Posts Tagged ‘Liquidity Position’

Top 10 Credit Topics of 2010

Tuesday, December 28th, 2010 by Ron Carleton

Here’s our list of the top 10 topics on the minds of credit professionals in 2010:top_ten_list

10) Risk Management – We’ve written many times this year about risk management, both good and bad.  Whether it was BP and operational risk, suppliers dealing with customer concentration risk (or “Wal-Mart Risk”), or Lehman just not managing risk.  This topic was on our radar in 2010 (and needs to stay there into 2011 and beyond).

9) Games CFOs PlayAggressive financial reporting (and outright fraud) can happen at any time, but management’s motivation to do it is heightened during an economic downturn when there is pressure to “hit the numbers” (and not breach covenants, etc.).

8 ) Managing High Risk Clients – Sure the recession is over, but many companies are still struggling with high leverage, high competition, low sales growth, and high costs.  Lenders and bondholders will be working with many “high risk” clients well into 2011.

7) Intercreditor Priority – When times are good (think the 2003-07 credit bubble), no one pays much attention to collateral and subordination (or covenants, or any other part of credit documentation for that matter).  The restructurings and bankruptcies of the great recession reminded us how important these issues are.  We fear that the market is already starting to forget these lessons (think covenant lite and second lien!).

6) Cash Flow Analysis – Cash is king.  Real cash, not EBITDA.  Enough said.

5) Liquidity – Many CFOs (and lenders) have learned the hard way that liquidity can be the most important element of financial strategy.  Our favorite analytical tool for looking at liquidity is the liquidity position.

4) Financial Strategy - Leverage matters too.  A company’s debt strategy should depend on its business needs and business risk, not just the condition of the capital markets.  The levering up we saw in the boom is evidence that some companies forgot this rule – many have been working to delever since 2008.

3) The Credit Cycle - The debt markets have returned (although not to the levels of 2006-07, yet).  The return hasn’t been smooth, however.  Issuers and investors have been looking closely at the relationships between the loan and bond markets, perhaps venturing where they haven’t been before.

2) Investing in People – While bank compensation levels haven’t necessarily returned to 2006-07 level (or most), we certainly see a lot of hiring at the analyst and associate levels, and more business and opportunities for more senior professionals.

1) New Opportunities – With the economy (slowly) improving (think increasing loan demand), and bank capital on the mend (think increasing loan supply), we think the increasing bond and loan volumes we saw in the second half of 2010 will continue into 2011.  Here’s hoping that 2011 brings you many new opportunities.

What “hot topics” do you see looking forward – leave a comment…

Why Isn’t Ford Bankrupt?

Thursday, November 18th, 2010 by Ron Carleton

The Terrible Auto Market

With the success of the GM IPO, we may be tempted to forget the terrible decade the U.S. auto industry has just completed.  Car sales steadily declined from 2000 through 2007, then collapsed in 2008 and 2009 to a level not seen since 1951.  Truck sales, which saw dramatic growth in the 1990s and finally eclipsed car sales in 1999, saw some growth in the early 2000s, but also dramatically retreated in the 2007-09 recession.

US Vehicle Sales

The “big 3” U.S. auto makers also suffered market share declines in this period, from a combined 65% of the U.S. market in 2000, to 53% in 2006, to 44% in 2009.  It should be no surprise that GM and Chrysler filed for bankruptcy in 2009.  The real question is: Why didn’t Ford go bankrupt?

Why Didn’t Ford Go Bankrupt?

By 2006, it was clear to the big 3 auto makers that there was a problem.  Ford’s sales and net income had been flat for many years.  Ford, like the other auto makers, began a major restructuring to reduce capacity, cut costs, and accelerate product development.  The key to Ford’s success, however, was in aligning its business and financial strategies.

ford-logo-big

How did the Ford finance team respond to declining sales and the company’s new operational restructuring?  By borrowing over $12 billion, increasing the company’s auto sector debt (excluding the financial services business) by 66% from $17.9 billion to $30.0 billion.  Ford borrowed this money at the peak of the credit bubble, right before the recession hit and vehicle sales dropped by over 1/3.  Why isn’t Ford bankrupt?

Why the New Debt?

Ford’s financial strategy was to maintain adequate liquidity to complete the operational restructuring, consistent with the auto industry’s high degree of cyclicality.  So why borrow over $12 billion?  The bulk of the new debt, almost $9 billion, went to increase the company’s cash hoard, with the remainder funding losses, capital expenditures, and other operating needs.  During 2006, the company’s auto sector cash and marketable securities increased from $25 billion to almost $34 billion.  Add to that over $12 billion available under the company’s revolving credit facilities (which were also renewed in 2006), and the company’s total liquidity going into the recession was over $46 billion.

Debt Maturities Matter Too

In addition to building cash and revolver availability, Ford had a conservative strategy on debt maturities.  At December 31, 2006, 95% of Ford’s auto sector debt was long term (i.e. maturing beyond 1 year).  In fact, over 88% matured beyond 5 years.  While long-term debt typically costs the issuer more than short-term debt, Ford accepted this additional cost in order to reduce the risk that it would have to come to the financial markets to rollover debt during a downturn.

Lessons Learned

Ford, GM and Chrysler all faced significant operational challenges in the mid-2000s.  All began major operational restructurings to cut capacity and costs and simplify their manufacturing and distribution networks; we are seeing signs of the operational turnaround at all three companies.

Ford was able to avoid bankruptcy in 2009 because of its operational restructuring, but also because of a successful financial strategy.  It opportunistically borrowed money under favorable terms, built a large cash position, and kept very long maturities on the bulk of its debt.  This financial strategy gave the operating side of the business the breathing room to complete its restructuring and survive the recession.

Liquidity Position

Wednesday, November 18th, 2009 by Ron Carleton

There are lots of measures of liquidity. The classics are the current ratio and the quick ratio, but they’ve fallen out of favor because they don’t include cash flow, a critical component of liquidity. Cash burn is too recent to be classic, even though it’s been around for a while. But it’s limited to on-balance-sheet sources of liquidity.

The liquidity position is the latest addition to the liquidity analysis toolkit. It has limitations, but we like it because it includes internal and external sources of funds. Here’s a short slide show about it.