...Hansson Private LabelHansson Private LabelHansson Private 1. How would you describe HPL and its position within the private label personal care industry? HPL is a mid-sized private label manufacturer of personal care goods. In 1992, the company acquired production assets from Simons Health and Beauty Products, and through increased efficiency had enjoyed growth within the sector. The company’s production is estimated to account for about 28% of the $4 billion sold in their product category, generating revenue of $681 million in 2007. The company was recently presented an opportunity by its largest retail customer to significantly increase its share in their private label manufacturing. The prospect of growth was risky, since it required an initial investment larger than any HPL had previously encountered. The 3-year contract offered was also relatively short. The company would be running the risk of discontinued business after expiration and subsequent heavy losses. However, the upside was obvious. If the company succeeds by locking in long-term business with a powerful retailer, it will surely pay off for many years to come. A special quality of the private label business is that manufacturers generally produce at levels demanded by the retailers they produce for. Even though private labels have been steadily gaining market penetration due to quality improvements, growth in the overall market were modest, leaving manufacturers little opportunities for big investments. Therefore...
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...Lawrence Sports Working capital management is very important in running a business because it involves managing all current assets and liabilities. Working capital management involves making appropriate investments in cash, marketable securities, receivables, and inventories, as well as the level and mix of short-term financing (Emery, Finnerty, Stowe, 2007, p. 639, para. 3). Currently Lawrence sports, a multi-million dollar company that manufactures and distributes sports equipment is seeking a way to better manage its’ capital, lower loan burdens, and undertake better business deals with its’ three business partners. Management can solve this issue with working capital policies that reduce future difficulties. Alternative Working Capital Policies As the newly appointed finance manager, one must be fully aware of the companies operating expenses, principal source of finance, suppliers and current financial stance and process with the lending bank. Understanding how all of these relationships can cohesively work together is key to being a success in this new role. By being properly prepared and developing successful working capital policy, the company will always have balanced receivables and payables due to working and negotiating with Lawrence Sport’s customers and suppliers. This type of communication and action plan will result in optimizing revenue, decreasing cash borrowed turn-around time, positive business relations and maintaining positive cash balance thus...
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...4021 REV: MARCH 1, 2010 ERIK STAFFORD JOEL L. HEILPRIN JEFFREY DEVOLDER Hansson Private Label, Inc.: Evaluating an Investment in Expansion Introduction On a frigid Sunday night in late February 2008, Tucker Hansson pored over a proposal developed by his firm’s manufacturing team. It called for investing $50 million to expand production capacity at Hansson Private Label (Hansson or HPL). For Hansson, a private company, this would be a significant investment. The company had not initiated a project of that magnitude for more than a decade, and the expansion wasn’t without significant risk. It would be likely to double HPL’s debt and to greatly increase customer concentration. This was a critical juncture for the firm Tucker Hansson had carefully built over 15 years. He wondered whether the return on investment would be large enough to justify the effort and risk. He also wondered about the best means of evaluating the potential investment. HPL manufactured personal care products—soap, shampoo, mouthwash, shaving cream, sunscreen, and the like—all sold under the brand label of one or another of HPL’s retail partners, which included supermarkets, drug stores, and mass merchants. The firm, whose sales had grown steadily over the years, generated $681 million in revenue in 2007. Three weeks earlier, HPL’s largest retail customer had told Hansson that it wanted to significantly increase HPL’s share of their private label manufacturing. Given that HPL was already operating near...
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...Lawrence Sports Simulation Lawrence Sports experienced difficult times in March and April when their biggest consumer could not pay for its products. Because of this, the cash conversion cycle was examined as well as the working capital management presently used. Additional views were studied to determine the best course of action for the company. Although multiple factors play a role in determining the best working capital management policy, Team D will offer recommendations and how each philosophy would be beneficial for Lawrence Sports. Cash Conversion Cycle Emery, Finnerty, and Stowe (2007) summarized that “the cash conversion cycle is the length of time between when a firm pays its accounts payable and when it collects on its accounts receivable and is equal to the inventory conversion period plus the receivables collection period minus the payables deferral period” (p. 659). The initial start for the cash implementation plan would be to create and demonstrate a vendor program, such as a payable deferral period program and create longer cash conversion cycles for floating payment programs for payments going to the banks. Next pre-arrange the short term borrowing program by using short term marketable securities. The Lawrence Sports Company financial departments need to begin following strict money formulas before any transactions pertaining to the market are made. Then it would be smart to hold cash balances for pertinent needs. This will allow and open doors for...
