Mr. Capstan kept coming back to three questions: Was his company really in trouble? Could the bank be right in its decision to withhold further credit? And why was the company’s indebtedness increasing when its profits were higher than ever? REQUIRED: Help Mr. Capstan find out the answers of his three questions.
Short-Term Financial Planning
Case Study Analysis
Capstan Autos operated an East Coast dealership for a major Japanese car manufacturer. Capstan’s owner, Sydney Capstan, attributed much of the business’s success to its no-frills policy of competitive pricing and immediate cash payment. The business was basically a simple one- the firm imported cars at beginning of each quarter and paid the manufacturer at the end of the quarter. The revenues from the sale of these cars covered the payment to the manufacturer and the expenses of running the business as well as providing Sidney Capstan with good return on his equity investment.
By the fourth quarter of 2015 sales were running at 250 cars a quarter. Since the average sale price of each car was about $20,000, this translated into quarterly revenues of 250 x $20,000 – $5 million. The average cost to Capstan of each imported car was $18,000. After paying wages, rent, and other recurring costs of $200,000 per quarter and deducting the
The year 2016 was not happy for car importers in the United States. Recession led to a general decline in auto sales, while the fall in the value of the dollar shaved profit margins for many dealers in imported cars. Capstan more than most firms foresaw the difficulties ahead and reacted at once by offering 6 months’ free credit while holding the sale price of its car constant. Wages and other costs were pared by 25% to $150,000 a quarter, and the company effectively eliminated all capital expenditures. The policy appeared successful. Unit sales fell by 20% units a quarter, but the company continued to operate at a satisfactory profit (see table).
The slump in sales lasted for 6 months, but as consumer confidence began to return, auto sales began to recover. The company’s new policy of 6 months’ free credit was proving sufficiently popular the Sidney Capstan decided to maintain the policy. In the third quarter of 2016 sales had recovered to 225 units; by the fourth quarter they were 250 units; and by the first quarter of the next year they had reached 275 units. It looked as if by the second quarter of 2017 the company could expect to sell 300 cars. Earnings before interest and tax were already in excess of their previous high, and Sidney Capstan was able to congratulate himself on weathering what looked to be a tricky period. Over the 18-month period the firm had earned net profits of over half a million dollars, and the equity had grown from just over $1.5 million to about $2 million.
Sidney Capstan was first and foremost a superb salesman and always left the financial aspects of the business to his
Mr. Capstan found it impossible to understand how such a successful year could have landed the company in financial difficulties. The company had always had good relationships with its bank, and the interest rate on its bank loan was reasonable 8% a year (or about 2% a quarter). Surely, Mr. Capstan reasoned, when the bank saw the projected sales growth for the rest of 2017, it would realize that there were plenty of profits to enable the company to start repaying the loans.
Mr. Capstan kept coming back to three questions: Was his company really in trouble? Could the bank be right in its decision to withhold further credit? And why was the company’s indebtedness increasing when its profits were higher than ever?
REQUIRED:
Help Mr. Capstan find out the answers of his three questions.
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