Top officers: Steven A. Raymund, chairman/CEO; Nestor Cano, president,
worldwide operations
Financials (year ended 1/21/03)
Revenue: $15.7-billion, down 8.5%
Net loss: $199.8-million, down 280.4%
Per share: -$3.55, down 279.3%
Return on equity: -15.9%
2-year return to shareholders: -17.1% (May 31, 2001-May 30, 2003)
Market capitalization: $1.4-billion
Biggest challenge: Finding customers in fast-growing industries such as
wireless and security products to counter a three-year slump in PC sales
that has decimated its U.S. business. With sales expected to remain stagnant
for the short term, managers are seeking customers in "specialized business units" such
as point-of-sale technology. The company also is integrating several European
acquisitions and finishing an upgrade of its European infrastructure.
Top officers: William D. Morean, chairman; Timothy L. Main, president/CEO
Financials (year ended 8/31/02)
Revenue: $3.5-billion, down 18.1%
Net income: $34.7-million, down 70.7%
Per share: 17 cents, down 71.2%
Return on equity: 2.4%
2-year return to shareholders: -28.6% (May 31, 2001-May 30, 2003)
Market capitalization: $4.2-billion
Biggest challenge: Weathering a prolonged slump in electronics, particularly
in telecom and computers, that shows few signs of improving soon. The company
has systematically moved jobs to low-cost labor markets overseas but is now
trying to stem the loss of U.S. jobs. Sales teams in U.S. plants are on a
mission to find customers in promising industries such as high-end communications,
medical electronics and defense work. Jabil is on the brink of falling off
the Fortune 500 list after slipping from No. 378 to No. 441 in 2002.
Top officers: Robert D. Fagan, chairman/president/CEO; John B. Ramil,
executive vice president/president of Tampa Electric; Gordon L. Gillette,
chief financial officer/senior vice president of finance
Financials (year ended 12/31/02)
Revenue: $2.7-billion, up 7.6%
Net income: $330.11-million, up 8.7%
Per share: $2.15, up 5.4%
Return on equity: 14.2%
2-year return to shareholders: -53.7% (May 31, 2001-May 30, 2003)
Market capitalization: $2.3-billion
Biggest challenge: Containing the fallout from massive debt and losses
at wholesale power subsidiary TECO Power Services. TECO is considering major
asset sales to raise cash. Doing so could prove to be difficult because many
other utilities are also in debt-reducing mode. Nonetheless, TECO must move
quickly to cut debt in order to regain the confidence of investors, who have
been hit by a sharp reduction in the company's dividend, and allay the concerns
of ratings agencies. Moody's, Standard & Poor's and Fitch have all cut the
company's long-term debt rating to junk.
Top officers: Chris T. Sullivan, chairman/CEO; Robert D. Basham, president/COO
Financials (year ended 12/31/02)
Revenue: $2.36-billion, up 11.1%
Net income: $156.36-million, up 17.2%
Per share: $1.97, up 15.9%
Return on equity: 15.7%
2-year return to shareholders: 31.0% (May 31, 2001-May 30, 2003)
Market capitalization: $2.8-billion
Biggest challenge: Improving slumping same-store sales at its Carrabba's
chain, keeping labor costs in check and continuing to expand even its priciest
restaurant concepts at a time when consumers are cautious. International
growth in the Outback chain should continue, even as kinks are worked out
in markets like South Korea. Needs contingency plans in case mad cow disease
spreads to the U.S. beef supply.
Top officers: Don DeFosset, chairman/president/CEO; William F. Ohrt, executive
VP/CFO
Financials (year ended 12/31/02)
Revenue: $1.94-billion, up 1.2%
Net loss: $52.52-million, down 221.4%
Per share: -$1.17, down 223.2%
Return on equity: -1.61%
2-year return to shareholders: 5.7% (May 31, 2001-May 30, 2003)
Market capitalization: $523-million
Biggest challenge: Keeping its coal, natural gas, aluminum and petroleum
coke subsidiaries competitive while continuing to shop them to potential
buyers. The company also must cope with price pressures in its municipal
water pipe business and continue attempts to expand its very profitable home
financing business. Improving its image on Wall Street - and its stock price
- remain top priorities.
