Sangria Topochico - The Capital Budgeting Decision In December 2012, Mara Guadalupe, the owner of Sidral...

       

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Sangria Topochico - The Capital Budgeting Decision In December 2012, María Guadalupe, the owner of Sidral Mundet Sol, had just finished reading a report done by his general manager, Francisco Javier, about the possible investment in a new product line, Sangria Topochico. The idea of Sangria Topochico came about three months earlier when María attended a seminar on youth obesity organized by a local high school that his two children attended. Even though he had often heard of the rising obesity problem in Mexico, María was still very disturbed by the statistics indicating how the obesity rate in Mexico had tripled since 1980, and that 69.5% of the people 15 years and older were either obese or overweight. Even more shocking to María, based on this statistic, Mexico now had the highest overweight rate in the world, surpassing the United States. After the seminar, María discussed the idea of Sangria Topochico, a low-price, zero-calorie carbonated soft drink, with Francisco Javier, Francisco was excited about the idea, and liked the opportunity to launch something new, especially given that the company had not introduced a new product in the last five years. However, Francisco thought a market study should be done to gauge the potential demand before the firm undertook the investment. Company Background Sidral Mundet Sol is a small, privately owned carbonated soft drink company based in Puebla, Mexico. A retired executive from a popular fast-food restaurant chain, Juan Manuel, founded it in 1998. During his career as a restaurant executive, Juano learned that Mexicans, regardless of social status, loved their soda pop. Many would drink soda to quench their thirst on a regular basis, due to the lack of hygienic, drinkable water. With the influx of international brands f soda pop, Mexico now had the highest consumption of carbonated soft drinks per capita in the world. The average per capita consumption was 40% higher than the United States, at 163 liters (43 gallons) per year, while the United States consumed 118 liters (31 gallons), according to statistics presented by the international organization Oxfam and the Mexican NGO Consumer's Power. Due the high obesity problem, health and consumer groups in Mexico had demanded that the government impose a 20% tax on soft drinks, claiming that it would not only reduce consumption, but the tax revenue could also be used to fight health problems that soft drinks generated. 80 Exhibit 1. Rates of Overweight and Obesity Perosns by Country (2010) Overweight Obesity 60 % adult population 40 20 0 Japan (2005) Kores(2005) Switzerland (2007) Italy (2005) Norway (2005) Sweden (2007) France (2005) Denmark (2005) Netherland(2009) Austria(2006) Poland(2004) Larsel(2005) Belgium (2005) Turkey (2005) Portugal (2006) Finland(2005) OECD Germany (2009) Sloveni(2007) Slovak Republic(2005) Czech Republic(2005) Spain (2009) Greece(2005) Hungary(2003) Luxembourg (2007) Iceland (2007) Chile (2005) Ireland (2007) Canada (2005) United Kingdom(2003) Australia (2007) New Zealand(2007) Mexico(2005) United Stat(2005) India(2005) Indeemia(2005) China(2005) Brazil(2005) Russian Federation (2005) (2005) South Africa (2005) 1 2 19 20 24 0 10 20 30 40 % adult population The market leaders for carbonated soft drinks in Mexico were Coca-Cola, Pepsi-Cola, Dr. Pepper Snapple, and Grupo Penafiel. Together, they accounted for a combined market share of more than 90%, with Coca Cola being the major player. The Mexican soft drink market (Products include bottled water, carbonates, RTD tea/coffee, functional drinks, fruit/vegetable juices, and other soft drinks) had total revenues of $39.2bn in 2011, representing a compound annual growth rate(CAGR) of 6.3% between 2007 and 2011. Market consumption volumes increased with a CAGR of 4.5% between 2007 and 2011, reaching a total of 49.3 billion liters in 2011. Juano thought these popular international brands commanded prices that might be out of reach for the poorer segment of the population. To capture this market, he started the company to offer private-labeled carbonated soft drinks with similar tastes, but at about half the price. His products consisted of regular cola carbonates and non-cola carbonates, such as lemon/lime or orange carbonates. Sidral Mundet Sol's products were sold only in small, independent grocery stores and convenience stores in Mexico. The firm avoided the supermarkets and hypermarkets because it could not sustain the desired margin in these