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...Herman Miller, Inc. is a company that specializes in the production and manufacture of modern office furniture. The company began its reputation through product innovation and production processes which started in the 1920’s. In the path of their success, Herman Miller, Inc. has been able to pursue a path distinctively marked by reinvention and by renewal. I would say that in the beginning the company pursued a focused low-cost strategy. The initial items the company specialized in, is what the company perfected and grew to produce efficiently. However that was soon to change. This path was able to serve the company well for many a decade. With the passing of time the company instituted a Scanlon Plan which is a productivity incentive program that helps companies to find ways at being more productive in their product offering. This model helped the company a lot. With the usage of this the company then moved to having a differentiation strategy. They started to produce more products that were based on scientific observation and ergonomic principles…some of the same observations and principles that the company still utilizes today. In the reading of the case it was difficult for me to pinpoint exact issues in Herman Miller, Inc’s. functional departments (i.e., HRM, Accounting, Finance, Operations, etc). However in the area of human resource management this was actually a strength of the company. Being routinely listed on Fortune’s 100 Best Companies to Work for, applicants desires...
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...I. Introduction – Bill II. Alternative Working Capital Policies – Alicia Alternative Working Capital Policy In the months illustrated Lawrence Sports struggled with working capital management. Lawrence Sports must work closely with its clients and lenders to manage cash flow not only to manage working capital but to grow into a viable company. Lifland (2011) says, “The efficient management of these assets includes maintaining adequate product levels, monitoring of appropriate credit/payment terms, and mitigating any situation where the servicing of the working capital may significantly constrain the firm’s cash position. Lawrence Sports must implement alternative working capital policies to effectively monitor working capital in the short term to include lending, monitor working capital monthly, negotiating short-term and implementing supplier agreements to negotiate client payment strategies. Most importantly, Lawrence Sports must more closely monitor working capital to evaluate cash flow and profitability. Lawrence Sports must maintain adequate cash to decrease loan requirements. Monthly monitoring of working capital can assist managers in making effective financial decisions. In monitoring working capital, management may also evaluate appropriate policies to increase profitability and reducing costs. Lawrence Sports currently holds an automatic credit line with the bank that will provide credit within $50,000 balance each month. Monthly short-term loans involve additional...
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...Case 16: REED’S CLOTHIER, INC.: WORKING CAPITAL POLICY As Jim Reed slowly walked the two blocks between the bank and his store, he knew his business was in serious financial trouble once he talked to his new banker, Holmes. He knew that there was something that had to be done to regain control. He had everything going wrong from the inventory being too much to the accounts receivables not being paid on time which were causing him not to be able to raise the cash required to meet its financial obligations. The liquidity, efficiency, and profitability ratio issues in this case indicates that Reed's Clothier, Inc. should addressed them in groups in order to understand the problem that Jim Reed is facing within his company. Holmes wants Reed to have an inventory reduction sale because he feels that this will reduce Reed’s sales less than 5 percent annually which will help to pay off the debts owed by the company. If Jim merely tightens his working capital policy to the averages, it will not affect his sales. It will help to keep his customers paying when they are supposed to. Reed's cost of not taking the suppliers' discounts led to the suppliers demanding payment with the threat of ceasing deliveries until payment was made. If Jim Reed was to use the just-in-time inventory control program, it could lead to reductions in inventories and, consequently, an increase in the efficiency with which assets are utilized. Other things would remain the same, which could lead to...
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...Running head: PROBLEM SOLUTION: LAWRENCE SPORTS INC. Problem Solution: Lawrence Sports Inc. University of Phoenix Problem Solution: Lawrence Sports Inc. Presently Lawrence Sports has had to make some short-term decisions concerning its working capital management. In order to learn from this experience they will develop a working capital policy which will increase the predictability and efficiency of their cash. Working capital is defined as “the assets of a business that can be applied to the operations” or “the amount of current assets which exceed the current liabilities” (Answers, 2007, para. 1). Working capital management involves the “deployment of current assets and current liabilities as to maximize short-term liquidity” (The Free Dictionary, 2007, para. 1). The intent of a working capital management policy is to ensure an organization is able to continue business operations and has adequate ability to satisfy both short-term debt and upcoming operational expenses. Simply stated, “good management of working capital will generate cash, improve profits and reduce risks” (Anonymous, 2007, para. 2). Lawrence Sports, a manufacturer and distributor of sporting goods equipment, is currently facing a number working capital and cash flow management issues largely related to past due payment of their largest customer, Mayo Stores. This paper will take a closer look at Lawrence Sports’ simulation and identify the issues, goals, potential solutions, evaluate...
