Grand Rapids, Michigan
Manufacturer and importer of custom fixtures and display furniture for the large retail box stores. $37 million in annual sales. $6 million bank debt. $3 million pension liability. 950k square foot, 2 level warehouse & manufacturing plant.
- Third generation family ownership whose family patriarch recently passed away.
- Company losing $2.3 million EBITDA annually.
- Increased competition from Internet merchants forced mass retailer customers to close stores and downsize.
- Inventory was at a bloated $8.2 million level with only 2x annual turnover.
- Excessive warehouse overhead contributed to annual losses.
- Manufacturing in this industry had moved to China five years ago.
- Ownership had to decide whether to attempt a turnaround or liquidate the company.
- Bank refused to extend the ABL facility to finance upcoming retail season.
- MorrisAnderson engaged as financial advisor.
- Completed Board of Directors assessment and presentation outlining the costs and benefits of the turnaround vs. potential proceeds from an orderly liquidation. MorrisAnderson recommended a liquidation.
- Board decided to liquidate the company and issue the Warn Act with MorrisAnderson to manage the liquidation process.
- Morris Anderson accompanied Amstore’s salesforce on major customer visits to explain the wind down and to negotiate a major customer sourcing transition plan to protect the retailers planned supply chain in exchange for purchase of inventory in the pipeline and payment of AR.
- Customers purchased 90% of the inventory at standard cost.
- Customers paid all accounts receivable balances owed.
- Company operated profitably for (3) months beyond the WARN Act notice at request of customers.
- Employees, customers and vendors all worked together for a WIN / WIN.
- Bank, trade creditors and pension obligation fully paid from liquidation.
- Large plant and warehouse was sold fully satisfying its mortgage and leaving several million for the Shareholders.