<PAGE>
Filed Pursuant to Rule 424(b)(4)
Registration No. 333-06585
PROSPECTUS
3,675,000 SHARES
[LOGO]
CROSS-CONTINENT AUTO RETAILERS, INC.
COMMON STOCK
-----------------
ALL OF THE SHARES OF COMMON STOCK OFFERED HEREBY ARE BEING SOLD BY
CROSS-CONTINENT AUTO RETAILERS, INC. PRIOR TO THIS OFFERING, THERE HAS
BEEN NO PUBLIC MARKET FOR THE COMMON STOCK. SEE "UNDERWRITERS" FOR A
DISCUSSION OF THE FACTORS CONSIDERED IN
DETERMINING THE INITIAL PUBLIC
OFFERING PRICE.
------------------------
THE COMMON STOCK HAS BEEN APPROVED FOR LISTING ON THE NEW YORK STOCK
EXCHANGE UNDER THE SYMBOL "XC".
------------------------
SEE "RISK FACTORS" BEGINNING ON PAGE 8 FOR A DISCUSSION OF CERTAIN FACTORS THAT
SHOULD BE CONSIDERED BY PROSPECTIVE INVESTORS.
-------------------
THESE SECURITIES HAVE NOT BEEN APPROVED OR DISAPPROVED BY THE SECURITIES AND
EXCHANGE COMMISSION OR ANY STATE SECURITIES COMMISSION NOR HAS THE
SECURITIES AND EXCHANGE COMMISSION OR ANY STATE SECURITIES COMMISSION
PASSED UPON THE ACCURACY OR ADEQUACY OF THIS PROSPECTUS.
ANY REPRESENTATION TO THE CONTRARY IS A CRIMINAL OFFENSE.
-------------------
PRICE $14 A SHARE
-------------------
<TABLE>
<CAPTION>
UNDERWRITING
PRICE TO DISCOUNTS AND PROCEEDS TO
PUBLIC COMMISSIONS (1) COMPANY (2)
---------------- --------------- ----------------
<S> <C> <C> <C>
PER SHARE.................................................. $14.00 $.98 $13.02
TOTAL (3).................................................. $ 51,450,000 $ 3,601,500 $ 47,848,500
</TABLE>
- ------------
(1)THE COMPANY AND THE SELLING STOCKHOLDERS HAVE AGREED TO INDEMNIFY THE
UNDERWRITERS AGAINST CERTAIN LIABILITIES, INCLUDING LIABILITIES UNDER THE
SECURITIES ACT OF 1933, AS AMENDED. SEE "UNDERWRITERS."
(2) BEFORE DEDUCTING EXPENSES PAYABLE BY THE COMPANY ESTIMATED AT $1,650,000.
(3)CERTAIN STOCKHOLDERS OF THE COMPANY (THE "SELLING STOCKHOLDERS") HAVE
GRANTED TO THE UNDERWRITERS AN OPTION, EXERCISABLE WITHIN 30 DAYS OF THE
DATE HEREOF, TO PURCHASE UP TO AN AGGREGATE OF 551,250 ADDITIONAL SHARES OF
COMMON STOCK AT THE PRICE TO PUBLIC SHOWN ABOVE LESS UNDERWRITING DISCOUNTS
AND COMMISSIONS FOR THE PURPOSE OF COVERING OVER-ALLOTMENTS, IF ANY. IF THE
UNDERWRITERS EXERCISE SUCH OPTION IN FULL, THE TOTAL PRICE TO PUBLIC,
UNDERWRITING DISCOUNTS AND PROCEEDS TO THE SELLING STOCKHOLDERS (BEFORE
DEDUCTING EXPENSES PAYABLE BY THE SELLING STOCKHOLDERS ESTIMATED AT
$29,000) WILL BE $59,167,500, $4,141,725 AND $7,177,275, RESPECTIVELY. SEE
"PRINCIPAL STOCKHOLDERS" AND "UNDERWRITERS."
------------------------
THE SHARES ARE OFFERED, SUBJECT TO PRIOR SALE, WHEN, AS AND IF ACCEPTED BY
THE UNDERWRITERS NAMED HEREIN AND SUBJECT TO APPROVAL OF CERTAIN LEGAL MATTERS
BY SHEARMAN & STERLING, COUNSEL FOR THE UNDERWRITERS. IT IS EXPECTED THAT THE
DELIVERY OF THE SHARES WILL BE MADE ON OR ABOUT SEPTEMBER 27, 1996, AT THE
OFFICE OF MORGAN STANLEY & CO. INCORPORATED, NEW YORK, N.Y., AGAINST PAYMENT
THEREFOR IN IMMEDIATELY AVAILABLE FUNDS.
-------------------
MORGAN STANLEY & CO.
INCORPORATED
FURMAN SELZ
RAUSCHER PIERCE REFSNES, INC.
SEPTEMBER 23, 1996
<PAGE>
[Photographs]
[LOGO] Insert Photo of Westgate Chevtolet
Insert Photo of Chevrolet Insert Photo of Performance Dodge Service
Department
Insert Photo of Nissan Insert Photo of Plains Chevrolet
Insert Photo of Dodge Insert Photo of Performance Nissan
Insert Photo of Plains Chevrolet
Used Car & Truck Dept.
