MIRA INFORM REPORT
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Report Date : |
29.04.2013 |
IDENTIFICATION DETAILS
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Name : |
DOLLAR GENERAL CORP. |
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Registered Office : |
Fortune 1000 Rank: 183, 100 Mission Ridge, Goodlettsville, TN 37072 |
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Country : |
United States |
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Financials (as on) : |
01.02.2013 |
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Date of Incorporation : |
29.05.1998 |
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Legal Form : |
Public Parent Company |
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Line of Business : |
Subject is a discount retailer |
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No. of Employees : |
90500 |
RATING & COMMENTS
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MIRA’s Rating : |
A |
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RATING |
STATUS |
PROPOSED CREDIT LINE |
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56-70 |
A |
Financial & operational base are regarded healthy. General
unfavourable factors will not cause fatal effect. Satisfactory capability for
payment of interest and principal sums |
Fairly Large |
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Status : |
Good |
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Payment Behaviour : |
Regular |
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Litigation : |
Clear |
NOTES:
Any query related to this report can be made
on e-mail: infodept@mirainform.com
while quoting report number, name and date.
ECGC Country Risk Classification List – March 31st 2013
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Country Name |
Previous Rating (31.12.2012) |
Current Rating (31.03.2013) |
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United
States |
A1 |
A1 |
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Risk Categ ory |
ECGC
Classification |
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Insignificant |
A1 |
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Low |
A2 |
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Moderate |
B1 |
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High |
B2 |
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Very High |
C1 |
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Restricted |
C2 |
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Off-credit |
D |
United States - ECONOMIC OVERVIEW
The US has the largest and most technologically
powerful economy in the world, with a per capita GDP of $49,800. In this
market-oriented economy, private individuals and business firms make most of
the decisions, and the federal and state governments buy needed goods and
services predominantly in the private marketplace. US business firms enjoy
greater flexibility than their counterparts in Western Europe and Japan in
decisions to expand capital plant, to lay off surplus workers, and to develop
new products. At the same time, they face higher barriers to enter their
rivals' home markets than foreign firms face entering US markets. US firms are
at or near the forefront in technological advances, especially in computers and
in medical, aerospace, and military equipment; their advantage has narrowed
since the end of World War II. The onrush of technology largely explains the
gradual development of a "two-tier labor market" in which those at
the bottom lack the education and the professional/technical skills of those at
the top and, more and more, fail to get comparable pay raises, health insurance
coverage, and other benefits. Since 1975, practically all the gains in
household income have gone to the top 20% of households. Since 1996, dividends
and capital gains have grown faster than wages or any other category of
after-tax income. Imported oil accounts for nearly 55% of US consumption. Crude
oil prices doubled between 2001 and 2006, the year home prices peaked; higher
gasoline prices ate into consumers' budgets and many individuals fell behind in
their mortgage payments. Oil prices climbed another 50% between 2006 and 2008,
and bank foreclosures more than doubled in the same period. Besides dampening
the housing market, soaring oil prices caused a drop in the value of the dollar
and a deterioration in the US merchandise trade deficit, which peaked at $840
billion in 2008. The sub-prime mortgage crisis, falling home prices, investment
bank failures, tight credit, and the global economic downturn pushed the United
States into a recession by mid-2008. GDP contracted until the third quarter of
2009, making this the deepest and longest downturn since the Great Depression.
To help stabilize financial markets, in October 2008 the US Congress
established a $700 billion Troubled Asset Relief Program (TARP). The government
used some of these funds to purchase equity in US banks and industrial
corporations, much of which had been returned to the government by early 2011.
In January 2009 the US Congress passed and President Barack OBAMA signed a bill
providing an additional $787 billion fiscal stimulus to be used over 10 years -
two-thirds on additional spending and one-third on tax cuts - to create jobs
and to help the economy recover. In 2010 and 2011, the federal budget deficit
reached nearly 9% of GDP. In 2012 the federal government reduced the growth of
spending and the deficit shrank to 7.6% of GDP. Wars in Iraq and Afghanistan
required major shifts in national resources from civilian to military purposes
and contributed to the growth of the budget deficit and public debt. Through
2011, the direct costs of the wars totaled nearly $900 billion, according to US
government figures. US revenues from taxes and other sources are lower, as a
percentage of GDP, than those of most other countries. In March 2010, President
OBAMA signed into law the Patient Protection and Affordable Care Act, a health
insurance reform that will extend coverage to an additional 32 million American
citizens by 2016, through private health insurance for the general population
and Medicaid for the impoverished. Total spending on health care - public plus
private - rose from 9.0% of GDP in 1980 to 17.9% in 2010. In July 2010, the
president signed the DODD-FRANK Wall Street Reform and Consumer Protection Act,
a law designed to promote financial stability by protecting consumers from
financial abuses, ending taxpayer bailouts of financial firms, dealing with
troubled banks that are "too big to fail," and improving
accountability and transparency in the financial system - in particular, by
requiring certain financial derivatives to be traded in markets that are
subject to government regulation and oversight. In December 2012, the Federal
Reserve Board announced plans to purchase $85 billion per month of
mortgage-backed and Treasury securities in an effort to hold down long-term
interest rates, and to keep short term rates near zero until unemployment drops
to 6.5% from the December rate of 7.8%, or until inflation rises above 2.5%.
Long-term problems include stagnation of wages for lower-income families,
inadequate investment in deteriorating infrastructure, rapidly rising medical
and pension costs of an aging population, energy shortages, and sizable current
account and budget deficits - including significant budget shortages for state
governments.
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Source : CIA |
Company name & address
Dollar General Corp.
Fortune 1000 Rank: 183
100 Mission Ridge
Goodlettsville, TN 37072
United States
Tel: 615-855-4000
Fax: 615-386-9936
Synthesis
Employees: 90,500
Company Type: Public Parent
Corporate Family: 9339
Companies
Traded: New
York Stock Exchange: DG
Incorporation Date:
29-May-1998
Auditor: Ernst & Young LLP
Financials in: USD
(Millions)
Fiscal Year End:
01-Feb-2013
Reporting Currency: US
Dollar
Annual Sales:
16,022.1 1
Net Income: 952.7
Total Assets:
10,367.7 2
Market Value:
16,462.1 (12-Apr-2013)
Business Description
Dollar General Corporation is a discount retailer in the United States by number of stores, with 9,961 stores located in 39 states as of March 2, 2012, primarily in the southern, southwestern, midwestern and eastern United States. The Company offers a selection of merchandise, including consumables, seasonal, home products and apparel. The Company's merchandise includes national brands from manufacturers, as well as private brand selections with prices at substantial discounts to national brands. It offers its merchandise at everyday low prices through its convenient small-box (approximately 7,200 square feet) locations. During the fiscal year ended February 3, 2012 (fiscal 2011), it opened 625 stores and remodeled or relocated 575 stores, and closed 60 stores. Its small box stores offer consumable items, including packaged and refrigerated foods. For the fiscal year ended 01 February 2013, Dollar General Corp. revenues increased 8% to $16.02B. Net income increased 24% to $952.7M. Revenues reflect Highly consumable segment increase of 9% to $11.84B, Hardware and seasonal segment increase of 6% to $2.17B. Net income benefited from Interest expense decrease of 38% to $127.9M (expense), Others decrease of 51% to $30M (expense).
Industry
Industry Retail (Specialty)
ANZSIC 2006: 4279 - Other
Store-Based Retailing Not Elsewhere Classified
NACE 2002: 5212 - Other
retail sale in non-specialised stores
NAICS 2002: 45299 - All Other
General Merchandise Stores
UK SIC 2003: 5212 - Other
retail sale in non-specialised stores
UK SIC 2007: 4719 - Other
retail sale in non-specialised stores
US SIC 1987: 5331 - Variety
Stores
Key Executives
(Emails Available)
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Name |
Title |
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Richard W. Dreiling |
Chairman and Chief Executive Officer |
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David M. Tehle |
Chief Financial Officer, Executive Vice President |
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John W. Flanigan |
Executive Vice President - Global Supply Chain |
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Jim Smits |
SVP and General Merchandising Manager, with Oversight of Food,
Beverage, Pet Care and Perishables |
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Susan S. Lanigan |
Executive Vice President, General Counsel |
Significant Developments
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Topic |
#* |
Most Recent Headline |
Date |
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1 |
11-Dec-2012 |
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1 |
Dollar
General Corp Issues FY 2013 Guidance In Line With Analysts' Estimates |
25-Mar-2013 |
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1 |
Dollar
General Corp Announces 30.0 Million Share Secondary Offering |
27-Sep-2012 |
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3 |
Dollar
General Corp Announces Pricing of 30.0 Million Share Secondary Offering |
27-Mar-2013 |
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3 |
Dollar
General Corp Announces Pricing of $1.3 Billion of Senior Notes |
8-Apr-2013 |
* number of significant developments within the last 12 months
news
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Title |
Date |
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Odon
residents continue to fight Dollar General |
27-Apr-2013 |
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Tryon ABC
store back in business |
26-Apr-2013 |
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Richmond
qualifying: Kenseth first for Toyota Owners 400 |
26-Apr-2013 |
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Richmond
qualifying: Kenseth, Vickers make up front row for Cup race |
26-Apr-2013 |
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KNS
Exclusive | DA: No prosecution in fatal shooting of Dollar General robber |
26-Apr-2013 |
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Pudgie's
returns to Syracuse: What's in Store |
26-Apr-2013 |
Financial
Summary
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Stock Snapshot
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Strategic Initiatives
Sales and Distribution
In the year ended
February 3, 2012, the consumables accounted for 73.2% of the company total
sales, followed by seasonal (13.8 %), home products (6.8%), and apparel (6.2%).
As a discount retailer the company offers everyday low prices on merchandise.
The company’s ability to offer price advantage on merchandise receives
support from its low-cost operating model and its strategy to maintain limited
number of SKUs per category, which in turn helps DGC to maintain strong
purchasing power.Sound Profitability IndicatorsThe company witnessed sound
profitability in the year ended February 3, 2012 (fiscal 2011: consisting of 53
weeks). The company’s revenues increased from $13035m in 2011 to $14807.19m
in 2012, the operating income of the company increased from $1274.07m in 2011
to $1490.80m in 2012, and the net income increased from $627.86m in 2011 to
$766.68m in 2012. The increase in sales was due to the increment in stores
sales and due to an increase in both customer traffic and average transaction
amount.
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Helpful |
Harmful |
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Internal Origin |
Strengths |
Weaknesses |
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External Origin |
Opportunities ·
Private Label Gaining
Momentum |
Threats |
Overview
DG is a discount retailer that focuses on convenience, quality brands and low prices. The company leverages its extensive store network across the US and its everyday low prices product offerings to fuel its business growth objectives. However, intense competitive factors in the retail domain and its substantial debt burden could have an adverse affect on its business growth objectives in the long run.
