A Valuation of the Leveraged Buyout of Staples, Inc

Total Page:16

File Type:pdf, Size:1020Kb

A Valuation of the Leveraged Buyout of Staples, Inc A Valuation of the Leveraged Buyout of Staples, Inc. by Anders Klug│73812 & Franziska Lea Kuder │107351 A thesis submitted in partial fulfilment for the degree of Master of Science in Economics and Business Administration, Finance and Investments Supervisor: Edward Vali Number of pages: 120 (148) Number of characters (incl. spaces): 291,579 (325,575) Submitted: September 17, 2018 Executive summary This thesis provides an analysis and evaluation of Sycamore Partners´ leverage buyout of Staples Inc. The purpose of this evaluation is to assess whether or not Sycamore Partners paid an appropriate price given the leverage buyout of Staples Inc. The method of evaluating the leverage buyout included, a theoretical understanding of a leverage buyout, a fundamental and strategic analysis of Staples leading to a comprehensive valuation through various valuation methods. Other analysis included an understanding of Sycamore Partners and their previous investments. The different valuation methods applied included a comparable valuation, precedent valuation, leverage buyout valuation and an adjusted present value valuation. The evaluation of the acquisition price, through the different valuation methods, resulted in an overall assessment deeming the acquisition price as appropriate, given an exit year of 2024 and an IRR hurdle rate of 20%. 1 Table of Contents PART 1 ................................................................................................................................................................ 6 1.1.Introduction ............................................................................................................................................. 6 1.2.Problem formulation ............................................................................................................................... 6 1.3.Methodology ........................................................................................................................................... 7 1.3.1.Thesis structure ................................................................................................................................ 7 1.3.2.Method and data .............................................................................................................................. 8 1.3.3.Limitations ........................................................................................................................................ 8 1.4.What is a LBO .......................................................................................................................................... 9 1.4.1.Mechanism of a LBO ....................................................................................................................... 10 1.4.2.Value creation in a LBO .................................................................................................................. 16 1.5.Staples, Inc. (target) .............................................................................................................................. 19 1.5.1.History ............................................................................................................................................ 20 1.5.2.Sector .............................................................................................................................................. 20 1.5.3.Products .......................................................................................................................................... 21 1.5.4.Customers ....................................................................................................................................... 21 1.5.5.Distribution ..................................................................................................................................... 22 1.5.6.Geography ...................................................................................................................................... 22 1.6.Sycamore Partners (sponsor) ................................................................................................................ 23 1.6.1.Business profile............................................................................................................................... 23 1.6.2.Sponsor type and target preferences ............................................................................................. 23 1.6.3.Investment strategy ....................................................................................................................... 24 1.6.4.Track record .................................................................................................................................... 25 1.6.5.Management .................................................................................................................................. 26 PART 2 .............................................................................................................................................................. 27 2.1.Valuation types ...................................................................................................................................... 27 2.2.Comparable valuation ........................................................................................................................... 28 2.2.1.Selection of comparable companies .............................................................................................. 28 2.2.2.Screening for comparable companies ............................................................................................ 28 2.2.3.Selected companies ........................................................................................................................ 29 2.2.4.Data of the comparable companies ............................................................................................... 30 2.2.5.Benchmark of comparable companies ........................................................................................... 32 2.2.6.Determining value .......................................................................................................................... 37 2.3.Precedent valuation .............................................................................................................................. 38 2 2.3.1.Selection of precedent transactions ............................................................................................... 38 2.3.2.Screening for precedent transactions ............................................................................................ 38 2.3.3.Selected transactions ..................................................................................................................... 39 2.3.4.Data of the precedent transactions ............................................................................................... 39 2.4.5.Benchmark precedent transactions ............................................................................................... 40 2.3.6.Determining value .......................................................................................................................... 41 2.4.Fundamental analysis of Staples Inc...................................................................................................... 43 2.4.1.The general picture ........................................................................................................................ 43 2.4.2.Creating value ................................................................................................................................. 44 2.4.3.Reorganizing the accounting statements ....................................................................................... 45 2.4.4.Reorganizing the reported balance sheet ...................................................................................... 45 2.4.5.Reorganizing the income statement .............................................................................................. 51 2.4.6.Operating lease .............................................................................................................................. 56 2.4.7.Pension adjustments ...................................................................................................................... 57 2.4.8.Cash flow ........................................................................................................................................ 58 2.4.9.Analysis of Office Depot ................................................................................................................. 59 2.4.10.Analyzing the performance .......................................................................................................... 64 2.4.11.Analysis of ROIC ............................................................................................................................ 64 2.4.12.Growth analysis ............................................................................................................................ 68 2.4.13.Fundamental analysis conclusion ................................................................................................. 72 2.5.Strategic analysis ................................................................................................................................... 73 2.5.1.The 20/20 strategy ........................................................................................................................