large stores. Moreover, most of the consumers, especially the middle-to-low income ones, shopped at small, independent grocery stores. To create awareness, the owners of these independent stores were given incentives to personally promote the products. Sales increased dramatically, from 80 million pesos in 1998 to about 900 million pesos in 2011. In 2007, María Guadalupe, Juano's only son, took over the business when Juano unexpectedly passed away. María started working on the sales side of the business two years before his father's death. He had gathered a few valuable tips on how to run the business from his father, which had made him a rather conservative businessman. A year after María took over the business, the global financial crisis hit. The economic downturn in Mexico actually benefitted the low-price soda business. Demand increased dramatically as many consumers became price conscious and switched from international brands to private labels. Sidral Mundet Sol's sales increased by 60% from 2008 to 2009, and continued to increase without the firm changing any of its business strategy or practices. The company's return on sales (net profit margin) also had been increasing in the last few years. Exhibit 2. Sidral Mundet Sol's Sales and Return on Sales ofpesos) thousands $1,000,000 $900,000 $800,000 $600,000 $700,000 $500,000 $400,000 $300,000 $200,000 $100,000 $- 4.21% $642,400 2009 Sales 5.34% $832,341 2010 Return of Sales 5.57% $900,101 2011 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% Returns of sales (%) The proposal Reading once again the executive summary of the report, María recalled what his father told him several times during the two years he was working with him: "Don't grow the company for the sake of growing. Invest only when you are confident there is sufficient demand for a new product, and also when you have the financial resources." As far as financial resources, María felt the timing could not be better. Due to strong sales and profitability in the last few years, Sidral Mundet Sol had accumulated a sizable amount of cash. With solid financial performance and steady cash flows, his banker had agreed to extend him a five- year, 16% annual interest term loan to launch Sangria Topochico. In the proposal, Francisco Javier estimated that with 20% of the needed capital borrowed, the 20/80 debt-equity structure would result in an 18.2% weighted average cost of capital for this project. The bigger question lingering in María's mind was whether there would be sufficient demand for this new, zero-calorie product line. Even though the demand for low-calorie sodas had increased in Mexico, they seemed to be consumed mainly by the middle-to-upper income segment of the population. The majority of the lower-income people still consumed only the regular, high-sugared carbonated soft drinks. It wasn't clear whether this was because the low-income group lacked the awareness of the obesity problem, or because there were not too many low-priced, low-calorie soda options available. If it were the former, the outlook for low-price, low-calorie carbonated soft drinks might not be too promising at this time. If it were the latter, it might be the perfect timing for Sidral Mundet Sol to introduce Sangria Topochico. Francisco hired a consultant to do a market study right after María discussed the idea of Sangria Topochico with him. The consultant estimated that the company could sell a total of 600,000 liters of these zero-calorie carbonates a month, at a projected price of five pesos a liter. This volume of sales was expected for a period of five years at the same price. The market study took about two months to complete and cost the company five million pesos, which Francisco had paid shortly after its completion. Since the existing bottling plant was running at 100% capacity producing regular sodas, the proposal called for a fleet of new, semi-automated bottling and kegging machines designed for long, high-quality runs. The total cost of these machines, including installation, was estimated to be 50 million pesos. This amount could be fully depreciated on a straight-line basis over a period of five years. Francisco believed that the purchase of these machines would enable Sidral Mundet Sol to reduce its cost of labor and therefore the price to the customers, putting the firm in a more competitive position. With proper maintenance, these machines could produce at least 600,000 liters of carbonated drinks per month. Francisco also estimated that these machines would have a resale value of four million pesos in five years' time, if the company were to either shut