Strengths
Product Offerings
The company through its extensive network of stores offers a range of products to cater to the demand of its customers in an effective and efficient manner. The company’s stores offer broad selection of merchandise, including consumables, seasonal, home products and apparel, based on a focused assortment of daily necessities. The merchandise offered includes national brands from leading manufacturers, as well as, private brand selections at discounts as compared to the national brands. Its stores offer nearly 10,000 total Stock Keeping Units (SKUs) per store, which can vary based on store's size, geographic location, merchandising initiatives, and business seasonality. The company categorizes its merchandise in four categories, namely, consumables; seasonal; home products; and apparel. Under Consumables the company offers paper and cleaning products, food products, beverages and snacks, health and beauty products, and pet products. Seasonal products include decorations, greeting cards, stationery, toys, batteries, small electronics, prepaid cell phones and accessories, gardening supplies, hardware, automotive and home office supplies. Home products includes kitchen supplies, cookware, small appliances, candles, craft supplies, light bulbs, storage containers, frames, and kitchen, bed and bath soft goods. Apparel category include casual for infants, toddlers, girls, boys, women and men, as well as socks, underwear, disposable diapers, shoes and accessories. In the year ended February 3, 2012, the consumables accounted for 73.2% of the company total sales, followed by seasonal (13.8 %), home products (6.8%), and apparel (6.2%). As a discount retailer the company offers everyday low prices on merchandise. The company’s ability to offer price advantage on merchandise receives support from its low-cost operating model and its strategy to maintain limited number of SKUs per category, which in turn helps DGC to maintain strong purchasing power.
Sound
Profitability Indicators
The company witnessed sound profitability in the year ended February 3,
2012 (fiscal 2011: consisting of 53 weeks). The company’s revenues increased
from $13035m in 2011 to $14807.19m in 2012, the operating income of the company
increased from $1274.07m in 2011 to $1490.80m in 2012, and the net income
increased from $627.86m in 2011 to $766.68m in 2012. The increase in sales was
due to the increment in stores sales and due to an increase in both customer
traffic and average transaction amount. The sales of consumables increased from
$9,332.1m in 2011 to $10,833.7m in 2012; the sales of seasonal product
increased from $1,887.9m in 2011 to $2,051.1m in 2012; sales of home products
increased from $917.6m in 2011 to $1,005.2m in 2012; and the sales of apparels
increased from $897.3m in 2011 to $917.1m in 2012. The gross profits of the
company increased from $4176.56m in 2011 to $4697.91m in 2012. As a result, the
operating margin of the company increased from 9.77% in 2011 to 10.06% in 2012,
net profit margin increased from 4.81% in 2011 to 5.17% in 2012, return on
equity increased from 15.48% in 2011 to 16.42% in 2012, return on capital
employed increased from 15.57%% in 2011 to 18.22% in 2012, return on assets
increased from 6.57% in 2011 to 7.91% in 2012, return on fixed assets increased
from 17.74% in 2010 to 20.10% in 2011, and return on working capital increased
from 127.09% in 2011 to 194.83% in 2012.
Store Network
The company leverages its extensive store network to tap the immense
market potential in the US retail domain. The company is among the largest
discount retailer in the US with a network of nearly 10,000 stores in 40 states
of the US, primarily in the Southern, Southwestern, Midwestern and Eastern US.
The company’s average general stores hold an area of nearly 7,200 sq. ft. of
selling space. Its store network consists of three store formats: traditional Dollar
General, Dollar General Market and Dollar General Plus store formats. Its
Dollar General Market and Dollar General Plus store formats offers a broader
selection of perishable foods than its traditional format. The company follows
an attractive store economics approach in terms of store size, design and
location, for the establishment of new stores, which requires low initial
capital investment and low maintenance expenditures. The company is also
testing a larger format traditional store known as Dollar General Plus stores,
with nearly 10,000 sq. ft. of selling space. Moreover, the company’s store
selection strategy focuses on establishing stores at convenient locations in
rural, suburban and urban communities, which provides closer proximity to customers.
Closer proximity stores offer convenient shopping experience to customers and
enhance company’s ability to deliver competitive prices on its products. The
company’s market analysis, site selection process, store approval processes
and store marketing programs help it to optimize its returns and minimize risks
related to unprofitable stores.
Weaknesses
Legal Issues
The company has involvement in various legal issues and lawsuits which not only could affect the brand image of the company, but also needs significant commitments on the cost front in terms of fines imposed and penalties levied. In May 2011, a lawsuit was filed by Winn-Dixie Stores, Inc. against the subsidiary unit of DGCs subsidiary Dolgencorp, LLC in the Southern District of Florida. The Winn-Dixie alleged that the that the sale of food and other items in nearly 55 of the Dolgencorp stores was co-located in a shopping center with one of plaintiffs' stores, which violates restrictive covenants which are binding on the occupants of the shopping centers. In June 2010, the company was involved in a civil action lawsuit (Shaleka Gross, et al v. Dollar General Corporation) in US District Court for the Southern District of Mississippi. The plaintiffs in the case include three former non-exempt store employees alleged that they were not paid for all hours worked in violation of the FLSA. The company is also facing a similar case filed in 2006 by its former store manage in the US District Court for the Northern District of Alabama, alleging the company for paying less than the male store managers because of her sex, which was in violation of the Equal Pay Act and Title VII of the Civil Rights Act of 1964. The company is facing various other similar issues which put an additional burden on the cost structure of the company in terms of legal consultancy fees, fines imposed, penalties levied, and damages paid.
Limited Liquidity
Position
The company witnessed limited liquidity position in the year ended February 3, 2012, which could have an adverse affect on its operations as the company could feel credit crunch in fulfilling its operational and working capital needs. The total current assets of the company declined from $2367.82m in 2011 to $2275.07m in 2012, however, its total current liabilities incremented from $1365.37m in 2011 to $1509.90m in 2012. Moreover, the cash and short term investments of the company substantially declined from $497.45m in 2011 to $126.13m in 2012. As a result, the company’s current ratio declined from 1.73 times in 2011 to 1.50 times in 2012, quick ratio declined from 0.44 times in 2011 to 0.17 times in 2012, and its cash ratio also substantially declined from 0.36 times in 2011 to 0.084 times in 2012.
Opportunities
Private Label Gaining
Momentum
The company can benefit amidst the increasing demand of private label goods. It can foster its sales due to the growing preference of private label items, which offers lower cost products then the other established national brands. As a part of its strategic intent the company is focusing on nurturing and enhancing of its private-brand products. The private label brands witnessed increment in sales and dollar share in US retailing segment consisting of supermarkets, convenience stores, drug stores and discount stores in nearly all categories. According to industry experts, in 2011 the overall sales of private label in supermarkets witnessed an increment of 5.1% compared to the figures in 2010, and in drug stores also private labels reported a overall sales increment of 3.8% compared to previous year. Moreover, the private label food and non-food grocery sales in the US in 2011 were $120 billion, which also witnessed substantial growth and is further expected to follow similar growth trajectory in coming years. Private label goods are generally much cheaper to produce than branded goods, due to the lack of advertising and marketing expenses. This strong growth offers retailers an opportunity to invest in the development of their own private labels. Also, the retailers are now becoming increasingly established as brands themselves, marketing their private label products as alternatives to national brands. This increasing demand for the private label products creates huge opportunity for the company.
Business Expansion:
E-Commerce
E-retailing, has been witnessing a strong growth in the recent years, mostly due to the rising internet penetration and the user-friendly shopping interface created by the retailers. The further enhance its position in convenience and value; the company in 2011 launched its ecommerce channel at dollargeneral.com. The company’s newly launched web store offers an extensive range of brand and private label merchandise, which include health and beauty products, cleaning supplies, baby items, holiday merchandise, home decor, stationery, and snacks among others. According to analysts, the online retail sales in the US are expected to reach $229 billion in 2013. The market is expected to grow at a compound average growth rate (CAGR) of 10% from 2009 to 2013. Moreover, according to Internet World Stats as on December 31, 2011, the internet penetration in the world population stood at 32.7%, compared to 28.7%. Besides, during 2000-2011, internet penetration recorded a growth of 528.1%. The rising popularity of e-retailing has encouraged more and more customers to shop online and place their orders through credit cards, thereby avoiding the time consuming journey and billing queues. Thus, the company's newly launched ecommerce channel could provide it with ample of opportunities to achieve its business growth prospects.
Key Business
Initiatives
The company has taken various initiatives in the recent past, to fuel its business growth and to expand the scope of its business. In the year ended February 3, 2012, the company opened 625 new stores at various strategic locations which are expected to witness high demand of products, and closed 60 underperforming stores. The company opened 12 new Dollar General Market stores, which includes seven stores with its entry in Nevada. The company through the opening of its new stores entered the markets of Connecticut, New Hampshire, and Nevada. It also remodeled or relocated nearly 575 stores consisting of 550 traditional stores and 25 Dollar General Market stores. In the fiscal 2012, the company has plans to open 625 new stores and to remodel or relocate an additional 550 stores, which includes plans to open 40 new Dollar General Market stores. The company expects the capital expenditures during 2012 to be in the range of $600-$650m. The company also opened a new distribution center in Bessemer, Alabama which became operational in March 2012. The company also leased a distribution facility in Lebec, California which was expected to be operational in April 2012. In June 2012, the company announced its plans to build a distribution center in Bethel Township, in Berks County, Pennsylvania. Moreover, in the recent years, the company made significant investments in facilities, technological improvements and upgrades, which is expected to enhance its efficiency and ability to support merchandising and operational level initiatives. During the first half of 2012, the company opened 295 new stores, remodeled or relocated 416 stores, and closed 29 stores, resulting in total count of 10,203 stores. As per its expansion plans, the company opened 256 traditional Dollar General Stores, 21 new Dollar General Market stores, and 18 Dollar General Plus stores, as well as, remodeled or relocated 46 traditional Dollar General Stores to the Plus format.
Threats
Dependence on
Suppliers
Dollar General sources and sells products from a wide variety of domestic and international suppliers. The company’s major suppliers Procter & Gamble, Kimberly Clark, Unilever, Kellogg's, General Mills, Nabisco, Coca-Cola and PepsiCo. In year ended February 2012, the company made nearly 8% and 7% of its purchases from its largest and second largest suppliers, respectively. Around 8.0% of its purchases were directly imported at cost. Apart from that, its domestic suppliers also import their products or components directly. Therefore, political and economic instability in foreign suppliers’ countries might have a major impact on Dollar General. Along with that, the company is also vulnerable to the financial instability of the suppliers, their failure to meet the standards and any labor problems faced by the suppliers. Disruptions due to labor stoppages, strikes or slowdowns, or other disruptions, involving its vendors or the transportation and handling industries also may negatively affect its ability to receive merchandise and thus may negatively affect its annual sales. This dependence on the third party suppliers/vendors to procure its supplies is fraught with grave country risk and foreign exchange risk.