Recommended publications
  • Leadership Newsletter Winter 2020 / 2021
    T���������, M���� ��� T����������������� Leadership Newsletter Winter 2020 / 2021 GTCR Firm Update Since the firm’s inception in 1980, GTCR has Technology, Media and Tele- partnered with management teams in more communications than 200 investments to build and transform growth businesses. Over the last twenty years alone, GTCR has invested over $16 billion in approximately 100 platform acquisitions, 30+ 95+ PLATFORMS ADD-ONS including more than 65 companies that have been sold for aggregate enterprise value of over $ $50 billion and another 14 companies that have 25B+ been taken public with aggregate enterprise value PURCHASE of more than $34 billion. In November 2020, PRICE we closed GTCR Fund XIII, the firm’s largest fund to date, with $7.5 billion of limited partner capital commitments. This fund follows GTCR Fund Acquisition Activity Since 2000 XII, which we raised in 2017, with $5.25 billion As of January 15, 2021* of limited partner capital commitments. GTCR currently has 25 active portfolio companies; ten of these companies are within the Technology, Media and Telecommunications (“TMT”) industry. Page 1 / Continues on next page Technology, Media and Telecommunications Group Update Since 2000, GTCR has completed over 30 new platform investments and over 95 add-on acquisitions within the TMT industry, for a total of over 125 transactions with a combined purchase price of over $25 billion. During just the past year, we have realized several of these investments, selling three businesses and completing the partial sale of two additional companies, for a combined enterprise value of over $9 billion. Our TMT franchise includes ten active portfolio companies and one management start-up, which together have completed nearly 30 add-on acquisitions under our ownership, representing approximately $3 billion of GTCR invested capital.
    [Show full text]
  • Amazon's Antitrust Paradox
    LINA M. KHAN Amazon’s Antitrust Paradox abstract. Amazon is the titan of twenty-first century commerce. In addition to being a re- tailer, it is now a marketing platform, a delivery and logistics network, a payment service, a credit lender, an auction house, a major book publisher, a producer of television and films, a fashion designer, a hardware manufacturer, and a leading host of cloud server space. Although Amazon has clocked staggering growth, it generates meager profits, choosing to price below-cost and ex- pand widely instead. Through this strategy, the company has positioned itself at the center of e- commerce and now serves as essential infrastructure for a host of other businesses that depend upon it. Elements of the firm’s structure and conduct pose anticompetitive concerns—yet it has escaped antitrust scrutiny. This Note argues that the current framework in antitrust—specifically its pegging competi- tion to “consumer welfare,” defined as short-term price effects—is unequipped to capture the ar- chitecture of market power in the modern economy. We cannot cognize the potential harms to competition posed by Amazon’s dominance if we measure competition primarily through price and output. Specifically, current doctrine underappreciates the risk of predatory pricing and how integration across distinct business lines may prove anticompetitive. These concerns are height- ened in the context of online platforms for two reasons. First, the economics of platform markets create incentives for a company to pursue growth over profits, a strategy that investors have re- warded. Under these conditions, predatory pricing becomes highly rational—even as existing doctrine treats it as irrational and therefore implausible.