<PAGE>
NO PERSON IS AUTHORIZED IN CONNECTION WITH ANY OFFERING MADE HEREBY TO GIVE
ANY INFORMATION OR TO MAKE ANY REPRESENTATION NOT CONTAINED IN THIS PROSPECTUS
AND, IF GIVEN OR MADE, SUCH INFORMATION OR REPRESENTATION MUST NOT BE RELIED
UPON AS HAVING BEEN AUTHORIZED BY THE COMPANY, THE SELLING STOCKHOLDERS OR ANY
UNDERWRITER. THIS PROSPECTUS DOES NOT CONSTITUTE AN OFFER TO SELL, OR A
SOLICITATION OF AN OFFER TO BUY, ANY SECURITY OTHER THAN THE SHARES OF COMMON
STOCK OFFERED HEREBY, NOR DOES IT CONSTITUTE AN OFFER TO SELL OR A SOLICITATION
OF AN OFFER TO BUY ANY SECURITIES OFFERED HEREBY TO ANY PERSON IN ANY
JURISDICTION IN WHICH IT IS UNLAWFUL TO MAKE SUCH AN OFFER OR SOLICITATION TO
SUCH PERSON. NEITHER THE DELIVERY OF THIS PROSPECTUS NOR ANY SALE MADE HEREUNDER
SHALL UNDER ANY CIRCUMSTANCES CREATE ANY IMPLICATION THAT THE INFORMATION
CONTAINED HEREIN IS CORRECT AS OF ANY DATE SUBSEQUENT TO THE DATE HEREOF.
------------------------
UNTIL OCTOBER 18, 1996 (25 DAYS AFTER THE DATE OF THIS PROSPECTUS), ALL
DEALERS EFFECTING TRANSACTIONS IN THE COMMON STOCK, WHETHER OR NOT PARTICIPATING
IN THIS DISTRIBUTION, MAY BE REQUIRED TO DELIVER A PROSPECTUS. THIS DELIVERY
REQUIREMENT IS IN ADDITION TO THE OBLIGATION OF DEALERS TO DELIVER A PROSPECTUS
WHEN ACTING AS UNDERWRITERS AND WITH RESPECT TO THEIR UNSOLD ALLOTMENTS OR
SUBSCRIPTIONS.
------------------------
TABLE OF CONTENTS
<TABLE>
<CAPTION>
PAGE
-----
<S> <C>
Prospectus Summary......................................................................................... 4
Risk Factors............................................................................................... 8
Recent Developments........................................................................................ 13
Use of Proceeds............................................................................................ 14
Dividend Policy............................................................................................ 14
Capitalization............................................................................................. 15
Dilution................................................................................................... 16
Selected Combined Financial Data........................................................................... 17
Pro Forma Combined Financial Data.......................................................................... 18
Management's Discussion and Analysis of Financial Condition and Results of Operations...................... 22
Business................................................................................................... 33
Management................................................................................................. 47
Principal Stockholders..................................................................................... 51
Certain Transactions....................................................................................... 52
Description of Capital Stock............................................................................... 53
Shares Eligible for Future Sale............................................................................ 57
Underwriters............................................................................................... 59
Legal Matters.............................................................................................. 60
Experts.................................................................................................... 60
Available Information...................................................................................... 61
Index to Financial Information............................................................................. F-1
</TABLE>
------------------------
IN CONNECTION WITH THIS OFFERING, THE UNDERWRITERS MAY OVER-ALLOT OR EFFECT
TRANSACTIONS WHICH STABILIZE OR MAINTAIN THE MARKET PRICE OF THE COMMON STOCK AT
A LEVEL ABOVE THAT WHICH MIGHT OTHERWISE PREVAIL IN THE OPEN MARKET. SUCH
TRANSACTIONS MAY BE EFFECTED ON THE NEW YORK STOCK EXCHANGE, IN THE
OVER-THE-COUNTER MARKET OR OTHERWISE. SUCH STABILIZING, IF COMMENCED, MAY BE
DISCONTINUED AT ANY TIME.
------------------------
This Prospectus includes statistical data regarding the retail automobile
industry. Unless otherwise indicated herein, such data is taken or derived from
information published by the Industry Analysis Division of the National
Automobile Dealers Association ("NADA") in its INDUSTRY ANALYSIS AND OUTLOOK AND
AUTOMOTIVE EXECUTIVE MAGAZINE publication.
3
<PAGE>
PROSPECTUS SUMMARY
THE FOLLOWING SUMMARY IS QUALIFIED IN ITS ENTIRETY BY REFERENCE TO THE MORE
DETAILED INFORMATION AND CONSOLIDATED FINANCIAL STATEMENTS, INCLUDING THE NOTES
THERETO, APPEARING ELSEWHERE IN THIS PROSPECTUS. PROSPECTIVE INVESTORS SHOULD
CAREFULLY CONSIDER THE FACTORS SET FORTH HEREIN UNDER THE CAPTION "RISK FACTORS"
AND ARE URGED TO READ THIS PROSPECTUS IN ITS ENTIRETY. REFERENCES TO
"CROSS-CONTINENT" OR THE "COMPANY" ARE TO CROSS-CONTINENT AUTO RETAILERS, INC.
