...Diageo plc A Harvard Business School Case Study Part I 1) Diageo plc is a conglomerate formed in 1997 through the merger of Grand Metropolitan plc and Guinness plc, two consumer product companies. Their goal was to become an industry leader by achieving cost savings through marketing synergies, cutting overhead expenses, and developing production and purchasing efficiencies. Although diversified within the packaged food, beverage alcohol, and fast food industries, Diageo sought to focus exclusively in beverage alcohol by selling their packaged food (Pillsbury) and fast food (Burger King) enterprises. This would create more investment dollars to purchase other leading beverage alcohol companies without taking on excessive debt, thereby realizing Diageo’s goal of becoming a market leader in the industry. The company’s capital structure strategy was crucially important in terms of credit rating and predicting financial distress, and the company intended to maintain the highest rating possible to keep debt maintenance costs down. Ultimately, the company conducted a Monte Carlo Analysis to analyze the trade-off of restructuring the company’s capital structure. 2) Corporations routinely face decisions regarding new investments and must determine the best way to finance those investments. The method by which this financing occurs can have a significant impact on the overall value of the firm, therefore financing decisions must be made very carefully. Corporations finance new...
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...I. Executive Summary Diageo, one of the world’s leading consumer goods companies, was formed from the merger of GrandMet and Guinness. In 2000, the company announced its intention to sell its packaged food subsidiary, Pillsbury, and 20% of its Burger King subsidiary. Because of the restructuring opportunity, the company wanted to rethink its financing mix. In this case, the tradeoff between the costs and benefits of different leverage policies will be discussed. A simulation model was created by Diageo’s director of Finance and Capital Markets, Ian Simpson, and Adrian Williams, the firm’s Treasury Research Manager, to understand the tax benefits of higher gearing and the cost of financial distress. In this report, I will discuss the historical financial policies in Diageo. The actions of selling Pillsbury and spinoff of Burger King will be valued. And the tradeoff theory and Simpson and Williams’ simulation model will be studied and evaluated as well. Finally our conclusion is to choose interest coverage around 5. II. The Case Decision What recommendation would be made for Diageo’s future capital structure? Is Simpson and Williams’ simulation model reliable? III.Facts 1. Diageo was formed from the merger of Guinness and GrandMet. It was the seventh largest food and drink company in the world. 2. The firm was organized along four business segments: Spirits and wine business, Guinness Brewing, Packaged and fast food. 3. Prior to the merger, both of the two companies...
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...Arundel Partners Diageo plc Main focus of the case is to recommend a capital structure policy for the organization and develop a tradeoff between tax benefits of higher debts and cost of financial distress. Case provides details about the business model comprising of four divisions and history of the company. It also says firm is planning to divest noncore operations and consolidate the core business of beverage alcohol to reduce expense and increase synergy. Most Importantly, Case includes the key elements of business model and capital structure that have the potential of impacting financial strategy in following ways:- High Interest Coverage and Future Strategy As per the case, Diageo has interest coverage of 5x which is higher than interest coverage value of 4.2x, at which total of taxes paid and distress costs is the least as shown in Diageo’s Monte-Carlo simulation (shown below). Also, in the below simulation, its interest coverage ration should lie in the range of 5x to 3.6x to have optimal coverage. Diageo future strategy is based on organic and inorganic expansion. Under inorganic growth scenario, Diageo needs $6 to $8 billion to acquire other players in the market. To finance these acquisitions, Diageo would raise additional debt from the market. To make this strategy effective, Diageo has to keep very low cost of borrowing, which can only be achieved by keeping high interest coverage ratio and credit rating in the investment grade range. This explains the Diageo’s strategy...
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...calculated interest rate based on the case instructions. The interest rate was also used to estimate interest payments for the outstanding debt. To calculate Earnings Before Interest and Taxes (EBIT), we estimated Return on Assets (ROA) and the impact of changes in foreign currency rates. ROA was estimated with a random number generation based on normally distributed amounts with a mean of 18% and a standard deviation of 4% (see item (e) of Exhibit 8). The impact of fluctuations in foreign currency was estimated based on the current rate of 1.514 $/Pound and a standard deviation of 0.17 (see instruction for Part II, first bullet, item 3). We used a random number generator to determine the fluctuations from year to year and then calculated the percentage change year over year. The percentage fluctuation was applied to the calculated ROA to determine what the EBIT would be including potential foreign currency fluctuations. Taxes were estimated to be 27% based on the facts in the case. Once we calculated the net profits, we then estimated regular dividends paid each year. Based upon the cash flow statements in Exhibit 1, Diageo was paying approximately 35% of the operating income out as regular dividends each year. We used the same estimated rate of dividend payments for each period. Interest Coverage was calculated each year based the calculated EBIT and interest payments. When the interest rate coverage exceeded 8 (Diageo aimed to...