Competitive Market
Being in the discount retail merchandise business, Dollar General faces stiff competition relating to price, store location, merchandise assortment, quality, and customer service. It directly competes with discount stores and mass merchandise retailers. The grocery, drug, convenience, variety and other specialty stores also competes in luring customers from the company. Apart from various local and independent operators, the direct competitors in the dollar store retail category include Family Dollar, Dollar Tree, Fred’s, 99 Cents Only. Other retail categories competing with Dollar General include Wal-Mart Walgreens, CVS, Rite Aid, Target and Costco. Having a greater financial arm, these firms have a competitive edge over Dollar General in terms of marketing, distribution, and other activities. They compete heavily through aggressive promotional activities, merchandise selection and availability, best customer service, right location, longer store hours, best in-store amenities and low price. Due to their large scale operations, extensive geographical markets and product and brand variety, they have better bargaining power from the suppliers compared to Dollar General. Thus the competition pressurizes the company to lower the prices to maintain its competitive position, thereby lowering the margins.
Substantial Debt
Burden
Increasing debt could have a major impact on the operational performance of the company as a major portion of the company's earnings would be diverted to servicing its debt obligations. This could be of concern to the investors and make it difficult for the company to raise funds on favorable terms from the market. Although the company reduced its total debt burden in 2012 compared to 2011, however it still sustains on the higher side. For the year ended February 3, 2012, the company had total outstanding debt of $2.618 billion, which also includes the current portion of long-term obligations. The outstanding debt includes a $1.964 billion senior secured term loan facility which maturity in July 2014; nearly $450.7m principal amount of senior subordinated toggle notes due 2017; and borrowings of $184.7m under company’s senior secured asset-based revolving credit facility. The company in March 2012 amended its revolving credit facility and increased its maximum borrowing to $1.2 billion and extended the maturity date to July 2014, which was previously scheduled to mature at July 2013. The company incurred this debt to meet its working capital and capital expenditure needs. If it fails to comply with any of the debt service requirements, the debt could become due and payable prior to its scheduled maturity. The company needs to dedicate a significant portion of its cash flow from operations to service interest and principal payments. Any reduction in revenues and operating cash flows could hinder the company’s ability to repay interest and principal, resulting in default.
Credit Report as of 09/01/2012
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Location |
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100 Mission Rdg |
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County: |
Davidson |
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MSA: |
Nashville, TN |
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Phone: |
615-855-4000 |
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Fax: |
615-855-4249 |
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URL: |
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ABI©: |
435663703 |
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Annual Sales: |
$14,807,188,000 (USD) |
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Employees: |
90,000 |
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Facility Size(ft2): |
2,500 - 9,999 |
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Facility Own/Lease: |
Lease |
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Business Type: |
Public |
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Location Type: |
Headquarter |
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Ticker: |
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Exchange: |
NYSE |
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Primary Line of Business: |
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SIC: |
5331-01 - Variety Stores |
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NAICS: |
452990 - All Other General Merchandise Stores |
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Secondary Lines of Business: |
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NAICS: |
541613 - Marketing Consulting Svcs |
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452112 - Discount Department Stores |
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SICs: |
5311-04 - Retail Shops |
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8742-13 - Marketing Programs & Services |
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Corporate Family |
Corporate
Structure News: |
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Dollar
General Corp. |
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Dollar General Corp. |
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Company Name |
Company
Type |
Location |
Country |
Industry |
Sales |
Employees |
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Parent |
Goodlettsville, TN |
United States |
Retail (Specialty) |
16,022.1 |
90,500 |
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Branch |
Fulton, MO |
United States |
Miscellaneous Capital Goods |
1,566.1 |
650 |
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Branch |
Indianola, MS |
United States |
Miscellaneous Capital Goods |
1,548.8 |
650 |
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Branch |
Alachua, FL |
United States |
Miscellaneous Capital Goods |
1,546.4 |
600 |
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Branch |
Ardmore, OK |
United States |
Miscellaneous Capital Goods |
1,509.9 |
600 |
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Subsidiary |
Scottsville, KY |
United States |
Miscellaneous Capital Goods |
1,405.9 |
600 |
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Branch |
South Boston, VA |
United States |
Miscellaneous Capital Goods |
1,222.0 |
500 |
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Branch |
Bossier City, LA |
United States |
Retail (Specialty) |
1.2 |
200 |
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Branch |
North Wilkesboro, NC |
United States |
Retail (Specialty) |
15.2 |
92 |
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Branch |
Nashville, TN |
United States |
Retail (Department and Discount) |
13.8 |
65 |
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Branch |
Nashville, TN |
United States |
Retail (Department and Discount) |
12.1 |
57 |
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Subsidiary |
Kowloon Bay, Kowloon |
Hong Kong |
Personal and Household Products |
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55 |
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Branch |
Louisville, KY |
United States |
Retail (Department and Discount) |
10.3 |
50 |
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Branch |
Bronson, FL |
United States |
Retail (Specialty) |
1.2 |
50 |
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Branch |
Carrollton, OH |
United States |
Retail (Specialty) |
6.8 |
43 |
|
|
Branch |
Orlando, FL |
United States |
Retail (Specialty) |
7.0 |
40 |
|
|
Branch |
Pleasant View, TN |
United States |
Retail (Department and Discount) |
7.4 |
35 |
|
|
Branch |
Lakeland, FL |
United States |
Retail (Specialty) |
6.1 |
35 |
|
|
Branch |
Scottsville, KY |
United States |
Retail (Department and Discount) |
6.6 |
32 |
|
|
Branch |
Fort Oglethorpe, GA |
United States |
Retail (Department and Discount) |
6.5 |
30 |
|
|
Branch |
Jackson, GA |
United States |
Retail (Department and Discount) |
6.5 |
30 |
|
|
Branch |
Collinsville, VA |
United States |
Retail (Specialty) |
4.9 |
30 |
|
|
Branch |
Uhrichsville, OH |
United States |
Retail (Specialty) |
4.7 |
30 |
|
|
Branch |
Franklin, KY |
United States |
Retail (Department and Discount) |
6.0 |
29 |
|
|
Branch |
Louisville, KY |
United States |
Retail (Department and Discount) |
5.8 |
28 |
|
|
Branch |
Seymour, TN |
United States |
Retail (Department and Discount) |
5.5 |
26 |
|
|
Branch |
Bowling Green, KY |
United States |
Retail (Department and Discount) |
5.3 |
26 |
|
|
Branch |
Ardmore, TN |
United States |
Retail (Department and Discount) |
5.3 |
25 |
|
|
Branch |
Huntsville, AL |
United States |
Retail (Department and Discount) |
5.3 |
25 |
|
|
Branch |
Livonia, MI |
United States |
Retail (Specialty) |
3.9 |
25 |
|
|
Branch |
Edmonton, KY |
United States |
Retail (Department and Discount) |
4.9 |
24 |
|
|
Branch |
Crossville, TN |
United States |
Retail (Department and Discount) |
4.9 |
23 |
|
|
Branch |
Harriman, TN |
United States |
Retail (Specialty) |
3.7 |
23 |
|
|
Branch |
Greeneville, TN |
United States |
Retail (Specialty) |
3.7 |
23 |
|
|
Branch |
Cedartown, GA |
United States |
Retail (Grocery) |
5.6 |
22 |
|
|
Branch |
Livingston, TN |
United States |
Retail (Department and Discount) |
4.7 |
22 |
|
|
Branch |
White House, TN |
United States |
Retail (Department and Discount) |
4.7 |
22 |
|
|
Branch |
La Vergne, TN |
United States |
Retail (Specialty) |
3.6 |
22 |
|
|
Branch |
Clarksville, VA |
United States |
Retail (Specialty) |
3.5 |
21 |
|
|
Branch |
Powell, TN |
United States |
Retail (Department and Discount) |
4.2 |
20 |
|
|
Branch |
Hermitage, TN |
United States |
Retail (Department and Discount) |
4.2 |
20 |
|
|
Branch |
Knoxville, TN |
United States |
Retail (Department and Discount) |
4.2 |
20 |
|
|
Branch |
Lebanon, TN |
United States |
Retail (Department and Discount) |
4.2 |
20 |
|
|
Branch |
Hendersonville, TN |
United States |
Retail (Department and Discount) |
4.2 |
20 |
|
|
Branch |
Knoxville, TN |
United States |
Retail (Department and Discount) |
4.2 |
20 |
|
|
Branch |
Saddle Brook, NJ |
United States |
Retail (Specialty) |
3.6 |
20 |
|
|
Branch |
Bluefield, VA |
United States |
Retail (Specialty) |
3.3 |
20 |
|
|
Branch |
New Orleans, LA |
United States |
Retail (Specialty) |
3.3 |
20 |
|
|
Branch |
Montgomery, AL |
United States |
Retail (Specialty) |
3.2 |
20 |
|
|
Branch |
Madison, AL |
United States |
Retail (Department and Discount) |
4.0 |
19 |
|
|
Branch |
Merritt Island, FL |
United States |
Retail (Specialty) |
3.3 |
19 |
|
|
Branch |
Old Hickory, TN |
United States |
Retail (Specialty) |
3.1 |
19 |
|
|
Branch |
Lewisburg, TN |
United States |
Retail (Department and Discount) |
3.8 |
18 |
|
|
Branch |
Labelle, FL |
United States |
Retail (Specialty) |
3.1 |
18 |
|
|
Branch |
Winter Park, FL |
United States |
Retail (Specialty) |
3.1 |
18 |
|
|
Branch |
Halethorpe, MD |
United States |
Retail (Specialty) |
3.1 |
18 |
|
|
Branch |
Nashville, TN |
United States |
Retail (Specialty) |
2.9 |
18 |
|
|
Branch |
Redford, MI |
United States |
Retail (Specialty) |
2.8 |
18 |
|
|
Branch |
Grand Prairie, TX |
United States |
Retail (Specialty) |
3.1 |
17 |
|
|
Branch |
Azle, TX |
United States |
Retail (Specialty) |
3.1 |
17 |
|
|
Branch |
Nashville, TN |
United States |
Retail (Specialty) |
2.8 |
17 |
|
|
Branch |
Neosho, MO |
United States |
Retail (Specialty) |
2.8 |
17 |
|
|
Branch |
Cookeville, TN |
United States |
Retail (Department and Discount) |
3.4 |
16 |
|
|
Branch |
Bardstown, KY |
United States |
Retail (Department and Discount) |
3.3 |
16 |
|
|
Branch |
Amsterdam, NY |
United States |
Retail (Specialty) |
2.8 |
16 |
|
|
Branch |
Lake Butler, FL |
United States |
Retail (Specialty) |
2.8 |
16 |
|
|
Branch |
Oxford, PA |
United States |
Retail (Specialty) |
2.7 |
16 |
|
|
Branch |
Warren, PA |
United States |
Retail (Specialty) |
2.7 |
16 |
|
|
Branch |
Pittsburgh, PA |
United States |
Retail (Specialty) |
2.7 |
16 |
|
|
Branch |
Jackson, MO |
United States |
Retail (Specialty) |
2.6 |
16 |
|
|
Branch |
Doniphan, MO |
United States |
