>>> Zoetis beats by $0.01, reports revs in-line; slightly lowers FY17 EPS and re


Zoetis beats by $0.01, reports revs in-line; slightly lowers FY17 EPS and revenue guidance, in-line
  • Reports Q4 (Dec) earnings of $0.47 per share, excluding non-recurring items, $0.01 better than the Capital IQ Consensus of $0.46; revenues rose 0.2% year/year to $1.28 bln vs the $1.27 bln Capital IQ Consensus.
    • Co lowers guidance for FY17, sees EPS of $2.26-2.36, excluding non-recurring items, vs. $2.33 Capital IQ Consensus Estimate, from $2.28-2.38; sees FY17 revs of $5.10-5.23 bln vs. $5.18 bln Capital IQ Consensus Estimate, from $5.15-5.28 bln.

>>> Ferrari : Meet the 789bhp Ferrari 812 Superfast (will be launch at geneva)

Bye bye F12 Berlinetta, hello 812 Superfast. Yes, really. Tech and numbers here



This, ladies and gents, is the Ferrari 812 Superfast. It is the latest V12 Ferrari supercar and the replacement for the F12 Berlinetta.

Yes, it’s really called Superfast. Ferrari’s wildly inconsistent naming structure is now, perhaps, calling on the suggestions of nine year olds. But mock as much as you like: the name ought to be thoroughly justified.

That’s because beneath the 812’s bonnet, powering the rear wheels and no doubt making a jolly mess of Alpine hairpins, is a 6.5-litre V12 with 789bhp. Yikes. That makes it nearly 60bhp healthier than the old F12’s 6.3-litre V12. This 6.5 is Ferrari’s most powerful naturally aspirated engine yet. Quite fitting, giving it may just be its last.

That peak power is delivered at 8,500rpm, by which point the noise is doubtless spectacular. Peak torque – 530lb ft, since you ask – arrives little earlier, at a still dizzying 7,000rpm. God, we’ll miss turbo-free engines.

The numbers you need for your next game of Top Trumps are a 2.9sec 0-62mph time and a ‘211mph-plus’ top speed. Even if that only means 212mph, it’s damn impressive. Superfast name probably justified, though a Tesla is half a second quicker to 62, it’s worth noting…

There are plenty of acronyms to help ensure the power isn’t wastefully spun away. EPS is Ferrari’s first electric power steering system, there’s a fifth-generation version of SSC (Side Slip Control, Ferrari’s drift god mode), and a second-generation application of Virtual Short Wheelbase, Ferrari’s four-wheel-steering system. Despite the extra tech, its 1,525kg dry weight is unchanged from the F12’s. Those kilos are reasonably well distributed, too, split 47/53 front/rear.

>>> Alexion Pharma beats by $0.02, misses on revs; guides FY17 EPS below consens

Alexion Pharma beats by $0.02, misses on revs; guides FY17 EPS below consensus, revs below consensus; raises buyback to $1 bln (132.00)
  • Reports Q4 (Dec) earnings of $1.26 per share, excluding non-recurring items, $0.02 better than the Capital IQ Consensus of $1.24; revenues rose 18.5% year/year to $831 mln vs the $841.09 mln Capital IQ Consensus.
    • Soliris net product sales were $749 million, compared to $689 million in the fourth quarter of 2015.
    • Strensiq net product sales were $71 million, compared to $12 million in the fourth quarter of 2015.
    • Kanuma net product sales were $11 million.
  • Co issues downside guidance for FY17, sees EPS of $5.00-5.25, excluding non-recurring items, vs. $5.56 Capital IQ Consensus Estimate; sees FY17 revs of $3.4-3.5 bln vs. $3.55 bln Capital IQ Consensus Estimate.
  • "In 2016 the global Alexion team delivered on our patient-centered objectives as we grew our leadership in complement by serving more patients with PNH and aHUS, and continued to build our metabolic franchise with the global launches of Strensiq and Kanuma. We also achieved important regulatory milestones towards new indications for Soliris and initiated two registration studies for ALXN1210 to drive our future growth," said David Brennan, Interim Chief Executive Officer of Alexion. "Our 2017 guidance reflects double-digit revenue and EPS growth as we continue to grow our complement and metabolic franchises, prepare for the potential launches of Soliris in refractory gMG, and focus on our highest priority R&D programs."
  • Alexion Board increases authorized share repurchase to a total of $1 bln.

