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2012年6月23日 星期六

For 'Eco Flippers,' There's Green in Foreclosed Homes

When Christine Fisk toured a foreclosed home in Phoenix that had been renovated to be more energy-efficient, she wasn’t sold on its environmental benefits. But the two-bedroom bungalow was just minutes from her office and in good shape, so the financial adviser bought it for $150,000. A year in, Fisk is a believer: Her last electric bill was under $40, far less than she expected. “My day-to-day reality is dollars and cents, so everything that trickles down into my pocketbook is important,” she says.

The retrofit of Fisk’s 1947 home was overseen by G Street, one of a growing number of small businesses that buy old homes, renovate them to be more energy-efficient, and sell them. These “eco flippers” spend tens of thousands of dollars to gut properties, revamp heating and cooling systems, improve insulation, and install greener appliances. The business model is “a convergence of the vast number of foreclosed or short sales on the market and customers’ increased interest in energy efficiency,” says Peter Brown, a director at Earth Advantage Institute, a Portland (Ore.) nonprofit that advocates sustainable construction methods. “It goes beyond marketing.”

With 11 million-plus homeowners owing more on their mortgages than their homes are worth, eco flippers have plenty of potential inventory. And the idea holds promise for remodelers, says Kermit Baker, chief economist for the American Institute of Architects. “The big opportunities are really older homes that were not built very energy-efficiently to begin with,” he says. Of course, “It’s a tough time to sell a home. If you’re investing more and therefore need to increase the sale price of the home, that’s an even riskier undertaking in this economy.”

Brent Farrell is convinced that spending $75,000 to $120,000 to retrofit houses in Houston makes economic sense. The founder of ReCraft Construction Services has completed about 15 green remodels since 2009 and says that all sold within a month. Energy-saving features make homes “more marketable, so I will sell faster,” says Farrell, who expects more than $7 million in revenue this year, at least 50 percent more than in 2011.

Countering the doubts of skeptical home buyers about efficiency claims is crucial. Those concerns can be eased by groups such as Earth Advantage Institute, the U.S. Green Building Council, and the National Association of Home Builders Research Center, which oversee the verification process and issue certifications. G Street, which has bought and renovated seven houses in Arizona since 2007, is now focusing on hand-holding rather than buying homes. The four-employee company charges about $5,000 for plans, oversight of a project, and help getting the renovation certified. “We’ll take all the pain out of what typically is perceived as not an easy process,” says G Street founder Philip Beere. He anticipates his company will handle about 1,000 eco-renovations in the next year.

Why not just tear down drafty old houses and build energy-efficient ones in their place? It’s cheaper to renovate a solid existing structure than demolish and start anew, says Aaron Fairchild, who founded Green Canopy Homes in Seattle in 2010. “We’re putting capital to work two times as fast as a new construction homebuilder because we don’t have to go through new construction permitting” and other hassles, he says. With seven renovations sold and six more in progress, he plans to double his staff by yearend, to 20.

Like Christine Fisk, attorney Timothy Harris hadn’t been in the market for “a super eco-friendly home” when he and his wife paid $572,000 for Green Canopy’s first renovation, a 1926 Tudor, two years ago. Now, he says, “When we tell our friends how much lower our gas and electric bills are, they’re amazed. I had an old house that was half the size that cost twice as much to heat. It’s a remarkable difference.”

The bottom line: Entrepreneurs are thriving by buying old homes, investing tens of thousands to make them more energy-efficient, and reselling them.

Leiber is Small Business editor for Businessweek.com, Entrepreneurs editor for Bloomberg.com, and covers small business for Bloomberg Businessweek.

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2012年5月10日 星期四

Green Mountain Coffee: A Giddy Win for Short-Sellers

Ten years ago, smarting over my tech-stock losses, I should have bought shares of Green Mountain Coffee Roasters (GMCR). Of course, it was the manifest destiny of a Vermont-based outfit to go out and rock the coffee world, Starbucks’ (SBUX) hegemony be damned.