Retail (Specialty) |
2.6 |
16 |
|
|
Branch |
Boyle, MS |
United States |
Retail (Specialty) |
2.6 |
16 |
|
|
Branch |
Marshall, AR |
United States |
Retail (Specialty) |
2.5 |
16 |
|
|
Branch |
Fayetteville, TN |
United States |
Retail (Department and Discount) |
3.2 |
15 |
|
|
Branch |
Medina, NY |
United States |
Retail (Specialty) |
2.6 |
15 |
|
|
Branch |
Tallahassee, FL |
United States |
Retail (Specialty) |
2.6 |
15 |
|
|
Branch |
Palm Bay, FL |
United States |
Retail (Specialty) |
2.6 |
15 |
|
|
Branch |
Chestertown, MD |
United States |
Retail (Specialty) |
2.6 |
15 |
|
|
Branch |
Bryans Road, MD |
United States |
Retail (Specialty) |
2.6 |
15 |
|
|
Branch |
Cambridge, MD |
United States |
Retail (Specialty) |
2.6 |
15 |
|
|
Branch |
Walnutport, PA |
United States |
Retail (Specialty) |
2.5 |
15 |
|
|
Branch |
Troutville, VA |
United States |
Retail (Specialty) |
2.5 |
15 |
|
|
Branch |
Nashville, TN |
United States |
Retail (Specialty) |
2.4 |
15 |
|
|
Branch |
Camden, TN |
United States |
Retail (Specialty) |
2.4 |
15 |
|
|
Branch |
Winona, MS |
United States |
Retail (Specialty) |
2.4 |
15 |
|
|
Branch |
Jackson, MS |
United States |
Retail (Specialty) |
2.4 |
15 |
|
|
Branch |
New Castle, IN |
United States |
Retail (Specialty) |
2.4 |
15 |
|
|
Branch |
Cleveland, OH |
United States |
Retail (Specialty) |
2.4 |
15 |
|
|
Branch |
Maumee, OH |
United States |
Retail (Specialty) |
2.4 |
15 |
|
|
Branch |
Denmark, SC |
United States |
Retail (Specialty) |
2.4 |
15 |
|
|
Branch |
Beaufort, SC |
United States |
Retail (Specialty) |
2.4 |
15 |
|
|
Branch |
Lawrenceville, VA |
United States |
Retail (Department and Discount) |
3.0 |
14 |
|
|
Branch |
Mesquite, TX |
United States |
Retail (Specialty) |
2.6 |
14 |
|
|
Branch |
Duncanville, TX |
United States |
Retail (Specialty) |
2.6 |
14 |
|
|
Branch |
Binghamton, NY |
United States |
Retail (Specialty) |
2.4 |
14 |
|
|
Branch |
Glen Burnie, MD |
United States |
Retail (Specialty) |
2.4 |
14 |
|
|
Branch |
Smyrna, DE |
United States |
Retail (Specialty) |
2.4 |
14 |
|
|
Branch |
Clayton, OK |
United States |
Retail (Specialty) |
2.4 |
14 |
|
|
Branch |
Riverdale, GA |
United States |
Retail (Specialty) |
2.3 |
14 |
|
|
Branch |
Covington, GA |
United States |
Retail (Specialty) |
2.3 |
14 |
|
|
Branch |
Bonaire, GA |
United States |
Retail (Specialty) |
2.3 |
14 |
|
|
Branch |
Bainbridge, GA |
United States |
Retail (Specialty) |
2.3 |
14 |
|
|
Branch |
Graham, NC |
United States |
Retail (Specialty) |
2.3 |
14 |
|
|
Branch |
Victoria, VA |
United States |
Retail (Specialty) |
2.3 |
14 |
|
|
Branch |
Coushatta, LA |
United States |
Retail (Specialty) |
2.3 |
14 |
|
|
Branch |
Nashville, TN |
United States |
Retail (Specialty) |
2.3 |
14 |
|
|
Branch |
Batesville, AR |
United States |
Retail (Specialty) |
2.2 |
14 |
|
|
Branch |
Chillicothe, OH |
United States |
Retail (Specialty) |
2.2 |
14 |
|
|
Branch |
Munfordville, KY |
United States |
Retail (Specialty) |
2.2 |
14 |
|
|
Branch |
Westland, MI |
United States |
Retail (Specialty) |
2.2 |
14 |
|
|
Branch |
Mason, OH |
United States |
Retail (Department and Discount) |
2.7 |
13 |
|
|
Branch |
Edinburg, TX |
United States |
Retail (Specialty) |
2.4 |
13 |
|
|
Branch |
Houston, TX |
United States |
Retail (Specialty) |
2.4 |
13 |
|
|
Branch |
Auburn, IL |
United States |
Retail (Specialty) |
2.3 |
13 |
|
|
Branch |
Alden, NY |
United States |
Retail (Specialty) |
2.3 |
13 |
|
|
Branch |
Port St Joe, FL |
United States |
Retail (Specialty) |
2.3 |
13 |
|
|
Branch |
Phoenix, AZ |
United States |
Retail (Specialty) |
2.2 |
13 |
|
|
Branch |
Okemah, OK |
United States |
Retail (Specialty) |
2.2 |
13 |
|
|
Branch |
Pueblo, CO |
United States |
Retail (Specialty) |
2.2 |
13 |
|
|
Branch |
Turtle Creek, PA |
United States |
Retail (Specialty) |
2.2 |
13 |
|
|
Branch |
Irwin, PA |
United States |
Retail (Specialty) |
2.2 |
13 |
|
|
Branch |
Uniontown, PA |
United States |
Retail (Specialty) |
2.2 |
13 |
|
|
Branch |
Carmichaels, PA |
United States |
Retail (Specialty) |
2.2 |
13 |
|
|
Branch |
Springdale, PA |
United States |
Retail (Specialty) |
2.2 |
13 |
|
|
Branch |
Pine Mountain, GA |
United States |
Retail (Specialty) |
2.2 |
13 |
|
|
Branch |
Newnan, GA |
United States |
Retail (Specialty) |
2.2 |
13 |
|
|
Branch |
Cartersville, GA |
United States |
Retail (Specialty) |
2.2 |
13 |
|
|
Branch |
Moyock, NC |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Littleton, NC |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Jamestown, NC |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Franklinton, LA |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Blanchard, LA |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
New Orleans, LA |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Hendersonville, TN |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Madison, TN |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Madison, TN |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Nashville, TN |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Mc Kenzie, TN |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Vicksburg, MS |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Gulfport, MS |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Mccomb, MS |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Mt Vernon, IN |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Indianapolis, IN |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Covington, IN |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Mitchell, IN |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Salem, IN |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Marietta, OH |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Owensboro, KY |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Barnwell, SC |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Florence, SC |
United States |
Retail (Specialty) |
2.1 |
13 |
|
|
Branch |
Kansas City, KS |
United States |
Retail (Specialty) |
2.0 |
13 |
|
|
Branch |
Indianapolis, IN |
United States |
Retail (Department and Discount) |
2.5 |
12 |
|
|
Branch |
El Paso, TX |
United States |
Retail (Specialty) |
2.2 |
12 |
|
|
Branch |
Dallas, TX |
United States |
Retail (Specialty) |
2.2 |
12 |
|
|
Branch |
Denton, TX |
United States |
Retail (Specialty) |
2.2 |
12 |
|
|
Branch |
Llano, TX |
United States |
Retail (Specialty) |
2.2 |
12 |
|
|
Branch |
Grand Prairie, TX |
United States |
Retail (Specialty) |
2.2 |
12 |
|
|
Branch |
Cedar Hill, TX |
United States |
Retail (Specialty) |
2.2 |
12 |
|
|
Branch |
Presidio, TX |
United States |
Retail (Specialty) |
2.2 |
12 |
|
|
Branch |
Fort Worth, TX |
United States |
Retail (Specialty) |
2.2 |
12 |
|
|
Branch |
San Antonio, TX |
United States |
Retail (Specialty) |
2.2 |
12 |
|
|
Branch |
San Antonio, TX |
United States |
Retail (Specialty) |
2.2 |
12 |
|
|
Branch |
Bethalto, IL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Hillsboro, IL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Savanna, IL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Braidwood, IL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Milan, IL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Belvidere, IL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Sauk Village, IL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
North Tonawanda, NY |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Honeoye, NY |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Whitehall, NY |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Flagler Beach, FL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Quincy, FL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Haines City, FL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
North Port, FL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
St Petersburg, FL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Jacksonville, FL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Live Oak, FL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Dade City, FL |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Brigham City, UT |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Elkton, MD |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Salisbury, MD |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Baltimore, MD |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Dundalk, MD |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Dover, DE |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Newark, DE |
United States |
Retail (Specialty) |
2.1 |
12 |
|
|
Branch |
Ponca City, OK |
United States |
Retail (Specialty) |
2.0 |
12 |
|
|
Branch |
Chicora, PA |
United States |
Retail (Specialty) |
2.0 |
12 |
|
|
Branch |
Clymer, PA |
United States |
Retail (Specialty) |
2.0 |
12 |
|
|
Branch |
Erie, PA |
United States |
Retail (Specialty) |
2.0 |
12 |
|
|
Branch |
Brodheadsville, PA |
United States |
Retail (Specialty) |
2.0 |
12 |
|
|
Branch |
Hanover Twp, PA |
United States |
Retail (Specialty) |
2.0 |
12 |
|
|
Branch |
Canyon Lake, TX |
United States |
Retail (Specialty) |
2.0 |
11 |
|
|
Branch |
Houston, TX |
United States |
Retail (Specialty) |
2.0 |
11 |
|
|
Branch |
Mt Pleasant, TX |
United States |
Retail (Specialty) |
2.0 |
11 |
|
|
Branch |
Fort Worth, TX |
United States |
Retail (Specialty) |
2.0 |
11 |
|
|
Branch |
San Antonio, TX |
United States |
Retail (Specialty) |
2.0 |
11 |
|
|
Branch |
Mckinney, TX |
United States |
Retail (Specialty) |
2.0 |
11 |
|
|
Branch |
Bryan, TX |
United States |
Retail (Specialty) |
2.0 |
11 |
|
|
Branch |
Princeton, TX |
United States |
Retail (Specialty) |
2.0 |
11 |
|
|
Branch |
Manor, TX |
United States |
Retail (Specialty) |
2.0 |
11 |
|
|
Branch |
Garland, TX |
United States |
Retail (Specialty) |
2.0 |
11 |
|
|
Branch |
Del Valle, TX |
United States |
Retail (Specialty) |
2.0 |
11 |
|
|
Branch |
Bradenton, FL |
United States |
Retail (Department and Discount) |
2.3 |
10 |
|
|
Branch |
Norfolk, VA |
United States |
Retail (Department and Discount) |
2.1 |
10 |
|
|
Branch |
Sherman, TX |
United States |
Retail (Department and Discount) |
2.2 |
9 |
|
|
Branch |
Sarasota, FL |
United States |
Retail (Department and Discount) |
2.0 |
9 |
|
|
Subsidiary |
Citra, FL |
United States |
Retail (Department and Discount) |
1.8 |
8 |
|
|
Subsidiary |
Zephyrhills, FL |
United States |
Retail (Department and Discount) |
1.8 |
8 |
|
|
Subsidiary |
Gouverneur, NY |
United States |
Retail (Specialty) |
1.4 |
8 |
|
|
Subsidiary |
Fort Myers, FL |
United States |
Retail (Department and Discount) |
1.4 |
6 |
|
|
Subsidiary |
Live Oak, FL |
United States |
Retail (Department and Discount) |
1.4 |
6 |
|
|
Subsidiary |
Tarpon Springs, FL |
United States |
Retail (Department and Discount) |
1.4 |
6 |
|
|
Subsidiary |
Marysville, MI |
United States |
Retail (Specialty) |
0.8 |
5 |
Competitors Report
|
Company Name |
Location |
Employees |
Ownership |
|
99 Cents Only Stores |
City Of Commerce, California, United States |
12,800 |
Private |
|
Big Lots, Inc. |
Columbus, Ohio, United States |
13,100 |
Public |
|
CVS Caremark Corporation |
Woonsocket, Rhode Island, United States |
203,000 |
Public |
|
Dollar Tree, Inc. |
Chesapeake, Virginia, United States |
15,380 |
Public |
|
Family Dollar Stores, Inc. |
Matthews, North Carolina, United States |
33,000 |
Public |
|
Fred's, Inc. |
Memphis, Tennessee, United States |
5,135 |
Public |
|
Minor Corporation PCL |
Bangkok, Thailand |
100 |
Public |
|
Rite Aid Corporation |
Camp Hill, Pennsylvania, United States |
51,300 |
Public |
|
Target Corporation |
Minneapolis, Minnesota, United States |
361,000 |
Public |
|
Walgreen Company |
Deerfield, Illinois, United States |
171,000 |
Public |
|
Wal-Mart Stores, Inc. |
Bentonville, Arkansas, United States |
2,200,000 |
Public |
Executive report
|
Board of
Directors |
|
|
|
|
||||||||||||
|
Chairman and Chief Executive Officer |
Chairman |
|
||||||||||||
|
|||||||||||||||
|
Director |
Director/Board Member |
|
|
|||||||||||
|
|||||||||||||||
|
Independent Director |
Director/Board Member |
|
|
|||||||||||
