Excerpted from: “Solar company spinoffs lure investors with dividends”, by Reuters

Long shunned by cautious investors, solar companies have hit on a new way, [known as Yield Companies or Yield Cos], to deliver returns to shareholders. that could attract new money to an industry notorious for its stock price volatility.

Yield cos… own and operate solar assets under long-term power-purchase agreements with utilities – a guarantee of stable cash flow.

SunEdison Inc is the first of a wave of companies preparing to bundle up existing solar power plants and then spin them off into separate entities, known as “yield cos”, to raise money to build new plants.

The promise of regular dividend payouts, hitherto unknown in the solar industry, offers an entry point to the sector for retail investors and is expected to generate huge demand when these companies go public, analysts and investors said.

Most of this cash will be paid out as dividends, with the remainder re-invested in new plants, a valuable source of funding for parent companies that will retain a sizeable stake in the new entities.

The only U.S.-listed yield co that currently holds solar assets is power company NRG Energy Inc’s NRG Yield Inc , which made its stock market debut last July [2013].  

The stock for NRG increased from about $30 at its offering to over $50 on July 7, 2014.

Dwight Steward wrote:

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Cattle prices in Texas will continue to go up.  There are several factors that point to a continued increase in prices.

1. The overall number of cattle in Texas has fallen.  From 2012 to 2013, the total number of cattle on feed decreased by over 600,000 from 11.9 M to 11.3M which is a 5% reduction.  As with anything, the fewer that you have the more that they will cost.

2. The number of breeding cows has decreased even more.  From 2012-13, the number of breeding cows decreased 12%, from 4.57M to 4.02M.  The smaller number of breeding cows in Texas means that there will be fewer calves born in subsequent years which absent significant imports of cattle into the state, means that there will be smaller herds into the indefinite future for Texas.

3. The Fracking Boom.  The fracking boom has made cattle ranching relatively more expensive in certain areas of the state.  In some areas, such as South Texas, cattle ranchers have found that it is more profitable to sell or lease their land for oil and/or gas exploration.

See the cattle price data here;

https://docs.google.com/spreadsheets/d/15jia1S9wv7BVUzGngeHoX-Ac6ERhCWTrzqIj2GUR4dA/edit?usp=sharing

by Dwight Steward

When manual data entry of non-analyzable financial or wage data  is not an option, OCR software and specialized designed and written computer software data cleaning routines is a good alternative.

For example in our approach, we use a number of OCR programs including Abbey Reader to first translate the data into a format that is recognized by statistical programs such as STATA and computer software script languages such as VBA.

Once the data is converted, we write specialized computer software routines to extract the relevant data from the converted file.  The computer code, which is written in STATA, VBA, or other scripting language, puts the extracted data into a format that can be analyzed by statistical and spreadsheet programs.

These approach to converting wage, business, employment or other types of data has the advantage of being able tobe  reproduced by either party if required.

Having both the data cleaning and statistical and economic analysis performed by the same economic outfit and team is desirable.  Data cleaning is not performed in a vacuum; that is the very definition of ‘dirty data; depends on what the data is to be used for.  Some data items may not convert very well by the OCR and software code, but the items may be of little value in the economic and statistical analysis in the first place.

One advantage of using the same research outfit to do both the data cleaning and the economic and statistical analysis is that the distinction gets made early in the analysis process.

 

Some wage and business data is electronic but is not analyzable in the format that it is maintained by the employer or company.

For instance,some employers use computerized data systems for recording the start times, lunch periods, and end periods for certain employees.  When reviewing this data in the regular course of business some of these employers review standardized, pre-formatted reports of the time punch data instead of the actual underlying time punches that were made by each individual employee.  Many of these standardized reports are presented in a PDF or other non-analyzable electronic format.

Similarly, some businesses retain certain information, such as itemized copies of purchase orders, only in a PDF or other non-analyzable electronic format.

The task when addressing economic damage issues that rely on this type of non-analyzable electronic information, is to accurately and efficiently translate the data into a format that can analyzed using statistical programs, such as STATA.  In cases with relatively small amounts of data spreadsheet programs such as EXCEL could also be used.

How is this done? Next>>>>

badcreidtdownloadAllegations of economic loss arising from damaged credit history appear in cases involving business damages as well as personal injury torts.

In these cases, the loss allegations generally revolve around a specific economic damage such as a mortgage loan denial or a higher interest rate.

The economic damage calculation and/or rebuttal analysis general involves comparing the plaintiff’s current economic and credit situation to the economic and credit situation that could have been reasonably expected to occur had the incident in question not occurred.

The credit situation that could have been reasonably expected to occur had the incident in question not occurred is typically referred to as the ‘but-for’ scenario.