AND, UNLESS THE CONTEXT INDICATES OTHERWISE, ITS CONSOLIDATED SUBSIDIARIES AND
THEIR RESPECTIVE PREDECESSORS. REFERENCES IN THIS PROSPECTUS TO THE "COMMON
STOCK" MEAN THE COMMON STOCK, PAR VALUE $.01 PER SHARE, OF THE COMPANY;
REFERENCES TO THE "OFFERING" MEAN THE OFFERING OF COMMON STOCK MADE HEREBY; AND
REFERENCES TO "SHARES" MEAN THE SHARES OF COMMON STOCK OFFERED HEREBY. UNLESS
OTHERWISE INDICATED, ALL INFORMATION IN THIS PROSPECTUS ASSUMES THE
UNDERWRITERS' OVER-ALLOTMENT OPTION IS NOT EXERCISED.
THE COMPANY
The Company owns and operates six franchised automobile dealerships in the
Amarillo, Texas and Oklahoma City, Oklahoma markets. Through these dealerships,
the Company sells new and used cars and light trucks, arranges related financing
and insurance, sells replacement parts and provides vehicle maintenance and
repair services.
The Company's founder and Chief Executive Officer, Bill A. Gilliland, has
managed automobile dealerships since 1966 and acquired the Company's first
dealership, Quality Nissan, Inc. in Amarillo, in 1982. The Company continued its
growth in the Amarillo area by acquiring three Chevrolet dealerships, two of
which have been in continuous operation (under various owners) since the 1920s.
The Company is the exclusive Chevrolet and Nissan dealer in Amarillo. The
Company led the Amarillo market in vehicle unit sales in 1995, accounting for
approximately 36% of new vehicle unit sales and 25% of used vehicle unit sales.
In 1995, the Company entered the Oklahoma City market through the acquisition of
a Nissan dealership in February and a Dodge dealership in December. In June
1996, the Company entered into an agreement to purchase Lynn Hickey Dodge, Inc.
("Hickey Dodge"), which is located in the Oklahoma City market and is one of the
largest Dodge dealerships in the United States. With this acquisition, the
Company believes that, based on pro forma revenue, it would have been one of the
50 largest dealer groups out of more than 15,000 dealer groups nationwide in
1995.
The Company has demonstrated historical success in acquiring and integrating
dealerships, and acquisitions remain an important element of the Company's
growth strategy. According to AUTOMOTIVE NEWS the number of franchised
dealerships has declined from 36,336 in 1960 to 22,288 in 1996. Further
consolidation of automobile dealers is anticipated due to a number of factors,
including increased capital requirements for dealerships, the fact that many
dealerships are owned by individuals nearing retirement age and the desire of
certain automakers to strengthen their brand identity by consolidating their
franchised dealerships. The Company believes that an opportunity exists for
dealership groups with significant equity capital to purchase additional
franchises and that being able to offer prospective sellers tax-advantaged
transactions through the use of publicly traded stock will, in certain
instances, make the Company a more attractive acquiror.
As a result of the Company's business strategy and growth through
acquisitions, including the full year effect of the dealership acquired in
December 1995, the Company's sales increased from $74.9 million in 1991 to
$294.7 million in 1995. Giving effect to the pending acquisition of Hickey Dodge
and including the full year effect of the dealership acquired in December 1995,
the Company's pro forma 1995 sales would have been $416.9 million. The Company
believes that its business strategy and operations have also enabled it to
achieve a level of profitability superior to the industry average. In 1995, the
Company's actual gross profit margin was 15.9%, compared to the industry average
of 12.9%.
OPERATING STRATEGY
The Company's strategy includes:
EFFECTIVELY SERVING ITS TARGET CUSTOMERS. The Company's existing
dealerships, which together offer the complete lines of Chevrolet, Nissan and
Dodge vehicles, focus primarily on middle-income buyers seeking
4
<PAGE>
moderately priced vehicles that can be financed with relatively affordable
monthly payments. The Company believes that working closely with its customers
to identify appropriate vehicles and offering suitable financing and credit
insurance products enhances the Company's overall profitability by increasing
the percentage of vehicle purchases financed through its dealerships and by
reducing the subsequent default rate on such financing contracts. In 1995, the
Company arranged financing for approximately 76% of its new vehicle sales and
83% of its used vehicle sales, as compared to 42% and 51%, respectively, for the
average automobile dealership in the United States.