down the production of Sangria Topochico, or replace these machines with fully automated ones at that time. The new machines would be housed in an unoccupied annex by the main production facility of Sidral Mundet Sol. The annex was also large enough to store the finished products before they were shipped out to grocery stores. María's father built the annex years ago when he planned to venture into the mineral water business. He died before he could execute his plan. The annex had been vacant ever since, even though María recently received an offer to lease out the space for 60,000 pesos a year. Francisco determined that additional working capital was needed to ensure smooth production and sales of this new product line. He proposed keeping raw materials inventory at a level equal to one month of production. To encourage the independent grocery stores to carry the new product line, he proposed offering a longer collection period, letting the grocers pay in 45 days, instead of the normal 30 days. As far as accounts payable, he would follow the company's normal policy, and settle the accounts in 36 days. The proposal also outlined the various estimates of production and overhead costs, and selling expenses. Raw materials needed to produce the sodas were estimated to be 1.8 pesos per liter, while labor costs and energy costs per month were estimated to be 180,000 pesos and 50,000 pesos, respectively. The incremental general administrative and selling expenses were quite modest, estimated to be 300,000 a year, as the new product could be sold by Sidral Mundet Sol's current sales force and via existing distribution channels. The accounting department typically charged 1% of sales as overhead costs for any new projects. Glancing back at his notes, María started pondering. The market study seemed to indicate sufficient demand for the new product line. What he really feared was that the new zero-calorie carbonates might erode the sales of his existing products-the regular sodas. The market study suggested that potential erosion could cost the firm as much as 800,000 pesos of after-tax cash flows per year. At the new tax rate of 30% for both income and capital gains, could he add value to the firm by taking on this project? Appendix 1. Sidral Mundet Sol-Income Statements for the Year Ending December 31 (thousands of pesos) Income Item Sales COGS Gross margin Marketing & Selling Expenses General Administrative Expenses EBITDA Depreciation EBIT Interest EBT Taxes @ 30% Net Income Dividends Retained Earnings 642,400 100.0% 832,341 100.0% 349,884 54.5% 456,409 54.8% 292,516 45.5% 375,932 45.2% 45,046 61,771 120,359 18.7% 150,322 18.1% 65,340 10.2% 88,622 10.6% 106,817 16.6% 136,988 16.5% 23,120 38,651 2009 11,595 27,056 20,000 7,056 7.0% 59,444 9.6% 77,544 3.6% 6.0% 14,088 63,456 2010 1.8% 19,037 4.2% 44,419 20,000 24,419 900,101 100.0% 487,020 54.1% 413,081 45.9% 2011 168,330 97,791 146,960 7.1% 65,985 9.3% 80,975 1.7% 9,340 7.6% 71,635 2.3% 21,491 5.3% 50,145 20.000 30,145 18.7% 10.9% 16.3% 7.3% 9.0% 1.0% 8.0% 2.4% 5.6% Appendix 2. Sidral Mundet Sol-Balance Sheet as of December 31 (thousands of pesos) Assets 2009 2010 Cash Account Receivable Inventory Prepaid Expenses Current Assets Gross fixed assets Accum depreciation Net fixed assets Total Assets Liabilities & Net Worth Accounts Payable Accrued expenses Short-term debt Current Liabilities Long-term debt Equity Liabilities & Net Worth 12,023 61,600 32,592 11,792 118,007 439,230 165,046 274.184 392.191 34,509 15,083 70,520 120,112 45,023 227,056 392.191 3.1% 36,090 15.7% 75,253 8.3% 45,016 3.0% 20,660 30.1% 177,019 112.0% 452,020 42.1% 224,490 69.9% 227,530 100.0% 404.549 2009 8.8% 43,765 3.8% 19,087 18.0% 63,429 30.6% 126,281 11.5% 57.9% 100.0% 26,793 251,475 404,549 8.9% 53,020 18.6% 78,913 11.1% 60,044 5.1% 15,117 43.8% 207,093 111.7% 463,122 55.5% 290,475 56.2% 172,647 100.0% 2010 10.8% 48,035 4.7% 20,493 15.7% 22,900 31.2% 91,428 6.6% 62.2% 379,740 100.0% 6,693 281,619 379,740 2011 14.0% 20.8% 15.8% 4.0% 54.5% 122.0% 76.5% 45.5% 100.0% 2011 12.6% 5.4% 6.0% 24.1% 1.8% 74.2% 100.0% 1. What are the background of the investment environment and the soda market in Mexico? 2. What are the relevant cash flows? 3. Should we consider the erosion of the existing product- the regular sodas-in the analysis? Why or why not? 4. Calculate the project's NPV, IRR, and payback period. 5. Perform sensitivity analyses on sales volume, price, direct labor, materials, and energy cost. What do you observe? 6. What are the benefits and risks of understanding this project? 