Top officers: Thomas A. James, chairman/CEO; Chester B. Helck, president/COO
Financials (year ended 9/27/02)
Revenue: $1.5-billion, down 9.3%
Net income: $79.3-million, down 17.7%
Per share: $1.60, down 19.2%
Return on equity: 9.9%
2-year return to shareholders: 7.4% (May 31, 2001-May 30, 2003)
Market capitalization: $1.5-billion
Biggest challenge: Getting investors interested in stocks again. Investor
confidence has been eroded by three years of stock market losses, outrage
over Enron and other scandals and disappointing earnings. The company also
is embroiled in numerous legal claims filed by investors attempting to recoup
losses. However, Raymond James is poised to expand should the markets cooperate.
A major addition to company headquarters is scheduled for completion early
next year.
Top officers: P. Lang Lowrey, chairman/CEO; Mark Wolfinger, CFO
Financials (Year ended 3/31/03)
Revenue: $1.4-billion, down 10%
Net income: $9.73-million, down 92.9%
Per share: -13 cents, down from $1.95
Return on equity: 17.1%
2-year return to shareholders: 338.1% (May 31, 2001-May 30, 2003)
Market capitalization: $284.7-million
Biggest challenge: Refinancing and continuing to chip away at long-term
debt. Reviving revenues and profitability will continue to be difficult as
long as a significant portion of the company's customers use analog equipment.
Pushing digital copiers as part of a networked document management system
will be key. Must finally implement a cost-cutting software system that is
running millions of dollars over budget.
Top officers: John P. Byrnes, chairman/CEO; Schawn S. Schable, president/COO
Financials (year ended 12/31/02)
Revenue: $960.9-million, up 18.3%
Net income: $190.43-million, up 41.1%
Per share: $1.73, up 40.7%
Return on equity: 23.9%
2-year return to shareholders: 5.4% (May 31, 2001-May 30, 2003)
Market capitalization: $3.2-billion
Biggest challenge: Meeting the expectations of analysts and investors
who rely on the company to produce carefully calibrated growth through new
openings and acquisitions nationwide. Lincare will have to continue growing
and absorbing new operations as it builds market share. Though Lincare and
its competitors are constantly threatened with possible reductions in Medicare
payments, the company is considered big enough to weather any cutbacks.
Top officers: Thomas S. Johnson, president/CEO; Ray Schilling, Sr. VP/CFO
Financials (Year ended 3/31/03)
Revenue: $679.42-million, up 9.9%
Net income: $34.24-million, up 25.8%
Per share: $1.58, up 9%
Return on equity: 16.3%
2-year return to shareholders: 104.4% (May 31, 2001-May 30, 2003)
Market capitalization: $443.8-million
Biggest challenge: Maintaining high rates of earnings growth both internally
and through acquisitions. Because of its large number of acquisitions, keeping
long-term debt down will remain a challenge. Keeping expenses and head count
under control now will help the company avoid the large, morale-busting layoffs
that have afflicted some competitors.
Top officers: William H. McGill Jr., chairman/CEO/president; David L.
Cochran, senior VP/COO
Financials (Year ended 9/30/02)
Revenue: $540.72-million, up 7.3%
Net income: $17.07-million, up 11.2%
Per share: $1.10, up 8.9%
Return on equity: 12.5%
2-year return to shareholders: 29.6% (May 31, 2001-May 30, 2003)
Market capitalization: $173.9-million
Biggest challenge: Continuing its schedule of acquisitions as well as
internal growth. The company also must try to move some of its existing customers
into 100-foot-plus, multimillion-dollar boats built by Westship World Yachts
of Tampa, with which it now has an exclusive distribution deal. Selling boats
in the off-season remains a persistent challenge.
