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David berman composition

David Berman reviewed the macroeconomic figures on inventory turns when he prepared for his standard appearance upon CNBC’s “Squawk Box” as a morning co-host. A leading qualified on “consumer related” stocks, Berman wonderful colleagues including portfolio administrator Steve Kernkraut, a seasoned retail executive and analyst, had been frequent contributing factors to various Television shows. On Apr 4th 2006, Fortune journal ran a tale on Berman called “King of the Price tag Jungle”, and on December 13th, 2004, Barron’s ran a story called “Smart Shopper” exactly where Berman’s several stock picks as identified, appreciated thirty percent on average above the next one fourth.

“Off air” he was a fund director as well as owner and chief executive of Berman Capital (which managed amazing funds) and founder of and basic partner in New York-based Durban Capital, L. L. (which been able outside and proprietary capital). Glancing for his remarks on macro trends in retail products on hand turns, Berman wondered in the event he should certainly talk about his impressions on the show.

Berman organised a bachelors degree in finance and masters equivalency in accountancy from the University of Gabardine Town in South Africa.

He had likewise passed the South African chartered curator and the Us CPA examinations. Berman received his CPA (CERTIFIED PUBLIC ACCOUNTANT) qualification in California while an auditor for Arthur Andersen and Company where he examined the financial statements and procedures of a quantity of retail clients. He had recently been the auditor of Bijan, the distinctive men’s high end clothing retail store on Divagaci�n Drive and 5th Method. Prior to starting his own cash Berman performed as a collection manager and analyst mostly at two Wall Street organizations. He advanced his investment style beneath the tutelage of Michael Steinhardt of Steinhardt Partners, which he joined up with shortly after graduation with variation from Harvard Business School in 1991. From 1994 to 1997 Berman worked in consumer-related shares at one other large hedge fund. He subsequently introduced Berman Capital in 97 and Durban Capital in 2001.

Mentor Ananth Raman of Harvard Business Institution, Professor Vishal Gaur of the Stern School of Business at Nyc University, and Harvard Business School Petulante Candidate Saravanan Kesavan prepared this case. Particular details have been disguised. HBS cases happen to be developed only as the basis for class discussion. Cases are certainly not intended to serve as endorsements, sources of primary info, or drawings of successful or useless management.

Copyright laws © 2005 President and Fellows of Harvard College. To order copies or perhaps request permission to replicate materials, contact 1-800-545-7685, write Harvard Organization School Publishing, Boston, MA 02163, or go to http://www.hbsp.harvard.edu. No element of this publication may be reproduced, stored in a retrieval program, used in a spreadsheet, or perhaps transmitted in any form or perhaps by any means—electronic, mechanised, photocopying, recording, or otherwise—without the agreement of Harvard Business College.

Copying or perhaps posting is usually an violation of copyright laws. [email protected] or perhaps 617-783-7860. 605-081David Berman

Berman believed that his training as an accountant los angeles together with his MASTER OF BUSINESS ADMINISTATION and methods he created over the years to refine accounting estimates allowed him to notice aspects of selling accounts that could be missed by most traders. The relationship among inventory and earnings and thus share cost, for example , whilst obvious to a retailer, was seldom recognized by analysts or perhaps investors. “This relationship, ” Berman noticed, “is AMAZINGLY powerful, yet surprisingly couple of understand why. Most think it’s just a function of products on hand risk. It can not. Really primarily a function of how the operating margins can be manipulated by management in the short term by playing around with inventories”. “For example, ” said Berman, “if a retailer’s arrays are developing much faster than sales, then simply gross margins would be above they in most cases should be, because the retailer has not considered the mark-downs that a solid disciplined store should take. “

“Interestingly, ” Berman beamed, “there is no law in GAAP that limits the amount of days’ inventory to any “norm, ” and as such, the practice of increasing arrays beyond virtually any “norm” goes unfettered. ” Berman extended “managements sign-off on the inventories as being fairly valued, and the auditors basically rely on all their word. ” Berman thought that “from an investor’s perspective, 2 weeks . game of musical ergonomic chairs; you don’t wish to be the last person standing. Put simply, you don’t want to be an investor when ever sales gradual and when mark-downs of the puffed up inventory finally need to be taken to move the goods”.