7. Should Sangria Topochico undertake this project? Sangria Topochico - The Capital Budgeting Decision In December 2012, María Guadalupe, the owner of Sidral Mundet Sol, had just finished reading a report done by his general manager, Francisco Javier, about the possible investment in a new product line, Sangria Topochico. The idea of Sangria Topochico came about three months earlier when María attended a seminar on youth obesity organized by a local high school that his two children attended. Even though he had often heard of the rising obesity problem in Mexico, María was still very disturbed by the statistics indicating how the obesity rate in Mexico had tripled since 1980, and that 69.5% of the people 15 years and older were either obese or overweight. Even more shocking to María, based on this statistic, Mexico now had the highest overweight rate in the world, surpassing the United States. After the seminar, María discussed the idea of Sangria Topochico, a low-price, zero-calorie carbonated soft drink, with Francisco Javier, Francisco was excited about the idea, and liked the opportunity to launch something new, especially given that the company had not introduced a new product in the last five years. However, Francisco thought a market study should be done to gauge the potential demand before the firm undertook the investment. Company Background Sidral Mundet Sol is a small, privately owned carbonated soft drink company based in Puebla, Mexico. A retired executive from a popular fast-food restaurant chain, Juan Manuel, founded it in 1998. During his career as a restaurant executive, Juano learned that Mexicans, regardless of social status, loved their soda pop. Many would drink soda to quench their thirst on a regular basis, due to the lack of hygienic, drinkable water. With the influx of international brands f soda pop, Mexico now had the highest consumption of carbonated soft drinks per capita in the world. The average per capita consumption was 40% higher than the United States, at 163 liters (43 gallons) per year, while the United States consumed 118 liters (31 gallons), according to statistics presented by the international organization Oxfam and the Mexican NGO Consumer's Power. Due the high obesity problem, health and consumer groups in Mexico had demanded that the government impose a 20% tax on soft drinks, claiming that it would not only reduce consumption, but the tax revenue could also be used to fight health problems that soft drinks generated. 80 Exhibit 1. Rates of Overweight and Obesity Perosns by Country (2010) Overweight Obesity 60 % adult population 40 20 0 Japan (2005) Kores(2005) Switzerland (2007) Italy (2005) Norway (2005) Sweden (2007) France (2005) Denmark (2005) Netherland(2009) Austria(2006) Poland(2004) Larsel(2005) Belgium (2005) Turkey (2005) Portugal (2006) Finland(2005) OECD Germany (2009) Sloveni(2007) Slovak Republic(2005) Czech Republic(2005) Spain (2009) Greece(2005) Hungary(2003) Luxembourg (2007) Iceland (2007) Chile (2005) Ireland (2007) Canada (2005) United Kingdom(2003) Australia (2007) New Zealand(2007) Mexico(2005) United Stat(2005) India(2005) Indeemia(2005) China(2005) Brazil(2005) Russian Federation (2005) (2005) South Africa (2005) 1 2 19 20 24 0 10 20 30 40 % adult population The market leaders for carbonated soft drinks in Mexico were Coca-Cola, Pepsi-Cola, Dr. Pepper Snapple, and Grupo Penafiel. Together, they accounted for a combined market share of more than 90%, with Coca Cola being the major player. The Mexican soft drink market (Products include bottled water, carbonates, RTD tea/coffee, functional drinks, fruit/vegetable juices, and other soft drinks) had total revenues of $39.2bn in 2011, representing a compound annual growth rate(CAGR) of 6.3% between 2007 and 2011. Market consumption volumes increased with a CAGR of 4.5% between 2007 and 2011, reaching a total of 49.3 billion liters in 2011. Juano thought these popular international brands commanded prices that might be out of reach for the poorer segment of the population. To capture this market, he started the company to offer private-labeled carbonated soft drinks with similar tastes, but at about half the price. His products consisted of regular cola carbonates and non-cola carbonates, such as lemon/lime or orange carbonates. Sidral Mundet Sol's products were sold only in small, independent grocery stores and convenience stores in Mexico. The firm avoided the supermarkets and hypermarkets because it could not sustain the desired margin in these large stores. Moreover, most of the consumers, especially the middle-to-low income ones, shopped at small, independent grocery stores. To create awareness, the owners of these independent stores were