OPERATING MULTIPLE DEALERSHIPS IN SELECTED MARKETS. By operating multiple
dealerships within individual markets, the Company seeks to become a leading
automotive dealer in each market that it serves. This strategy enables the
Company to achieve economies of scale in advertising, inventory management,
management information systems and corporate overhead. In 1995, the Company was
the market share leader in the Amarillo vicinity, accounting for approximately
28% of the new car market and 46% of the new truck market. In Oklahoma City, the
combined market shares in 1995 for the Company's two existing Oklahoma City
dealerships were approximately 2% and 7% of new car and truck sales,
respectively. The Company estimates that, including Hickey Dodge, the Company's
combined market shares in Oklahoma City would have been 4% of the new car market
and 15% of the new truck market in 1995.
MAINTAINING DISCIPLINED INVENTORY MANAGEMENT. The Company believes that
maintaining a vehicle mix that matches market demand is critical to dealership
profitability. The Company's policy is to maintain a 60-day supply of new
vehicles and a 39-day supply of used vehicles. If a new vehicle remains in
inventory for 120 days, or a used vehicle for 60 days, the Company typically
disposes of the vehicle by selling it to another dealer or wholesaler. The
Company believes that this policy enhances profitability by increasing inventory
turnover and reducing carrying costs. If the Company cannot obtain a sufficient
supply of popular models from the manufacturers, it purchases the needed
vehicles from other franchised dealers throughout the United States. For
example, because Chevrolet trucks are popular in Amarillo, the Company purchases
trucks from Chevrolet dealers in other cities to supplement its allocation of
trucks from Chevrolet. In managing its used vehicle inventory, the Company
attempts to "mirror the market" by tracking new and used vehicle sales within
its region and maintaining an inventory mix that matches consumer demand.
EMPLOYING PROFIT-BASED MANAGEMENT COMPENSATION. The Company uses a
management compensation system that differentiates it from most other automobile
dealerships. The Company believes that at many other auto dealerships the heads
of each sales department (new vehicles, used vehicles and finance and insurance
("F&I")) are compensated based on the profitability or sales volumes of their
own departments. This method of compensation does not encourage cooperation
among departments and can affect overall profitability of the dealership. At
Cross-Continent, each dealership's general manager and sales managers are
trained in F&I analysis and receive bonuses based on the profitability of
overall vehicle sales and related F&I income. The Company believes that this
compensation system promotes teamwork and encourages each management team to
maximize overall profitability.
UTILIZING TECHNOLOGY THROUGHOUT OPERATIONS. The Company believes that it
has achieved a competitive advantage in its markets by integrating
computer-based systems into all aspects of its operations. The Company uses
computer-based technology to monitor each dealership's gross profit, permitting
senior management to gauge each dealership's daily and monthly gross margin
"pace" and to quickly identify areas requiring additional focus. Sales managers
also utilize a computer system to design for each customer an affordable
financing and insurance package that maximizes the Company's total profit on
each transaction. Computer technology is also an integral part of the inventory
management system for new and used vehicles and vehicle parts.
ACHIEVING HIGH LEVELS OF CUSTOMER SATISFACTION. Customer satisfaction and a
dealer's reputation for fairness are key competitive factors and are crucial for
establishing long-term customer loyalty. The Company's sales process is intended
to satisfy customers by providing high-quality vehicles that customers can
afford. A customer's experience with the parts and service departments at the
Company's dealerships
5
<PAGE>
can also positively influence overall satisfaction. The Company strives to train
its service managers as professionals, employs state-of-the-art service
equipment, maintains a computer-managed inventory of replacement parts, and
provides clean service and waiting areas to enhance customers' post-sale
experience.
GROWTH STRATEGY
The Company intends to expand its business by acquiring additional
dealerships and seeks to improve their profitability through implementation of
the Company's business strategies. The Company believes that its management team
has considerable experience in evaluating potential acquisition candidates and
determining whether a particular dealership can be successfully integrated into
the Company's existing operations. Based on trends affecting automobile
dealerships, the Company also believes that an increasing number of acquisition
opportunities will become available to the Company.
Although it plans to evaluate acquisition candidates on a case-by-case
basis, the Company intends to make acquisitions primarily in selected cities in
the Western and Southern regions of the United States where there are fewer
dealerships relative to the size of the population than the national average.
Although it may pursue other acquisition opportunities, as part of its strategy
to acquire a leading market share in a given area, the Company intends to focus
its efforts on dealer groups that own multiple franchises in a single city, as
well as on large, single-dealer franchises possessing significant market share.
Other criteria for evaluating potential acquisitions will include a dealership
or dealer group's current profitability, the quality of its management team, its
local reputation with customers and its location along an interstate highway or
principal thoroughfare.
Upon completion of each acquisition, the Company plans to implement its
sales methods and philosophy, computer-supported management system and
profit-based compensation plan in an effort to enhance the acquired dealership's
overall profitability. Cross-Continent intends to focus initially on any
underperforming departments within the acquired entity that the Company believes
may yield the most rapid marginal improvements in operating results. The Company
anticipates that it will take two to three years to integrate an acquired
dealership into the Company's operations and realize the full benefit of the
Company's strategies and systems. There can be no assurance, however, that the
profitability of any acquired dealership will equal that achieved to date by the
Company's existing dealerships. See "Risk Factors -- Risks Associated with
Expansion."
