Constructing Pro-Forma Statements – Assignment Due Date, Monday, 9/2, 10 PM PST

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Constructing Pro-Forma Statements

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By
Monday, 10 PM PST, September 2, 2013,
 research a company of your choice and locate the latest financial statements published by the company.

For the following year, construct a pro-forma income statement and a pro-forma balance sheet for the company, using the assumption that sales will increase 20% in the first quarter and decrease by 10% in the third quarter. Sales will remain flat in the second and fourth quarters.

In addition, submit a three-page financial analysis of the company’s current condition.

Submit the original company statements you researched, the pro-forma statement. The analysis should be a Microsoft Word document, formatted in Times New Roman 12 point font, double- spaced. Ensure you use the current APA standards when formatting your paper.

All written assignments and responses should follow APA rules for attributing sources (must be from cases and online required readings) and below Grading Criteria:

Grading Criteria

Maximum Points

Researched a company and presented its financial statements

8

Constructed a pro-forma income statement based on new sales assumptions

12

Constructed a pro-forma balance sheet based on new sales assumptions

12

Submitted financial analysis of chosen company

8

Wrote in a clear, concise, and organized manner; demonstrated ethical scholarship in accurate representation and attribution of sources, displayed accurate spelling, grammar, and punctuation.

4

Total

44

Required Readings
:

Case studies in finance: Managing for corporate value creation (see attached)

1. Warren E. Buffett, 2005

2. Bill Miller and Value Trust

3. Ben & Jerry’s Homemade

4. The Battle for Value, 2004: FedEx Corp. vs. United Parcel Service, Inc.

Online Reading

1. Harbert, T. (2005, January). Pro forma earnings are alive and well. Electronic Business, 31(1), 14. (AN 15602992).

2. Weaver, S. P. (2005, April). Fraud in a financial statement audit. Benefits & Compensation Digest, 42(4), 24-27. (AN 16598342).

;
It

CASE I Wanen E. Brffett, 2005

Ou NIay 24,2005, Warreu E. Buffett, the chairpuson and chief executive officet (CEO) of Batshire Hathaway Inc.. atutorurced that
\,lidAruedcau Enetgn, Holdir4s Conpany, a subsidiary of Ber-kshile Hatharvay, rvould acqtdre the electric utility PacifCorp. In Buffett’s latgest
deal since 1998. and the secorid laryest of his entire career, \{idAruelican rvould ptuchase Pacif,rCorp frorn its palent, Scottish Pou,er plc, for

said. At the arurorurcament, Ber-lishire Hathaway’s Class A shares closed lp 2.494 for the day, for a gain iu urartet value of $2.55 billiou.l
Scottish Powefs share price also jrunped 6.2896 on the nervs2; the S&P 500 Composite Indexclosed up 0.029.6. Exhlblt 1 ilhrstrates the receut
share price perfonnance for Bertshile Hathalvay, Scottish Porver. and the S&P 500 hdex

EXHIBIT I I Relative Share Price Perfonuance of Berkshile Hatharvay “Class A” & Scottish Porvet plc vs. S&P 500 Index (Jamrary 3, 2005-
NIay 23,2005)

Source of data: Datastream.

The acquisition of PacrfiCorp reuewed public inta’est in its sponsor. Warren Buffett. hr many lvays, he rvas all anonraly. One of tire richest
in

oru resrilts superior to [those of Bertshile’s investors],” Buffett said. “I will keep rvell ovet 9970 of ru1, uet rvorth il Berlishire. Ir,{y wife and I
have nev’er sold a share nor do we intend to.’4

Buffett was the subject of numelons laudatory articles and at least erp{rt biogaphies, yet he reurained an intorsely private individual. Though
acclairred by many as au intellectual genius, he sltuured the cornpany of intellectuals and preferred to affect the marurer of a dos’u-home
\ebraskan (he lived il Omaha) and a toupir-rninded irwestor. In contr-ast to investinp(s other “star-s,” Buffett achror,vledged his investment

rvith dweloping the plulosophy of value-based investing that had grided Buffett to his snccess, he chided bnsiness schools for the irrelevance of
thei-r’ l-urance and investing theories.