    [Show full text]
  • Venture Capital, Private Equity and Real Estate on the Blockchain
    VENTURE CAPITAL, PRIVATE EQUITY AND REAL ESTATE ON THE BLOCKCHAIN Whitepaper July 2018 Contents Preamble ..........................................................3 About Us ...........................................................4 Introduction ....................................................5 The Market .......................................................6 Private Equity ................................................................6 VC Market .......................................................................8 Real Estate – Europe ...................................................9 Real Estate – USA .........................................................10 The L7 Platform ...............................................11 L7 Global Holdings ......................................................11 Our Investment Criteria for Private Equity .............11 Our Investment Criteria for Venture Capital ..........11 L7 Real Estate ................................................................12 L7 Real Estate Europe ..................................................12 Benefits for Investors ...................................................14 Fixed Coupon Payout ...................................................14 Value Proposition ...........................................15 Investment Process ......................................................16 Crowdfunding .................................................17 Level 7 Crowdfunding Platform .................................19 Blockchain Technology ..................................20
    [Show full text]
  • Individual Investors Rout Hedge Funds
    P2JW028000-5-A00100-17FFFF5178F ***** THURSDAY,JANUARY28, 2021 ~VOL. CCLXXVII NO.22 WSJ.com HHHH $4.00 DJIA 30303.17 g 633.87 2.0% NASDAQ 13270.60 g 2.6% STOXX 600 402.98 g 1.2% 10-YR. TREAS. À 7/32 , yield 1.014% OIL $52.85 À $0.24 GOLD $1,844.90 g $5.80 EURO $1.2114 YEN 104.09 What’s Individual InvestorsRout HedgeFunds Shares of GameStop and 1,641.9% GameStop Thepowerdynamics are than that of DeltaAir Lines News shifting on Wall Street. Indi- Inc. AMC have soared this week Wednesday’stotal dollar vidual investorsare winning While the individuals are trading volume,$28.7B, as investors piled into big—at least fornow—and rel- rejoicing at newfound riches, Business&Finance exceeded the topfive ishing it. the pros arereeling from their momentum trades with companies by market losses.Long-held strategies capitalization. volume rivaling that of giant By Gunjan Banerji, such as evaluatingcompany neye-popping rally in Juliet Chung fundamentals have gone out Ashares of companies tech companies. In many $25billion and Caitlin McCabe thewindowinfavor of mo- that were onceleftfor dead, cases, the froth has been a mentum. War has broken out including GameStop, AMC An eye-popping rally in between professionals losing and BlackBerry, has upended result of individual investors Tesla’s 10-day shares of companies that were billions and the individual in- the natural order between defying hedge funds that have trading average onceleftfor dead including vestorsjeering at them on so- hedge-fund investorsand $24.3 billion GameStopCorp., AMC Enter- cial media.
    [Show full text]
  • US PE Breakdown Report 1Q 2019
    US PE Breakdown Report 1Q 2019 April 2019 1 Introduction After 2018’s blistering pace of dealmaking, 2019 environment. 1Q 2019 saw just one PE-backed IPO has gotten off to a sluggish start. Poor as GPs instead opted to sell portfolio companies to performance in leveraged loan and high-yield other financial sponsors or strategic acquirers, markets during 4Q 2018 had an adverse impact on continuing recent trends. Market tranquility was the cost of deal financing, causing many GPs to sustained throughout the end of the quarter, so hold off on finalizing deals. These deals often take analysts expect the 1Q lull in exit activity to be months to close, and difficulty securing financing is short-lived. often evident in lower deal flow the following quarter. The deals that did close, however, were at Fundraising—unlike deals and exits—is on pace to elevated multiples similar to what we have match 2018’s annual total with over $40 billion witnessed in recent years. Pricing ought to remain raised in the first quarter. Fewer but larger funds competitive because GPs have record dry powder are closing, pushing median and average fund sizes waiting to be invested, pressuring PE firms to act. even higher. Strategies beyond the vanilla buyout continue to proliferate, with technology focused Exits experienced an even greater downturn than and growth equity funds witnessing massive closes. deals. Public equity price decreases in 4Q 2018 The recent figures also speak to a longer-term likely led to GPs marking down portfolio change whereby GPs headquartered in the Bay companies, though to a lesser extent than seen in Area and Chicago accounting for a swelling portion public indices.
    [Show full text]
  • Can Ceos Be Super Heroes? Do We Expect Too Much from the Boss?