I mean, have you ever met a Vermont coffee snob? They’re hardy people who don impossibly weathered Patagonias held together with carabiners. Something about that tableau should have screamed capitalism to me. Green Mountain stock went from 89 cents in 2002 to a high of $116 last year, before collapsing last week when it announced its weakest sales growth in five years and a profit forecast that was less than Wall Street had expected.

Its board is in disarray while institutional investors cast doubt on its corporate governance. Starbucks, which competes with the company across its product lines, has never been as ubiquitous and well-capitalized as it is now. And Green Mountain’s founder and strategic locus has seen his clout diminished. Are the New England coffee insurgent’s best days behind it?

But put aside that last bit for a moment to take in this feel-good story. In 1981, founder Robert Stiller, who made money in the 1970s in the marijuana-rolling-paper business, bought the one-store operation and dived headlong into word-of-mouth and mail-order marketing. This is back when the best part of waking up was Folgers in your cup.

The tireless Stiller convinced small markets, cafes, private clubs, and even regional airlines to serve his brew. Green Mountain went public in 1993. By the middle of the last decade, the hugely successful brand was boosting its production capacity from 17 million pounds of coffee to 50 million. That was also when it consolidated its control of single-cup brewing machine outfit Keurig, whose tidy K-Cups now dominate kitchens and office pantries.

So flush was Green Mountain that in February 2011, Bloomberg calculated that the company was valued at 295 times its past-12-months cash flow, while the median multiple for all companies in the S&P MidCap 400, the stock gauge that includes Green Mountain, stood at 12.2 times. Short-sellers loved to hate the story—and last week they got what they wanted when the stock dropped by nearly half in one day on the bum May 2 earnings report. The stock is down 41 percent this year, and some 66 percent in the past 12 months.

And that would be that, save for the fact that Chairman Stiller, who was also chief executive officer until 2007, dumped 5 million shares to meet a margin requirement in violation of company trading policies. Which is why Stiller is now the ex-chairman of Green Mountain. In a May 8 statement, the company called the forced sales “disappointing” and beyond its control.

The affair “strains the credibility of the board,” Stifel Nicolaus (SF) analyst Mark Astrachan wrote in a client note. With Green Mountain suddenly looking rudderless, watch for the vindicated shorts, including David Einhorn and Whitney Tilson, to trumpet that criticism, while investment bankers megaphone how this perennial acquisition target–the margins on those K-Cups!—is a stock now trading at one-quarter of its peak.


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2012年1月4日 星期三

Ackman CEO Overture Puts Squeeze on Canadian Pacific’s Green

January 05, 2012, 12:06 AM EST By Natalie Doss

(Updates with closing share price in 14th paragraph.)

Jan. 4 (Bloomberg) -- Canadian Pacific Railway Ltd.’s chief executive officer may wear a target on his back as the company’s biggest shareholder, William Ackman’s Pershing Square Capital Management LP, pushes for a management switch.

Ackman said yesterday the railroad sought a meeting with his proposed replacement for CEO Fred Green -- Hunter Harrison, the retired chief at Canadian National Railway Co. Canadian Pacific Chairman John Cleghorn said the railroad never requested talks with Harrison, while not ruling out a CEO change.

“Why wouldn’t they have said in there, ‘Look, Fred Green’s our guy, he’s going to continue to run the company,’” said Brian Yarbrough, an Edward Jones & Co. analyst in St. Louis. Cleghorn’s only stated concern about Harrison in a letter to Ackman was the former CEO’s “non-compete” agreement with Canadian National, Yarbrough said.

Green’s future figured in an exchange of letters between Cleghorn and Ackman. Cleghorn wrote that Calgary-based Canadian Pacific has a “strong management team” and didn’t mention Green. Ackman said it is the “senior-most leadership of the company that must be changed, namely Fred Green.”

The 55-year-old CEO has run Canadian Pacific since May 2006. The railroad’s ratio of operating costs to sales is the highest among North American peers, and annual profit slid 18 percent from 2006 to 2010. Net income fell in each of 2011’s first three quarters as foul weather cut train speeds.