\runerous rvritels soup{rt to distill the essellce of Buffett’s success. \Mrat were the key pdlciples that 6+rided Buffett? Could those principles be
apphed broadly in the 21st centruy. or u’ae they rudque to Buffett and his tirne? From an rurderstanding of those pruroples, analysts hoped to
ilhuuinate the acquisition of PacifiCorp. What rvere Buffett’s probable urotives in the acquisition? What did Br.rt’fett’s offer say about his
valuation of PaofiCorp, and horv would it corrp are with valnations for other repnrlated utilities? Would Bed(shile’s acquisition of PacifiCotp
pt’ove to be a snccess? How would Buffett defure snccess

?

Page 4

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CASIE 2 Bill Miller ard Valuo Tnrst

BillMillq’s srrcccsa is sofar off*echarts thatlwhaveto oshwherter itis wperktman. Quitesfunply,findmanagers arenotsttpposedbbe
iltis good. Is lt mornl gotitts, or is it celestial lack? I
By thcmiddle of 2005, Valuc Trust, m $1l.2-billion mutual fimd2 maaaged by Willian H. (Bill) Miller III, had outpoaforurod its besrchmat
index, the Stardad & Poot’s 500 Indca<(S&P 500), for an ctonishing la yeils in a row. This rooord makod the longest streak of sucocss for any mmagerinthemutual-firnd industry; thcnecd longest period of sustainodperformarcewas only half re long Formany fimd mmagprs, slmply bedingthe S&P 500 inany stngleyetr would hilebesr an mrnplishment, yet Millcr had dricved comistmtly bettcrresults duringboth the bull makets of the late 19S)s and the bco makets of the early 2000s.

Over the prcrrious 15 yeas, investors in Value Tnrt, one of a fanily of funds rnmqsd by the Baltimore M aylard-basod Lry M ason, Inc.,
muld look ba* on the funds renrrkablo retums: a aner4r mnual total refirnr of 14.60/o, which surpased tho S&P 500 by 3.670/o per year. An
invcstmcnt of $10,00O in Valuc Trust at its inceptiorq inApril 1982, would havegrown to morethan $330,000 by Madr 2005, Unlikethe
funds bcnctunrk, whidr was a c4italization-weigfrtcd indorcomposod of 5@widdy hdd common stocls, Valuc Tn:st only had 36 holdings,
l0ofwhichaommtedfornealy 50% ofthefund’s assds. Exhlbltlprc€ots asummfiy of L€MaonValueTrust, lnc.,ait stoodin
dngu t 2005.

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CASE 3 Ban & Ja:y’s Hotnetnade

JERRy: What’s ilter.estilg about rne and ury role ilt the colupauy is I’m jnst this gry ou the street. A posorr who’s fairly cotlveutiolral’
rnaiustrearu, acceptittg oflife as it is.

BEN: Salt of the earth. A tnan of the people.

jERRy: B,t tlan l,ve got tlus frielrd, Bell, wlo challanges everyt[ing It’s apnrnst his uatrue to do anything the sarne way anyone’s ever doue it
betbre. To which uty response is ahvays, “I don’t thilk that’ll wotk.”

BEN: To *’hich ury response is ahvays, “‘Horv do rve tr

JERRy: So I get to go tluoupilr this leading-edge, nsk-takilg expaience rvith Ben-even thou$r I1u really just like el’etyoue else.

BEN: The pa’fect duo. Ice cream and churil,s, Brsiness and social chauge. Ben and Jeny.

-Bm
& Jer4r’s Prr6rr’OrO

As Heruy Ir{ or161,s plane passed over’ the snor,v-covered hills of Vemront’s dau;.’.land, tluoupir. his.nund passed the events of the last ferv

*reurber. of the board of dule”tors of Beri & Jeuy’s Houtemade for the past l3 years, \’I orpnn had seeu the conrpany prow both irr turanctal atd

f”ud”lrf”p po*rtion ur a’variety of social causes fi’our the clauy far:ru of Yerirrorit to the lairrforests of South Aurerica.

This case lvas prqrated by Professor N{ichael J. Schill rvith research assistance horr. Daniel Btute. Vern Hites, Saflpyeon Hwturpl Wons-ar –.
Ki*, \iincante Ludirr”r, #d Tyron” Taylor. It was rvritten as a basis for class discussion rather than to illnstrate effective or ineffective hartdling
of an adrnilistrative sitlaiion.topyrrg(t o 2001 by the Univo’sity of VuSrria Dalden School Forurdation, Char{ottesville. \’A. AII rip{rts

,.iiiiit i1,tt”*, r,rrd in a spreo1sheet. or tronsmlfied in anl’form-or b1,on1:-m_eans-electottic. mechanicol, photocopfittg, recordtg. or
othenyise-.ryithott the pet mission of the Darden School Fotmdatiotr. Rev. 10103.