The relationship of arrays to sales was as well an important one which Berman dedicated to. “In an interval of growing inventories on the square foot basis”, Berman says “it is quite obvious that same store revenue should surge as the offering to the customer is that much larger. Simply put, the greater offerings you put in a retail outlet, ceteris paribus, the bigger product sales should be. ” “It reaches this time, ” Berman asserted, “that the stock selling price rises, while investors place higher values on suppliers with higher sales, despite that this higher valuation can be achieved mainly due to the higher inventories”.

A fantastic example of the inventory to sales romantic relationship was Residence Depot:

In 2001 and 2002 Residence Depot’s new CEO, Frank Nardelli1, seemed to struggle in managing the transition by a cash-flow GE-type beliefs to a dealer Home Depot-type philosophy. In his DeeBee Report2 dated 06 10th the year 2003, Berman stated: “Bob Nardelli learned the strength of inventory hard way. In focusing on earnings improvement, this individual dramatically lowered inventories – and certainly, increased funds balances – only to see a huge decrease in same store revenue, and in it is stock value the stock went from around $40 to $22. And so, under huge pressure, Nardelli reversed study course and targeted intensely on increasing stocks. Since Q2 of recently, inventories was building right up until they were up 25% 12 months over 12 months. And certainly, same retail outlet sales performed improve, because did the stock selling price. “

Realizing this as potentially a short-fix, Berman continued “Now the cynical would look at this increase in sales with skepticism, noting that it had not been of “high quality” as it was due, partly, to the massive inventory build. It is, nevertheless , pleasing to make note of that Residence Depot merely got stocks back to “normal”, in that it now has converts similar to its’ competitors”. The stock, following same shop sales and earnings improves, which in substance followed the inventories increase, rose via $22 at the start of the year 2003 to $36 by the end of 2003. Once asked about this “fix”, Berman responded “it will be more tough for Nardelli to increase same store revenue and margins going forward because his raising inventories and so same retail outlet sales is arguably a one time benefit and is essentially what caused the “fix”. Berman concluded by simply

1 Nardelli had worked at General Electric (GE) before taking over as CEO of the Home Depot.

2 A periodic report where Berman discusses his thoughts on retail, focusing on inventories.

Given his insights since articulated, Berman believed his fund could value firms more accurately through better value of products on hand. This was crucial to his investment technique. “You discover, ” Berman elaborated, “Wall Street fundamentally ignores products on hand. It’s actually quite amazing in my opinion! This gives us one of the edges. ” Comparing just lately gathered retailer numbers that examined total sales inside the U. T. economy to perform inventory, for nearly 300 stores, Berman remarked: “The total sales to total inventory quantities is also an essential relationship as time passes, and it provides us a macro border, if that’s likely to believe. Indeed, at the end of Q2, the year 2003 I knew there would be serious products on hand rebuilding in the economy going forward, while overall sales had grown at a faster rate than inventories. Without a doubt, in Q3, 2003 all of us saw a fast and unexpected increase in GDP from installment payments on your 3% to 3. 5% thank you in part to inventory rebuilding. This increase continued through Q1, 2004 when GROSS DOMESTIC PRODUCT growth come to 5%. “

Berman cherished to discuss expenditure opportunities he previously spotted by looking carefully by firm inventory:

One of the best examples was Saucony (Nasdaq: SCNYA), a shoe company based close to Boston, MUM. Berman discovered this company like a strong acquire when he seen in 2003 that even though revenue were flattish, inventories acquired declined regarding 20% 12 months over year. To Berman, this bode well to get future major margins. Using the buying the share at $14 in late 2003 due generally to these trim inventories, despite that the share was illiquid thus offering greater risk, and despite that management was remarkably coy about sharing information. A year later, the inventory had doubled. During this time period, sales increased, as performed inventories, and naturally, the major margin widened significantly, needlessly to say.

Earnings per share went up from $0. 85 in 2002 to $1. 29 in 2004. Berman’s selling, which came shortly after supervision asked him to ring the Nasdaq bell with them, was again based on a function of his inventory analysis. On this occasion it was the contrary scenario – inventories had been now developing at the same tempo as revenue, so the trend of sales to arrays had deteriorated – and Berman was worried. To generate matters worse, calls to management weren’t being delivered. Sure enough, in March june 2006, before Berman had gotten out of this illiquid position, Saucony announced it would miss earnings estimates plus the stock cratered 20%.