|
|||||||||||||||
|
Director |
Director/Board Member |
|
|
|||||||||||
|
|||||||||||||||
|
Independent Director |
Director/Board Member |
|
|
|||||||||||
|
|||||||||||||||
|
Director |
Director/Board Member |
|
|
|||||||||||
|
|||||||||||||||
|
Board Member |
Director/Board Member |
|
|
|||||||||||
|
Director |
Director/Board Member |
|
|
|||||||||||
|
|||||||||||||||
|
Independent Director |
Director/Board Member |
|
|
|||||||||||
|
|||||||||||||||
|
Independent Director |
Director/Board Member |
|
|
|||||||||||
|
|||||||||||||||
|
Executives |
|
|
|
|
|||||||||||||
|
Chairman and Chief Executive Officer |
Chief Executive Officer |
|
|||||||||||||
|
||||||||||||||||
|
Senior Director of Merchandising for Food and Pet Care |
Division Head Executive |
|
|
||||||||||||
|
||||||||||||||||
|
SVP and General Merchandising Manager, with Oversight of Food,
Beverage, Pet Care and Perishables |
Division Head Executive |
|
|
||||||||||||
|
Senior Director of Merchandising over Beer,Wine, Cookies, Candles and
Snacks |
Division Head Executive |
|
|
||||||||||||
|
Executive Vice President, Division President and Chief Merchandising
Officer |
Division Head Executive |
|
|
||||||||||||
|
||||||||||||||||
|
SVP and General Merchandising Manager for Health, Beauty, Paper and
Cleaning, Retailer’s Private Brands |
Division Head Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Fleet Operations Manager |
Operations Executive |
|
|
||||||||||||
|
IT Operations & Architecture |
Operations Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Operations Manager |
Operations Executive |
|
|
||||||||||||
|
Senior Manager, Fleet Operations |
Operations Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Senior Director Transportation Operations |
Operations Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Transportation Operations Manager |
Operations Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Operations Analyst |
Operations Executive |
|
|
||||||||||||
|
Senior Director, Supply Chain Operatio |
Operations Executive |
|
|
||||||||||||
|
Senior Director-Store Operations |
Operations Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Executive Vice President - Store Operations |
Operations Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Senior Director Merchandise Operations |
Operations Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Information Technology Operations Analyst |
Operations Executive |
|
|
||||||||||||
|
Vice President-Process Improvement |
Operations Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Environmental Services Manager |
Environment/Safety Executive |
|
|
||||||||||||
|
Environmental Services Manager |
Environment/Safety Executive |
|
|
||||||||||||
|
Business Manager |
Administration Executive |
|
|
||||||||||||
|
Stock Plan Administrator |
Administration Executive |
|
|
||||||||||||
|
Lp Vice President Administration |
Administration Executive |
|
|
||||||||||||
|
Rent Administration |
Administration Executive |
|
|
||||||||||||
|
Technical Administrator |
Administration Executive |
|
|
||||||||||||
|
Technical Services Administrator |
Administration Executive |
|
|
||||||||||||
|
Business Manager |
Administration Executive |
|
|
||||||||||||
|
Senior Rent Administration Coordinator |
Administration Executive |
|
|
||||||||||||
|
Security Systems Administrator |
Administration Executive |
|
|
||||||||||||
|
Administrative Services |
Administration Executive |
|
|
||||||||||||
|
Senior Financial Analyst Fp and A |
Finance Executive |
|
|
||||||||||||
|
Director Financial Planning and Analysis |
Finance Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Senior Vice President, Finance and
Strategy |
Finance Executive |
|
|
||||||||||||
|
Vice President-Internal Audit |
Finance Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Manager, Financial Planning, Merchandising |
Finance Executive |
|
|
||||||||||||
|
Vp Financial Planning and Analysis |
Finance Executive |
|
|
||||||||||||
|
Finance |
Finance Executive |
|
|
||||||||||||
|
Chief Financial Officer, Executive Vice
President |
Finance Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Financial Analyst, Financial Planning, Merchandising |
Finance Executive |
|
|
||||||||||||
|
Analyst, Inventory Accounting |
Accounting Executive |
|
|
||||||||||||
|
Director-Accounts Payable |
Accounting Executive |
|
|
||||||||||||
|
Tax Accountant |
Accounting Executive |
|
|
||||||||||||
|
Senior Manager, Internal Audit |
Accounting Executive |
|
|
||||||||||||
|
Internal Audit |
Accounting Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Manager Accounts Payable |
Accounting Executive |
|
|
||||||||||||
|
Senior Ap Analyst, Auditor |
Accounting Executive |
|
|
||||||||||||
|
Senior Tax Manager |
Corporate Tax Executive |
|
|
||||||||||||
|
Director - Tax |
Corporate Tax Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Payroll Tax Supervisor |
Corporate Tax Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Treasurer |
Treasurer |
|
|
||||||||||||
|
Assistant Controller |
Controller |
|
|
||||||||||||
|
||||||||||||||||
|
Senior Vice President, Controller |
Controller |
|
|
||||||||||||
|
||||||||||||||||
|
Benefits Team Leader |
Benefits & Compensation Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Senior Compensation Analyst |
Benefits & Compensation Executive |
|
|
||||||||||||
|
Senior Benefits Specialist |
Benefits & Compensation Executive |
|
|
||||||||||||
|
Payroll Manager |
Benefits & Compensation Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Human Resources Benefits Manager |
Benefits & Compensation Executive |
|
|
||||||||||||
|
Senior Hris Analyst and Support Specialist |
Human Resources Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Senior Manager Field Human Resources |
Human Resources Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Comp, Bens, Hris |
Human Resources Executive |
|
|
||||||||||||
|
Hris Specialist |
Human Resources Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Senior Field Recruiter |
Human Resources Executive |
|
|
||||||||||||
|
Director Hris and Employment Ctr |
Human Resources Executive |
|
|
||||||||||||
|
Senior Manager Human Resources Systems Manager |
Human Resources Executive |
|
|
||||||||||||
|
Director Dc Human Resources |
Human Resources Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Human Resources Director |
Human Resources Executive |
|
|
||||||||||||
|
Manager Human Resources |
Human Resources Executive |
|
|
||||||||||||
|
Senior Field Recruiter |
Human Resources Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Hris Compliance Supervisor |
Human Resources Executive |
|
|
||||||||||||
|
Human Resources Director |
Human Resources Executive |
|
|
||||||||||||
|
Vice President-Human Resources |
Human Resources Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Diversity Manager |
Human Resources Executive |
|
|
||||||||||||
|
Director Training |
Training Executive |
|
|
||||||||||||
|
Director Training |
Training Executive |
|
|
||||||||||||
|
Regional Trainer |
Training Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Director Field Training |
Training Executive |
|
|
||||||||||||
|
Senior Manager Customer Insight |
Customer Service Executive |
|
|
||||||||||||
|
Executive Vice President - Global Supply Chain |
International Executive |
NP* |
|
||||||||||||
|
||||||||||||||||
|
Senior Director Global Sourcing |
International Executive |
|
|
||||||||||||
|
Director, International Logistics |
International Executive |
|
|
||||||||||||
|
Global Compliance Manager |
International Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Autocad Manager - Store Design |
Marketing Executive |
|
|
||||||||||||
|
Brand Manager |
Marketing Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Brand Manager |
Marketing Executive |
|
|
||||||||||||
|
Senior Marketing Manager |
Marketing Executive |
|
|
||||||||||||
|
Corporate Communications Manager |
Corporate Communications Executive |
|
|
||||||||||||
|
Manager, Communications |
Corporate Communications Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Communications Coordinator |
Corporate Communications Executive |
|
|
||||||||||||
|
Graphic Designer |
Advertising Executive |
|
|
||||||||||||
|
Manager of Information Technology |
Information Executive |
|
|
||||||||||||
|
Programmer Analyst |
Information Executive |
|
|
||||||||||||
|
Information Technology Manager |
Information Executive |
|
|
||||||||||||
|
Information Technology Change Management Analyst |
Information Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Merchandising Systems |
Information Executive |
|
|
||||||||||||
|
Senior Manager, Warehouse Management Systems, Dollar General Corp. |
Information Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Information Technology Project Manager |
Information Executive |
|
|
||||||||||||
|
Project Manager Merchandising Systems |
Information Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Information Technology Project Manager |
Information Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Information Technology Programmer |
Information Executive |
|
|
||||||||||||
|
Programmer Analyst |
Information Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Director Store Systems |
Information Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Director, Merchandising Systems |
Information Executive |
|
|
||||||||||||
|
Manager, Pos Systems |
Information Executive |
|
|
||||||||||||
|
Information Technology Manager |
Information Executive |
|
|
||||||||||||
|
IT Technical Services |
Information Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Senior Director Inventory and Planning Systems |
Information Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Network Manager |
Network Management Executive |
|
|
||||||||||||
|
Network Engineer |
Network Management Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Logistics Analyst, Network Optimization |
Network Management Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Logistics Analyst, Transportation and Network Optimization |
Network Management Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Systems Analyst |
Network Management Executive |
|
|
||||||||||||
|
Network Administrator |
Network Management Executive |
|
|
||||||||||||
|
Senior Network Engineer |
Engineering/Technical Executive |
|
|
||||||||||||
|
Manager, Database Services |
Engineering/Technical Executive |
|
|
||||||||||||
|
Senior Director, Supply Chain Engineering |
Engineering/Technical Executive |
|
|
||||||||||||
|
Senior Programmer |
Engineering/Technical Executive |
|
|
||||||||||||
|
Senior Oracle Dba |
Engineering/Technical Executive |
|
|
||||||||||||
|
Senior Network Engineer |
Engineering/Technical Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Telecommunications Manager |
Telecommunications Executive |
|
|
||||||||||||
|
Brand Manager- Food |
Product Management Executive |
|
|
||||||||||||
|
Senior Vice President-Real Estate & Store Development |
Business Development Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Director of Merchandise Planning and Analysis |
Planning Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Executive Vice President Strategic Planning and Real Estate |
Planning Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Director Real Estate Planning & Analysis |
Planning Executive |
|
|
||||||||||||
|
Senior Director of Space Planning |
Planning Executive |
|
|
||||||||||||
|
Merchandise Planning Manager |
Planning Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Employment Attorney |
Legal Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Compliance Manager |
Legal Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Attorney |
Legal Executive |
|
|
||||||||||||
|
Gloabal Compliance, Senior Analyst |
Legal Executive |
|
|
||||||||||||
|
Senior Corporate Counsel and Real Estate |
Legal Executive |
|
|
||||||||||||
|
Production and Qc Specialist |
Manufacturing Executive |
|
|
||||||||||||
|
Print Production Coordinator |