    Can CEOs Be Super Heroes? Do We Expect Too Much from the Boss? JUNE 4 AND 5, 2013 NEW YORK STOCK EXCHANGE Presenting Partners Deloitte IBM Korn/Ferry International PepsiCo UPS CNBC NYSE Euronext Can CEOs Be Super Heroes? Do We Expect Too Much from the Boss? TUESDAY – JUNE 4, 2013 6:30 PM – Reception & Dinner Welcome Edward A. Snyder, Dean, Yale School of Management Duncan L. Niederauer, CEO, NYSE Euronext Jeffrey A. Sonnenfeld, Yale CELI/Yale School of Management SESSION #1 Covering the Map: How Much of the Globe to Visit --- How to Have Impact When in Town Michael A. Leven, President & COO, Las Vegas Sands Corporation Gen. Peter Chiarelli (Ret.), 32nd Vice Chief of Staff, US Army Sean J. Egan, Managing Director, Egan-Jones Ratings Co. Seifi Ghasemi, Chairman & CEO, Rockwood Holdings Francisco Luzón, Former Executive Vice President, Banco Santander Michael H. Posner, Assistant Secretary of State (2009-2013) Patricia F. Russo, Former CEO, Alcatel-Lucent Tom Tait; Mayor; City of Anaheim, California Lynn Tilton, CEO, Patriarch Partners Keith E. Williams, President & CEO, Underwriters Laboratories R. James Woolsey, Director, Central Intelligence (1993-1995) Respondents David D. Blakemore, Business President, The Dow Chemical Company Brian G. Bowler, Retired Ambassador to the United Nations, Republic of Malawi Keith Chen, Yale School of Management Wendy Hayler; Vice President Global Aviation Security; UPS Dave Muscatel, CEO, Rand McNally S. Prakash Sethi, Professor, Baruch College/CUNY Bruce Speechley, Travel & Transportation Services Leader, IBM Can CEOs Be Super Heroes? Do We Expect Too Much from the Boss? WEDNESDAY – JUNE 5, 2013 7:00 AM – Breakfast Welcome Duncan L.
    [Show full text]
  • The Role of Regulation in the Collaborative Economy
    Intersect, Vol 9, No 1 (2015) Growing Pains: The Role of Regulation in the Collaborative Economy William Chang Yale University Abstract The rise of the collaborative economy has breathed new life into old industries. Everyday consumers now use the power of collaborative platforms like online marketplaces and on-demand services to rent, share, and swap their houses, cars, and homemade goods with their peers. As such platforms continue to grow in size and popularity, they will undoubtedly face numerous regulatory challenges, and how they respond to future roadblocks will determine their longevity. This paper examines the regulatory obstacles faced by the collaborative economy by providing three case studies focused on the regulatory experiences of Airbnb, Uber, and Lending Club. The observations from the three case studies indicate that regulation is an inevitable truth for the collaborative economy, and that it will be a key factor behind smoothing the integration of collaborative platforms into mainstream society. Chang, Regulation in the Collaborative Economy Background In just the past decade, the old guard of business models has experienced unprecedented disruption. Technology has given people the power to obtain goods and services through their peers instead of relying on established industry players. Industries (such as consumer loans, transportation, and hospitality) have had their traditional business models uprooted and challenged by the rise of the collaborative economy. The collaborative economy is a system composed of multiple distributed networks of people who are connected through online platforms that facilitate the exchange of goods and services. From its beginnings through today, the collaborative economy has continued to reshape society’s view of ownership, creating vast networks that empower the individual consumer.
