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Resale company Winmark is a franchisor that owns concepts including Plato's Closet, Play It Again Sports, and Once Upon a Child. Not in a legal document but in a pact because what happens, Jim, is our most successful franchisees, they understand that their business is a legacy asset in the community. You've got some debt.
Although this is not great news, I would like to point out that a major piece of the revenue shortfall was resale revenue, which is low margin, and we have conscientiously reduced over the last few years to limit our dependency on this type of revenue. So, in the short term, the underrun and resale revenue impacts bottom-line profit.
Two excellent examples are home improvement juggernaut The Home Depot (NYSE: HD) and resale goods franchisor Winmark (NASDAQ: WINA). With a 34% return on invested capital (ROIC) , Home Depot generates outsize profitability compared to its debt and equity. while only using 57% of its net income to fund these payments.
Measure on resales, Q4 industrial resales of $173 million declined 27% year on year. Free cash flow as a percentage of revenue has declined from the same quarter a year ago, due to higher cash interest expense from debt related to the VMware acquisition, higher cash taxes due to a higher mix of U.S. billion of cash and $69.8
Margin was down 50 basis points year to year, primarily driven by lower noncash pension income and the impact of gains from asset sales booked in the fourth quarter of fiscal '23. Modern Workplace organic revenue declined year to year in the mid-teens impacted by resale revenue, which was down 30%. Non-GAAP EPS was $0.97, down $0.05
Finally, Q2 industrial resale of $234 million declined 10% year on year. And for fiscal '24, we now expect industrial resale to be down double-digit percentage year on year, compared to our prior guidance for high single-digit decline. billion of cash and 74 billion of gross debt. So, to sum it all up, here's what we are seeing.
Market share advances have given us the critical position to be an even stronger land buyer of choice to the owners and developers of critical land assets. homebuilding debt-to-total cap ratio with $6.3 We manage both our land and our production inventories to drive efficiency, cash flow, and returns on our asset base.
While our company has an impressive collection of assets, technology, and people, it's clear that we need to sharpen our execution and accelerate our performance. By this, I mean further reducing low-margin resale revenue and driving a higher level of services, including those directly associated with AI and automation. sequentially.
First, We've continued to remain production- and volume-focused, with a primary focus on driving production efficiency, driving higher inventory turn, driving higher cash flow and strong margins and while focusing on return on assets. Our fifth playbook strategy was to maintain tight inventory control in order to control our asset base.
Executing on this will allow us to sell underutilized assets, making us more efficient overall and helping us fix the margin of the GBS business moving forward. year-to-year decline, 160 basis points came from a reduced level of low-margin resale revenues, which was in line with our expectations. Non-GAAP EPS was down $0.05
These tailwinds were partially offset by a $10 million charge related to the disposal of hardware assets as we consolidate data centers. This expansion was primarily driven by savings from disciplined resource management practices and the impact from restructuring more than offsetting lower revenue and the data center hardware asset disposal.
And finally, Q1 industrial resales of $215 million declined 6% year on year. In fiscal '24, we continue to expand industrial resales to be down high single digits year upon year. billion of gross debt. The weighted average coupon rate and years to maturity of our $48 billion in fixed-rate debt is 3.5% years, respectively.
First, we said then, as we say now, that we maintain volume and production as our constant and margin as our shock absorber, and we manage our business with certainty through volatility, staying focused on production, inventory turn, cash flow, and return on assets. debt to total capital capitalization ratio, down from 14.2
Forestar had approximately $800 million of liquidity at quarter end with a net debt to capital ratio of 16.4%. Debt at the end of the quarter totaled $5.9 and our consolidated return on assets was 15.1%. So with the rental platform asset growth moderating, we're at 3.1 At March 31st, we had $5.7 billion of cash and $2.6
We also successfully completed a tender exchange of our 2025 unsecured notes, extending the maturity to 2027 and reducing outstanding corporate debt by $137 million. As part of this transaction, we recorded a $6 million loss on the extinguishment of debt. During the second quarter, pull-through weighted rate lock volume was $5.8
Credit card debts are at all-time highs. When you look at VOXX, we have a lot of assets. We have assets in real estate, assets in our brands, assets in our respective groups and businesses. To start with respect to fiscal 2024, I wanted to provide a little more color around the intangible asset impairment charges.
and return on assets was 13.9%. Our return on assets ranks in the top 25% of all S&P 500 companies for the past three-, five- and 10-year periods. Forestar had approximately $860 million of liquidity at year-end with a net debt-to-capital ratio of 12.4%. Our debt at September 30 totaled $5.9 billion of cash and $3.1
Orange County, and Atlanta, both underperformed mainly for reasons related to bad debt, skips and evictions, and fraud. Orange County will come primarily from a reduction in bad debt as we repopulate many of our vacant units with residents who actually pay their rent. Of the remaining three, L.A. We anticipate the improvement in L.A.
