Rearranging deck chairs?13 Mar 2018 16:03
An article in IC compared the company's bi-annual promises of a brighter future to consistently "rearranging the deck chairs on the Titanic".
Although I'm broadly in favour of Glaxo's recent reinvention and high-level strategy, the analogy stuck with me. I had an amateur review of the annual reports and finances from when the efficiency programme began nearly 10 years ago. It's left me questioning whether the endless cost-cutting programme has / will ever make a difference to the bottom line - or at least a difference worthy of the cost of the cost-cutting (billions of "one-off" items by this point). And despite my support of the strategy, I have the same concern about the Novartis asset swap - especially there doesn't seem to be a lot of "brand" in Novartis' old brands - although the sales numbers must have appealed to Glaxo management.
I know free cash flow / dividend cover is a constant talking point but we assume management's high-level strategy pays off and the dividend cover returns - a brighter future is coming! Management seem confident but how many times (and for how long) have management seemed confident!?
If this was my business I'd be genuinely concerned that, after all these years of "efficiency" and "change" to simplify and strengthen, I'm left with eps that hasn't improved in a decade, less cash, much more debt, poor working capital management (IMO, despite what management say), a year-on-year growing pension deficit, and a dubious increase in "assets" to conveniently offset most of this (IMO, the value added to the balance sheet seems too good to be true).
And despite all that... I still own Glaxo shares for the promise of a brighter future! ;) Any thoughts?