Manufacturing Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Vice President, Transportation |
Logistics Executive |
|
|
||||||||||||
|
Transportation Manager |
Logistics Executive |
|
|
||||||||||||
|
Senior Support Analyst & Warehouse Ms, Dollar General Corp. |
Logistics Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Logistics Analyst |
Logistics Executive |
|
|
||||||||||||
|
Buyer |
Merchandise Management Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Assistant Buyer-Perishables |
Merchandise Management Executive |
|
|
||||||||||||
|
Store Manager |
Merchandise Management Executive |
|
|
||||||||||||
|
Associate Buyer-Food and Pet |
Merchandise Management Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Senior Buyer Fixtures, Supplies |
Merchandise Management Executive |
|
|
||||||||||||
|
Assistant Buyer-Socks, Under, Glasses |
Merchandise Management Executive |
|
|
||||||||||||
|
Senior Buyer |
Merchandise Management Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Exterior Sign Buyer |
Merchandise Management Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Buyer |
Merchandise Management Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Senior Buyer Holiday Events |
Merchandise Management Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Buyer - Toy |
Merchandise Management Executive |
|
|
||||||||||||
|
Buyer - Domestics |
Merchandise Management Executive |
|
|
||||||||||||
|
Senior Buyer |
Merchandise Management Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Assistant Buyer - Food, Beverage |
Merchandise Management Executive |
|
|
||||||||||||
|
Assistant Buyer - Domestics |
Merchandise Management Executive |
|
|
||||||||||||
|
Assistant Buyer - Stationery |
Merchandise Management Executive |
|
|
||||||||||||
|
Fixture, Supply Associate Buyer |
Merchandise Management Executive |
|
|
||||||||||||
|
Buyer |
Merchandise Management Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Assistant Buyer - Infant, Toddler, Girls |
Merchandise Management Executive |
|
|
||||||||||||
|
Assistant Buyer |
Merchandise Management Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Assistant Buyer, Dg Bargain Zone |
Merchandise Management Executive |
|
|
||||||||||||
|
Buyer - Socks, Under, Glasses |
Merchandise Management Executive |
|
|
||||||||||||
|
Buyer - Paper Products |
Merchandise Management Executive |
|
|
||||||||||||
|
Assistant Buyer - Giftware |
Merchandise Management Executive |
|
|
||||||||||||
|
Plant Manager |
Facilities Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Vice President Real Estate |
Facilities Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Real Estate Manager |
Facilities Executive |
|
|
||||||||||||
|
Real Estate Manager |
Facilities Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Facility Manager |
Facilities Executive |
|
|
||||||||||||
|
Real Estate Manager |
Facilities Executive |
|
|
||||||||||||
|
Real Estate Manager |
Facilities Executive |
|
|
||||||||||||
|
Regional Real Estate Director |
Facilities Executive |
|
|
||||||||||||
|
Real Estate Manager |
Facilities Executive |
|
|
||||||||||||
|
Georgia Real Estate Manager |
Facilities Executive |
|
|
||||||||||||
|
Real Estate Director - West Region |
Facilities Executive |
|
|
||||||||||||
|
Senior Procurement Manager, Supply Cha |
Purchasing Executive |
|
|
||||||||||||
|
Senior Quality Assurance Manager |
Quality Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Risk Manager |
Insurance Executive |
|
|
||||||||||||
|
Senior Director-Risk Management |
Insurance Executive |
|
|
||||||||||||
|
||||||||||||||||
|
Director Risk Management |
Insurance Executive |
|
|
||||||||||||
|
Elearning Manager |
Educational Leadership |
|
|
||||||||||||
|
Health and Welfare Manager Welfare Plans |
Medical Specialist |
|
|
||||||||||||
|
||||||||||||||||
|
Assistant To Todd Vasos |
Other |
|
|
||||||||||||
|
Regional Loss Prevention Manager |
Other |
|
|
||||||||||||
|
Senior Director In Store Experience |
Other |
|
|
||||||||||||
|
Manager |
Other |
|
|
||||||||||||
|
District Manager |
Other |
|
|
||||||||||||
|
Project Lead |
Other |
|
|
||||||||||||
|
||||||||||||||||
|
Lease Renewals Representative |
Other |
|
|
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Vice President |
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IUSA |
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Senior Manager Expense Payable |
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Construction Coordinator |
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Computer Operator |
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Project Manager |
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Customer Relations Team Leader |
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Project Manager - Construction |
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IT Projects |
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ACR NP* |
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Director New Store Development |
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Customs Manager |
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Vice President & Division Manager |
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IUSA NP* |
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Dispute Resolution Counsler |
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Manager Store Support |
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Av Coordinator |
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E Plan Coordinator |
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Refrigeration Team Leader |
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Senior Hirs |
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Field Employee Relationsanalyst |
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Director, Analysis |
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Vice President Dmm-Consumables |
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Manager |
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Construction Project Manager |
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Leasing Coordinator Ii |
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Senior Manager Lease Renewals |
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Utility Coordinator |
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Director of Merchandise Allocations |
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Senior Manager of Lp Process Improvement |
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Regional Loss Prevention Manager |
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District Manager |
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Claims Representative |
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Special Projects Manager |
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Construction Manager |
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Executive Vice President, General Counsel |
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Vice President, Talent Management and ... |
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Field Employee Relations Manager |
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New Hire Coordinator |
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Scs Business |
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Alachua, Fl Dc Maintenance Manager |
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Architectural Plan Coordinator |
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Dollar General Corporation |
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Director- Daymon |
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Regional Loss Prevention Investigator |
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Coordinator Construction |
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District Manager |
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Vice President of Construction and Store Development |
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Manager, Workforce Analytics |
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District Manager |
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Talent Acquisition Specialist |
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Lease Renewals Specialist |
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Copy Center Coordinator |
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Executive Vice President and Chief People Officer |
Other |
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Construction |
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Autocad Department |
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Audio Visual Coordinator |
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Customs Analyst |
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Senior Director, Process Improvement |
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Senior Team Leader |
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Bts Plan Manager |
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Representative |
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Community Initiatives Specialist |
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Senior Manager |
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Vice President |
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Corporate Services Supervisor |
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Regional Loss Prevention Manager |
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Senior Manager |
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Senior Pricing Analyst |
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Region Manager |
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Apc Supervisor |
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District Manager |
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Vice President, Shrink Improvement and Loss Prevention |
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Senior Wms Manager |
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Assessment Coordinator |
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Director of Child Care |
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Manager |
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Stationeryhardwarebooksmagazinesand Toys |
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Senior Manager, Pos Applications |
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Customs Specialist |
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Senior P, A |
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Significant Developments
Dollar General Corp Announces Pricing of $1.3 Billion of Senior Notes Apr 08, 2013
Dollar General Corp announced the pricing of an offering of $400.0 million of its 1.875% Senior Notes due 2018 (the 2018 Notes) and $900.0 million of its 3.25% Senior Notes due 2023 (the 2023 Notes and together with the 2018 Notes, the Notes). The 2018 Notes will pay interest at a rate of 1.875% per annum and mature on April 15, 2018. The 2023 Notes will pay interest at a rate of 3.25% per annum and mature on April 15, 2023. Dollar General will pay interest on the Notes semi-annually on April 15 and October 15 of each year, commencing October 15, 2013. Issuance of the Notes is expected to occur on April 11, 2013. The Company will use the net proceeds from the sale of the Notes, together with term loan borrowings under its new senior unsecured credit facilities, to repay all of the outstanding borrowings under the existing senior secured credit facilities, to pay related fees and expenses and for general corporate purposes. BofA Merrill Lynch, Citigroup, Goldman, Sachs & Co., J.P. Morgan, US Bancorp and Wells Fargo Securities are serving as joint book-running managers for the offering, with Fifth Third Securities, Inc., KKR and Regions Securities LLC acting as senior co-managers and BB&T Capital Markets, HSBC, KeyBanc Capital Markets, Mizuho Securities and PNC Capital Markets LLC acting as co-managers.