THE OFFERING
<TABLE>
<S> <C>
Common Stock offered.............. 3,675,000 shares (1)
Common Stock to be outstanding
after the Offering.............. 13,800,000 shares (2)
Use of proceeds................... The net proceeds of the Offering will be used to finance
the pending acquisition of Hickey Dodge and future
acquisitions, repay debt and provide cash for working
capital and general corporate purposes.
New York Stock Exchange symbol.... XC
</TABLE>
- ---------
(1) Does not include up to an aggregate of 551,250 Shares that may be sold by
the Selling Stockholders pursuant to the Underwriters' over-allotment
option. See "Principal Stockholders" and "Underwriters."
(2) Excludes (i) 1,380,000 shares of Common Stock reserved for future issuance
under the Company's stock option plan, including an option to purchase
7,692 shares of Common Stock granted immediately before the completion of
the Offering with an exercise price equal to the initial public offering
price, and (ii) 130,308 shares of Common Stock issuable upon the exercise
of other options with an exercise price equal to the initial public
offering price. See "Management -- Stock Option Plan" and "Certain
Transactions."
6
<PAGE>
SUMMARY COMBINED FINANCIAL DATA
The following summary historical and pro forma combined financial data
should be read in conjunction with "Management's Discussion and Analysis of
Financial Condition and Results of Operations," the Combined Financial
Statements of the Company and the related notes and "Pro Forma Combined
Financial Data" included elsewhere in this Prospectus.
<TABLE>
<CAPTION>
SIX MONTHS ENDED
FISCAL YEAR ENDED DECEMBER 31, JUNE 30,
------------------------------------------------------------------ --------------------
PRO
ACTUAL FORMA (1) ACTUAL
----------------------------------------------------- ----------- --------------------
1991 1992 1993 1994 1995 1995 1995 1996
--------- --------- --------- --------- --------- ----------- --------- ---------
(IN THOUSANDS, EXCEPT PER SHARE DATA)
<S> <C> <C> <C> <C> <C> <C> <C> <C>
STATEMENT OF OPERATIONS DATA:
Total revenues.................. $74,925 $ 125,183 $ 165,364 $ 181,768 $ 236,194 $416,943 $112,344 $141,241
Gross profit.................... 10,839 18,502 25,738 28,322 37,492 60,758 17,874 21,320
Operating income (2)(3)......... 2,355 3,369 5,016 5,683 6,593 12,634 3,290 3,977(4)
Net income (3).................. 849 956 1,995 2,382 2,195 5,871 1,105 1,029
Net income per share (5)........ $0.43
Weighted average shares
outstanding (5)................ 13,800
<CAPTION>
PRO
FORMA (1)
-----------
1996
-----------
<S> <C>
STATEMENT OF OPERATIONS DATA:
Total revenues.................. $211,919
Gross profit.................... 32,160
Operating income (2)(3)......... 6,989 (4)
Net income (3).................. 3,193
Net income per share (5)........ $0.23
Weighted average shares
outstanding (5)................ 13,800
</TABLE>
<TABLE>
<CAPTION>
AS OF
JUNE 30, 1996
AS OF ----------------------
DECEMBER 31, PRO
1995 ACTUAL FORMA(1)
------------- --------- -----------
(IN THOUSANDS)
<S> <C> <C> <C>
BALANCE SHEET DATA:
Working capital................................................................ $ 536 $ 2,044 $ 34,975
Total assets................................................................... 83,407 80,888 113,189
Long-term debt................................................................. 11,859 11,131 11,131
Stockholders' equity........................................................... 7,101 9,479 55,678
</TABLE>
- ------------
(1) For information regarding the pro forma adjustments made to the Company's
historical financial data, see "Pro Forma Combined Financial Data."
(2) Operating income is defined as income before income taxes, interest income
and interest expense.
(3) During the six months ended June 30, 1996, the Company recognized a
non-cash expense of approximately $1.1 million relating to employee stock
compensation in connection with the issuance of 303,750 shares of Common
Stock issued for $250,000 to Ezra P. Mager, the Company's Vice Chairman,
pursuant to an agreement dated April 1, 1996 (the "Executive Purchase").
During the six months ended June 30, 1996, the Company also recognized a
compensation expense of $600,000 relating to a bonus paid to Emmett M.
Rice, Jr., the Company's Senior Vice President and Chief Operating Officer
(the "Executive Bonus") in connection with the Reorganization (as defined
below). Excluding the non-cash expense and compensation expense, actual
operating income and net income for the six months ended June 30, 1996
would have approximated $5.7 million and $2.5 million, respectively.
(4) Prior to 1996 the Company paid the Gilliland Group Family Partnership
("GGFP") an annual management fee for executive management services. This
fee was generally based upon profits earned by the Company and the level of
management services rendered by GGFP. As of January 1, 1996 the Company no
longer pays management fees to GGFP. Management fees for the year ended
December 31, 1995, and for the six months ended June 30, 1995 approximated
$4.3 million and $2.2 million, respectively. See "Management's Discussion
and Analysis of Financial Condition and Results of Operations," "Certain
Transactions" and Note 17 to the Notes to the Combined Financial
Statements.