FT : Competition watchdog to assess Heineken pub takeover

Competition watchdog to assess Heineken pub takeover
Campaigners say £400m purchase from Punch Taverns will reduce choice for customers

The UK competition watchdog will assess whether to do an in-depth investigation of Heineken’s planned takeover of pub company Punch Taverns, which campaigners and landlords say will reduce choice for customers and damage small brewers.

The Competition and Markets Authority said on Thursday it had opened its initial investigation, which it expects to complete by April 24, and will then decide how to proceed.

Heineken said the announcement, which did not have a major effect on shares in either company, was “an important and fully expected stage in the process to finalise our acquisition”.

The planned £400m cash deal was approved by Punch shareholders on Friday. The Dutch brewing company — the world’s second largest after Anheuser-Busch InBev — would acquire 1,900 of Punch’s 3,350 pubs and become the third largest pub company in the UK, after Greene King and Enterprise Inns.

The remaining Punch pubs will be bought by Heineken’s partner in the deal, Patron Capital, a property investment fund.

Heineken, which owns brands including John Smith’s bitter and Foster’s lager, said it will “work closely with the incoming licensees, helping them to realise increased potential from the pubs that they operate”.

But landlords and independent brewers are worried that the takeover will mean that they are forced to stock more Heineken beers.

“Heineken’s aggressive bid for market dominance via their multinational balance sheet is wholly offensive to the principles that underpin the unique Great British Pub,” said Chris Lindesay of The Punch Tenant Network, a group that represents Punch Taverns landlords across the UK.

The UK’s Campaign for Real Ale said: “We believe that customers are likely to not only experience reduced choice in the range of cask beer from small and regional breweries in pubs owned by Heineken but also in the wider market, as it becomes harder for new brewers to emerge and for existing brewers to increase the availability of their products.”

Heineken published its full-year results on Wednesday: its worldwide drinks sales were €21bn with beer sales up 3 per cent. Beer sales in the UK fell “slightly” but it said sales of “premium” products had double-digit growth.

Heineken has about a quarter of the UK beer market and owns 1,100 leased and tenanted pubs through its Star Pubs & Bars division.

It has had a UK presence since its takeover of the Scottish & Newcastle brewery in 2008 when, as part of the transaction, it inherited more than 900 leased pubs. In 2014, it bought the properties from Royal Bank of Scotland.

Punch is one of the UK’s six large “pubcos”. These sprang up after the 1980s, when the Thatcher government told the big six brewers they had to shed half their estate.

Companies such as Whitbread and Bass had before that controlled three of every four pubs, producing about three quarters of the UK’s beer.

>>> Generali/Intesa rationale and execution risk clouded by uncertainty

Generali/Intesa rationale and execution risk clouded by uncertainty - MergerMarket.com / Dealreporter.com

  • Relative share price movements may make offer dilutive for Intesa
  • Not using Danish compromise raises prospect of capital increase
  • Joint bid with foreign partner may face government opposition

