Pirelli: Investing In Reifen Ritter Case Study Solution
Evaluation of Investment in Markus Business with considering LOC
Evaluation could be conducted on basis of Refine Ritter’s cash flow projections, after the acquisition of loan with the line of credit of 400,00. The projections are done on the basis of the financial statements as well as on the basis of general logical assumption for Refine Ritters, which are provided in the case Exhibits. The line of credit is adjusted in the projected balance sheet with an increase in the amount of inventory and account payable.
The projected balance sheet with the consideration of the line of credit is provided in appendix 7. On the basis of these financial statements, certain ratios have been calculated, which are provided in the appendix 8.
It could be seen from the appendix 8 that the financial performance is more efficient with the consideration of LOC. However, through the evaluation of Pirelli’s cash flow with the consideration of LOC, it could be seen from appendix 9 that the LOC along with the Loan amount has lower rate of returns i.e., 85%. Therefore, it could be concluded that the firm should provide the loan to Mr Markus. (Brigham, 2016)
Recommendations
Pirelli is recommended to provide the loan to Markus, because Markus’s financial projections show a healthier impact on its statements after gaining the loan. Loan should be awarded because at the end; it will benefit Pirelli by increasing its sale up to 50% in future. Markus should not place the condition of the increase in the credit facility because his leverage ratios are much lower as compared to industry, and the company’s days in payables show an increasing trend, unveilingits incapability to pay to its debtors. Markus’ ability to increase hia volume in sale is great, but after being enlightened to his weak capability in paying his debt, Markus shouldn’t be provided with the increase in his loan’s credit line.
Conclusion
It is concluded that Markus is a potential buyer of Pirelli, and Pirelli is not in the condition to lose its long term customer, who is covering a major chunk of its German Market share. Markus is good at selling the goods in large volume, which is why Pirelli should provide Markus with the loan of 1million, but should not limit its line of credit. Markus’s leverage ratio is not good as compared to the industry’s bench mark, and it is found that Markus’s ability to pay his debt are lower, after analysing his financial statements critically.
Appendices
Appendix 1:
SWOT Analysis | ||
Pirelli | Reifen Ritter | |
Strengths | World’s top tire manufacturers
Strong financial position |
Well-known tire expert in the region
Large amount purchases Profitable client for Pirelli with low discounts as compared to bigger customers |
Weaknesses | Flat tire market
Stagnant revenue growth i.e. 2% Huge dependence on one customer i.e. Markus |
Lack of business skills
Weak Personal Profile
|
Opportunities | Exploration of potential markets in Germany
High growth opportunities in the smaller dealer’s business i.e. Reifen Ritter Achievement of Revenue growth |
Business expansion through purchasing warehouse
50% revenue growth in 3 years Low insurance coverage due to lack of collateral High financial leverage
|
Threats | Risk of losing potential buyer
Increase in financial exposure Risk of default No compliance with Pirelli’s Low insurance coverage due to lack of collateral
|
Increase in financial exposure
Increase in business complexity |
Appendix: 2
ANALYSIS FOR 1000,000 LOAN | |||||||
Actual | % of Sales | 1 | 2 | 3 | 4 | 5 | |
2000 | 2001 | 2002 | 2003 | 2004 | 2005 | ||