(5) Historical earnings per share are not presented, as the historical capital
structure of the Company prior to the Reorganization (as defined below) and
the Offering is not comparable with the capital structure that will exist
subsequent to these events. Pro forma earnings per share are based upon the
assumption that 13,800,000 shares of Common Stock are outstanding for each
period. This amount represents the total number of Shares to be issued in
the Offering (3,675,000), the number of shares of Common Stock owned by the
Company's stockholders immediately following the Reorganization (9,821,250)
and the number of shares of Common Stock (303,750) issued in connection
with the Executive Purchase. See "Certain Transactions," "Principal
Stockholders" and Note 15 to the Notes to Combined Financial Statements.
THE COMPANY WAS FORMED IN MAY 1996 AND IN JUNE 1996 ACQUIRED (THE
"REORGANIZATION") ALL OF THE CAPITAL STOCK OF MIDWAY CHEVROLET, INC., PLAINS
CHEVROLET, INC., WESTGATE CHEVROLET, INC., QUALITY NISSAN, INC., PERFORMANCE
NISSAN, INC., PERFORMANCE DODGE, INC., WORKING MAN'S CREDIT PLAN, INC. AND
ALLIED 2000 COLLISION CENTER, INC. ALL OF THESE SUBSIDIARIES WERE CONTROLLED BY
MR. GILLILAND PRIOR TO THE REORGANIZATION. MR. GILLILAND WILL REMAIN THE
PRINCIPAL STOCKHOLDER OF THE COMPANY IMMEDIATELY FOLLOWING THE OFFERING. SEE
"CERTAIN TRANSACTIONS" AND "PRINCIPAL STOCKHOLDERS."
7
<PAGE>
RISK FACTORS
PROSPECTIVE INVESTORS SHOULD CAREFULLY CONSIDER AND EVALUATE ALL OF THE
INFORMATION SET FORTH IN THIS PROSPECTUS, INCLUDING THE RISK FACTORS SET FORTH
BELOW.
COMPETITION
Automobile retailing is a highly competitive business with over 22,000
franchised automobile dealerships in the United States at the beginning of 1996.
The Company's competitors include automobile dealers (which may be larger, and
have greater financial and marketing resources, than the Company), private
market buyers and sellers of used vehicles, used vehicle dealers, other
franchised dealers, service center chains and independent service and repair
shops. Gross profit margins on sales of new vehicles have been declining since
1980, and the new and used car market faces increasing competition from non-
traditional sources such as independent leasing companies, used-car
"superstores," which use sales techniques such as one price shopping, and the
Internet. Several groups have recently announced plans to establish nationwide
networks of used vehicle superstores. "No negotiation" sales methods are also
being tried for new cars by at least one of these superstores and by dealers for
the Saturn Division of General Motors Corporation ("General Motors" or "GM").
Some of the recent market entrants may be capable of operating on smaller gross
margins compared to the Company. The increased popularity of short-term leases
also has resulted, as the leases have expired, in a large increase in the number
of late model vehicles available in the market from sources other than
franchised dealers. As the Company seeks to acquire dealerships in new markets,
it may face significant competition (including from other large dealer groups)
as it strives to gain market share.
The Company is the exclusive Chevrolet dealer in Amarillo and has the
leading position in the Amarillo market. In 1995, the Company derived
approximately 71% of its gross profit from its three Chevrolet dealerships in
Amarillo. The Company could be materially adversely affected if Chevrolet
awarded additional dealership franchises to others in the Amarillo market,
although the Company does not anticipate such awards will be made, or if other
automobile dealerships increased their market share in the area. The Company's
gross margins may decline over time as it expands into markets where it does not
have a leading position. These and other competitive pressures could adversely
affect the Company's results of operations.
DEPENDENCE ON AUTOMAKERS
As a franchised dealer, the Company's success depends upon the popularity
and availability of vehicles it is authorized to sell. For example, light
trucks, in general, and the Chevrolet Suburban and Tahoe models, in particular,
are currently popular with consumers in the Amarillo market, and the Company
typically earns a higher gross profit margin on new trucks than on many new cars
sold by the Company. If consumer preferences for these models change or the
Company is unable to obtain a sufficient supply of these vehicles, the Company's
sales could decline and its results could be adversely affected. Because
approximately 71% of the Company's 1995 gross profit was attributable to the
Company's Chevrolet dealerships, the Company currently is particularly dependent
upon the continued popularity of models offered by Chevrolet and on Chevrolet's
ability to provide it with the appropriate inventory.