Another clear example was Bombay (NYSE: BBA). In Nov 2003, Bombay Company, a tasteful home accessories, wall décor, and pieces of furniture retailer, declared that sales were up 19% with stocks up 50 percent year over year. Even though the retailer overcome earnings estimations, the company spoke of early on November product sales weakness, plus the stock dropped 20% that day to $10. Inspite of the decline, and noticing that inventories were up a lot of, Berman believed the “music had ceased. ” “Going into Q4 it was clear they would have to miss numbers again except if the consumer kept them, which usually would be a shocker”, he explained. Just over a couple weeks later that they lowered revenue again as well as the stock boxed up another twenty percent to $8. Remarkably, merely four weeks afterwards, after Holiday, management decreased earnings once more, and the share declined a different 20%. “It was therefore sweet” exclaimed Berman, “to see the classic inventory / earnings romantic relationship at work therefore quickly. ” In just 1 1/2 months, the inventory declined fifty percent primarily due to inventory mismanagement along with weaker sales.

As Berman prepared to keep for the studio, Christina Zinn, a new apprentice he had just employed from Harvard Business University, walked in and shown him having a stack of papers containing the value of Steve B. Lake (John M. River Clothiers, Inc. NASDAQ: JONR). “JONR is undervalued, ” Zinn remarked, “and I think we have to invest in this kind of stock. Sales were up 24% in 2004 in the previous 12 months, and major margins, having risen intended for four direct years, seem to have peaked at 60 per cent (one of the highest major margins in all of US retail).

2005, you�re able to send price/earnings ratio is less than those of its principal competitor, Mens Wearhouse, which can be at seventeen. 5 times estimated earnings. This is particularly peculiar given that David B. River has been growing faster than Men’s Wearhouse during the last few years. “

Products on hand Productivity in the Retail Sector

Inventory proceeds, the ratio of expense of goods sold to average products on hand level, was commonly used to measure the efficiency of inventory managers, review inventory productivity across suppliers, and determine performance advancements over time. three or more But extensive variations inside the annual products on hand turnover of U. T. retailers year to year not only across, but as well within, firms made it hard to assess inventory productivity used, as proved by the subsequent example and questions.

Among 1987 and 2000 twelve-monthly inventory yield at Best Acquire Stores, Inc. (Best Buy), a consumer gadgets retailer, went from 2 . 85 to 8. 53. Annual products on hand turnover at three expert retailers during the same period exhibited related variation: by Circuit City Stores, Inc. from 3. 97 to five. 60; by Radio Shack Corporation by 1 . forty-five to 3. 05; and at CompUSA, Inc. via 6. 20 to 8. sixty-five. Given such variation how can inventory proceeds be used to assess these retailers’ inventory output? Could these types of variations be correlated with better or more serious performance? Is it reasonably came to the conclusion from this model that Greatest coupe managed the inventory better than Radio Shack?

Inventory turnover could be linked to other functionality measures. Solid correlations, while between products on hand turnover and gross perimeter, might have significance for the assessment of retailers’ inventory turnover functionality. (Figure one particular plots the four gadgets retailers’ twelve-monthly inventory yield against their very own gross margins (the ratio of major profit net of discounts to net sales) to get the period 1987-2000. )

Relationships among Management Measures

Associations among inventory turns, major margins, and capital strength were central to deriving suitable standards for assessing corporate performance. (Figure two presents a simplified watch of an profits statement and balance sheet. Stand 1 reveals mathematical definitions for inventory turnover, gross margin, capital intensity, returning on possessions, sales growth, and other managing measures based on Figure installment payments on your )

While return about assets, product sales growth, return on collateral, and financial leverage maintained not to fluctuate systematically from a single retail segment to another, variant in the components of return on assets was observed among and inside industry segments. (Table two lists full segments4 and examples of companies. ) Table 3 shows gross margins, inventory becomes, GMROI5, and asset becomes for grocery stores, drugstores, convenience stores, apparel stores, jewelry merchants, and plaything stores. ) Retailers with stable, estimated demand and long product lifecycles such as grocery, medicine, and convenience stores tended to obtain better “efficiency ratios” (asset turns and inventory turns) than other suppliers, retailers of short lifecycle products such as apparel, shoes, electronics, earrings, and

An alternative measure of inventory productivity, days of inventory, could possibly be substituted to get inventory proceeds for the modern day analysis.