Intesa San Paolo [BIT:ISP] could face an uphill struggle to put together a compelling bid for Assicurazioni Generali [BIT:G] as the prospect and rationale of a deal continues to be surrounded by uncertainty, according to sector bankers and an Intesa minority investor.
Intesa CEO Carlo Messina indicated during recent investor meetings that a Generali bid is just one among several plans the bank is considering, the investor said. The shareholder estimated that at this stage a deal has a 50% chance of actually materialising.
According to media reports, Messina has laid out three condition for going ahead with a bid: any pricing will preclude a premium thanks to the synergies created from a merger; the combined entity would still have to deliver strong dividends; and the capital position of the merged entity must be solid.
However, the new group would be exposed to significant dis-synergies, for instance between the companies’ insurance units Intesa Vita and Generali Vita, said one of the bankers. The idea of not paying a premium, while reasonable from Messina’s point of view, would not be feasible, given that Generali shares have increased and Intesa’s dropped since the publication of the first rumours about the deal, the banker said.
An Intesa/Generali tie-up may have made sense when Generali’s share price was at EUR 10 per share in the autumn, but, at its current price level, it would hardly be a good idea for Intesa, a sector analyst concurred. Intesa shares are currently trading at EUR 2.20, while Generali is trading at EUR 14.78. Pre-rumour, Intesa was trading at EUR 2.42, while Generali was at around EUR 13.71.
Additionally, Messina has signalled to investors Intesa would not take advantage of the preferential treatment offered by the so-called Danish compromise rules, which allow lenders to risk-weight insurance assets rather than deduct them from their capital, so the bank might find itself in a potentially challenging position, the shareholder said.
According to Article 49 of the Capital Requirements Regulation (CRR), regulators may permit a bank to not deduct holdings of own funds in an insurance business where it is invested. Then, the insurance holding would qualify as an “exposure” and be risk-weighted in line with the CRR’s Chapter 2 or 3, Title II Part Three. Exposures to EU member states’ central governments carry a 0% risk weight, according to CRR’s Article 114.
Generali reported EUR 163.5bn holdings of predominantly Italian and French originated government bonds according to the latest available data, for FY15.
In absence of the Danish compromise, investors are concerned that Intesa might be forced to launch a capital increase if it moves forward with a bid, the shareholder said.
According to Dealreporter analytics, Intesa’s last reported Tier 1 ratio of 13.9% and Common Equity Tier 1 (CET1) Capital of EUR 45.54bn would imply risk weighted assets (RWA) of EUR 327.6bn. On that basis, Intesa would need to raise EUR 1bn of fresh CET1 capital for every 0.3 percentage points it wants to raise its Tier 1 ratio by, if RWA remains unchanged, according to Dealreporter analytics.

Potential bid partners
Alternatively, Intesa may have to put forward an offer in cooperation with a third player, the shareholder said.
Allianz [ETR:ALV] could be the most logical fit, if Intesa were to join forces with another company, the shareholder and a second banker agreed.
The German insurer is too small to launch a bid on its own, but could be looking for opportunities to use its extra capital, the shareholder said.
Allianz chief executive Oliver Bate has indicated interest in buying Assicurazioni Generali’s Chinese and French businesses, media reports indicated last month.
Axa [ETR:ALV] has been seen as the company most likely to acquire Generali’s German business, while Allianz has been thought of as a possible acquirer of Generali's French operations, reports said.
But a joint bid with Allianz could face several hurdles, starting with a tough competition review, said the first banker, and a third and fourth sector banker. Foreign bidders could also face opposition from the Italian government, the first banker said.
Furthermore, from a German perspective, Italy likely looks like a rather weak market, and it is unclear why Allianz would want to take on that exposure to Generali’s large amount of Italian government bonds, a fifth sector banker argued.
Further complicating Intesa’s bid is the fact that confusion over a possible offer is casting a potentially damaging light on Intesa shares, which foreign funds in particular have traditionally viewed as a safe bet in the relatively risky Italian banking sector, the shareholder added.
But on a more upbeat note, investors might ultimately be persuaded about the merits of a deal that expands Intesa’s revenue streams beyond the traditional banking model, provided the lender manages to design a convincing plan, the shareholder said.
In principle, a merger with Generali makes sense from a strategic point of view and Intesa’s management has a good reputation among investors, he added. Investors await more detail before making a decision, he noted.
Intesa did not return a request for comment. Allianz and Generali declined to comment.

Manager Magazin : "A cigar has little to do with smoking"

The cigars are also available in the smokers lounge of the Hamburg-based Luxushotels Atlantic in the morning at nine o'clock. So early, however, even the Davidoff boss does not start to smoke - a small espresso reaches him. On the eve, he celebrated the inauguration of the German Davidoff subsidiary Davidoff of Geneva Germany GmbH (DOGG).