Sales | 2042 | 100% | 2338 | 2676 | 3063 | 3506 | 4014 |
Growth | 11% | 0% | 14% | 14% | 14% | 14% | 14% |
COGS | 1676 | 82% | 1919 | 2196 | 2514 | 2878 | 3294 |
Gross Margin | 366 | 419 | 480 | 549 | 628 | 719 | |
Operating Expenses | |||||||
Personnel (Including Additional Personnel) | 108 | 5% | 149 | 192 | 237 | 185 | 212 |
Marketing and Sales | 41 | 2% | 47 | 54 | 62 | 70 | 81 |
Other Operating Expenses | 22 | 1% | 25 | 29 | 33 | 38 | 43 |
Total Operating Expenses | 171 | 221 | 274 | 332 | 294 | 336 | |
EBITDA | 195 | 198 | 206 | 218 | 335 | 383 | |
Depreciation | 3 | 35 | 35 | 35 | 35 | 35 | |
EBIT | 191 | 9% | 163 | 170 | 182 | 299 | 348 |
Financial Expenses | 33 | 84 | 62 | 51 | 40 | 29 | |
EBT | 158 | 8% | 79 | 108 | 131 | 259 | 319 |
Taxes | 67 | 42% | 33 | 46 | 55 | 110 | 135 |
Profit After Tax | 92 | 5% | 45 | 62 | 75 | 149 | 184 |
Dividends | 46 | 50% | 23 | 31 | 38 | 75 | 92 |
RE | 46 | 23 | 31 | 38 | 75 | 92 |
Appendix 3:
ANALYSIS FOR 1000,000 LOAN | |||||||
2000 | % change | 2001 | 2002 | 2003 | 2004 | 2005 | |
ASSETS | |||||||
Cash | 5 | – 177 | – 330 | – 470 | – 536 | – 567 | |
Inventory | 965 | 15% | 1,110 | 1,276 | 1,468 | 1,688 | 1,941 |
Acc. Receivables | 67 | 67 | 67 | 67 | 67 | 67 | |
Total current assets | 1,037 | 1,000 | 1,013 | 1,065 | 1,219 | 1,441 | |
Fixed assets net | 93 | 1,056 | 1,020 | 985 | 949 | 914 | |
Total Assets | 1,130 | 2,055 | 2,033 | 2,049 | 2,168 | 2,354 | |
LIABILITIES | |||||||
Short term Bank Interest rate: | 164 | 8% | 150 | 138 | 127 | 116 | 107 |
Acc. Payables Pirelli | 185 | 16% | 215 | 251 | 292 | 339 | 395 |
Acc. Payables others | 186 | 16% | 217 | 252 | 294 | 342 | 398 |
Total current liabilities | 535 | 582 | 641 | 712 | 798 | 900 | |
Bank | 300 | 300 | 300 | 300 | 300 | 300 | |
Pirelli | 100 | 1,000 | 821 | 632 | 432 | 222 | |
Total Long-term debt Interest rate: | 400 | 1,300 | 1,121 | 932 | 732 | 522 | |
Total Liabilities | 935 | 1,882 | 1,762 | 1,644 | 1,530 | 1,422 | |
EQUITY | |||||||
Owner’s equity & reserves | 147 | 13% | 193 | 262 | 362 | 499 | 711 |
Retained Earnings | 46 | 69 | 100 | 138 | 212 | 304 | |
Total Equity | 193 | 262 | 362 | 499 | 711 | 1,015 | |
Total Liabilities & Equity | 1,128 | 2,144 | 2,123 | 2,143 | 2,241 | 2,437 | |
Appendix 4:
2001 | 2002 | 2003 | 2004 | 2005 | |
Cash Beginning | 5 | -177 | -330 | -470 | -536 |
Cash Flows From Operating Activities: | |||||
Net Income | 45 | 62 | 75 | 149 | 184 |
Add: Depreciation | 35 | 35 | 35 | 35 | 35 |
Net Cash Flows From Operating Activities | 81 | 98 | 111 | 185 | 219 |
Cash Flow From Investing Activities: | |||||
Purchase of Warehouse | -1000 | ||||
Net Cash Flows From Investing activities | -1000 | ||||
Cash Flows From Financing Activities: | |||||
Loan | 1000 | ||||
Interest Payment | -84 | -62 | -51 | -40 | -29 |
Principal Payment | -179 | -189 | -199 | -210 | -222 |
Net Cash Flows From Financing Activities | 737 | -251 | -251 | -251 | -251 |
Cash Ending | -177 | -330 | -470 | -536 | -567 |
Appendix 5:
ANALYSIS FOR 1000,000 LOAN | |||||||
Ratios | B.MARK | 2000 | 2001 | 2002 | 2003 | 2004 | 2005 |
PROFITABILITY RATIOS | |||||||
NET MARGIN | 15.00 | 0.09 | 0.07 | 0.06 | 0.06 | 0.09 | 0.09 |
NET PROFIT MARGIN | 7.00 | 0.05 | 0.02 | 0.02 | 0.02 | 0.04 | 0.05 |
FINANCIAL RATIOS | |||||||
LEVERAGE RATIO | 1.50 | 0.78 | 7.19 | 4.87 | 3.29 | 2.15 | 1.40 |
W/C | 502.00 | 417.23 | 372.44 | 352.84 | 421.36 | 540.84 | |
CURRENT RATIO | 1.94 | 1.72 | 1.58 | 1.50 | 1.53 | 1.60 | |
OPERATING RATIOS | |||||||
DAYS OF RECIEVABLES | 20 | 0.03 | 10.46 | 9.14 | 7.98 | 6.97 | 6.09 |
DAYS OF INVENTORY | 52 | 66.71 | 211.13 | 212.10 | 213.08 | 214.07 | 215.06 |