Domestic automakers are also vulnerable to strikes and other labor actions
by unions which could reduce or eliminate the supply of new vehicles for a
period. For example, workers at two of GM's parts plants went on strike for 17
days during March 1996, causing a material drop in GM's first quarter vehicle
production. The current collective bargaining agreements between the United
Automobile Workers Union and each of General Motors and Chrysler Corporation
("Chrysler") expired on September 14, 1996, and GM or Chrysler may be the target
of a strike. These automakers may not be able to negotiate new collective
bargaining agreements without experiencing significant labor stoppages that
could limit or interrupt the production or distribution of these automakers' new
vehicles. The Company believes that it has been materially affected in the past
by labor actions such as the strike against GM in March 1996. Due to the
automakers' inability to provide the Company with a sufficient supply of new
vehicles and parts during such periods, the Company has purchased, and in the
event of another such strike may need to purchase, inventory from other
automobile dealers, often at prices higher than it would be required to pay to
the
8
<PAGE>
automakers, in order to carry an adequate level and mix of inventory. Such
events could materially adversely affect the financial results of the Company.
See "Management's Discussion and Analysis of Financial Condition and Results of
Operations -- First Six Months 1996 versus First Six Months 1995."
MATURE INDUSTRY; CYCLICAL AND LOCAL NATURE OF AUTOMOBILE SALES
The American automobile dealership industry generally is considered a mature
industry in which minimal growth is expected in unit sales of new vehicles. In
many mature local and regional retail markets, sales of new vehicles have
fluctuated in recent years. As a consequence, growth in the Company's revenues
and earnings and the market value of the Common Stock are likely to be
significantly affected by the Company's success in acquiring and integrating
dealerships and the pace and size of such acquisitions. The Company believes
that the automobile dealership business in the Amarillo area also is mature and
that, although the Oklahoma City automobile dealership market may experience
some growth, it is not likely to expand significantly. The automobile industry
historically has experienced periodic downturns, characterized by oversupply and
weak demand. Many factors affect the industry, including general economic
conditions, consumer confidence, the level of personal discretionary income,
interest rates and credit availability. Future recessions may have a material
adverse effect on the Company's business and the price of the Common Stock.
Local economic, competitive and other conditions also affect the performance
of dealerships. The Texas Panhandle and Oklahoma experienced a severe drought
from October 1995 through June 1996. Although the Company's sales during this
period were not significantly affected by the drought, such a weather condition
could have a material adverse effect on the business of the Company in the
future.
RISKS ASSOCIATED WITH EXPANSION
The Company's future growth will depend in large part on its ability to
acquire additional dealerships. In pursuing a strategy of acquiring other
dealerships, the Company will face risks commonly encountered with growth
through acquisitions. These risks include incurring significantly higher capital
expenditures and operating expenses, failing to assimilate the operations and
personnel of the acquired dealerships, disrupting the Company's ongoing
business, dissipating the Company's limited management resources, failing to
maintain uniform standards, controls and policies, and impairing relationships
with employees and customers as a result of changes in management. The Company
expects that it will take two to three years to integrate an acquired dealership
into the Company's operations and realize the full benefit of the Company's
strategies and systems. During the early part of this integration period the
operating results of an acquired dealership may decrease from results attained
prior to the acquisition as the Company implements its strategies and systems.
For the first six months of 1996, the financial performance of the two Oklahoma
City dealerships acquired in 1995 has been below the Company's financial results
in the Amarillo market and below the Oklahoma City dealerships' performance for
the first six months of 1995. There can be no assurance that the Company will be
successful in overcoming these risks or any other problems encountered with such
acquisitions, including in connection with its two dealerships acquired in 1995
or its pending acquisition of Hickey Dodge. See "Recent Developments,"
"Management's Discussion and Analysis of Financial Condition and Results of
Operations" and "Business -- Growth Strategy -- Acquisitions."
Acquiring additional dealerships, as the Company intends, will have a
significant impact on the Company's financial position, and could cause
substantial fluctuations in the Company's quarterly and yearly operating
results. Acquisitions could result in significant goodwill and intangible
assets, which are likely to result in substantial amortization charges to the
Company that would reduce stated earnings.
AVAILABILITY OF ACQUISITION CANDIDATES; NEED FOR FINANCING AND POSSIBLE DILUTION
THROUGH ISSUANCE OF STOCK
The Company's ability to continue to grow through the acquisition of
additional dealerships will be dependent upon (i) the availability of suitable
candidates, (ii) receiving automaker approval of acquisitions, (iii) the
Company's ability to compete effectively for available dealerships and (iv) the
availability of capital to complete the acquisitions. See "Business -- Growth
Strategy -- Acquisitions." The Company's future growth through acquisitions will
depend in part upon its ability to obtain the requisite automaker approvals. The
Company believes that, currently, at least one major automaker would not approve
acquisitions of its
9
<PAGE>
dealerships by the Company because it has expressed opposition to public
ownership of its dealerships. Alternatively, one or more automakers may attempt
to impose further restrictions on the Company in connection with their approval
of an acquisition. See " -- Automaker Control Over Dealerships." In connection
with the Offering, the Company anticipates entering into a new "Dealer
Agreement" with Chrysler's Dodge division, under which the Company will agree
not to acquire any additional Chrysler dealership in the Oklahoma City market
without Chrysler's approval and acknowledge that Chrysler will have "good cause"
to withhold its consent to any such acquisition (other than the acquisition of
Hickey Dodge).