.i”oriir;” p”iry Oa*, fat that den and Jeuy’s shaleholders-woirld be best soved by selling out to the hip{rest bidder.

Bur & Jeny’s Horneurade

Bel & Jury’s Honeurade, a leadurg distributor of-srrper-prenrirurr_ice creams. fi’ozen yoptuts, artd sot’bets, rvas foturded irr 1978 irr au old pms
statiol i1 Bruli1$ou. Veuuont. Cohen and Greenfield recounted their company’s beguutittgs:

Oue day ut 1977, rve [Cohel alcl Greeufield] fourd oruselves sitting on the frout steps-of Jany’s palettts’house in N{er:ick, Long Island,
tallcing

aboutu,hatkindofbusinesrtogointo.Sinceeatiugrvasorupaeatesipassiou.itseariedlopcaltoataltwitharestatuaut…{ervantedtopi-cka
product that was Uecouung popirlal ur big cities an-d urove it io a nuai college torvu, because tve rvanted to live in that kurd of anviloruneut. We
i,rJiJt”‘i*r;; bt ;iir,iU”ct’ion with o’tu cr.rstomers and enjoy oruselvesl And, of coruse, we rvauted a proclnct that rve liked to eat.. . We
forurd a1 ad for.a $5 ice-crealr-lraking corresponclence coruse oifered tluoup{r Perur State. Dne to. oru efreme P-o\:elly, rve decided to split.oue

cotuse betrveel us, sent i1 oru-five bricks, reid the material they surt back,
-and

passecl the opet-book tests with flying colors. That settled it.
We rvere going into the ice crearn business.

Once we,d decided on an ice o.eam parlor, the ne.{ step was to decide where to put 1t }Ve ll.rew gotlgge shtdents eat a lot of ice
cleanr; rve linerv

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rot lrore of it i1 rvarrl rveathei. Deterliled to utake an ilfomred decision (but lackingintecluroloptcal an{ Qgl,lal.resources), we
deielope4 o1.u orul lou’-bii,lget “nrauual closs-conelation aualysis.” Ben sat at tire kitchen table, leafing tluouglr a U.S. ahuanac to resea’ch
i”r*itifi”t f*a the lughest uiierage temperatnres. .Iory sat on lhe floor; reading a guideto Aurerican collepres, siarching for the nual torvus that
had the nost cottege fids. Thel ive lrei’gea our lists. iMten rve ilvestigated thetoivns that came up. rve discovered that apparently solueone had
a1-eady 6o1e tlfs riort ahead of r.rs. Allihe wanu toivrx that had a decent nurnber of collry-kidt ah’eady had horneruade r-ce-o-earn pailors. So
rve tliew ont the telrpa’attue criterion ancl encled up in Burtin$on, \:enuont. Brulil$on had a yourgpopulation..a srpuuficant college
popglatiol, and vutually no competition. Later, rve realized th-e reason rvhy there rvas no courpetition. It’s so cold in Brulin$on for so il[rch of
it

“‘y”*,
,r,t tL. *,urrr.6r r”.roni* so shor1, it rvas obvious (to everyone ei

there. Or so it seeuretl.l

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The U,S. Mutual-Frurd M aket3

TheU.S. urutual-ftnrd mrket was thelappst intheworld, accountingforhalf of the 316.2 trillion in rnutual-frmd assets rqrorted worldwide.
The agpgegnte fig3res somewhat masked the continual growth of rnutual fiuds as an invostment v*ricle. Between 1995 rrd 2005, mutual-frmd
assets grew from $2.8 trillion to $8.1 trillion. Ninefy-two rnillion individuals, or narly half of all housetrolds, owned mutual funds in 2004,
compared with less than 67o in 1980. In 2004, individual investors held about 90% of all mutual-fi.rnd assets.

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CASE 4 The Battle for !’alue, 2004: FedExCory. vs. Utfted Patcel Selicq Inc.

related informatiott services throtghfocused operating companies coffipetitg collectivell’, and managed collaborotively, tutda’ the respecled
FedEx brand.

