J. C. Penney Company, Inc. Equity Valuation and Analysis As of ...

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Department stores have to focus on cost leadership strategies in additionto several differentiation strategies to set themselves apart to be profitable. Theretailing department industry has realized that though price will always be afactor, quality is demanded more often. By focusing on strategies such aseconomies of scale and scope, lower input costs, and tight cost control systems,department stores will be able to drive costs down. To reach the level of qualitycustomers demand a focus on product quality and variety, investment in brandimage, and investment in some research and development will also be needed.This is the only way a department store can ensure profitability from customersthat want affordable prices with quality clothing and have a profit to continuesucceeding in this high competitive retailing department industry.Product Quality and VarietyRetail department stores as an industry compete against one another asmany multi-brand outlets. As previously mentioned, companies in this industrymust maintain cost controls in order to maximize profits, but this alone does notwin customer favor. Each company must differentiate from one another inrespect to these different brands to bring customers in to their store rather thanto the “other guy’s.” Companies do this by selling private labels in stores andonline, “which in some cases account for as much as 70 percent of the totalmerchandise in the outlet” (Expresstextile.com). These private brands create astrong value proposition for the company and a healthy demand for product withsome brand loyalties. This industry offers a wide range of product, includingpersonal brands consisting of quality merchandise at affordable prices. This isimportant because as prices rise in our economy today, such as issues of oil andgas prices, there is lower the demand for higher quality products in middleincomehouseholds. As these families have less to spend on luxury goods, brandloyalty and affordability begin to take a key role in consumer choice.31
Investment in Brand ImageNot only do private brands help differentiate one store from another, butretailers also contract with popular product labels to sell merchandise exclusivelywith their specific company. Contracts such as these bring consumers into thestore to purchase product lines of these specific labels, luring them into anenvironment in which there are many choices and point of sale items on display.This encourages more spending by these customers and creates the possibility awider variety customer base. With the choice of private product lines specificcompanies create and carry as well as popular brands that have been contractedout, customers have many choices within different department stores.Investment in Research and DevelopmentIn the retail industry, following fashion trends is important in order keepup with consumer needs and wants. Focus on new ideas and continuous changein development is a key success factor to maximize profits by keeping customershappy and eager to see what the industry has to offer. Companies mustcontinue to research customer feedback and implement ideas into currentstrategies to maintain advantage over competitors. This is important becausecustomer opinion helps to direct the fashion industry into the next trends thatsucceed within private brands owned by companies.Another trend retail department industry must focus on is the whetherconsumers prefer a mall shopping experience or stand-alone stores. “Mallretailers currently account for about 16.6 percent of total retail sales, down from17 percent last year and about 38 percent a decade ago, according to CustomerGrowth Partners” (O’Connell, Wall Street Journal). Overall in the highlycompetitive department store industry, research and development is acontinuous task needed in order to retain consumers and profitability.32
Page 1 and 2: J. C. Penney Company, Inc. Equity V
Page 5 and 6: Industry AnalysisIn 1902, James Cas
Page 7 and 8: Financial Analysis, Forecast Financ
Page 9 and 10: Business & Industry AnalysisCompany
Page 11 and 12: Industry OverviewThe retail industr
Page 13 and 14: Five Forces ModelThe Five Forces Mo
Page 15 and 16: ConcentrationThe level of concentra
Page 17 and 18: capable of offering lower prices th
Page 19 and 20: If a firm wishes to shut down, it m
Page 21 and 22: Legal BarriersMany industries have
Page 24 and 25: These costs include issues such as
Page 26 and 27: Bargaining Power of SuppliersThe de
Page 28 and 29: The relative bargaining power of th
Page 30 and 31: Competitive StrategiesIn order to a
Page 34 and 35: The Big PicturePlayers in this indu
Page 36 and 37: Lower Input CostsJ. C. Penney is at
Page 38 and 39: in the last five years. This trend
Page 40 and 41: convenient for different consumers
Page 42 and 43: transactions have been improperly s
Page 44 and 45: Penney does state in its annual rep
Page 46 and 47: Operating and Capital LeasesOperati
Page 48 and 49: Potential Accounting FlexibilityA f
Page 50 and 51: truly are. J. C. Penney, however, h
Page 52 and 53: Qualitative Analysis of DisclosureT
Page 54 and 55: we can see why targeting the strong
Page 56 and 57: manipulation diagnostics for J. C.
Page 58 and 59: Net Sales/Net Accounts ReceivableNe
Page 60 and 61: Net Sales/Unearned Revenue1200Net S
Page 62 and 63: Below is a chart of sales manipulat
Page 64 and 65: As for the industry, all the compan
Page 66 and 67: Pension Expense/SG&APension Expense
Page 68 and 69: Below is a chart of all expense man
Page 70 and 71: discount rates in respect to pensio
Page 72 and 73: Financial Analysis, Forecast Financ
Page 74 and 75: paying off their short-term obligat
Page 76 and 77: ecause many firms in this segment o
Page 78 and 79: Penney’s inventory turnover is in
Page 80 and 81: ConclusionAnalysis through liquidit
Page 82 and 83:
operating efficiency because the fi
Page 84 and 85:
Return on AssetsReturn on Assets0.1
Page 86 and 87:
Capital Structure AnalysisWhen look
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however, in 2006, J. C. Penney show
Page 90 and 91:
Sustainable Growth RateSustainable
Page 92 and 93:
average of only years 2005 and 2006
Page 94 and 95:
(reported in millions)Annual Income
Page 96 and 97:
We then began to look at the equity
Page 98 and 99:
Common Size Balance Sheet 2002 2003
Page 100 and 101:
(numbers in millions)Statement of C
Page 102 and 103:
ConclusionOverall, it appears that
Page 104 and 105:
Inc. We set these averages equal to
Page 106 and 107:
Price to BookPPS BPS P/B IndustryAv
Page 108 and 109:
Price Earnings GrowthPPS EPS PEG In
Page 110 and 111:
y J. C. Penney’s EBITDA. Then we
Page 112 and 113:
Regression Analysis3 Month Rate 72
Page 114 and 115:
Intrinsic ValuationsIntrinsic valua
Page 116 and 117:
amount in the eye’s of shareholde
Page 118 and 119:
This particular stock price in our
Page 120 and 121:
esidual income or converge. Future
Page 122 and 123:
To find our long run return on equi
Page 124 and 125:
Sensitivity AnalysisGrowth Rates0 -
Page 126 and 127:
for this large difference between s
Page 128 and 129:
Analyst RecommendationAfter careful
Page 130 and 131:
AppendixLiquidity RatiosCurrent rat
Page 132 and 133:
Capital Structure RatioDebt to equi
Page 134 and 135:
SUMMARY OUTPUT3 Month Regression72
Page 136 and 137:
SUMMARY OUTPUT6 Month Regression72
Page 138 and 139:
SUMMARY OUTPUT2 Year Regression72 M
Page 140 and 141:
SUMMARY OUTPUT5 Year Regression72 M
Page 142 and 143:
SUMMARY OUTPUT10 Year Regression72
Page 144 and 145:
Cost of Equity 0.1361Estimated Pric
Page 146 and 147:
Discount Dividends Model0 1 2 3 4 5
Page 148 and 149:
Residual Income Model WACC(AT) 0.07
Page 150 and 151:
Z-Score AnalysisZ-Score=1.21.43.320
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