Dollar General Corp Announces Offering Of $1.3 Billion Of Senior Notes Apr 08, 2013
Dollar General Corp announced an offering of $1.3 billion of Senior Notes due 2018 and Senior Notes due 2023. Concurrently with and conditioned upon the issuance of the Notes, the Company expects to enter into new senior unsecured credit facilities consisting of a $1.0 billion five-year term loan facility and an $850 million five-year cash-flow based revolving credit facility which is expected to be undrawn at closing. The offering of the Notes is not conditioned upon completion of the new credit facilities and related refinancing. The Company will use the net proceeds from the sale of the Notes, together with term loan borrowings under new senior unsecured credit facilities, to repay all of the outstanding borrowings under the existing senior secured credit facilities, to pay related fees and expenses and for general corporate purposes. BofA Merrill Lynch, Citigroup, Goldman, Sachs & Co., J.P. Morgan, US Bancorp and Wells Fargo Securities are serving as joint book-running managers for the offering.
Dollar General Corp Announces Pricing of 30.0 Million Share
Secondary Offering Mar 27, 2013
Nimplemented, including the rollout of tobacco products to substantially all stores and the completion of Phase Five. Diluted EPS for fiscal 2013, adjusted to exclude potential charges or expenses relating to amendments to or refinancing of any notes, loans or revolving credit facilities and any expenses resulting from potential secondary stock offerings, is expected to be approximately $3.15 to $3.30. The Company reported revenues of $16.02 billion in fiscal 2012. According to I/B/E/S estimates analysts' were expecting the Company to report revenues of $17.63 billion, EBIT of $1.823 billion and EPS of $3.27 for fiscal 2013.
Dollar General Corp Lowers High End Of Prior FY 2012 Revenue Guidance; Lowers FY 2012 Operating Profit Guidance; Revises FY 2012 Store Sales Guidance; Comments On Q4 2012 Store Sales Guidance Dec 11, 2012
Dollar General Corp updated its financial outlook to reflect the results of the third quarter and expectations for the remainder of 2012. The Company expects total sales for fiscal 2012 to increase by 8.0% to 8.5% over the 53-week fiscal 2011, or 10% to 10.5% on a comparable 52-week basis. Same-store sales, based on a comparable 52-week period, are now expected to increase 4.5% to 5.0%. For fiscal 2012, operating profit, excluding expenses resulting from secondary offerings of the Company's stock, is expected to be between $1.630 billion and $1.645 billion. For the fourth quarter, the Company expects comparable store sales to increase by 3% to 4%. Diluted EPS for the 52-week fiscal 2012, adjusted to exclude losses resulting from redemption of the senior subordinated notes, charges or expenses relating to amendments to or refinancing of any notes, loans or revolving credit facilities, the settlement of interest rate swaps and expenses resulting from secondary stock offerings, is expected to be approximately $2.82 to $2.85, including approximately $0.04 from the favorable resolution of tax audits in the second quarter. The Company reported revenues of $14.807 billion in fiscal 2011. According to I/B/E/S estimates analysts' were expecting the Company to report revenues of $16.122 billion, EBIT of $1.671 billion and EPS of $2.86 for fiscal 2012.
Dollar General Corp To Replace Cooper Industries plc On S&P 500 Index Nov 26, 2012
Dollar General Corp announced that it will replace Cooper Industries plc
in the S&P 500 after the close of trading on November 30, 2012. S&P 500
constituent Eaton Corp. is acquiring Cooper Industries in a deal expected to be
completed on or about that date pending final approvals.
Dollar General Corp Announces Pricing of 36.0 Million Share Secondary
Offering Sep 27, 2012
Dollar General Corp announced the pricing of an underwritten secondary public offering of 36.0 million common shares at a price to the public of $51.75 per share. The shares are being sold by certain existing shareholders. No shares are being sold by the Company in this offering, and it will not receive any proceeds from the offering. In connection with the offering, certain of the selling shareholders have granted to the underwriters an option to purchase up to 5.4 million additional shares. The offering is expected to close on October 3, 2012. Citigroup, Goldman, Sachs & Co. and KKR are serving as joint book running managers for the offering.
Dollar General Corp Announces 30.0 Million Share Secondary Offering Sep 27, 2012
Dollar General Corp announced an underwritten secondary public offering of 30.0 million common shares. The shares are being sold by certain existing shareholders. No shares are being sold by the Company in this offering, and it will not receive any proceeds from the offering. In connection with the offering, certain of the selling shareholders have granted to the underwriters an option to purchase up to 4.5 million additional shares.
Dollar General Corp Reaffirms FY 2012 Revenue Outlook; Raises FY 2012 EPS Outlook; Raises Low End Of Prior FY 2012 EBIT Outlook; Raises Low End Of Prior FY 2012 Same Store Sales Outlook Sep 05, 2012
Dollar General Corp announced that it continues to expect total sales for the 2012 fiscal year to increase 8%-9% over the 53-week 2011 fiscal year, or 10%-11% on a comparable 52-week basis. Same-store sales, based on a comparable 52-week period, are expected to increase 4%-5%, an increase from the previous expectation of the low end of 3%. For the year, operating profit, excluding expenses resulting from secondary offerings of the Company's stock, is expected to be between $1.64 billion and $1.66 billion, as compared to the Company's previous guidance of between $1.62 billion and $1.66 billion. Diluted EPS for the 52-week fiscal 2012 is expected to be approximately $2.77-$2.85, including approximately $0.04 from the favorable resolution of tax audits in the second quarter.
Dollar General Corp. Announces Pricing Of $500 Million of Senior Notes Jun 27, 2012
Dollar General Corp. announced the pricing of an offering of $500 million of its 4.125% Senior Notes due 2017 (the Notes). The Notes, which are fully and unconditionally guaranteed on a senior unsecured basis by each domestic subsidiary of Dollar General that guarantees its senior secured credit facilities, will pay interest at a rate of 4.125% per annum semi-annually on January 15 and July 15 of each year, commencing January 15, 2013. Issuance of the Notes is expected to occur on July 12, 2012 and the Notes will mature on July 15, 2017. Dollar General Corporation will use the net proceeds from the sale of the Notes, together with cash on hand, to redeem on July 15, 2012 all outstanding aggregate principal amount of its Senior Subordinated Notes and to pay related premium and accrued interest. Citigroup, Goldman, Sachs & Co. and KKR are serving as joint book running managers for the offering, with BofA Merrill Lynch, Barclays, J.P. Morgan, Wells Fargo Securities, Fifth Third Securities, Inc., HSBC, KeyBanc Capital Markets, and US Bancorp acting as co-managers.
Dollar General Corp. Reaffirms FY 2012 Revenue And Same Store Sales Guidance; Raises FY 2012 Earnings Guidance Jun 04, 2012
Dollar General Corp. announced that it continues to expect total sales for fiscal 2012 to increase 8% to 9% over the 53 week fiscal 2011, or 10% to 11% on a comparable 52-week basis. Same-store sales, based on a comparable 52-week period, are expected to increase 3% to 5%. Operating profit is expected to be between $1.62-$1.66 billion, as compared to the Company's previous guidance of between $1.60-$1.65 billion. Diluted EPS for the 52-week fiscal year, adjusted to exclude any losses resulting from redemption of the Senior Subordinated Notes, potential charges or expenses relating to amendments to or refinancing of any notes, loans or revolving credit facilities and any expenses resulting from secondary stock offerings, is expected to be approximately $2.68 to $2.78. This is an increase of $0.03 per share from the Company's previous guidance of $2.65 to $2.75 per share. According to I/B/E/S estimates analysts' were expecting the Company to report EBIT of $1.65 billion and EPS of $2.77 for fiscal 2012.
Standard
& Poor’s
|
United
States of America Long-Term Rating Lowered To 'AA+' Due To Political Risks,
Rising Debt Burden; Outlook Negative |
|
Publication
date: 05-Aug-2011 20:13:14 EST |
- We have lowered our long-term sovereign credit rating on the
United States of America to 'AA+' from 'AAA' and affirmed the 'A-1+'
short-term rating.
·
We have also removed both the short- and long-term ratings
from CreditWatch negative.
·
The downgrade reflects our opinion that the fiscal
consolidation plan that Congress and the Administration recently agreed to falls
short of what, in our view, would be necessary to stabilize the government's
medium-term debt dynamics.
·
More broadly, the downgrade reflects our view that the
effectiveness, stability, and predictability of American policymaking and
political institutions have weakened at a time of ongoing fiscal and economic
challenges to a degree more than we envisioned when we assigned a negative
outlook to the rating on April 18, 2011.
·
Since then, we have changed our view of the difficulties in
bridging the gulf between the political parties over fiscal policy, which makes
us pessimistic about the capacity of Congress and the Administration to be able
to leverage their agreement this week into a broader fiscal consolidation plan
that stabilizes the government's debt dynamics any time soon.
·
The outlook on the long-term rating is negative. We could
lower the long-term rating to 'AA' within the next two years if we see that
less reduction in spending than agreed to, higher interest rates, or new fiscal
pressures during the period result in a higher general government debt
trajectory than we currently assume in our base case.
TORONTO (Standard &
Poor's) Aug. 5, 2011--Standard & Poor's Ratings Services said today that it
lowered its long-term sovereign credit rating on the United States of America
to 'AA+' from 'AAA'. Standard & Poor's also said that the outlook on the
long-term rating is negative. At the same time, Standard & Poor's affirmed
its 'A-1+' short-term rating on the U.S. In addition, Standard & Poor's
removed both ratings from CreditWatch, where they were placed on July 14, 2011,
with negative implications.
The transfer and convertibility (T&C) assessment of the U.S.--our
assessment of the likelihood of official interference in the ability of
U.S.-based public- and private-sector issuers to secure foreign exchange for
debt service--remains
'AAA'.
We lowered our long-term
rating on the U.S. because we believe that the prolonged controversy over
raising the statutory debt ceiling and the related fiscal policy debate
indicate that further near-term progress containing the growth in public
spending, especially on entitlements, or on reaching an agreement on raising
revenues is less likely than we previously assumed and will remain a
contentious and fitful process. We also believe that the fiscal consolidation
plan that Congress and the Administration agreed to this week falls short of
the amount that we believe is necessary to stabilize the general government
debt burden by the middle of the decade.
Our lowering of the
rating was prompted by our view on the rising public debt burden and our
perception of greater policymaking uncertainty, consistent with our criteria
(see "Sovereign Government Rating Methodology and
Assumptions ," June 30, 2011,
especially Paragraphs 36-41). Nevertheless, we view the U.S. federal
government's other economic, external, and monetary credit attributes, which
form the basis for the sovereign rating, as broadly unchanged.