given incentives to personally promote the products. Sales increased dramatically, from 80 million pesos in 1998 to about 900 million pesos in 2011. In 2007, María Guadalupe, Juano's only son, took over the business when Juano unexpectedly passed away. María started working on the sales side of the business two years before his father's death. He had gathered a few valuable tips on how to run the business from his father, which had made him a rather conservative businessman. A year after María took over the business, the global financial crisis hit. The economic downturn in Mexico actually benefitted the low-price soda business. Demand increased dramatically as many consumers became price conscious and switched from international brands to private labels. Sidral Mundet Sol's sales increased by 60% from 2008 to 2009, and continued to increase without the firm changing any of its business strategy or practices. The company's return on sales (net profit margin) also had been increasing in the last few years. Exhibit 2. Sidral Mundet Sol's Sales and Return on Sales ofpesos) thousands $1,000,000 $900,000 $800,000 $600,000 $700,000 $500,000 $400,000 $300,000 $200,000 $100,000 $- 4.21% $642,400 2009 Sales 5.34% $832,341 2010 Return of Sales 5.57% $900,101 2011 6.00% 5.00% 4.00% 3.00% 2.00% 1.00% 0.00% Returns of sales (%) The proposal Reading once again the executive summary of the report, María recalled what his father told him several times during the two years he was working with him: "Don't grow the company for the sake of growing. Invest only when you are confident there is sufficient demand for a new product, and also when you have the financial resources." As far as financial resources, María felt the timing could not be better. Due to strong sales and profitability in the last few years, Sidral Mundet Sol had accumulated a sizable amount of cash. With solid financial performance and steady cash flows, his banker had agreed to extend him a five- year, 16% annual interest term loan to launch Sangria Topochico. In the proposal, Francisco Javier estimated that with 20% of the needed capital borrowed, the 20/80 debt-equity structure would result in an 18.2% weighted average cost of capital for this project. The bigger question lingering in María's mind was whether there would be sufficient demand for this new, zero-calorie product line. Even though the demand for low-calorie sodas had increased in Mexico, they seemed to be consumed mainly by the middle-to-upper income segment of the population. The majority of the lower-income people still consumed only the regular, high-sugared carbonated soft drinks. It wasn't clear whether this was because the low-income group lacked the awareness of the obesity problem, or because there were not too many low-priced, low-calorie soda options available. If it were the former, the outlook for low-price, low-calorie carbonated soft drinks might not be too promising at this time. If it were the latter, it might be the perfect timing for Sidral Mundet Sol to introduce Sangria Topochico. Francisco hired a consultant to do a market study right after María discussed the idea of Sangria Topochico with him. The consultant estimated that the company could sell a total of 600,000 liters of these zero-calorie carbonates a month, at a projected price of five pesos a liter. This volume of sales was expected for a period of five years at the same price. The market study took about two months to complete and cost the company five million pesos, which Francisco had paid shortly after its completion. Since the existing bottling plant was running at 100% capacity producing regular sodas, the proposal called for a fleet of new, semi-automated bottling and kegging machines designed for long, high-quality runs. The total cost of these machines, including installation, was estimated to be 50 million pesos. This amount could be fully depreciated on a straight-line basis over a period of five years. Francisco believed that the purchase of these machines would enable Sidral Mundet Sol to reduce its cost of labor and therefore the price to the customers, putting the firm in a more competitive position. With proper maintenance, these machines could produce at least 600,000 liters of carbonated drinks per month. Francisco also estimated that these machines would have a resale value of four million pesos in five years' time, if the company were to either shut down the production of Sangria Topochico, or replace these machines with fully automated ones at that time. The new machines would be housed in an unoccupied annex by the main production facility of Sidral Mundet Sol. The