that the pending merger would provide additional$8.4 million annually in Earnings before interest and taxes (EBIT) making it easy formanagement to seek external funds. Another serious consideration was that CCI hasalways had a consistent policy of having no long-term debt in its capital structure. In 1988, the current year, the company’s capital structure was pur ely composed ofcommon stock and surplus. In addition, most of the common stock was being held bymanagement. Furthermore, there is no dominant interest except that of management.Ms...
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...analysis Texas Air, Inc. I. Main Problem * Pricing Strategy Sub problem: * Late departures * Poor service and safety II. Objectives * To defend its price leadership over its competitors in the airline industry. * To amend its pricing strategy to avoid massive losses. * To shun being the lowest rank out of fourteen major airline in its evaluation on time arrival. * To improve service and safety of the Texas Air Inc. III. SWOT analysis Strengths * Price leadership * Largest airline system * High number of established, high frequency discount rates Weaknesses * Poor service and safety * Ultra low-fares Opportunities * Growth and expansion * partnership Threats * Competition * Passengers complaints IV. Alternative Course s of Actions (ACAs) ACA1. Texas Air Inc. will now be increasing its price by 30%. Expect high quality service would be given to its consumers. ACA2. Set aside pricing philosophy Peanut and MaxSaver fares. V. Recommendation We decided to adapt ACA1 because this can be better strategic move for the Texas Air Inc. In this strategy, they can avoid passenger’s complaints such as late departures, canceled flights and dirty planes. We believe that they can give their passengers a high quality services. VI. Marketing Strategy Executive Summary: Early in 1987, Texas Air bought Eastern Airlines and the financially troubled People Express. Texas merged Continental, New York Air, and...
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...services, streamlining operating costs, laying-off thousands of employees, and restructuring debt labor force. Many companies have had to seek loans to meet operational expenses, resulting in the total debt load of the industry surging from $55 billion to $90 billion since 1999, towering nine times over equity. Several airlines have or are on the brink of filing bankruptcy protection. This paper examines the annual statements of three companies from the perspective of an investor and employs financial statement analyses as the basis for a recommendation of the most favorable investment choice. Company Background Continental Airlines Founded in 1934, Continental Airlines (Hawaiian) is the fifth largest U.S. airline, operating in its New York, Houston and Cleveland hubs. Expressjet is Continental's primary subsidiary, running mostly regional flights. Continental also operates in Europe, Canada, Mexico,...
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...FNCE90013 Case Studies in Finance SUBJECT GUIDE July – August, 2015 Prepared by George Kester Department of Finance Faculty of Business and Economics Objective To develop an understanding of applied corporate finance including financial analysis and forecasting, financing sales growth, short-term versus long-term financing, capital structure policy, capital investment analysis, cost of capital, and company valuation. The course will be experiential and focus upon selected Harvard Business School cases describing actual business situations faced by financial managers, requiring analysis, and decision-making. Professor Professor George W. Kester Texts Robert C. Higgins, Analysis for Financial Management (10th Editon), McGraw-Hill Irwin, 2012. Cases You should read and analyze each assigned case. The cases are available on the LMS page for FNCE90013. Readings Selected readings will be distributed during the course. Group Study It is recommended that you form yourselves into small study groups for the purpose of routinely reviewing and discussing assigned before each class. Your learning experience will be enhanced by such interaction and you will be better prepared for class. Presentations Copies of the PowerPoint slides of the presentations are available on the LMS page for FNCE90013. It is recommended that you print them out prior to each class. Attendance The class attendance will be taken. Participation ...
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...XPO Logistics, Inc. (XPO) BRADLEY S. JACOBS is the Chief Executive Officer of XPO Logistics, Inc. A career CEO, he has led two public companies. United Rentals, Inc., which he cofounded in 1997; and United Waste Systems, Inc., founded in 1989. Mr. Jacobs served as Chairman and CEO of United Rentals for the company's first six years, and as Executive Chairman for an additional four years. He served eight years as Chairman and CEO of United Waste Systems. Previously, Mr. Jacobs founded Hamilton Resources (UK) Ltd. and served as its Chairman and Chief Operating Officer. This followed the cofounding of his first venture, Amerex Oil Associates, Inc., where he was Chief Executive. Mr. Jacobs is a member of the board of directors of the Beck Institute for Cognitive Behavior Therapy. SECTOR - TRANSPORTATION (AWJ601) TWST: Please start by introducing our readers to XPO Logistics with a brief company history and an overview of its operations today. Mr. Jacobs: XPO Logistics is a non-asset-based transportation services provider in the logistics industry. We don't own any trucks, airplanes or ships. We're a middleman between shippers and carriers who outsource their logistics to us as a third-party broker. We reported $177 million of revenue in 2011, and we expect to reach our target of a $500 million revenue run rate by year end. Since taking control of XPO last September, we've put a strategy in place to grow the company to several billion dollars in revenue over the next few years...
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