We have taken the ratings
off CreditWatch because the Aug. 2 passage of the Budget Control Act Amendment
of 2011 has removed any perceived immediate threat of payment default posed by
delays to raising the government's debt ceiling. In addition, we believe that
the act provides sufficient clarity to allow us to evaluate the likely course
of U.S. fiscal policy for the next few years.
The political brinksmanship of recent months highlights what we see as
America's governance and policymaking becoming less stable, less effective, and
less predictable than what we previously believed. The statutory debt ceiling
and the threat of default have become political bargaining chips in the debate
over fiscal policy. Despite this year's wide-ranging debate, in our view, the
differences between political parties have proven to be extraordinarily
difficult to bridge, and, as we see it, the resulting agreement fell well short
of the comprehensive fiscal consolidation program that some proponents had
envisaged until quite recently. Republicans and Democrats have only been able
to agree to relatively modest savings on discretionary spending while
delegating to the Select Committee decisions on more comprehensive measures. It
appears that for now, new revenues have dropped down on the menu of policy
options. In addition, the plan envisions only minor policy changes on Medicare
and little change in other entitlements,
the containment of which
we and most other independent observers regard as key to long-term fiscal
sustainability.
Our opinion is that
elected officials remain wary of tackling the structural issues required to
effectively address the rising U.S. public debt burden in a manner consistent
with a 'AAA' rating and with 'AAA' rated sovereign peers (see Sovereign Government Rating Methodology and
Assumptions," June 30, 2011,
especially Paragraphs 36-41). In our view, the difficulty in framing a consensus
on fiscal policy weakens the government's ability to manage public finances and
diverts attention from the debate over how to achieve more balanced and dynamic
economic growth in an era of fiscal stringency and private-sector deleveraging
(ibid). A new political consensus might (or might not) emerge after the 2012
elections, but we believe that by then, the government debt burden will likely
be higher, the needed medium-term fiscal adjustment potentially greater, and
the inflection point on the U.S. population's demographics and other
age-related spending drivers closer at hand (see "Global Aging 2011: In The U.S., Going Gray Will Likely
Cost Even More Green, Now,"
June 21, 2011).
Standard & Poor's
takes no position on the mix of spending and revenue measures that Congress and
the Administration might conclude is appropriate for putting the U.S.'s
finances on a sustainable footing.
The act calls for as much
as $2.4 trillion of reductions in expenditure growth over the 10 years through
2021. These cuts will be implemented in two steps: the $917 billion agreed to
initially, followed by an additional $1.5 trillion that the newly formed
Congressional Joint Select Committee on Deficit Reduction is supposed to
recommend by November 2011. The act contains no measures to raise taxes or
otherwise enhance revenues, though the committee could recommend them.
The act further provides that
if Congress does not enact the committee's recommendations, cuts of $1.2
trillion will be implemented over the same time period. The reductions would
mainly affect outlays for civilian discretionary spending, defense, and
Medicare. We understand that this fall-back mechanism is designed to encourage
Congress to embrace a more balanced mix of expenditure savings, as the
committee might recommend.
We note that in a letter
to Congress on Aug. 1, 2011, the Congressional Budget Office (CBO) estimated
total budgetary savings under the act to be at least $2.1 trillion over the
next 10 years relative to its baseline assumptions. In updating our own fiscal
projections, with certain modifications outlined below, we have relied on the
CBO's latest "Alternate Fiscal Scenario" of June 2011, updated to
include the CBO assumptions contained in its Aug. 1 letter to Congress. In
general, the CBO's "Alternate Fiscal Scenario" assumes a continuation
of recent Congressional action overriding existing law.
We view the act's
measures as a step toward fiscal consolidation. However, this is within the
framework of a legislative mechanism that leaves open the details of what is
finally agreed to until the end of 2011, and Congress and the Administration
could modify any agreement in the future. Even assuming that at least $2.1
trillion of the spending reductions the act envisages are implemented, we
maintain our view that the U.S. net general government debt burden (all levels
of government combined, excluding liquid financial assets) will likely continue
to grow. Under our revised base case fiscal scenario--which we consider to be
consistent with a 'AA+' long-term rating and a negative outlook--we now project
that net general government debt would rise from an estimated 74% of GDP by the
end of 2011 to 79% in 2015 and 85% by 2021. Even the projected 2015 ratio of
sovereign indebtedness is high in relation to those of peer credits and, as
noted, would continue to rise under the act's revised policy settings.
Compared with previous
projections, our revised base case scenario now assumes that the 2001 and 2003
tax cuts, due to expire by the end of 2012, remain in place. We have changed
our assumption on this because the majority of Republicans in Congress continue
to resist any measure that would raise revenues, a position we believe Congress
reinforced by passing the act. Key macroeconomic assumptions in the base case
scenario include trend real GDP growth of 3% and consumer price inflation near
2% annually over the decade.
Our revised upside
scenario--which, other things being equal, we view as consistent with the
outlook on the 'AA+' long-term rating being revised to stable--retains these
same macroeconomic assumptions. In addition, it incorporates $950 billion of
new revenues on the assumption that the 2001 and 2003 tax cuts for high earners
lapse from 2013 onwards, as the Administration is advocating. In this scenario,
we project that the net general government debt would rise from an estimated
74% of GDP by the end of 2011 to 77% in 2015 and to 78% by 2021.
Our revised downside
scenario--which, other things being equal, we view as being consistent with a
possible further downgrade to a 'AA' long-term rating--features less-favorable
macroeconomic assumptions, as outlined below and also assumes that the second
round of spending cuts (at least $1.2 trillion) that the act calls for does not
occur. This scenario also assumes somewhat higher nominal interest rates for
U.S. Treasuries. We still believe that the role of the U.S. dollar as the key
reserve currency confers a government funding advantage, one that could change
only slowly over time, and that Fed policy might lean toward continued loose
monetary policy at a time of fiscal tightening. Nonetheless, it is possible
that interest rates could rise if investors re-price relative risks. As a
result, our alternate scenario factors in a 50 basis point (bp)-75 bp rise in
10-year bond yields relative to the base and upside cases from 2013 onwards. In
this scenario, we project the net public debt burden would rise from 74% of GDP
in 2011 to 90% in 2015 and to 101% by 2021.
Our revised scenarios
also take into account the significant negative revisions to historical GDP
data that the Bureau of Economic Analysis announced on July 29. From our
perspective, the effect of these revisions underscores two related points when
evaluating the likely debt trajectory of the U.S. government. First, the
revisions show that the recent recession was deeper than previously assumed, so
the GDP this year is lower than previously thought in both nominal and real
terms. Consequently, the debt burden is slightly higher. Second, the revised
data highlight the sub-par path of the current economic recovery when compared
with rebounds following previous post-war recessions. We believe the sluggish
pace of the current economic recovery could be consistent with the experiences
of countries that have had financial crises in which the slow process of debt
deleveraging in the private sector leads to a persistent drag on demand. As a
result, our downside case scenario assumes relatively modest real trend GDP
growth of 2.5% and inflation of near 1.5% annually going forward.
When comparing the U.S.
to sovereigns with 'AAA' long-term ratings that we view as relevant peers--Canada,
France, Germany, and the U.K.--we also observe, based on our base case
scenarios for each, that the trajectory of the U.S.'s net public debt is
diverging from the others. Including the U.S., we estimate that these five
sovereigns will have net general government debt to GDP ratios this year
ranging from 34% (Canada) to 80% (the U.K.), with the U.S. debt burden at 74%.
By 2015, we project that their net public debt to GDP ratios will range between
30% (lowest, Canada) and 83% (highest, France), with the U.S. debt burden at
79%. However, in contrast with the U.S., we project that the net public debt
burdens of these other sovereigns will begin to decline, either before or by
2015.
Standard & Poor's
transfer T&C assessment of the U.S. remains 'AAA'. Our T&C assessment
reflects our view of the likelihood of the sovereign restricting other public
and private issuers' access to foreign exchange needed to meet debt service.
Although in our view the credit standing of the U.S. government has
deteriorated modestly, we see little indication that official interference of
this kind is entering onto the policy agenda of either Congress or the
Administration. Consequently, we continue to view this risk as being highly
remote.
The outlook on the
long-term rating is negative. As our downside alternate fiscal scenario
illustrates, a higher public debt trajectory than we currently assume could
lead us to lower the long-term rating again. On the other hand, as our upside
scenario highlights, if the recommendations of the Congressional Joint Select
Committee on Deficit Reduction--independently or coupled with other
initiatives, such as the lapsing of the 2001 and 2003 tax cuts for high
earners--lead to fiscal consolidation measures beyond the minimum mandated, and
we believe they are likely to slow the deterioration of the government's debt
dynamics, the long-term rating could stabilize at 'AA+'.
FOREIGN EXCHANGE RATES
|
Currency |
Unit
|
Indian Rupees |
|
US Dollar |
1 |
Rs.54.29 |
|
UK Pound |
1 |
Rs.83.88 |
|
Euro |
1 |
Rs.70.67 |
INFORMATION DETAILS
|
Report Prepared
by : |
MNL |
RATING EXPLANATIONS
|
RATING |
STATUS |
PROPOSED CREDIT LINE |
|
|
>86 |
Aaa |
Possesses an extremely sound financial base with the strongest capability
for timely payment of interest and principal sums |
Unlimited |
|
71-85 |
Aa |
Possesses adequate working capital. No caution needed for credit
transaction. It has above average (strong) capability for payment of interest
and principal sums |
Large |
|
56-70 |
A |
Financial & operational base are regarded healthy. General
unfavourable factors will not cause fatal effect. Satisfactory capability for
payment of interest and principal sums |
Fairly Large |
|
41-55 |
Ba |
Overall operation is considered normal. Capable to meet normal
commitments. |
Satisfactory |
|
26-40 |
B |
Capability to overcome financial difficulties seems comparatively
below average. |
Small |
|
11-25 |
Ca |
Adverse factors are apparent. Repayment of interest and principal sums
in default or expected to be in default upon maturity |
Limited with
full security |
|
<10 |
C |
Absolute credit risk exists. Caution needed to be exercised |
Credit not
recommended |
|
---- |
NB |
New Business |
---- |
This score serves as a reference to assess
SC’s credit risk and to set the amount of credit to be extended. It is
calculated from a composite of weighted scores obtained from each of the major
sections of this report. The assessed factors and their relative weights (as
indicated through %) are as follows:
Financial
condition (40%) Ownership
background (20%) Payment
record (10%)
Credit history
(10%) Market trend (10%) Operational size
(10%)
This report is issued at your request without any
risk and responsibility on the part of MIRA INFORM PRIVATE LIMITED (MIPL)
or its officials.