9-913-530
OCTOBER 22, 2012
W. CARL KESTER
SUNRU YONG
Winfield Refuse Management, Inc.:
Raising Debt vs. Equity
It was early June 2012, and Mamie Sheene was checking her team’s calculations yet again. The next board of directors meeting was in just two days, and she needed to be sure her presentation was perfect. As chief financial officer of Winfield Refuse Management, a vertically integrated, nonhazardous waste management company, it was Sheene’s responsibility to lead the discussion on how to finance a major acquisition. This question had led to contentious debate at the last board meeting, and she needed to make sure that the board could reach a resolution this time.
Industry Background
In the United States, waste
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Winfield’s assets included 22 landfills and 26 transfer stations and material recovery facilities, which served 33 collections operations. Although the Winfield family kept several seats on the board, outside professional management had been brought in during the 1980s. The current CEO, Leo Staumpe, had previously managed the Michigan operation and served as COO before being promoted to CEO in 1997.
Since its founding, Winfield’s board had adhered to a consistent policy of avoiding long-term debt. The steady cash flow generated by the business, short-term bank loans, and the proceeds of the
1991 public stock offering had been sufficient to meet its financing needs. As of 2012, the capital structure consisted of common stock, with no interest-bearing debt. The Winfield family and senior management held 79% of the common stock. The remaining shares were widely distributed and traded infrequently in the over-the-counter market.
Expansion Opportunity
In its early years, Winfield relied primarily on organic growth to expand its operation. Starting in the early 1990s, the company made a series of small, “tuck-in” acquisitions. It targeted companies that would extend its geographic reach while creating economies of scale with its existing facilities.
The management team had proven successful in the post-acquisition phase, avoiding undue disruption while
Based on the Exhibit 9A in the case, we can calculate the Source and Use of Funds. As Exhibit 1 suggests, the company require about $4.8 billion during 1984 and 1990. This is basically due to the required new capex during the same period, which will be accumulated to $10.2 billion, and the increase of cash holding, $2.0 billion, as a use of funds and the company can generate funds from operation, only $7.8 billion. Therefore, the company needs to fill the gap by sourcing external finance of about $4.8 billion. This amount will vary depending primarily on two factors; 1) whether MCI can expand market share as forecasted amid the increasing
The meeting was called to order promptly at 7 PM by Board President Steve Ehrlich. There were
options to obtain the needed capital and how you would approach securing this type of financing.
Ms. Smith, would like for you to meet her in the lobby ten minutes before the hearing begins. She asked, that you bring the pictures of all the comparable
While the economic downturn slowed business activities worldwide in 2009, Caterpillar Inc. and John Deere continued to deliver strong financial results in 2010. Caterpillar and John Deere stayed true to their mission and vision and business strategies to achieve solid results as they go through 2010. Sales, profit margin, and earnings per share have increased for both Caterpillar and John Deere in 2010.
The Board President called the meeting to order, and the board secretary did the roll call. The agenda was comprised of various reports and the secretary would go though each agenda item, beginning with the board secretary’s report, finance, personnel, listing of approvals for salaries that included names of staff/faculty, retirements, leave of absences, bills, travel, field trips, etc.
7. Debt to capitalization = Long-term Debt in Balance Sheet / Long term debt + Net Assets in
operations during the early part of the “due diligence” process. Wendy was intrigued by what they had
Andrea Winfield considered issuing bonds was not a good option for financing the acquisition. She was particularly concerned about the increasing long-term debt and annual cash layout of $ 6.25 million for 15 years. We believe that her concerns are justified, because the Company had already significant amount of debt that could result in higher risks and stock price
The meeting is set up to go for two days and the agenda is set up to go through each person at a fast pace but allowing for a thorough discussion on each matter. I watched the meeting on Thursday September 17, 2015 from 12pm-4pm and was able to understand the importance of the actions as a nurse and
Finance. In order to finance our startup year, we issued stocks and borrowed loan to finance our operation and for safety in case the sales did not go well. Financing using stocks means that we are selling common or preferred stocks to individuals. In return for the money, they get some ownership over the company and its interest. This helps to bring public’s awareness about the company. If the sales suffice, we will pay the debt in the second round.
Dean Buntrock established Waste Management, Inc. in 1968. Its main purpose is to pick recycling and garbage up from residential housing and businesses. WM also disposes of the garbage in landfills. It has grown to be the largest garbage disposal company in the U.S. today. This company has managed to survive “one of the most egregious accounting frauds we have seen” said Thomas C. Newkirk of the SEC.
2. New bank credit facility, 600 million cash on hand to take advantage of opportunities that may arise
firm’s financing, for example, issuing or repurchasing stock and borrowing or repaying loans. It also
1998 = made its first Greenfield investment in the United States and opened two software developments centers