Production and costs were significantly better than expected on a BOE basis after adjusting for asset sales and discretionary natural gas and NGL curtailments. oil guidance to 150,000 barrels per day which is up 1,500 barrels per day after adjusting for the impact of asset sales closed in June. In the U.S., oil production guidance.
We are now refocusing VMware on its core business of creating private and hybrid cloud environments among large enterprises globally and divesting noncore assets. Industrial resales were 962 million. In fiscal '24, we expect industrial resales to be down low single digits year on year. billion of gross debt, of which 1.6
In light of this, simply maximizing absorptions at the expense of margins and shortening the economic life span of these assets in the process does not yield the optimal returns we believe are achievable with a little patience and a disciplined approach to pricing and incentives. billion of debt outstanding, including $863.3
And in terms of financing it, the lines that we have to finance are out there, and we'll leverage the assets to the extent that we need the cash to grow the origination business and continue to take profitable share. Restructuring-related and impairment charges totaled $2 million, down slightly from the third quarter of 2023.
The strong cash generated drove a reduction in net interest expense by about $20 million compared to the fourth quarter of 2022 as we repaid some high variable cost debt during the quarter. Nothing huge in the pipeline, but we're seeing some assets come across, and we're evaluating those. Now, a few comments on the full year 2023.
And lastly, the resale home market remains tight as existing buyers are hesitant to leave their low rate mortgages, which limits available inventory and helps to increase new home demand. billion and net debt to cap of negative 0.2% And we were looking to turn our assets anywhere between two and a half to three times a year.
billion in long term debt, just $2.5 But then when you flip that coin on the other side, you look at Paramount Global assets are very valuable. At least monetize to the extent where it's an attractive asset. It's because there's just not that much resale activity. They have $14.6 There is a lot to it.
As we previously discussed, two of the largest population cohorts, the millennials and recently Gen Zs are having life events lean to increased levels of need-based housing that currently cannot be met by the constrained resale of home supply in the market. Our net debt-to-cap remains well below our max ceiling, which is in the mid 20%.
During the spring selling season with a healthy supply of move-in ready inventory, we were able to capitalize on strong market conditions generated by the increasing need for housing for millennials and Gen Zs as well as the move-down Baby Boomers who continue to find our limited inventory, limited availability of resale housing supply.
Horton and had more than $780 million of liquidity at quarter end, with a net debt to capital ratio of 19.1%. Homebuilding debt at June 30th totaled $2.7 And as we focused on returns, that really comes down to being more efficient with every asset you have. Forestar is separately capitalized from D.R. At June 30th, we had $4.6
We sell our produce gas and basin, and we manage the transport obligation by purchasing third-party gas in basin for resale on the Gulf Coast. Our balance sheet and debt maturity profile are in good shape, and this was most recently recognized by Moody's who returned us to investment-grade in June. billion while also returning $2.9
Finally, Q3 industrial resales of $164 million declined 31% year on year. We believe we are approaching bottom in Q3 as Q4 resales are expected to recover sequentially. Year on year, Q4 industrial resales will still be down approximately 20%. billion of gross principal debt. years, respectively. years, respectively.
Forestar had more than $840 million of liquidity at quarter-end with a net debt to capital ratio of 14.9%. Debt at the end of the quarter totaled $5.3 and our consolidated return on assets was 14.8%. We also have a sizable debt maturity that's very early in fiscal '25 of $500 million in October. billion of cash and $3.1
trillion in assets under management. This is a joke, 17% growth in net assets is pretty good. When you get to that scale, it's really difficult to drive net asset growth. Put assets on your balance sheet, past the high single digits. Winmark is a resale franchiser of companies like Played Against Sports, Plato's Closet.
One thing that's sticking out of my mind here now that we've seen this Supreme Court ruling come down in regard to the student debt relief, and then we know these payments are going to start back up here around October, it's reasonable to think that consumer might be a little bit more crimped here in the near term. billion-dollar company.
In the interim term, our expected cash flow generation boosted by our robust new build pipeline, along with normal course debt installment payments are expected to result in significant organic improvement in our net leverage. Turning our attention to the balance sheet and our debt maturity profile on Slide 20.
RITHOLTZ: (LAUGHTER) MILLER: But in reality, the buyers that zoomed out to the suburbs were largely from the rental market because they weren’t anchored to another asset. Housing itself, it’s just a slow moving asset. Because of the debt service, this is going to take four or five years at a minimum to sort of see it.
Our return on equity was 19.1%, and return on assets was 13.4%. Our return on assets ranks in the top 15% of all S&P 500 companies for the past three-, five-, and 10-year periods. Four Star had approximately $640 million of liquidity at quarter end with a net debt-to-capital ratio of 29.5%. At December 31st, we had $6.5
The bad debt, for instance, or the residual value losses or the procurement situation, they get confused, so on. So, as for the resale, in Mexico, for example, we had a confusion in logistics. And they don't find the EVs have a good value as one of the assets they should own. The business structure have to be made that way.
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