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Date Submitted: 09/21/2011 08:42 PM
Gainesboro Machine Tools Corporation: Payout Policy for a New Identity
(Case 8 Analysis)
Presented March 10, 2008 to Dr. Tony Plath, Professor of Finance In Partial Fulfillment of Requirements for MBAD 6154 | Graduate Applied Financial Management The University of North Carolina at Charlotte
Clay Fowler Jabbar Jamison
Case 8 Analysis: Gainesboro Machine Tools | MBAD 6154 | Spring 2008
Introduction
“Profitable companies regularly face three important questions: (1) How much of our free cash flow should we pass on to shareholders? (2) Should we provide this cash to stockholders by raising the dividend or by repurchasing stock? (3) Should we maintain a stable, consistent payment policy, or should we let the payments vary as conditions change?” (Brigham, Ehrhardt, Ch. 18. p361) Gainesboro Machine Tools Corporation faces these questions as their core business evolves to meet technological innovations and increasing international demand. For decades they were a favorite of income investors for their solid earnings and strong dividends, but in 2005 the scene had changed. After years of planning and restructuring, they now find themselves as a key player in a new industry. Going forward, Gainesboro is projecting that three‐quarters of sales revenue will come from the advanced‐technology peripherals and CAD/CAM software business, with the remainder coming from their core business of old, electrical‐equipment and machine tools manufacturing. Gainesboro has positioned itself for success in a new industry but its realignment has come with significant costs – net losses of $61.3 million and $140 million, in 2002 and 2004 respectively. In the face of these extraordinary losses, Gainesboro has tapped lines of credit in order to continue to pay high‐dividends, ballooning debt to its highest ever. In 2004, it succumbed, cutting its dividend payout, ...