Category of segments is based on S&P’s Compustat repository.

GMROI is identified as gross margin return on inventory expense.

Variation in gross margins, inventory turns, and SG&A expenses within and between segments

ROE could be deconstructed into major margin and inventory converts, and further into the relationship between capital intensity and products on hand turns (see below). Expecting roughly related ROE actions for different retailers, all else outstanding equal, an alteration in any with the component metrics on the right side of the equation will be expected to cause a compensating enhancements made on some other element metric. For instance , for ROE among merchants to be equal a retailer with larger gross margins would need to experience a compensating change in various other component, such as inventory turns.

Gross margin and inventory turns:

Gross margin and inventory becomes were likely to be in a negative way correlated, that may be, an increase in low margin was expected to always be accompanied by a reduction in inventory proceeds. A store that transported a unit of product much longer before offering it (i. e., a retailer with slower inventory turns) want to make substantially more on its inventory expense than a store that carried the products on hand item for a shorter period. For example , A radio station Shack, which usually turned it is inventory much less frequently than twice 12 months,  was anticipated to realize bigger gross margins on each sales than merchants such as CompUSA, which switched its products on hand more than 8 times annually. Retailers including Radio Shack were considered to be following the “profit path” (i. e., getting high revenue with each sale), retailers such as CompUSA the “turnover path” (i. e., generating quickly after making a listing investment tiny profits with each sale).

Retailers inside the same section were likely to achieve comparative inventory productivity. Inventory productivity could be predicted as the merchandise of a business’s gross margins and products on hand turns, known as gross perimeter return upon inventory investment or GMROI (pronounced “JIMROY”). If GMROI remained stable within a section an inverse relationship among gross perimeter and products on hand turns can be observed. (Figure 3 depicts the anticipated relationship. )

A correlation between gross margin and inventory transforms, although predicted, did not, nevertheless , imply a causal relationship between the two variables. That is certainly, a firm that increased it is gross margin by better managing its inventory becomes would not actually decline commensurately. The correlation between major margin and inventory converts could rather reflect mutual dependence on the characteristics of a retailer’s business.

Capital intensity and inventory becomes:

Investments in facilities, information technology, and inventory and

logistics management devices involved capital investment, which usually, being accounted for as fixed assets, was measured by an increase in capital intensity. Firms that manufactured such capital investments typically enjoyed bigger inventory turns. Hence, inventory turns could be positively correlated with capital strength.

That an increase in inventory turnover and contingency decrease in gross margin has not been necessarily a sign of better inventory administration capability advised limits towards the use of inventory turnover in performance examination. If, nevertheless , two companies had related inventory proceeds and major margin values but several capital intensities the firm with the reduce capital depth might possibly have better inventory supervision capability. It was thus desirable to incorporate changes in gross margin and capital intensity into evaluations of inventory productivity.

Zinn’s Evaluation of David B. Water

Berman fidgeted in his couch. He loved opportunities to evangelize to and educate tv audiences, nevertheless found the wait in the studio room tedious. Right up until called to keep forth on various areas of managerial overall performance and expense strategy he would, he made a decision, wade through the report Zinn had prepared for him.

Company History

On Nov 8, 2005 John M. River Clothiers, Inc., a top U. S. retailer of men’s designed and informal clothing and accessories, opened up its 250th store. The retailer used, in addition to the physical store format, two different channels: catalogs, and the Net. Production of John M. River’s designs according to its requirements was caught to third get together vendors and suppliers.

David B. River’s product suite, intended to costume a men career specialist from visit toe, was identified with high quality and value. Its upscale, vintage product offerings included tuxedos, blazers, t-shirts, ties, vests

pants, and athletics wear. Excepting branded shoes or boots from other vendors, all items were promoted under the John B. Riv brand.

