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INTRODUCTION California Pizza Kitchen (CPK) is a restaurants services company that operates a casual dining chain, with a particular focus on the premium pizza segment. The company is headquartered in Los Angeles, California and employs 14,800 people as on December 30th, 2007. The company recorded revenues of $633 million during the fiscal year ended December 2007, an increase of 14.1% over 2006. The increase in revenue was driven from its full service restaurants, ASAP restaurants and from LA Food Show. The operating profit of the company was $22 million during fiscal year 2007, a decrease of 28.3% compared with 2006. The net profit was $15 million, a decrease of 29.5% compared with 2006.
Kitchen was created by Rick Rosenfield and Larry Flax in Beverly Hills, California. Rosenfield and Flax both hold the title of Co-President, Co-CEO, and Co-Chairman of the Board of Directors for California Pizza Kitchen. It was known for its hearth-baked barbeque-chicken pizza, the designer pizza at off-at-the-rack prices concept flourished. California Pizza Kitchen derived its revenues from three sources: sales at companyowned restaurants, royalties, from franchised restaurants, and royalties from a partnership with Kraft Foods to sell CPK-branded frozen pizza in grocery stores. California Pizza Kitchen is in the food industry business. California Pizza Kitchen is a casual dining restaurant chain that specializes in innovative and non-traditional pizzas. California Pizza Kitchen also provides various soups, salads, pasta, sandwiches, and desserts at higher quality for lower prices. California Pizza Kitchen is in 213 locations in 28 states (41% located in California). California Pizza Kitchens core patrons tend to have an average household income of $75,000 (survey results
competitors such as, The Cheesecake Factory, Olive Garden, P.F. Changs, Chilis, Red Lobster, and Panera Bread to name a few. The California Pizza Kitchen chain was labelled by RBC Capital Markets as the Price-Value-Experience leader in its sector. California Pizza Kitchen began their growth process by developing the ASAP restaurant concept (located mostly in airports and malls: limited selection of pizzas and grab-n-go sandwiches and salads) but later halted all new ASAP locations. California Pizza Kitchen then moved into franchising full-serve restaurants internationally (6 foreign countries as of 2007).
SWOT Analysis Strengths CPK chooses and specifically points out differentiation as its main strategy. CPK
differentiates itself through product quality through the use of quality ingredients, menu design and innovation, and expanded services and offerings beyond their main dining experience. In addition, the management also reviewed detailed sales reports twice a year and replaced slow-selling offerings with new items.
Weaknesses Bad Acquisitions Hurt California Pizza Kitchen Lack of Scale as Compared to Competitors of CPK Weak Brand - Not as Strong As Rivals Opportunities New Services Help to Retain Customers at CPK New Products Are Important to California Pizza Kitchen Threats Substitute Products is a Problem for All Pizzerias Intense Competition - Restaurants Industry STATEMENT OF THE PROBLEM
1) In what ways can Susan Collyns facilitate the success of CPK? a. The avoidance of CPK management to putting any debt in its Balance sheet which relates to the idea of maintaining the borrowing ability needed to support CPKs expected growth trail but Collyn is convinced with the benefits of leveraging the CPKs equity; b. Maintain the ASAP restaurants where brand extensions of the company are being disposed. The ASAP restaurants in airport locations numbered 16 and contributed to the revenue and to the success of CPK; c. Maintain the company-owned full-service CPK restaurants which are 170 units and still cite for expansion in other locations locally and internationally; d. Allot more or spend more on marketing the CPK frozen pizza brand; e. Continue to create new menus with high quality ingredients which can leave a mark to customers tastes. In this way, customers will likely to come back; f. CPK can spend 3% to 4% of sales on advertising just like what its competitors like Chilis, Red Lobster, Olive Garden and Outback Steakhouse spent yearly;
1) Using the scenarios in case Exhibit 9, what role does leverage play in affecting the return on equity (ROE) for CPK? What about the cost of capital? In assessing the effect of leverage on the cost of capital, you may assume that a firms CAPM beta can be modelled in the following manner: L= U[1+(1-T)D/E], where U is the firms beta without leverage, T is the corporate income tax rate, D is the market value of debt, and E is the market value of equity. We have computed the financial leverage of CPK to measure its use of debt to acquire certain assets. The results on financial leverage shown in Exhibit 3 of CPK for the years 2004, 2005 and 2006 were 60.2%, 76.5% and 109.1% , respectively. The results show the increase in its financial leverage for the three years. This means that they are having increasing returns for the three years consecutively and utilizing its excess funds in high risk investments in order to maximize returns.
The group used the beta of .85 per stated in Exhibit 7 to determine L.
ACTUAL 10% .85 32.5% 22589 20% .85 32.5% 45178 30% .85 32.5% 67766
u
Tax rate D=Market value of debt
.85 32.5% 0
.85
0.87
0.89
0.915
Leverage Effect on ROE (see Exhibit 3-highlighted) The operating leverage effect on ROE is percentage change of EBIT is more than percentage change in Sale. If percentage change of EBIT is more than the percentage change in sales, this operating leverage will effect ROE positively because at this level, per unit fixed cost will decrease and small increase in sale will boost EBIT. If EBIT will increase, ROE will also increase. After dividing percentage
change of EBIT with percentage changes in sales, we can take ratio of it and it indicates, how will change EBIT if changes will be done in sales. As interest is fixed cost, so with this ROE will increase.
A high operating leverage is not good and maybe high risky. While a low operating leverage may be useful when sale market is fluctuating. The effect of operating leverage is the percentage change of EBIT less than percentage Change in Sales.
In another scenario, when percentage change of EBIT is less than percentage changes in sales, it means 200% sale will increase, 100% EBIT will increase if operating leverage is 1:2. This situation is less effective for enhancing ROE.
The effect of financial leverage on ROE is that financial leverage may decrease or increase return on equity in different conditions. A high financial leverage will incur a huge debt by borrowing funds at a lower rate of interest and utilizing the excess
However, the effect of high operating leverage and high financial leverage in the case of CPK will increase Return on Equity but entails high risk as well. While the effect of low operating leverage and with high financial leverage is an optimum combination for bringing optimum ROE (return on Equity). The 10.1% ROE of CPK as per stated in the case, did not benefit from financial leverage.
2) Based on the analysis in case Exhibit 9, what is the anticipated CPK share price under each scenario? How many shares will CPK be likely to repurchase under each scenario? What role does the tax deductibility of interest play in encouraging debt financing at CPK? The anticipated share price under each scenario in Exhibit 9, would be $20-$22.10. Because CPK used its proceeds from its 2000 IPO to pay off its outstanding debts, the company completely avoided debt financing. Repurchasing shares is one possible leftover retained profit of the firm. In this way, CPK can reduce the numbers of shares held by the public. The reduction of publicly traded shares would mean that even if their profits remain the same, the EPS increase. So, repurchasing shares, particularly when a company's share price is perceived as undervalued or depressed, may result in a strong return on investment. The group opted for scenario with 20% D/E. This scenario is safer in a sense, since CPK would be earning and at the same time filling in debt into the financial statement.
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