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...Case: Diageo Ple Analysis Fact Pattern This is a strategic options case regarding Diageo PLC. Diageo is a conglomerate focusing on premium alcoholic beverages. Diageo is a United Kingdom based consumer product company. Diageo was formed in November 1997 from the merger of Grand Metropolitan Plc. and Guinness Plc., two of the world’s leading consumer product companies. The company began with the mission to be the strongest premium alcoholic beverage producer worldwide. Diageo Plc. is the seventh largest food and drink company in the world with a market capitalization of nearly £24 billion and annual sales of over £13 billion to more than 140 countries. Although the largest and the fastest growing business was the Spirits and wine business, with sales growth of 8% for the year and 15% operating margins and growth in total operating profits of 15%. And the second largest division was Guinness Brewing, which produced and sold beer to markets around the world. And the Diageo was in the process of integrating the two business, which may result in cost reductions of £130 million annually. To that end, they have acquired a majority of premium brands in the spirits industry and a large portfolio of premium wines, while at the same time divesting itself of those companies not in line with its new goals. Diageo’s two remaining business were in packaged and fast foods. As a matter of fact, the stock price of the company was far low from the average stock price after 7/1/99. In 2000...
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...Diageo Plc Case: Diageo Plc Analysis Fact Pattern This is a strategic options case regarding Diageo PLC. Diageo is a conglomerate focusing on premium alcoholic beverages. Diageo is a United Kingdom based consumer product company. Diageo was formed in November 1997 from the merger of Grand Metropolitan Plc. and Guinness Plc., two of the world’s leading consumer product companies. The company began with the mission to be the strongest premium alcoholic beverage producer worldwide. Diageo Plc. is the seventh largest food and drink company in the world with a market capitalization of nearly £24 billion and annual sales of over £13 billion to more than 140 countries. Although the largest and the fastest growing business was the Spirits and wine business, with sales growth of 8% for the year and 15% operating margins and growth in total operating profits of 15%. And the second largest division was Guinness Brewing, which produced and sold beer to markets around the world. And the Diageo was in the process of integrating the two business, which may result in cost reductions of £130 million annually. To that end, they have acquired a majority of premium brands in the spirits industry and a large portfolio of premium wines, while at the same time divesting itself of those companies not in line with its new goals. Diageo’s two remaining business were in packaged and fast foods. As a matter of fact, the stock price of the company was far low from the average stock price after 7/1/99...
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...FINA 6092 Advanced Financial Management 2014-15 Term 1 Case questions Case #A: Butler Lumber Company Questions 1. Why does Mr. Butler have to borrow so much money to support this profitable business? 2. Do you agree with his estimate of the company’s loan requirements? How much will he need to borrow to finance his expected expansion in sales (assume a 1991 sales volume of $3.6 million)? 3. As Mr. Butler’s financial advisor, would you urge him to go ahead with, or to reconsider, his anticipated expansion and his plans for additional debt financing? As the banker, would you approve Mr. Butler’s loan request, and, if so, what conditions would you put on the loan? 4. Has Butler Lumber Company created value for shareholders? Hint: It might help you to analyze the case if you conduct the following analyses: 1. 2. 3. 4. Construct a common-size (percentage) income statement. Construct a common-size (percentage) B/S Using information from 1&2 to find out the operating efficiency Assuming the same operating efficiency in 1990, forecast cash needs for the target growth Case #B: Ocean Carriers Questions Ocean Carriers uses a 9% discount rate. 1. Do you expect daily spot hire rates to increase or decrease next year? 2. What factors drive daily hire rates? 3. How would you characterize the long-term prospects of the capesize dry bulk industry? 4. Should Ms Linn purchase the $39M capesize? Make 2 different assumptions. First, assume that Ocean Carriers in a U.S. firm subject to...
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...Case #1: Butler Lumber Company Questions 1. Why does Mr. Butler have to borrow so much money to support this profitable business? 2. Do you agree with his estimate of the company’s loan requirements? How much will he need to borrow to finance his expected expansion in sales (assume a 1991 sales volume of $3.6 million)? 3. As Mr. Butler’s financial advisor, would you urge him to go ahead with, or to reconsider, his anticipated expansion and his plans for additional debt financing? As the banker, would you approve Mr. Butler’s loan request, and, if so, what conditions would you put on the loan? 4. Has Butler Lumber Company created value for shareholders? Hint: It might help you to analyze the case if you conduct the following analyses: 1. 2. 3. 4. Construct a common-size (percentage) income statement. Construct a common-size (percentage) B/S Using information from 1&2 to find out the operating efficiency Assuming the same operating efficiency in 1990, forecast cash needs for the target growth Case #2: Ocean Carriers Questions Ocean Carriers uses a 9% discount rate. 1. Do you expect daily spot hire rates to increase or decrease next year? 2. What factors drive daily hire rates? 3. How would you characterize the long-term prospects of the capesize dry bulk industry? 4. Should Ms Linn purchase the $39M capesize? Make 2 different assumptions. First, assume that Ocean Carriers in a U.S. firm subject to 35% taxation. Second, assume that Ocean Carriers is located in Hong Kong, where...