    [Show full text]
  • 1 United States District Court Northern District of Texas
    Case 4:14-cv-00959-O Document 1 Filed 11/26/14 Page 1 of 71 PageID 1 UNITED STATES DISTRICT COURT NORTHERN DISTRICT OF TEXAS FORT WORTH DIVISION MANOJ P. SINGH, individually and on behalf of all ) others similarly situated, ) ) ) ) Plaintiff, ) v. ) ) RADIOSHACK CORPORATION, JAMES F. ) GOOCH, JOSEPH C. MAGNACCA, MARTIN O. ) MOAD, ROBERT E. ABERNATHY, FRANK J. ) BELATTI, JULIA A. DOBSON, DANIEL R. ) Case No. FEEHAN, H. EUGENE LOCKHART, JACK L. ) JURY DEMANDED MESSMAN, THOMAS G. PLASKETT, EDWINA ) D. WOODBURY, RADIOSHACK 401(K) PLAN ) ADMINISTRATIVE COMMITTEE, ) RADIOSHACK PUERTO RICO PLAN ) ADMINISTRATIVE COMMITTEE, ) RADIOSHACK 401(K) PLAN EMPLOYEE ) BENEFITS COMMITTEE, RADIOSHACK ) PUERTO RICO PLAN EMPLOYEE BENEFITS ) COMMITTEE, AND DOES 1-10, ) ) Defendants ) ___________________________________________ ) CLASS ACTION COMPLAINT Plaintiff Manoj P. Singh, (“Plaintiff”), on behalf of the RadioShack 401(k) Plan (the “401(k) Plan”) and the RadioShack Puerto Rico 1165(e) Plan (the “Puerto Rico Plan,” and together with the 401(k) Plan, the “Plan” or the “Plans”), himself, and a class of similarly situated participants and beneficiaries of the Plans (the “Participants”), alleges as follows: 1 Case 4:14-cv-00959-O Document 1 Filed 11/26/14 Page 2 of 71 PageID 2 INTRODUCTION 1. This is a class action brought pursuant to §§ 409 and 502 of the Employee Retirement Income Security Act of 1974 (“ERISA”), 29 U.S.C. §§ 1109 and 1132, against the Plans’ fiduciaries. 2. The Plans are legal entities that can sue and be sued. ERISA § 502(d)(1), 29 U.S.C. § 1132(d)(1). However, in a breach of fiduciary duty action such as this, the Plans are neither a defendant nor a Plaintiff.
    [Show full text]
  • Energy Fundraising Saw a Significant Decline from the Previous Quarter, Falling to $450 Million
    AMERICAN INVESTMENT COUNCIL 2018-Q2 Private Equity Industry Investment Report Table of Contents Page Executive Summary 3 Business Products & Services 5 Consumer Products & Services 7 Information Technology 9 Financial Services 11 Healthcare 13 Materials & Resources 15 Energy 17 PAGE 2 Executive Summary In the first half of 2018, Business Products and Services (B2B), Consumer Products and Services (B2C), and Information Technology (IT) sectors received more than half of all private equity investment. Fund managers invested $19B in B2C companies, while IT-related companies and B2B companies each received approximately $18 billion in investment during the same period. In addition, fund managers provided $14 billion to Energy companies while businesses in the Financial Services, Healthcare, and Materials and Resources sector secured investments of $11 billion, $11 billion and $7 billion, respectively. Overall, quarterly private equity investment declined to $41 billion from $58 billion in Q2. Only Consumer Products and Services and Healthcare saw increases in investment compared to the previous quarter. Investment rose from $9 billion to $10 billion and from $5 billion to $6 billion in Consumer Products and Services and Healthcare, respectively. Investment in the Information Technology sector experienced the steepest quarterly decline, falling $8 billion to $5 billion in Q2. While investment in Energy companies fell to $4 billion from $10 billion, other sectors—Business Products and Services, Financial Services, and Materials and Resources—saw
    [Show full text]
  • PEI June2020 PEI300.Pdf
    Cover story 20 Private Equity International • June 2020 Cover story Better capitalised than ever Page 22 The Top 10 over the decade Page 24 A decade that changed PE Page 27 LPs share dealmaking burden Page 28 Testing the value creation story Page 30 Investing responsibly Page 32 The state of private credit Page 34 Industry sweet spots Page 36 A liquid asset class Page 38 The PEI 300 by the numbers Page 40 June 2020 • Private Equity International 21 Cover story An industry better capitalised than ever With almost $2trn raised between them in the last five years, this year’s PEI 300 are armed and ready for the post-coronavirus rebuild, writes Isobel Markham nnual fundraising mega-funds ahead of the competition. crisis it’s better to be backed by a pri- figures go some way And Blackstone isn’t the only firm to vate equity firm, particularly and to towards painting a up the ante. The top 10 is around $30 the extent that it is able and prepared picture of just how billion larger than last year’s, the top to support these companies, which of much capital is in the 50 has broken the $1 trillion mark for course we are,” he says. hands of private equi- the first time, and the entire PEI 300 “The businesses that we own at Aty managers, but the ebbs and flows of has amassed $1.988 trillion. That’s the Blackstone that are directly affected the fundraising cycle often leave that same as Italy’s GDP. Firms now need by the pandemic, [such as] Merlin, picture incomplete.
