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- All Subjects: Financial Modeling
- All Subjects: Private Equity
- All Subjects: Technology
- Creators: Simonson, Mark
- Member of: Barrett, The Honors College Thesis/Creative Project Collection
- Resource Type: Text
Description
The purpose of our research was to develop recommendations and/or strategies for Company A's data center group in the context of the server CPU chip industry. We used data collected from the International Data Corporation (IDC) that was provided by our team coaches, and data that is accessible on the internet. As the server CPU industry expands and transitions to cloud computing, Company A's Data Center Group will need to expand their server CPU chip product mix to meet new demands of the cloud industry and to maintain high market share. Company A boasts leading performance with their x86 server chips and 95% market segment share. The cloud industry is dominated by seven companies Company A calls "The Super 7." These seven companies include: Amazon, Google, Microsoft, Facebook, Alibaba, Tencent, and Baidu. In the long run, the growing market share of the Super 7 could give them substantial buying power over Company A, which could lead to discounts and margin compression for Company A's main growth engine. Additionally, in the long-run, the substantial growth of the Super 7 could fuel the development of their own design teams and work towards making their own server chips internally, which would be detrimental to Company A's data center revenue. We first researched the server industry and key terminology relevant to our project. We narrowed our scope by focusing most on the cloud computing aspect of the server industry. We then researched what Company A has already been doing in the context of cloud computing and what they are currently doing to address the problem. Next, using our market analysis, we identified key areas we think Company A's data center group should focus on. Using the information available to us, we developed our strategies and recommendations that we think will help Company A's Data Center Group position themselves well in an extremely fast growing cloud computing industry.
ContributorsJurgenson, Alex (Co-author) / Nguyen, Duy (Co-author) / Kolder, Sean (Co-author) / Wang, Chenxi (Co-author) / Simonson, Mark (Thesis director) / Hertzel, Michael (Committee member) / Department of Finance (Contributor) / Department of Management (Contributor) / Department of Information Systems (Contributor) / School of Mathematical and Statistical Sciences (Contributor) / School of Accountancy (Contributor) / WPC Graduate Programs (Contributor) / Barrett, The Honors College (Contributor)
Created2016-05
Description
Company X has developed RealSenseTM technology, a depth sensing camera that provides machines the ability to capture three-dimensional spaces along with motion within these spaces. The goal of RealSense was to give machines human-like senses, such as knowing how far away objects are and perceiving the surrounding environment. The key issue for Company X is how to commercialize RealSense's depth recognition capabilities. This thesis addresses the problem by examining which markets to address and how to monetize this technology. The first part of the analysis identified potential markets for RealSense. This was achieved by evaluating current markets that could benefit from the camera's gesture recognition, 3D scanning, and depth sensing abilities. After identifying seven industries where RealSense could add value, a model of the available, addressable, and obtainable market sizes was developed for each segment. Key competitors and market dynamics were used to estimate the portion of the market that Company X could capture. These models provided a forecast of the discounted gross profits that could be earned over the next five years. These forecasted gross profits, combined with an examination of the competitive landscape and synergistic opportunities, resulted in the selection of the three segments thought to be most profitable to Company X. These segments are smart home, consumer drones, and automotive. The final part of the analysis investigated entrance strategies. Company X's competitive advantages in each space were found by examining the competition, both for the RealSense camera in general and other technologies specific to each industry. Finally, ideas about ways to monetize RealSense were developed by exploring various revenue models and channels.