annex was also large enough to store the finished products before they were shipped out to grocery stores. María's father built the annex years ago when he planned to venture into the mineral water business. He died before he could execute his plan. The annex had been vacant ever since, even though María recently received an offer to lease out the space for 60,000 pesos a year. Francisco determined that additional working capital was needed to ensure smooth production and sales of this new product line. He proposed keeping raw materials inventory at a level equal to one month of production. To encourage the independent grocery stores to carry the new product line, he proposed offering a longer collection period, letting the grocers pay in 45 days, instead of the normal 30 days. As far as accounts payable, he would follow the company's normal policy, and settle the accounts in 36 days. The proposal also outlined the various estimates of production and overhead costs, and selling expenses. Raw materials needed to produce the sodas were estimated to be 1.8 pesos per liter, while labor costs and energy costs per month were estimated to be 180,000 pesos and 50,000 pesos, respectively. The incremental general administrative and selling expenses were quite modest, estimated to be 300,000 a year, as the new product could be sold by Sidral Mundet Sol's current sales force and via existing distribution channels. The accounting department typically charged 1% of sales as overhead costs for any new projects. Glancing back at his notes, María started pondering. The market study seemed to indicate sufficient demand for the new product line. What he really feared was that the new zero-calorie carbonates might erode the sales of his existing products-the regular sodas. The market study suggested that potential erosion could cost the firm as much as 800,000 pesos of after-tax cash flows per year. At the new tax rate of 30% for both income and capital gains, could he add value to the firm by taking on this project? Appendix 1. Sidral Mundet Sol-Income Statements for the Year Ending December 31 (thousands of pesos) Income Item Sales COGS Gross margin Marketing & Selling Expenses General Administrative Expenses EBITDA Depreciation EBIT Interest EBT Taxes @ 30% Net Income Dividends Retained Earnings 642,400 100.0% 832,341 100.0% 349,884 54.5% 456,409 54.8% 292,516 45.5% 375,932 45.2% 45,046 61,771 120,359 18.7% 150,322 18.1% 65,340 10.2% 88,622 10.6% 106,817 16.6% 136,988 16.5% 23,120 38,651 2009 11,595 27,056 20,000 7,056 7.0% 59,444 9.6% 77,544 3.6% 6.0% 14,088 63,456 2010 1.8% 19,037 4.2% 44,419 20,000 24,419 900,101 100.0% 487,020 54.1% 413,081 45.9% 2011 168,330 97,791 146,960 7.1% 65,985 9.3% 80,975 1.7% 9,340 7.6% 71,635 2.3% 21,491 5.3% 50,145 20.000 30,145 18.7% 10.9% 16.3% 7.3% 9.0% 1.0% 8.0% 2.4% 5.6% Appendix 2. Sidral Mundet Sol-Balance Sheet as of December 31 (thousands of pesos) Assets 2009 2010 Cash Account Receivable Inventory Prepaid Expenses Current Assets Gross fixed assets Accum depreciation Net fixed assets Total Assets Liabilities & Net Worth Accounts Payable Accrued expenses Short-term debt Current Liabilities Long-term debt Equity Liabilities & Net Worth 12,023 61,600 32,592 11,792 118,007 439,230 165,046 274.184 392.191 34,509 15,083 70,520 120,112 45,023 227,056 392.191 3.1% 36,090 15.7% 75,253 8.3% 45,016 3.0% 20,660 30.1% 177,019 112.0% 452,020 42.1% 224,490 69.9% 227,530 100.0% 404.549 2009 8.8% 43,765 3.8% 19,087 18.0% 63,429 30.6% 126,281 11.5% 57.9% 100.0% 26,793 251,475 404,549 8.9% 53,020 18.6% 78,913 11.1% 60,044 5.1% 15,117 43.8% 207,093 111.7% 463,122 55.5% 290,475 56.2% 172,647 100.0% 2010 10.8% 48,035 4.7% 20,493 15.7% 22,900 31.2% 91,428 6.6% 62.2% 379,740 100.0% 6,693 281,619 379,740 2011 14.0% 20.8% 15.8% 4.0% 54.5% 122.0% 76.5% 45.5% 100.0% 2011 12.6% 5.4% 6.0% 24.1% 1.8% 74.2% 100.0% 1. What are the background of the investment environment and the soda market in Mexico? 2. What are the relevant cash flows? 3. Should we consider the erosion of the existing product- the regular sodas-in the analysis? Why or why not? 4. Calculate the project's NPV, IRR, and payback period. 5. Perform sensitivity analyses on sales volume, price, direct labor, materials, and energy cost. What do you observe? 6. What are the benefits and risks of understanding this project? 7. Should Sangria Topochico undertake this project?

Answer rating: 100% (QA)

1 Mexico has a lot of foreign investment especially in the soda industry The pricing of softdrinks in Mexico was set by these foreign and wellknown international brands Cocacola Pepsi cola Dr Pepper s... View the full answer