4. B USINESS M ODEL
Revenues by Segment Transportation
FY2010
Industrial packaging
20% Power systems & electronics
16%
Food equipment
6%
14% Construction products
9%
Polymers & fluids
11% 12%
12% Decorative surfaces
Other
5. E CONOMIC M OAT
Intellectual property
Disciplined business process implementation
Network effect
6. M ANAGEMENT
Average tenure of 20 years
CEO: David Speer
Lean management structure
7. P ROFITABILITY & E FFICIENCY
ITW HON UTX
Market cap. 21.3 B 39.7 B 66.4 B
TATO 0.98 0.90 0.95
FATO 7.85 6.90 8.65
FCF/Sales % 11.85 % 9.26 % 8.34 %
ROE 17.45 % 25.46 % 22.23 %
ROIC 13.77 % 14.30 % 14.75 %
Operating margin 14.60 % 10.14% 12.81 %
Net margin 9.96 % 6.88 % 7.76 %
8. R ATIO A NALYSIS
ITW
Market cap. 21.3 B
Forward P/E 10.6
P/B 2.1
PEG 0.8
D/E (market value) .22
Current ratio 2.02
Mention here that:48% of total revenues generated in North America52% internationally (32% from Europe, Middle East, and Africa *and* 20% from Asia Pacific and other)
Speer has been CEO since 2005 and is only the 5th CEO since ITW went public in 1960-Has held various positions in the company over the past 32 yearsLean mgt structure-Unit managers are each only 3 steps from the CEO
Rows in white indicate that they were generated using FY2010 inputs. Shaded rows are 5-year average values. Since the industrial sector is categorized by stiff competition (which results in limited pricing power & meager prof. margins), firms that can generate the most revenue from their assets are often those with the best performing shares. According to Dorsey, the industrial materials sector has 2 possible paths to strong profitability:High profit marginsHigh asset utilization (efficiency)(a) FATO and TATO calculated based on FY2010 and used end-of-year values in denominator