ContributorsDunn, Nicole (Co-author) / Boudreau, Thomas (Co-author) / Kinzy, Chris (Co-author) / Radigan, Thomas (Co-author) / Simonson, Mark (Thesis director) / Hertzel, Michael (Committee member) / WPC Graduate Programs (Contributor) / Department of Psychology (Contributor) / Department of Finance (Contributor) / School of Accountancy (Contributor) / Department of Economics (Contributor) / School of Mathematical and Statistical Science (Contributor) / W. P. Carey School of Business (Contributor) / Computer Science and Engineering Program (Contributor) / Barrett, The Honors College (Contributor)
Created2016-05
Description
This thesis details our experience assisting BASE Equity Partners, a private equity firm based in New York City, on three prospective agricultural dealership deals over the course of this past academic year. The firm is currently structured as a Fundless Sponsor. This distinct structural trait is common for a type of private equity firm known among practitioners as pledge funds. This creates an interesting element for our experience as there is very limited academic research on these types of firms, which, since the Great Recession, have become popular players in middle-market private equity deals. We, first, provide some historical context on pledge funds and identify their primary differences with traditional private equity. The remainder of the paper documents our experience working on the agricultural dealership deals. We have organized this portion after the manner in which we received assignments. We go into detail on the specific projects with which we were tasked, our interactions with the partners and the major takeaways we had from this learning experience. This thesis paper will enrich the academic knowledge regarding pledge funds—and private equity generally—by documenting a real experience of what it is like performing analyst-level tasks at a real firm. Additionally, we were privy to information that is highly confidential, and though we have protected the confidentiality of the companies through pseudonyms and redaction of confidential material, all of the financial data shown, models provided and qualitative discussion is real.
ContributorsTang, Ivan (Co-author) / Johnson, Bradley (Co-author) / Panosian, Tro (Co-author) / Simonson, Mark (Thesis director) / Bonadurer, Werner (Committee member) / Barrett, The Honors College (Contributor) / Department of Finance (Contributor) / Department of English (Contributor) / School of Accountancy (Contributor) / School of International Letters and Cultures (Contributor)
Created2015-05
Description
There is a growing demand for discrete graphics processing units (dGPU) in the internet of things. Our subject company, Company X, has decided to develop a dGPU to be used in client computing (desktops, laptops, etc). This project will address whether or not company X should invest time and money into adopting their existing client focused dGPU for applications in IoT such as digital signage, gaming, or medical imaging. If this investment is to be made, we will also make specific recommendations about how Company X should enter the IoT space. The project will be completed in 3 stages. The first stage will consist of an analysis of the competitive landscape and research on dGPUs and how they differ from integrated GPUs. Stage two will focus primarily on the IoT space and how the competitors are using dGPUs in the IoT along with an analysis of three potential use cases for Company X’s dGPU. Finally, we will build a comprehensive financial model based on our research of one specific IoT segment where Company X could potentially enter. Based on these stages, we will then offer a conclusion and recommendation on whether Company X should invest in this project.
ContributorsNickel, Jack Peter (Co-author) / Bergauer, Kevin (Co-author) / Morey, Jake (Co-author) / Nickel, Jack (Co-author) / Sethia, Priyanka (Co-author) / Smith, Jesse (Co-author) / Simonson, Mark (Thesis director) / Kreutner, Caleb (Committee member) / Department of Finance (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
Description
The following thesis discusses the primary drivers of value creation in a leveraged buyout. Value creation is defined by two broad criteria: enterprise value creation and financial value creation. With enterprise value creation, the company itself may be improved, which in turn may have positive implications on the economy at large. As the analysis of enterprise value creation is outside the scope of publicly available information and data, the core focus of this thesis is financial value creation. Financial value creation is defined as the financial returns to a given private equity firm. Amongst this segment of value creation, there are roughly three primary categories responsible for generating returns: financial engineering, governance improvements, and operational improvements. The attached literature review and subsequent chapters of this thesis discuss the academic drivers of value creation and the outputs of a leveraged buyout model conducted on a public company, Schnitzer Steel, that has been determined to be an ideal candidate for a buyout.