Manager-magazin.de: Mr. Hoejsgaard, are you looking forward to your children smoking?

Hans-Kristian Hoejsgaard: For me it is a big difference, what one smokes. A cigar to enjoy has little to do with smoking. This is a ceremony. You also do not inhale. With my son and my son-in-law, I would like to smoke a cigar from time to time. They do not smoke cigarettes, but once a month a cigar - that's nice.

Mm.de: Sigmund Freud said: Sometimes a cigar is just a cigar. It's not that easy, is it?

Hoejsgaard: Nothing against Freud, but for me a cigar is a catalyst. A wonderful 45-minute break from a stressful everyday life, where you can relax with friends or alone. You sit down, you are discussed, you have time to reflect.

Mm.de: Do you sometimes sit with your wife at home, and you both smoke a cigar?

Hoejsgaard: We enjoy a cigar sometimes , but then with friends on the terrace, in good weather, after a good meal, with a good glass of wine. We rarely smoke in the house.

Mm.de: How much do you smoke?

Hoejsgaard: In a normal week maybe three to four cigars. But there are not many normal weeks in my life, we have many occasions with Davidoff - so it is more of a day. So I am clearly above the average of the cigar smokers, which comes to one to three per week.

Mm.de: According to a study CEOs in the tobacco, alcohol and gambling industry earn up to half a million dollars more than in neutral sectors . So have you become Davidoff's boss?

Hoejsgaard: I do not know the study. I've also worked for other luxury companies. My family has been dealing with tobacco distribution for three generations, so the business was close to me, and I've been working in the industry for ten years at the beginning of my career. So a circle has closed.

Mm.de: What I meant was: Was money the main reason to go to Davidoff?

Hoejsgaard: Not at all. Money is, of course, a means to freedom. But if you work ten or twelve hours a day, you must also love and enjoy the work. I am a brand equity person. It motivates me to expand a good, strong brand. Davidoff was for me a very beautiful diamond, which still had to be honed.

Mm.de: You have already sanded it at first quite thoroughly.

Hoejsgaard: I was the first CEO to be a family business from outside. There was in the company the classical patriarchal system with a very large management team. We have reduced this to normal. From 39 to 9 people.

Manager Magazin : Board rebuilding planned at Rhön-Klinikum

(Google Translate)

In the controversy over the future strategy of the hospital operator Rhön-Klinikum, two managers will probably lose their job. Eugen Münch, founder and chairman of the supervisory board, wants to separate himself from Finanzchef Neumann and COO Menger.
Eugen Münch, founder and Chairman of the Supervisory Board of Rhön-Klinikum AG, is already organizing his management board again. According to manager magazin's latest issue (February 17), two executives were able to receive their discharge papers after the Group's Supervisory Board meeting on February 23rd. Finanzchef Jens-Peter Neumann and Wolfgang Menger, who is responsible for operational business, would therefore lose their positions.
Already on 19 January, manager magazine online reported exclusively that Münch appointed his confidantee and PR consultant Stephan Holzinger from February 1 to the new chairman of the board. The background of the renewed review is the conflict between Finanzchef Neumann and Münch on the strategy of the hospital chain. The founder wants to upgrade hospitals with IT and high-performance medical technology. The financial advisor warned him that the group can not afford to make its visions.
According to an opinion from Roland Berger, nearly all clinics in 2016 missed their marginal targets. An implementation of Münch's plans would worsen the Group's liquidity by 45 million Euros per year, leading to a decline in the investment rate and dividend. In mid-January, Rhön issued a profit warning. The Management Board commissioned the report in autumn 2016.
More economy from first hand ? The above text is only a minimal part of the March issue of the manager magazine . You can order the new issue (and the next issue) here in the advantage offer. The digital output is available for you here, starting on Friday is the print edition at the kiosk. Subscribers we deliver the fresh manager magazine on Thursday in the mailbox or electronically. Or both.