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...questions on pages 56–57. 29. In fiscal year 2011, Starbucks Corporation (SBUX) had revenue of $11.70 billion, gross profit of $6.75 billion, and net income of $1.25 billion. Peet’s Coffee and Tea (PEET) had revenue of $372 million, gross profit of $72.7 million, and net income of $17.8 million. a. Compare the gross margins for Starbucks and Peet’s. b. Compare the net profit margins for Starbucks and Peet’s. c. Which firm was more profitable in 2011? 31. See Table 2.5 showing financial statement data and stock price data for Mydeco Corp. a. How did Mydeco’s accounts receivable days change over this period? b. How did Mydeco’s inventory days change over this period? c. Based on your analysis, has Mydeco improved its management of its working capital during this time period? 32. See Table 2.5 showing financial...
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...Running head: PROBLEM SOLUTION: LAWRENCE SPORTS INC. Problem Solution: Lawrence Sports Inc. Veronica S. George University of Phoenix/MBA550 Problem Solution: Lawrence Sports Inc. Lawrence Sports generates $20 million in yearly revenue by manufacturing and distributing sporting goods protective gear for team sports. The main issue with Lawrence is that they depend solely on world leading retailer Mayo for the bulk of their revenue and only have two sources for their materials. The problem begins when Mayo Stores decides not to pay on time leading to major cash flow problems downstream. This paper will look at Lawrence’s financial problem and create a working capital policy that will address their cash management needs for the long-term. Situation Analysis Issue and Opportunity Identification Lawrence Sports’ principle customer, Mayo Stores, is having a difficult time paying for the products on time. The current payment arrangement is that Mayo will pay 20% on purchases and 80% the following week. Mayo depends principally on this revenue from Mayo and it finds itself not being able to live up to the agreements made to their agreements to both creditors and suppliers. The only viable option detailed in the scenario is borrowing from Central Bank. Their plan is to borrow a daily loan for any amount to keep the account minimum of $50,000. Lawrence has reached...
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...To meet expanding demand, QuickBuild Inc. is looking to purchase a new packaging machine for its Waterloo plant. (CCA class 8, with a rate of 20%). Quickbuild has a corporate tax rate of 34% and a cost of capital of 11%. There are 2 machines that can be purchased. Regardless of what machine purchased, revenues associated with this project are expected to be $25,000 a year. Machine 1 The industry standard machine costs $8500 and is expected to last 6 years. Allowable installation costs on this machine are $500. Experience has shown that there are 2 drawbacks to this machine. First, that the cost of operating this machine increases over time. The firm estimates that operating costs will be $5500 for the first 5 years after installation, and $6500 in the last year. And secondly, there is no significant salvage associated with this machine. The firm expects to spend $800 on net working capital when it purchases the machine. None of this is expected to be recouped at the end of the project. Machine 2 There is another machine with an expected useful life of 2 years. The cost of this machine is $5100 which includes installation costs. At the end of 2 years, the salvage on the machine is $500. Operating costs on this machine are $6000 a year. In addition, this machine requires an increase in working capital items of $400 when it is installed. It is expected that the entire amount can be recouped at the end of the two years. Which machine should QuickBuild...
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...Working Capital Simulation: Managing Growth FIN/571 October 13, 2014 William Stokes Working Capital Simulation: Managing Growth The Corporate Finance course has helped me, as a student, gain intelligence to make informed decisions upon analyzing the details for Sunflower Nutraceuticals (SNC). These decisions will influence the company’s overall growth annually. In addition to various details of the SNC Company I have also made various decisions in each of the phases of SNC’s simulation which has an estimated values to figure out the results. This paper also explains how SNC’s decisions are influenced with regards to the working capital followed with the final step of evaluating the general affects associated with the limited access of financial mix. Sunflower Nutraceuticals (SNC) Background Sunflower Nutraceuticals is a privately owned company that is a wide distributor providing numerous dietary supplements for customers, distributors, and retailers (University of Phoenix, 2013). After starting the business in 2006 as an internet based company, SNC expanded operations into retail outlets as well as introducing some new private labeled products. Although SNC has the potential to grow into one of the major nutraceutical distributors in the industry, the company still struggles to break even. On more than one occasion SNC has been forced to exceed the company’s credit line of $1,000,000 to finance payroll and other operational needs. SNC has a somewhat restrictive...