ContributorsAlivarius, Chadwick (Author) / Simonson, Mark (Thesis director) / Stein, Luke (Committee member) / Department of Finance (Contributor) / Department of Economics (Contributor) / Dean, W.P. Carey School of Business (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
Description
This paper classifies private equity groups (PEGs) seeking to engage in public to private transactions (PTPs) and determines (primarily through an examination of the implied merger arbitrage spread), whether certain reputational factors associated with the private equity industry affect a firm's ability to acquire a publicly-traded company. We use a sample of 1,027 US-based take private transactions announced between January 5, 2009 and August 2, 2018, where 333 transactions consist of private-equity led take-privates, to investigate how merger arbitrage spreads, offer premiums, and deal closure are impacted based on PEG- and PTP-specific input variables. We find that the merger arbitrage spread of PEG-backed deals are 2-3% wider than strategic deals, hostile deals have a greater merger arbitrage spread, larger bid premiums widen spreads and markets accurately identify deals that will close through a narrower spread. PEG deals offer lower premiums, as well as friendly deals and larger deals. Offer premiums are 8.2% larger among deals that eventually consummate. In a logistic regression, we identified that PEG deals are less likely to close than strategic deals, however friendly deals are much more likely to close and Mega Funds are more likely to consummate deals among their PEG peers. These findings support previous research on PTP deals. The insignificance of PEG-classified variables on arbitrage spreads and premiums suggest that investors do not differentiate PEG-backed deals by PEG due to most PEGs equal ability to raise competitive financing. However, Mega Funds are more likely to close deals, and thus, we identify that merger arbitrage spreads should be narrower among this PEG classification.
ContributorsSliwicki, Austin James (Co-author) / Schifman, Eli (Co-author) / Simonson, Mark (Thesis director) / Hertzel, Michael (Committee member) / Department of Economics (Contributor) / School of Accountancy (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
Description
Company X has developed minicomputing products that can change the way people think about minicomputer. The Product A (PRODUCT A) and Product B are relatively new products on the market that have the ability to change the way some industries use technology and increase end-user convenience. The key issue for Company X is finding targeted use cases to which Company X can market these products and increase sales. This thesis reports how our team has researched, calculated, and financially forecasted use cases for both the PRODUCT A and Product B. The Education and Healthcare industries were identified as those providing significant potential value propositions and an array of potential use cases from which we could choose to evaluate. Key competitors, market dynamics, and information obtained through interviews with a Product Line Analyst were used to size the available, obtainable, and attainable market numbers for Company X. The models built for this research provided insight into the PRODUCT A and Product B's potential growth in the education and healthcare industries. This led to the selection of education and healthcare use cases for the Product B and the PRODUCT A use cases for healthcare. This report concludes with recommendations for success in education and healthcare with the PRODUCT A and Product B.
ContributorsHoward, James (Co-author) / Kazmi, Abbas (Co-author) / Ralston, Nicholas (Co-author) / Salamatin, Mikkaela Alexis (Co-author) / Simonson, Mark (Thesis director) / Hopkins, David (Committee member) / W.P. Carey School of Business (Contributor) / Department of Finance (Contributor) / Barrett, The Honors College (Contributor)
Created2018-05
Description
Leveraged buyouts have gone in and out of popularity over the last four decades. The first wave began in the 1980's with the rising popularity of junk bonds, followed by years of economic downturn, and then a rise and respective fall from the dot com era. However, in the 2000's, attitudes were high and a period of low interest rates, covenant-lite loans, and relaxed lending conditions gave rise to some of the largest leveraged buyouts in US history. As the name implies, leveraged buyouts are predominantly structured with debt, around 70% of the total transaction value. Private equity firms execute leveraged buyouts on companies in strong industries, who have proven, stable cash flows, with the intent of cutting costs, divesting unneeded assets, and making the chain more efficient. After a time period of five to seven years, the private equity firm exits the deal through an initial public offering of the target company, a sale to another buyer, or dividend recapitalization. The Blackstone Group is one of the largest private equity firms in the US, and, with the favorable leveraged buyout conditions, especially in the real estate market, it wanted to build its real estate portfolio with an acquisition of Hilton Hotels & Resorts. At the time of consideration, Hilton was one of the largest hotel companies in the world, but was beginning to lag compared to its competitors Marriott and Starwood. After months of talks, Hilton agreed to be bought out by Blackstone at $47.50/share, for a total purchase price of $26bn. Blackstone had injected $5.7 of its own equity into the deal. The Great Recession caused a lot of investors to worry about Hilton's debt obligations, and Blackstone was able to restructure a significant portion of the debt to benefit both themselves and their creditors. As new CEO, Christopher J. Nassetta was able to strengthen Hilton by rearranging management, increasing franchising fees, expanding its capital-lite segments, and building more rooms internationally, Hilton was able to grow quicker than its competitors from 2007-2013 while minimizing operating expenses. On December 2, 2013, Hilton went public on the NYSE as HLT. Its enterprise value increased from $26bn to $33bn, and Blackstone was able to achieve an internal rate of return of 19%, while continuing to own 75% of Hilton's shares.