FedEt Mision Statenwtt (Escerytt)

We serve the evolvtug distribttion, logistics, ond commerce needs of ou’ cttstomers worldvide. o.fet’ing accellence and vahre in all *e do. Wre
ststain a.financiallT,itro,rgcompatU’.vith brood emploT’eeovnership, thatprovides a long-term comPetitiveretult to otr shareovnet’s.

UPS Mission Statentant (Exca’pt)

fip{rts between the two courtrjes. The apl’eement also allowed for the establislunent of air.c’argo hubs in China and landirgripirts for cotrunercial
aillines at any availableairport. Thepacirepresentedthernost dranraticliberalizationof ailtrafficinthehistory ofthetwonatious, andFedEx
Corporatiou-and Ulited Parcel Service, Inc.-(UPS), the only U.S. all-caryo carriers thar peuuitted to setve the vast Chinese market, were certain
to be the pmrary beneficiaries of this opportturity.

News of the tlansportatiou aptreeurellt did not colue as a luaJor stuprise to rnost obsqvets as U.S. and Clurese_ne€(otiators had been in talks silce
at least Febmary. ihe stock irices of both cornparies had lieen riJingsteadily since those talks bepnn, but FedE*i shale price had rocketed at a
rate neariy five times faster than UPS’s.2 Exhlblt I presertts an illustration of recett stock-pdce pattems for the trvo finru relative to the S&P
500 Indei FedBihad the largest tbrerprr presence in China, with l I weeldy tlip{rts-almost twice as rnally as UPS. The corupany served 220
Chinese cities, and flerv dilectly to eeijirig” Shanzheu, and Shanpfiai. FedEds volunes in China had grown by more than 50% between 2003 au

EXHIBIT I I UPS atd FedExPtice Patteurs Jure 2003 to Jture 2004

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\Mrile UPS lagprd behind FedExin the Chinese rnartet. it rvas still the world’s largest package-delivery cornpany and tlte donrinant parcel cauier
in the United States. UPS had bem active il China since 1988 and was the first cauiet in the industry to offel norstop service fi’om the Unitetl
States. By 2003, UPS had sixweelCy Bozurg 74? flip{rts to China, with dilect fli$tts to Berlurg and Shaughai. sering neady 200 cities. UPS
reported h 60% plowth in traffic on its puncip al U.S.-Shan$rai route snce irutiating that service in ?001, and it predicted that p eak-season
demard would exceed its capacity.

As the U.S. packape-delivery segnnant matrued, the intemational nrarkets-aud especially C}ura-became a battlegn’orurd for the two package-
clelivery giarits. f&exhad virtually invented qrstomer logistical rnana€Bment, and was widgly pergqyed as lurovi{wae, entrepraneurial, and au
operatiorial leader. Historically. UPS had a teputation tbr beingbig bru’eauo’atic, aud aljldustry followu’, but “Big Browu” wls app’essively
slleddiug its plodditgimage, ds it too became-an imrovator anila tenacious adversary. UPS had recently urdergone a lnajor ovedraul of its uttage.
andrvairepositionirigitself as aleadingprovida’of loprstics andsupply-chailmanagement services.

The ?004 ait-transpottatiou apt’eernant between Cluna and the Uruted States was a lvatershed tno[lgnt for tle intanational package;delivay
business-urore than 100 uew-weekty all-cargo flipilrts werc up for plabs with the United States’larpest tradirtgpartna’. Thete was, however’, no

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ludantoe for oactlv how thosc new cum routos would be allocatcd betweon UPS and FedE:<, compmies that had been battlinc trh other for tominarce formodthan 30 yccr. Moriover, the evontual assignment to theregion of othcr crriqs would tcst oadr company'a ability to feod off enrergjng oornpetitivo threats.

Agairnt this backdrop, indusry obscnrecs wondcred how the titanic stnrg[e between FedEx md UPS would derdop, prtiorlarly fo,r invetors
in-ihe two firms. ‘$fa; thc perf6rmurce of the compmies in reccnt yeus predictive of the futrre? $rccess in China was widcly sccn as tho litmts
tost for oorporde gun ival’in the new millenniuur. Wtich company wc 6etter positioned to attract the cryital neoessay to ulin this oornpetitive
battle?

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