‘Pretty Bold Move’

Ackman is making a “pretty bold move to suggest another CEO” at a company with a leader in place, said Matthew McGreal, a principal at executive recruiter Crist Kolder Associates LLC in Hinsdale, Illinois. “I wouldn’t say it’s that common.”

In championing Harrison to run Canadian Pacific, the country’s second-biggest carrier, Ackman is backing the CEO who helped triple net income during seven years in charge of Canadian National. Harrison, 67, stepped down in 2009 from the country’s largest railroad.

The “significantly increased” probability of Harrison’s becoming CEO spurred Thomas Wadewitz, a JPMorgan Chase & Co. analyst in New York, to raise his rating on Canadian Pacific today to “neutral” from “underweight.”

‘Clear Catalyst’

“If Mr. Harrison is appointed CEO, it would provide a clear catalyst for operating improvement and margin expansion,” Wadewitz said in a note to clients.

Canadian Pacific’s network runs through the Canadian Rockies and the U.S. Upper Midwest. While much of the railroad’s declining efficiency and falling profit can be attributed to harsh weather, Harrison boasts a “phenomenal” record and would impress Canadian Pacific’s board, Edward Jones’s Yarbrough said in an interview.

“Nothing against Fred, but you’re probably going up against one of the best railroad operators” in the U.S. and Canada, Yarbrough said of Harrison. He rates Canadian Pacific stock as “buy.”

Harrison declined to comment yesterday. Mark Seland, a Canadian Pacific spokesman, said the railroad stood behind Cleghorn’s letter.

Pershing disclosed its initial Canadian Pacific stake on Oct. 28 and has since expanded that holding to 14.2 percent. Ackman, 45, invests in companies he deems undervalued and pushes changes he says will improve shareholder returns.

Shares Rise

Canadian Pacific rose 1.5 percent to $69.74 in New York, the highest closing price since June 2008. The U.S. shares fell 31 percent in 2011 through Sept. 22, a day before New York-based Pershing began buying the stock, dwarfing the 3.8 percent drop for Montreal-based Canadian National.

“People start to look at the leadership of a company and wonder if the performance is a direct result of that leadership and if a change needs to be made,” McGreal, the Crist Kolder principal, said in an interview.

Ackman’s campaign for CEO change echoes his approach at J.C. Penney Co., which brought in Apple Inc.’s retail chief, Ron Johnson, last year after Pershing became the biggest investor in the Plano, Texas-based department-store chain. J.C. Penney surged 17 percent, the most since 2000, after the hiring of Johnson, which Ackman called “a credit to the company.”

Yesterday’s exchange of letters between Pershing and Canadian Pacific included assertions by both sides that talks had been “constructive,” even as Cleghorn and Ackman disagreed on the substance of some of those discussions.

‘Expressed Concern’

Cleghorn wrote that when Pershing put forward Harrison’s name as a CEO candidate, Canadian Pacific “expressed concern” that the retiree’s non-compete agreement with Canadian National would limit his ability to “engage with CP.” Ackman said he was the one who explained to Cleghorn that Harrison couldn’t meet with the company until Jan. 1.

Ackman said he is requesting two Canadian Pacific board seats, for Harrison and a candidate he didn’t identify, and asked that directors meet with him, Harrison and that person. He said he declined a board seat himself because the terms required him to vote Pershing’s shares in favor of each of the board’s nominees and for directors’ recommendations on other matters.

The board includes two members added last month, Tony Ingram and Edmond Harris, and Ackman said he was “supportive” of their appointments. Harris worked for Canadian National with Harrison and later was Canadian Pacific’s chief operating officer.

In the middle is Green. For Canadian Pacific, Ackman’s demands represent “a pretty harsh spotlight, and certainly from management’s standpoint an unwanted harsh spotlight,” recruiter McGreal said.

--With assistance from Thomas Black in Dallas. Editors: Ed Dufner, Stephen West

To contact the reporter on this story: Natalie Doss in New York at ndoss@bloomberg.net

To contact the editor responsible for this story: Ed Dufner at edufner@bloomberg.net


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