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Examines Southland's financial difficulties following the LBO in 1987 up to the first restructuring plan in July 1990. The teaching objectives are: to explore the complexities of a failed leverage buyout and the operating restrictions that result from financial distress, to recognize that financing decisions can restrict future flexibility, to examine the dynamics of a restructuring with particular focus on the role of new equity, and the payoffs received by pre-existing claimholders, and to explain the complexity of accomplishing a restructuring outside of bankruptcy.

Examines the Thompson's $4.9 billion leveraged buyout of the Southland Corp. in 1987. As the original founders of Southland, the Thompsons were concerned about losing control over the company upon learning of the Belzberg family's acquiring interest. The teaching objectives are: to explore the characteristics of an LBO candidate, to examine the dynamics of the corporate control process when insiders are substantial stockholders, and therefore serve as both buyer and seller, and to evaluate the cash flow forecasts in an LBO and use them to analyze bidding behavior.

Having acquired a 26% stake in Koito Manufacturing, a Japanese automotive parts supplier in the Toyota Group, T. Boone Pickens seeks a seat on Koito's board of directors. Koito's management resists, claiming Pickens is an unhelpful greenmailer, not a true long-term investor. The struggle between the two provides students with a chance to compare and contrast American and Japanese corporate governance practices. Debate centers on whether the Japanese system fosters efficiency or merely market power that reduces economic welfare.

Spreadsheet Supplement for case 291027.

An analyst is about to make a presentation on the potential of Superior Industries International as an acquisition target. The issue for students is whether the synergies are enough to justify a 20% premium over the current price. A secondary objective of the case is to introduce the residual cash flow approach and to relate it to the weighted-average cost of capital (WACC) approach.

Students are asked in each of the situations presented, which alternative is better, assuming that they would put whatever money they receive in a secure investment that returns 10% annually.

Students must estimate the selling price of Colt stock on the day following the announcement of a drastic financial restructuring, estimating the value of the debt's tax shield. Colt stock has been selling for $66.75 per share, and Colt has just announced a plan calling for shareholders to receive $85 and one new share of stock in the recapitalized Colt for each share of existing stock held. The cash payout is to be financed by issuing $1.5 billion of new debt.

This note is an introduction to the concept of cost of capital as an opportunity cost and how to compute weighted-average cost of capital for a corporation.

This note introduces the student to the FRICTO framework for evaluating alternative financial tactics. Elements of the framework are flexibility, risk, income, control, timing, and other. A simple instruction is provided.

This note is designed to introduce the binomial option-pricing model. It covers the basic concepts using a one-period model and then provides an example of a two-period model. The note focuses on a conceptual approach to binomial option pricing rather than formulas.

This note explains how a financial institution should develop its corporate strategy and the factors it should take into account in developing that strategy.

This note introduces the principal alternative methods for estimating the cost of equity, including the dividend growth model, the earnings capitalization model, and the CAPM.

As the maturity date for General Motors' Class E contingent notes approaches, the GM treasury staff must estimate the potential impact of the liability on corporate cash flows. The student is asked to value the contingent notes and express the value in terms of the cash flows GM might have to pay. The primary objective of the case is for students to draw the parallel between the determinants of value for exchange-traded options and for such nontraded options as the contingent notes. A student worksheet file is available for use with this case.

In January 1990, the chief executive of this small yarn-production company must resolve a surprising cash shortage. The tasks for the student are to evaluate the causes of this shortage (using a complete base case forecast given in the case) and then to assess the usefulness of various possible remedies suggested by company managers. In essence, the company is unable to liquidate a seasonal working-capital loan for the requisite 30 days each year. This situation arises from two classic causes: secular growth of the company, and declining profitability. Possible remedies include reducing finished-goods inventory through more efficient transportation and warehousing, reducing credit terms to customers, just-in-time (JIT) raw-materials supply, and switching from seasonal to level production. This case provides a thorough exercise of working-capital analysis and concepts.

Spreadsheet for case UV2264

Financial risk is, in good measure, related to the uncertainty of profit coverage of interest payments and principal repayments. This note examines the effects of cyclical changes in volume on financial safety and on stockholder income and illustrates the factors that have more profound effects on income/risk considerations in a financial decision. The note is divided into three parts. The first section considers the impacts of leverage (both operating and financial), sales volatility, and growth on profits after taxes (a step away from shareholder income). The next part traces the relationship of these variables to burden coverage. These terms will be defined as appropriate. A final section illustrates financial risk from the equity shareholder's point of view.

An introduction to estimating the cost of capital, this case provides sufficient data for using a variety of methods for estimating the cost of equity, including the capital-asset-pricing model, and allows students to use their cost of capital in analyzing several investment projects. See also the B case (UVA-F-0684).

This case describes management's sequential reevaluation of Marriott's debt capacity and the decision about how to invest this unused debt. Videotape #5556, "Strategic Leadership," is designed for use with this case (see Videotape Bibliography).

Management is faced with the evaluation and pricing of Seven-Up. The case describes Philip Morris since its acquisition of Miller Beer and Seven-Up as an acquisition candidate. (The B case is UVA-F-0479, and the C case is UVA-F-0480.)