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...General Mills Case Study Solution "Acquisition of Pillsbury" Topics that are covered to solve this case • Benefit of the acquisition • Present value of cost savings • Deal structure • Contingent payment analysis • Acquisition cost • Recommendation Benefits of the Acquisition • Accelerate sales and earnings growth by acquiring Pillsbury > Product Innovation > International Expansion > Channel Expansion > Productivity Gains • Combined product portfolio would be more balanced • Combined firm would rank 5th in size among competitors based on food sales • Cost savings Present Value of Cost Savings • Weighted Average Cost of Capital (WACC) for General Mills > Cost of Equity = 9.6% > Cost of Debt = 9.5% > Tax Rate = 40% > After Tax Cost of Debt = 5.7% > Weight of Debt (D/V) = 10.8% > Weight of Equity (E/V) = 89.2% > WACC = 9.2% • Expected Cost Savings > 2001 = $25m, PV = $23m > 2002 = $220m, PV = $185m >2003 = $400m, PV = $307m >Total PV = $515 Deal Structure • Payment shares • Assumption of Pillsbury's debt > Existing debt = $142m > New borrowing = $5billion • Contingent payment by Diageo to General Mills Contingent Payment Analysis • What is it? > "Claw-back" or "Contingent Value Right" >>Claw-back is previously given monies or benefits that are taken back due to specially arising circumstances...
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...Topics that are covered to solve this case * Benefit of the acquisition * Present value of cost savings * Deal structure * Contingent payment analysis * Acquisition cost * Recommendation Benefits of the Acquisition * Accelerate sales and earnings growth by acquiring Pillsbury > Product Innovation > International Expansion > Channel Expansion > Productivity Gains * Combined product portfolio would be more balanced * Combined firm would rank 5th in size among competitors based on food sales * Cost savings Present Value of Cost Savings * Weighted Average Cost of Capital (WACC) for General Mills > Cost of Equity = 9.6% > Cost of Debt = 9.5% > Tax Rate = 40% > After Tax Cost of Debt = 5.7% > Weight of Debt (D/V) = 10.8% > Weight of Equity (E/V) = 89.2% > WACC = 9.2% * Expected Cost Savings > 2001 = $25m, PV = $23m > 2002 = $220m, PV = $185m >2003 = $400m, PV = $307m >Total PV = $515 Deal Structure * Payment shares * Assumption of Pillsbury's debt > Existing debt = $142m > New borrowing = $5billion * Contingent payment by Diageo to General Mills Contingent Payment Analysis * What is it? > "Claw-back" or "Contingent Value Right" >>Claw-back is previously given monies or benefits that are taken...
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...General Mills’ Acquisition of Pillsbury from Diageo PLC Lauren Sherlock Jason Park JP Zendman 12/9/2009 General Mills’ Acquisition of Pillsbury from Diageo PLC Situation Analysis: In December 2000, management at General Mills (GM) proposed a plan to acquire Pillsbury, a bakedgoods producer, in a stock-for-stock exchange. Pillsbury is currently controlled by Diageo PLC, one of the world’s leading consumer–goods companies. The deal specifies that General Mills is to create and thus issue additional shares of common stock to Diageo in exchange for complete ownership of the Pillsbury subsidiary. If the deal is executed, Diageo will become General Mills’ largest shareholder. The consideration to Diageo would include 141 million shares of the company's common stock and the assumption of $5.142 billion of Pillsbury debt, making the deal worth over $10 billion. In addition, the agreement will contain a contingency, as up to $642 million of the total transaction value may be repaid to General Mills at the first anniversary of the closing, depending on its (20-day) average stock price at that time. Therefore, we must calculate and thus analyze the various costs and savings associated with the transaction to determine whether or not General Mills’ shareholders should vote for the proposed merger. If approved, this will be the biggest takeover in GM’s 136 years of business and General Mills will become the fifth largest food company in the world (Forster, 2002). General Mills Company...