    [Show full text]
  • New Litigation Document
    Case 20-32564 Document 955 Filed in TXSB on 11/25/20 Page 1 of 66 IN THE UNITED STATES BANKRUPTCY COURT FOR THE SOUTHERN DISTRICT OF TEXAS HOUSTON DIVISION ) In re: ) Chapter 11 ) STAGE STORES, INC., et al.,1 ) Case No. 20-32564 (DRJ) ) Debtors. ) (Jointly Administered) ) SUPPLEMENTAL DECLARATION OF JOSHUA A. SUSSBERG IN SUPPORT OF THE DEBTORS’ APPLICATION FOR ENTRY OF AN ORDER AUTHORIZING THE RETENTION AND EMPLOYMENT OF KIRKLAND & ELLIS LLP AND KIRKLAND & ELLIS INTERNATIONAL LLP AS ATTORNEYS FOR THE DEBTORS AND DEBTORS IN POSSESSION EFFECTIVE AS OF MAY 10, 2020 I, Joshua A. Sussberg, being duly sworn, state the following under penalty of perjury: 1. I am the president of Joshua A. Sussberg, P.C., a partner of the law firm of Kirkland & Ellis LLP, located at 601 Lexington Avenue, New York, New York 10022, and a partner of Kirkland & Ellis International, LLP (together with Kirkland & Ellis LLP, collectively, “Kirkland”).2 I am the lead attorney from Kirkland working on the above-captioned chapter 11 cases. I am a member in good standing of the Bar of the State of New York, and I have been admitted pro hac vice in the United States Bankruptcy Court for the Southern District of Texas. There are no disciplinary proceedings pending against me. 2. I submit this supplemental declaration on behalf of Kirkland (the “Supplemental Declaration”) in further support of the Debtors’ Application for Entry of an Order Authorizing the Retention and Employment of Kirkland & Ellis LLP and Kirkland & Ellis International LLP as 1 The Debtors in these chapter 11 cases, along with the last four digits of each Debtor’s federal tax identification number, are: Stage Stores, Inc.
    [Show full text]
  • Healthcare Deals
    AMERICAN INVESTMENT COUNCIL 2018-Q4 Private Equity Industry Investment Report Table of Contents Page Executive Summary 3 Business Products & Services 5 Consumer Products & Services 6 Information Technology 7 Financial Services 8 Healthcare 9 Materials & Resources 10 Energy 11 PAGE 2 Executive Summary In 2018 private equity funds invested approximately $331 billion. Companies in the Business Products and Services (B2B), Consumer Products and Services (B2C) and Information Technology sectors received over $200 billion in investment last year. Fund managers invested $80 billion in B2C companies, while B2B companies received approximately $60 billion in investment. Companies in the information technology sector received $65 billion in investment in 2018. And $50 billion was invested in companies in the Healthcare sector. Investment in the remaining sectors went as follows, Energy companies received $35 billion in investment while businesses in the Financial Services, and Materials and Resources sectors secured investments of $28 billion and $12 billion, respectively. One of the largest investments of the fourth quarter was the buyout of the Refinitiv, a financial markets data provider, which was purchased for approximately $11 billion dollars. PAGE 3 2018 and 2017 Industry Investment 2018 2017 $331 Billion $305 Billion Note: Figures in this report are rounded PAGE 4 Business Products & Services (B2B) Deals Top Deals 2018-Q4 Company Date Investment Value (Bil) Financial Sponsor Sedgwick Claims Management 12/31/2018 $6.70 The Carlyle Group
    [Show full text]