Tendencies in place of work clothing had been an important determinant of David B. Lake sales development. Thus, early 1990s pattern towards acceptability of simple clothing in the workplace was cause of concern into a retailer that emphasized mens formal suits. But in early 2000’s the pendulum seemed to swing again, with increasing numbers of employees preferring to gown more officially for businesses.

The material from this section is from Steve B. Lake Clothiers, Inc’s 2004 10-K Statement

Retailers were Ruben B. River’s primary sales channel. Eighty percent of store space was committed to selling actions, the remaining twenty percent allocated to warehouse and dressmaker and other support activities. Dressmaker was a distinguishing service extremely valued by the retailer’s customers. John W. River were made to expensive customers and so located their retail stores in areas with appropriate demographics. Its seven outlet stores offered a funnel for liquidating excess items.

John M. River’s directory and Internet channels made up approximately 11% of net sales in fiscal 2003 and 12% of net sales in fiscal 2002. Approximately ten million catalogs were distributed over these 2 yrs. Catalog revenue were supported by a toll-free number that provided access to sales affiliates.

The primary competitors of Steve B. River were In a number of Wearhouse Inc. (Ticker: MW) and Creeks Brothers (privately held). In addition to competing with these specialty stores, John B. River taken part with large department stores just like Macy’s and Filenes, which usually enjoyed greatly greater financial and advertising resources.

Source Chain

Steve B. River’s merchandise ordering and preparing staff applied sophisticated info systems to share product models and specs to suppliers and alternative party contract manufacturers and take care of the production process worldwide. Around 24% of product purchases in monetary 2003 were sourced via U. S i9000. suppliers. Mexico accounted for 15% and probably none of the other countries from which goods were procured accounted for more than 10% of purchases. A realtor was applied to resource products coming from countries located in or near Asia.

Every inventory was received at a central distribution center (CDC), from where it was redistributed to warehouses or directly to stores. Retail store inventory was tracked employing point-of-sale information and inventory was replenished as necessary. John B. River expected to spend between $3 and $4 million in fiscal 2004 to increase the capability of it is CDC to accommodate 500 stores nationwide.

Growth Strategy and Risks

David B. Water had created a five-pronged strategy for attaining growth. Initial, it organized to further boost product top quality by boosting standards for design and manufacture. Second, it prepared to expand catalog and internet businesses. Third, this intended to present new products. Last, it was going towards reducing middlemen from your sourcing of products Fifth, it absolutely was committed to rendering consistently high service amounts by maintaining excessive inventory amounts.

Anticipating that growth counted on opening new shops, John W. River organized to broaden to 500 stores. Roughly 60 stores were opened up in money 2004, raising store count number to 273, and about 75 to 75 stores were planned from 2005-08. Upfront expenses associated with opening a new store included approximately $225, 000 to get leasehold improvements, fixtures, point-of-sale equipment, and so on and an inventory investment of around $350, 500, with higher inventory levels during top periods.

John N. River’s growth strategy was sensitive to consumer spending. John N. River depended on its emphasis on vintage styles to maintain a niche in men’s meets, a strategy that rendered that less vulnerable to changes in clothing but dependent upon continued with regard to classic designs.

Zinn’s Evaluation of Ruben B. River’s Financial Claims

Inventory:

David B. Lake used the first-in-first out method to benefit inventory. During price improves FIFO value generated larger net income than LIFO value. John N. River’s inventory had been growing rapidly within the last four years. Zinn was surprised by the inventory growth, especially that inventory acquired grown faster than revenue. Although inventory grew simply by 54% in 2003, related sales development was simply 23%. In 2004 nevertheless , sales grew 24% whilst inventory grew by only 4%. Inventory at the end of 2004 however continued to be high at 303 days. Further the days’ payables increased from fifty four days in 1998 to 82 days in 2004. Payables as a percentage of inventory however got declined by roughly 33% in 1998 to roughly 27% in 2005. But Zinn was not sure these worries had much impact on her valuation of the company.

Financial ratios:

Current ratio and quick ratio had been hovering around two and 0. 2, correspondingly. 10, 11 The large big difference between both of these ratios shown the fact that many of Ruben B. River’s current assets were inventory. Obsolescence costs would consequently be reasonably high and could place the store in financial relax.