DAYS OF PAYABLES | 70 | 116.51 | 110.80 | 106.51 | 103.37 | 101.17 | 99.71 |
YEARLY INVENTORY TURNOVER | 7 | 1.74 | 1.85 | 1.84 | 1.83 | 1.82 | 1.82 |
Appendix 6:
ANALYSIS FOR 1000,000 LOAN & 400,000 CREDIT AWARDED | |||||||
Ratios | B.MARK | 2001 | 2002 | 2003 | 2004 | 2005 | |
PROFITABILITY RATIOS | |||||||
NET MARGIN | 15.00 | 0.09 | 0.08 | 0.08 | 0.07 | 0.10 | 0.10 |
NET PROFIT MARGIN | 7.00 | 0.05 | 0.05 | 0.04 | 0.04 | 0.06 | 0.06 |
FINANCIAL RATIOS | |||||||
LEVERAGE RATIO | 1.50 | 0.44 | 1.64 | 1.60 | 1.56 | 1.48 | 1.39 |
W/C | 417.23 | 369.70 | 343.75 | 401.26 | 503.75 | ||
CURRENT RATIO | 1.53 | 1.34 | 1.24 | 1.22 | 1.22 | ||
OPERATING RATIOS | |||||||
DAYS OF RECIEVABLES | 20 | 10.46 | 9.14 | 7.98 | 6.97 | 6.09 | |
DAYS OF INVENTORY | 52 | 249.18 | 283.57 | 313.92 | 340.73 | 364.46 | |
DAYS OF PAYABLES | 70 | 148.85 | 178.43 | 205.53 | 230.38 | 253.23 | |
YEARLY INVENTORY TURNOVER | 7 | 0.51 | 0.39 | 0.35 | 0.32 | 0.29 | |
Appendix 7
ANALYSIS FOR 1000,000 LOAN & 400,000 CREDIT AWARDED | |||||||
Actual | % of Sales | 1 | 2 | 3 | 4 | 5 | |
2000 | 2001 | 2002 | 2003 | 2004 | 2005 | ||
Sales | 2042 | 100% | 2338 | 2676 | 3063 | 3506 | 4014 |
Growth | 11% | 0% | 14% | 14% | 14% | 14% | 14% |
COGS | 1676 | 82% | 1919 | 2196 | 2514 | 2878 | 3294 |
Gross Margin | 366 | 419 | 480 | 549 | 628 | 719 | |
Operating Expenses | |||||||
Personnel (Including Additional Personnel) | 108 | 5% | 149 | 192 | 237 | 185 | 212 |
Marketing and Sales | 41 | 2% | 47 | 54 | 62 | 70 | 81 |
Other Operating Expenses | 22 | 1% | 25 | 29 | 33 | 38 | 43 |
Total Operating Expenses | 171 | 221 | 274 | 332 | 294 | 336 | |
EBITDA | 195 | 198 | 206 | 218 | 335 | 383 | |
Dericiation | 3 | 0 | 0 | 0 | 0 | 0 | |
EBIT | 191 | 9% | 198 | 206 | 218 | 335 | 383 |
Financial Expenses | 33 | 0 | 0 | 0 | 0 | 0 | |
EBT | 158 | 8% | 198 | 206 | 218 | 335 | 383 |
Taxes | 67 | 42% | 84 | 87 | 92 | 142 | 163 |
Profit After Tax | 92 | 5% | 114 | 118 | 125 | 193 | 221 |
Dividends | 46 | 50% | 57 | 59 | 63 | 96 | 110 |
RE | 46 | 57 | 59 | 63 | 96 | 110 | |
Appendix 8
ANALYSIS FOR 1000,000 LOAN & 400,000 CREDIT AWARDED | |||||||
2000 | % change | 2001 | 2002 | 2003 | 2004 | 2005 | |
ASSETS | |||||||
Cash | 5 | – 177 | – 330 | – 470 | – 536 | – 567 | |
Inventory | 965 | 15% | 1,310 | 1,706 | 2,162 | 2,686 | 3,289 |
Acc. Receivables | 67 | 67 | 67 | 67 | 67 | 67 | |
Total current assets | 1,037 | 1,200 | 1,443 | 1,759 | 2,218 | 2,789 | |
Fixed assets net | 93 | 1,056 | 1,020 | 985 | 949 | 914 | |
Total Assets | 1,130 | 2,255 | 2,463 | 2,744 | 3,167 | 3,703 | |
LIABILITIES | |||||||
Short term Bank Interest rate: | 164 | 8% | 150 | 138 | 127 | 116 | 107 |
Acc. Payables Pirelli | 185 | 16% | 415 | 683 | 995 | 1,358 | 1,780 |
Acc. Payables others | 186 | 16% | 217 | 252 | 294 | 342 | 398 |
Total current liabilities | 535 | 782 | 1,074 | 1,416 | 1,816 | 2,286 | |
Bank | 300 | 300 | 300 | 300 | 300 | 300 | |
Pirelli | 100 | 1,000 | 821 | 632 | 432 | 222 | |
Total Long-term debt Interest rate: | 400 | 1,300 | 1,121 | 932 | 732 | 522 | |
Total Liabilities | 935 | 2,082 | 2,194 | 2,347 | 2,549 | 2,807 | |
EQUITY | |||||||
Owner’s equity & reserves | 147 | 13% | 1,203 | 1,271 | 1,371 | 1,509 | 1,721 |
Retained Earnings | 1,056 | 69 | 100 | 138 | 212 | 304 | |
Total Equity | 1,203 | 1,271 | 1,371 | 1,509 | 1,721 | 2,025 | |
Total Liabilities & Equity | 2,138 | 3,354 | 3,566 | 3,856 | 4,270 | 4,832 | |
This is just a sample partical work. Please place the order on the website to get your own originally done case solution.
How We Work?
Just email us your case materials and instructions to order@thecasesolutions.com and confirm your order by making the payment here