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...09295266 Diageo Diageo is the leading premium drinks company in the world; of which categorizes most of the leading brands around the world and the market leader in many of the major growth market around the world! Their unique STP strategy had allowed them to develop globally into a renowned brand with operating profit reaching up to £ 2.5bn in 2010! It has also expanded from its headquarters in London into 80 worldwide offices employing around 20,000 workers. Its efficient market segmentation and diversification had allowed them to meet specific demands of its global consumer base which had contributed to the firm’s success. The Alcoholic industry is an oligopoly market dominated by about five large players estimated to be made of 26 PLC and about 200 LTD. In 2010 Diageo was right up there with annual revenue of £ 9.5 billion and return on invested capital of 14.8%. Global sales volume of alcohol reached 182.9 billion liters in 2010, growing between 1 – 2% from the previous five years! There are 3 separate categories in this market: beer, wine and spirits; which Beer is highest accountant of it, 76% of total sales. These statistics illustrate the huge competition firms face within the industry highlighting the importance of a well defined and aggressive marketing strategy. (Hatherly, 2010) Diageo was formed in 1997 via mergers: Guinness and Grand Metropolitan; since then it had efficiency in its operations, it sold off food brands Burger king and Pillsbury after finding...
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...General Mills’ Acquisition of Pillsbury from Diageo PLC Lauren Sherlock Jason Park JP Zendman 12/9/2009 General Mills’ Acquisition of Pillsbury from Diageo PLC Situation Analysis: In December 2000, management at General Mills (GM) proposed a plan to acquire Pillsbury, a bakedgoods producer, in a stock-for-stock exchange. Pillsbury is currently controlled by Diageo PLC, one of the world’s leading consumer–goods companies. The deal specifies that General Mills is to create and thus issue additional shares of common stock to Diageo in exchange for complete ownership of the Pillsbury subsidiary. If the deal is executed, Diageo will become General Mills’ largest shareholder. The consideration to Diageo would include 141 million shares of the company's common stock and the assumption of $5.142 billion of Pillsbury debt, making the deal worth over $10 billion. In addition, the agreement will contain a contingency, as up to $642 million of the total transaction value may be repaid to General Mills at the first anniversary of the closing, depending on its (20-day) average stock price at that time. Therefore, we must calculate and thus analyze the various costs and savings associated with the transaction to determine whether or not General Mills’ shareholders should vote for the proposed merger. If approved, this will be the biggest takeover in GM’s 136 years of business and General Mills will become the fifth largest food company in the world (Forster, 2002). General Mills Company...
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...ME PROJECT REPORT | | ON INDIAN LIQUOR INDUSTRY Table of Contents 1. INTRODUCTION…………………………………………………………………….4 2. INDUSTRY OVERVIEW…………………………………………………………..5 3. EVOLUTION OF MARKET STRUCTURE…………………………………..8 4. MARKET PLAYERS AND STRATEGIES…………………………………….10 5. NATURE OF COMPETITION……………………………………………………16 6. ENTRY BARRIERS FOR POTENTIAL ENTRANTS…………………….19 7. CONCLUSION………………………………………………………………………… 21 LIQUOR INDUSTRY IN INDIA INTRODUCTION The Indian alcoholic beverages market is gradually opening up as quantitative restrictions are being lifted, import duties are being lowered and domestic regulations are being simplified. These developments are attracting the attention of foreign players, who are faced with a slowdown in developed markets. According to some recent reports, by 2005, the total supply of liquor in the world will be close to 282 hl but consumption will be only about 198 hl. In such a scenario, India would be an attractive market for international players. An estimated 10 million people consume alcohol in India, out of a population of about 1.2 billion. The liquor industry in India is highly government regulated in terms of constraints on manufacturing, storage as well as distribution. The industry faces threat of prohibition in several states, high taxes, restrictions on advertising, restrictions on inter-state movement, etc. However, the deep-rooted social conditioning against alcohol consumption is gradually starting to...
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...Beverages ICRA Online Grading Matrix Valuation Assessment A Fundamental Assessment Fundamental and Valuation Grades ICRA Online has assigned the Fundamental Grade ‘4’ and the Valuation Grade ‘B’ to United Spirits Limited (United Spirits). The Fundamental Grade “4” assigned to USL implies that the company has “strong fundamentals”. The Valuation Grade assigned to implies that the company is “moderately undervalued” on a relative basis (as on the date of the grading assigned). Company Profile United Spirits is the largest spirits company in India’s branded spirits market with more than 43% market share. With 112.2 million cases in sales in FY11, the company surpassed Diageo Plc to become the largest spirits company in the world. United Spirits has a very strong and wide portfolio of spirits with 21 of its brands selling more than a million cases a year. The company enjoys a strong 59% market share for its first line brands in India. United Spirits has a well established manufacturing and distribution footprint comprising of 37 owned manufacturing units, 57 contract manufacturing tie-ups and distribution network covering almost 98% of the sales channel in India. The company has grown rapidly over the years through several acquisitions and greenfield expansion. Acquisition of Shaw Wallace in 2005 (second largest player at that time in India) and Whyte & Mackay (fourth largest scotch maker in the world) have been the two most significant in-organic investments so far. Grading...
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