The other financial proportions were indicative of a healthy and balanced company. ROE had improved from 15% to 27% since money 2000. This kind of increase was largely motivated by an increasing profit margin (0. 7% to 5. five per cent over the same period).

David B. River had loved rapid growth in sales over the last number of years. Annual Revenue growth got increased by 9% more than a decade ago to 24% in 2004, fueled by simply sales development in existing stores (approximately 8% per year) plus the opening of recent stores and increased sales from the retailer’s list and internet channels. Steve B. Lake enjoyed a proper increase in low margins by 51% to 60% in the same period. Tables four and five provide key operational metrics for John B. Water and Mens Wearhouse.

Potential Analysis:

Zinn had used the Business Analysis and Value (BAV) course at HBS and discovered the “BAV tool. “12 She acquired used it to create a easier model (used in the present analysis) to capture key aspects of value. Table 6 provides several key traditional operational metrics for Steve B. River that Zinn used for her prospective analysis.

Current rate, defined as precisely current resources to current liabilities, was an indication of a industry�s ability to satisfy short-term debt obligations; the larger the proportion the more the liquid the company.

Quick ratio (or acid-test ratio), defined as the ratio of (cash & accounts receivable) to current liabilities, measured a provider’s liquidity.

The BAV device was an Excel-based version developed by Harvard Business School faculty intended for valuing corporations.

Key assumptions manufactured by Zinn in performing the prospective examination of David B. Water included this.

1) Period horizon: Zinn chose a five year period horizon coming from 2005 to 2009 based upon expected product sales growth (derived from administration projections). Over and above 2009 Zinn assumed the organization to have reached a steady point out defined by simply terminal beliefs.

2) Sales growth: Zinn assumed that management’s predictions for new retailers were reasonable and that the new stores can be equivalent in proportion and efficiency with the retailer’s existing retailers. Using expansion assumptions about stores and same shop sales, Zinn computed revenue growth pertaining to fiscal years 2005-2008 to be 18% (based on 15% square footage expansion and 3% same store sale growth), and 10% for 2009. Sales following 2010 in Zinn’s research were likely to grow at the 4% sector standard to get retail apparel stores13.

3) Gross margin: Gross margin had been steadily increasing; Zinn expected that to hover around 60% for the next five years after which assumed low margin to achieve its terminal value to reflect elevated competition.

4) Other assumptions about the income assertion: Zinn believed that SG&A to product sales and other working expenses to sales would continue on the 2004 amounts for the near term (till 2008).

5) Assumptions about the balance sheet: Zinn assumed that current resources to product sales, current financial obligations to sales, and long-term assets to sales could continue by their 2004 levels, that is, the company might maintain a similar capital composition and continue to be as successful with its long-term assets as in 2003. Zinn obtained terminal values from industry norms for “Men’s and boys’ clothing stores”14. The market risk premium was assumed being 5%, risk free rate four. 3%, limited tax level 42%, and cost of debts 4. 5%. Based on these assumptions, the value of a JONR share was estimated to be $43. 49. Given the current (April 11th, 2005) concluding price of $34. thirty seven (see Figure 4 intended for historical inventory prices of JONR), Zinn rated the stock a “strong purchase. “

You’re On the Atmosphere in A few minutes!

Berman recognized he had to come back to thinking about the bigger questions that would be posed by the host from the TV show. Yet he wasn’t able to take his mind away from Zinn’s examination. Berman smiled, knowing that his apprentice’s outcome was diametrically in opposition to his very own intuition. He recollected his conversation with the CEO and CFO of John B. River during one of the quarterly earnings phone calls when he was trying to learn regarding the dealer. When inhibited about the steep embrace inventory, the CEO got mentioned that John N. River was planning to expand inventory in most basic things like white tshirts, khaki jeans etc . and also increase merchandise variety to boost service amounts to the customers. Berman was not sure about this technique of David B. Water and wondered if the business gross margins were in the short term inflated depending on increased arrays over the years. However, inventory administration had improved of late. Since reported on the 4th The spring 2005, Q4, 2004 sales had elevated 24% whilst inventories had been up only 4% 12 months over year.

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