 

Lost profits arising from the injury of a principal employee or owner require an analysis of the actual and ‘but-for’  revenue of the business entity.  The date(s) the alleged economic damage to the business began and end is an obvious stating point in the business damages analysis.
Generally, there may be multiple dates if the economic damage occurred in stages.  For example, there may be a major impact time period, such as a period of time where principal(s) or the owner were not able to perform any managerial duties at all following a physical injury.  Following the major impact period, the principal(s) or owner may have returned to their duties in a limited capacity or full capacity after some amount of time
An-Empty-Music-BoxModeling business profit losses
As discussed in a previous post, the plaintiff in this case is suing their landlord for breach of contract.  The plaintiff alleges that the defendant landlord misrepresented the terms of the contract, specifically regarding how the property that they were leasing could be used.
At the heart of the issue, the plaintiff alleges that the defendant represented that they would be able to operate a live music venue restaurant from the location.  The plaintiff alleges that the defendant’s failure to support the permitting and rezoning efforts constituted a breach of contract.
The premise lease was for 10 years.  The plaintiff operated the live music for two years.  In year three, since the facility did not have the proper permits, the  facility operated as a restaurant that also provided catering and was also a destination for weddings and other events.   The defendant terminated the lease after 3 years.
So how are damages analysed?
In this case there are three distinct types of damages: lost out-of-pocket expenses, lost profits from the termination of the premise lease, and lost expected profits from the performance of the contract.  In this case, the three different types of damages are distinct.
Lost out-of-pocket expenses:
These are the expenses that the plaintiff expended on services and products, such remodeling the interior, architects, construction etc.,  but was not allowed to use because of the defendants actions.
The total cost of some items such as the cost of professionals hired to complete the re-zoning applications, is included in the analysis.  In other situations, the un-used portion is relevant.  For instance, the plaintiff constructed special performance stages and purchased sound equipment for the outside music performance, which they were able to use for three years.  In these instances, the value of the use that the plaintiff received needs to be deducted, along with any salvage value, from the plaintiff’s cost.
Lost profits from the termination of the premise lease:
In this case, these are the losses associated with having to operate at a lower capacity.  It will in essence be the difference between the profits that the plaintiff could have continued to earn had they continued to operate as a restaurant without the live music venue (‘but-for’ reduced operating earnings) and what they actually earned ($0) from the business following the termination of the lease.  In this case, the plaintiff actually could, and did, operate the facility as a restaurant and wedding reception facility.  The earnings and profits from year three, the time period that the business operated as a restaurant and special events facillity only, is used as a benchmark for the reduced operating capacity ‘but-for’ profits projections. The business shut down after the lease ended so the actual earnings are $0.
Lost expected profits from full performance of the contract:
These are the alleged lost profits associated with the revenue that the business would have earned had the defendant fully performed the contract and performed the necessary steps for the plaintiff to operate the live music venue on the leased premise.
The lost expected profits are calculated as the difference between the ‘but-for’ profits that the plaintiff would have earned had the defendant fully performed the contract and the business was allowed to operate as a live music venue and the profits that the plaintiff could have earned had they continued to operate the business in its reduced capacity as a restaurant-special events facility only.  In this instance, the revenue from the two year time period is used to provide the benchmark for the ‘but-for’ and full contract performance profits.

 

Live_Music_Dallas
Background
In this case, the plaintiff, who was a owner of several outside music venues in the Dallas,Texas area, signed a eight year lease with the defendant for a 5 acre premise which included a restaurant.  Upon signing the lease the plaintiff, built a large performance stage for outside music performances. The venue opening received a significant amount of press and the revenues exceeded its’ initial earnings projections.
After four months of operation, the City informed the owners that the premise was not zoned for the music venue and would need to be rezoned.  The landowner initially agreed to assist the plaintiff in the obtaining the necessary permits and the rezoning application. The plaintiff undertook the necessary steps, such as building more parking, improving traffic flow, and improving water drainage around the premise to obtain the necessary permits and to have the property rezoned.
The final stage of the re-zoning required a property easement, or a right-a-way agreement, by the landowner to the City.  At the final stage, the landlord reversed course and stated that they would not grant the easement to the City and ultimately could not support the rezoning efforts.  The plaintiff ultimately were not able to offer live music at the facility.  After several months of non-payment of rent in protest of the alleged contract breach by the landowner, a local court allowed the plaintiff to be evicted from the premise and the music venue closed.
Legal Issues
In this case the plaintiff is suing their landlord for breach of contract.  The plaintiff alleges that the defendant landlord misrepresented the terms of the contract, specifically regarding how the property that they were leasing could be used.  At the heart of the issue, the plaintiff alleges that the defendant represented that they would be able to operate a live music venue restaurant from the location.  The plaintiff alleges that the defendant’s failure to support the permitting and rezoning efforts constituted a breach of contract.
See the next post for an analysis of the business damages…

Credit cards and debit cards are the way of the world now; it is how we pay for nearly everything we buy now.

One question that comes up for retail businesses is: Does the type of credit card tell us anything about the customer?

For example, do AMEX users tend to be bigger spenders?  The answer of course depends on the business.  The table below shows the average sale and percentage of monthly sales made by customers of a small restaurant broken down by the type of credit/debit card used.

 

Average Amount of Sale Percentage of Monthly Sales
AMEX  $                    21.88 3%
VISA  $                    19.46 73%
MC  $                    21.00 22%
DISCOVER  $                    22.19 2%

For this business VISA is king. Moreover there is little difference in the size of the average bill of the different types of credit/debit card users.