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...Reeds Clothier is a clothing store that has been around since 1936. It was founded by Jim Reed an ex military man from VMI (Virginia Military Institute). The majority of his customers were from VMI and his banking officer was too. I believe that these cozy relationships might have been the cause of the financial distress that occurred in this case. Jim's banking officer was lenient, because he was a friend. Jim had adopted a loose working capital policy with higher current assets than industry averages. Jim's customers were slow to pay A/R because they were friends and Jim was afraid of losing their business if he pressed them too hard. His sales overall might suffer if he losses these customers. But on the other hand if they turn out to be very loyal customers who understand that Reed's new policies are normal practice for most businesses, they might get on board with the new policies. The problems started when a new mortgage was taken out to remodel the store. They lost the rent they were receiving from the tenants on the third floor and now they had more bill and interest to pay. Jim use to take the 3/10 discount from his suppliers and since he can't anymore he is paying too much. A 3 percent discount would be allowed if paid within 10 days. The bill would be due in full within 60 days. Annualized discount of 3 percent on a 60 day cycle would be 18 percent. 360/60 x 3%= 18%. The new banking officer Mr. Holmes wanted Reed's to have an inventory reduction sale because he...
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...Lawrence Sports Simulation: Managing Liquidity Lawrence Sports Simulation: Managing Liquidity This paper will discuss the three alternative working capital policies that manage working capital. Team D will identify the policy in which the team believes that Lawrence uses and will then make a recommendation on what policy Lawrence Sports should continue to use. This paper will then go on to include an evaluation of the risks that are associated with each of the policies as well as discuss the contingencies for the policy in which is recommended. This paper will also discuss the performance measures that could be used to evaluate the team’s recommendation. Finally, this paper will discuss an implementation plan for the team’s recommendation. Alternate Capital Policies Current Policy (Conservative Approach) The current policy in place at Lawrence is one that can be considered a conservative approach. The Conservative Approach uses long-term financing for the company’s long term assets, a few of the company’s temporary current assets, and all of the company’s permanent current assets (Emery et al., 2008). This has resulted in high costs of financing for Lawrence Sports with little risk; causing the company’s profitability to be low. Simply put; Lawrence has predominantly financed all of its current assets using long-term sources of financing where only a small portion of its assets sing short-term financing. This presents the risk of Lawrence developing a liquidity issue...
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...International Research Journal of Finance and Economics ISSN 1450-2887 Issue 47 (2010) © EuroJournals Publishing, Inc. 2010 http://www.eurojournals.com/finance.htm Working Capital Management and Corporate Performance of Manufacturing Sector in Pakistan Abdul Raheman PhD Scholar, Department of Management Sciences, COMSATS Islamabad & Asst. Professor, University Institute of Management Sciences PMAS-Arid Agri. University Rawalpindi E-mail: abdulrehman@uaar.edu.pk Talat Afza Professor & Dean, Faculty of Management Sciences, COMSATS Lahore, Pakistan E-mail: talatafza@ciitlahore.edu.pk Abdul Qayyum Professor / Registrar, Pakistan Institute of Development Economics, Islamabad E-mail: abdulqayyum@pide.org.pk Mahmood Ahmed Bodla Professor & Director, COMSATS Sahiwal, Pakistan E-mail: director@ciitsahiwal.edu.pk Abstract Working capital management plays a significant role in better performance of manufacturing firms. This paper analyzes the impact of working capital management on firm’s performance in Pakistan for the period 1998 to 2007. For this purpose, balanced panel data of 204 manufacturing firms is used which are listed on Karachi Stock Exchange. The results indicate that the cash conversion cycle, net trade cycle and inventory turnover in days are significantly affecting the performance of the firms. The manufacturing firms are in general facing problems with their collection and payment policies. Moreover, the financial leverage, sales growth and...
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