- The issues that are within the company's control are the same issues that MCD faced in 2003 (a need to slow unit growth and refocus on the customer and in-store execution) with some slight differences. Unfortunately for SBUX, MCD's fix came at a time when we were in a much stronger consumer environment. Working in SBUX's favor, however, is the fact that the SBUX brand is not tarnished with the bad product image like MCD was. SBUX is just relatively expensive and frequency is declining.
- As it turned out, MCD's plan to win strategy had a silver bullet to bring customers back - salads. SBUX is losing frequency due to economic issues and not due to issues with the brand. The new coffee SBUX recently introduced helped to broaden the appeal of the concept, but it was not a silver bullet. Right now the SBUX silver bullet is on the drawing board in Seattle.
- MCD announced its plan to win in April of 2003 and saw immediate results in that quarter. Like SBUX, MCD had been experiencing declining same-store sales trends and operating margins. From a timing standpoint, MCD's plan translated into to an immediate uptick in trends because it coincided with the introduction of salads and the company was able to cut is capital spending right away. MCD's capital spending was down 22% in the same quarter the plan was announced and down 35% within the year the plan was implemented.
- 1) This is not a typical tighty-whity knock off product. It appears to target an 18-35-year old male willing to drop $12 on a pair of skivvies. This is right in line with CK Underwear's sweet spot.
- 2) Let's not underestimate the sheer size and marketing power of Levi's. This company is private, so naturally no one knows (or seems to care) how big it is. But at $4.4bn in revenue and a 15% operating margin, it is roughly the same size as Warnaco, Gildan and Hanesbrands combined. My point here is that its marketing budget is 1.5x Warnaco's total EBIT. If Levi's wants to take share - it will take share.
- 3) There's not that much share to go around. The chart to the right shows that 50% of the market is locked down by four brands. But when we take out lower priced basics, that concentration goes closer to 80%. That's where Levi's is headed.
Selling my gold in June was an unacceptable mistake. I am not in the business of making the same one twice. I am thankful to have been able to buy it back on a down move today.
*Full Disclosure: I own gold again (via GLD) in my personal fund.
(chart courtesy of stockcharts.com)
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First -Pricing: In January when Landmark Communications initially began shopping the deal, the asking price was $5B, by accepting 30% less than their original number, Landmark has made the same hard acknowledgement that hundreds of Manhattan apartment owners have had to in recent weeks - that no rich US market centric Wall Street buyers are likely to chase bids, anytime soon.
Second -Financing: Three of the four primary financing sources are related companies to the Buyers - Blackstone's GSO, Bain's Sankaty, and GE commercial finance, with deal advisor Deutsche Bank as the fourth. In this market the only people doing deals are those that can finance them themselves. They also set the price.
Third -Attrition: This acquisition is an acknowledgement that NBC Weather Plus has been a bust and that the network has failed in its attempt to organically grow a viable competitor to the Weather Channel. This is the start of an important cycle where large companies that tried to grow for growth's sake (at the top of an economic cycle) are being sent packing. Misallocating capital gets people fired.
If you subscribe to the thesis that the current market shares many similarities with the early 1970's then it might be interesting to recall that the only guys that were able to get deals done in the mid and late 70's were junk bond traders - not bankers or entrepreneurial visionaries. The next couple years may prove to be a less friendly environment than many younger Wall Street professionals fully anticipate.
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