Teuer Furniture a Case Analysis

Autor: belleshuyi • December 8, 2015 • Case Study • 992 Words (4 Pages) • 7,419 Views

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Teuer Furniture A

Memorandum

Teuer Furniture’s valuation per share based on our discounted forecast cash flow methodology is $31.03. The discounted cash flow methodology is based on forecasting the free cash flows for two time periods (2013-2018) and thereafter in perpetuity.

Estimating free cash flow involves forecasting variables across the three main financial statements (Income statement, Balance Sheet and Cash flow statement). The variables are segregated by the treatment and ordered in priority of its impact on the final forecast. Sales growth at an individual cohort level (i.e – break sales by new store sales by year and old store sales by year), the rate of new store openings, and inventory assumptions have a disproportionate impact on the forecast methodology.

In particular, high inventory levels mean that higher sales growth actually hurts the Company’s free cash flow in the short run, due to the increase in net working capital, and opening too many stores too quickly can eat up all the Company’s free cash flow through the projection period.

Factor	Treatment
Sales growth:	Consolidated at a store cohort level (see Exh 1) based on the growth profile of each existing and new store Assumes high growth in initial years following opening, tapering off to flat growth on an individual level (all growth in out years is driven by macro factors)
Macro factor	We used the furniture industry growth rate as our primary macro factor, unadjusted for GDP or inflation We multiplied the individual cohort revenues each of the post-2010 cohorts by a “macro index” that was constructed in a compounding fashion from the furniture industry growth rate
CGS (% sales)	We drove this at a % of sales level, based on the historical margins various cohorts exhibited between 2004 and 2012
SGA excluding depreciation and advertising (% sales)	We drove this at a % of sales level, based on the historical margins various cohorts exhibited between 2004 and 2012
Advertising (% sales)	We drove this at a % of sales level, based on the historical margins various cohorts exhibited between 2004 and 2012
Accounts Receivable (% sales)	We drove this at a % of sales level, based on the historical margins various cohorts exhibited between 2004 and 2012
Inventory (% current year CGS)	We drove this at a % of CGS level, based on the historical relationship various cohorts exhibited between 2004 and 2012
Accounts Payable (% current year CGS)	We drove this at a % of CGS level, based on the historical relationship various cohorts exhibited between 2004 and 2012
Accrued expenses (% current year advertising + SGA)	We drove this at a % of advertising and SGA level, based on the historical relationship various cohorts exhibited between 2004 and 2012

For the following parameters we made no change to the assumptions made by Teuer’s finance team
Rate of new store openings	We accepted management’s plans to open two new stores per year through 2015
Depreciation (years)	We assumed a 5 year straight line depreciation on capital expenditures, with zero residual value
Refresh cost	We assumed a 70% refresh cost rate vis a vis original capex required to start up the store that occurred 8 years after store opening – this led us to revise management’s estimations of refresh cost for stores that opened prior to 2012
Corporate tax rate	We assumed a 40% tax rate on pre-tax profit
Corporate expenses	We assumed 5% margin on corporate expenses
Discount rate	We assumed 12.1% as the cost of capital
Long-term growth rate	We assumed a long-term growth rate of 3.5%. We felt this was reasonable as it was less than GDP growth of 5%
Shares outstanding (K)	The Company had 9.945M shares outstanding
Lease	We assumed the company would lease all of its square footage at a cost of $20.88 per square foot in 2013, and this cost would increase by 2% per square foot thereafter.
Capital Expenditures	We accepted management’s estimation of capital expenditures excluding refresh costs

Our share price calculation process is described below:

Calculate individual store cohort P&Ls using above assumptions
Calculate individual store cohort balance sheets using above assumptions
Consolidate 1 and 2
Derive a net income figure from the consolidated IS: NI = Sales – CGS – SG&A – Depreciation - Advertising – Tax Rate x Pretax Profit
Derive non-cash items and cash outflows from the consolidated balance sheet and total capex from individual store cohort balance sheets
Calculate the FCF as follows: FCF = NI – capex – ΔNWC + Depreciation
Use the FV of the final FCF in 2019 to calculate a perpetuity value for the business assuming 12.1% cost of capital and 3.5% growth rate
Add the perpetuity value to the FV of the final FCF
Discount all FCFs to present value using 12.1% cost of capital
Add all discounted values together to get value of businesses operating assets through the NPV of their future cash flows
Subtract debt and add cash to get equity value of business. In this case, both were zero as the firm did not raise capital since 2008 and the firm’s cash flow in excess of its investments always returns to the shareholders each year in the form of dividends. so they did not impact our analysis
Divide equity value by number of shares outstanding to get final value of $31.03 per share

Note: Sales projection is one of the most critical activities in valuing the company. We understand that given the nature of the industry, (high end furniture) it is highly sensitive to GDP growth. In an ideal scenario given resources, we would like to build a co-relation model, which would derive an elasticity metric w.r.t GDP. This would in turn give us an indexed sales number that would be more realistic. However, given our limitations, we have segmented the Sales numbers by new store sales by year (Eg: rate of growth of a new store in year 1, year 2 and so on) and used that to project for future sales.

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