ContributorsNelson, Corey Mitchell (Author) / Simonson, Mark (Thesis director) / Aragon, George (Committee member) / School of Accountancy (Contributor) / Department of Finance (Contributor) / Barrett, The Honors College (Contributor)
Created2017-05
Description
The purpose of this research project is to develop a recommendation for Company X on the strategies it should use to enter a new market. This was done through the compilation and interpretation of data from the company and the construction of a financial model capable of analyzing our different proposed strategies. Company X is a leading producer of silicon chips which seeks to remain one of the leading forces in new technologies. Currently Company X wants to assess the value and risks associated with introducing a new packaging technology (FO-WLP) into their products either by developing the technology in-house or outsourcing production. The first portion of the research consisted mostly of gathering the necessary business acumen to be able to to fully understand our research findings. Market research was conducted to discover what competitors exist and what inputs should be included for the model with help from employees at Company X. The research then proceeded with the identification of three possible strategies and construction of financial models to analyze these options. Using the results from our analysis we were able to develop our recommendation for Company X and lay out the next steps which the Company needs to take before investing in the new technology.
ContributorsRubenzer, Jack (Co-author) / Galaviz, Roberto (Co-author) / Mariani, Stephanie (Co-author) / Mecinas, Freddy (Co-author) / Simonson, Mark (Thesis director) / Hertzel, Mike (Committee member) / Department of Finance (Contributor) / Department of Economics (Contributor) / Department of Supply Chain Management (Contributor) / T. Denny Sanford School of Social and Family Dynamics (Contributor) / Barrett, The Honors College (Contributor)
Created2016-12
Description
Company X is one of the world's largest manufacturer of semiconductors. The company relies on various suppliers in the U.S. and around the globe for its manufacturing process. The financial health of these suppliers is vital to the continuation of Company X's business without any material interruption. Therefore, it is in Company X's interest to monitor its supplier's financial performance. Company X has a supplier financial health model currently in use. Having been developed prior to watershed events like the Great Recession, the current model may not reflect the significant changes in the economic environment due to these events. Company X wants to know if there is a more accurate model for evaluating supplier health that better indicates business risk. The scope of this project will be limited to a sample of 24 suppliers representative of Company X's supplier base that are public companies. While Company X's suppliers consist of both private and public companies, the used of exclusively public companies ensures that we will have sufficient and appropriate data for the necessary analysis. The goal of this project is to discover if there is a more accurate model for evaluating the financial health of publicly traded suppliers that better indicates business risk. Analyzing this problem will require a comprehensive understanding of various financial health models available and their components. The team will study best practice and academia. This comprehension will allow us to customize a model by incorporating metrics that allows greater accuracy in evaluating supplier financial health in accordance with Company X's values.
ContributorsLi, Tong (Co-author) / Gonzalez, Alexandra (Co-author) / Park, Zoon Beom (Co-author) / Vogelsang, Meridith (Co-author) / Simonson, Mark (Thesis director) / Hertzel, Mike (Committee member) / Department of Finance (Contributor) / Department of Information Systems (Contributor) / School of Accountancy (Contributor) / WPC Graduate Programs (Contributor) / Barrett, The Honors College (Contributor)
Created2016-05