The Company intends to finance acquisitions with cash on hand (including the
proceeds of the Offering) and through issuances of stock or debt securities. The
Company may require substantial additional capital in order to continue to
acquire dealerships in the future. Using cash to complete acquisitions could
substantially limit the Company's financial flexibility. Using stock to
consummate acquisitions may result in significant dilution of shareholders'
interest in the Company. Under Dealer Agreements with the Nissan division of
Nissan Motors Corp. U.S.A. ("Nissan") that the Company anticipates will be in
effect upon completion of the Offering, the Company's Nissan franchises may be
terminated if, without Nissan's prior approval, Mr. Gilliland's ownership of
Common Stock falls below 20% of the total number of shares of Common Stock
issued and outstanding. See "Business -- Vehicle and Parts Suppliers --
Relationships with Automakers." Although after the Offering Mr. Gilliland will
beneficially own approximately 50% of the Common Stock outstanding
(approximately 47% if the Underwriters' over-allotment option is exercised in
full), this provision of the Nissan Dealer Agreement could limit the Company's
ability to issue additional shares of Common Stock to complete acquisitions.
Using debt to complete acquisitions could result in financial covenants that
limit the Company's operating and financial flexibility. In addition,
substantially all of the assets of the Company's dealerships are pledged to
secure the Company's floor plan debt with General Motors Acceptance Corporation
("GMAC"), amounting to $36.2 million as of June 30, 1996, which may impede the
Company's ability to borrow from other sources. The Company does not have any
commitments from prospective lenders with respect to acquisition financing, and
there can be no assurance that sufficient financing will be available on
acceptable terms in the future. If the Company is unable to obtain additional
capital on acceptable terms, the Company may be required to reduce the scope of
its presently anticipated expansion, which could materially adversely affect the
Company's business and the value of the Common Stock. See "Management's
Discussion and Analysis of Financial Condition and Results of Operation --
Liquidity and Capital Resources" and "Business -- Growth Strategy --
Acquisitions."
CONCENTRATION OF VOTING POWER AND ANTI-TAKEOVER PROVISIONS
Following the Offering, through their ownership of approximately 73% of the
outstanding Common Stock (approximately 69% if the Underwriters' over-allotment
option is exercised in full), the current owners of the Company will continue to
control the election of all directors and all other actions submitted to a vote
of the Company's stockholders, including significant corporate actions. Other
stockholders (including purchasers of the Shares) will not have the voting power
to elect directors or make corporate decisions. This concentration of voting
power in current owners may, among other things, have the effect of delaying or
preventing a change in control of the Company or preventing stockholders from
realizing a premium on the sale of their shares upon an acquisition of the
Company.
Certain agreements and corporate documents and Delaware law also make it
difficult for a third party to try to unilaterally acquire a significant
ownership position in the Company, including:
(i) The Company's Dealer Agreements with General Motors' Chevrolet
division and with Nissan put the Company at risk of losing its
Chevrolet or Nissan franchises if any person or entity acquires 20% or more
of the Common Stock without Chevrolet's or Nissan's approval, as the case
may be. In addition, under its Dealer Agreement with the Dodge division of
Chrysler, the Company could lose its Dodge dealership upon any change in the
ownership of a controlling number of shares in the Company. See "Business --
Vehicle and Parts Suppliers -- Relationships with Automakers."
(ii)Under Dealer Agreements with Nissan that the Company anticipates will
be in effect upon completion of the Offering, the Company's Nissan
franchises may be terminated if, without Nissan's
10
<PAGE>
prior approval, Mr. Gilliland's ownership of Common Stock falls below 20% of
the total number of shares of Common Stock issued and outstanding or Mr.
Gilliland ceases to be the Chief Executive Officer of the Company. See
"Business -- Vehicle and Parts Suppliers -- Relationships with Automakers."
(iii)
Certain provisions of the Company's Certificate of Incorporation and
Bylaws (a) allow the Company to issue preferred stock with rights
senior to those of the Common Stock without any further vote or action by
the stockholders, (b) provide for a classified board of directors with
staggered three-year terms and (c) impose procedural requirements that could
make it more difficult for stockholders of the Company to effect certain
corporate actions. In addition, Section 203 of the Delaware General
Corporation Law restricts certain business combinations with any "interested
stockholder" as defined by such statute. See "Description of Capital Stock
-- Anti-Takeover Effects of Provisions of the Certificate of Incorporation,
Bylaws and Delaware Law."
(iv)Under the Company's Rights Agreement, shareholders (other than
certain prospective acquirors) are entitled to purchase Common Stock
at a discount or shares in the prospective acquiror at a discount upon
certain acquisitions of 19.9% or more of the Common Stock or a merger of the
Company or similar transaction. The Company may, at the discretion of the
Board of Directors, lower this threshold to as low as 10%. See "Description
of Capital Stock -- Stockholders' Rights Plan."
(v) Under the Company's Stock Option Plan, options outstanding thereunder
become immediately exercisable upon a "change in control" or certain
mergers or reorganizations of Cross-Continent Auto. See "Management -- Stock
Option Plan."
The blank check preferred stock authorized under the Company's Certificate
of Incorporation gives the Board of Directors of the Company broad discretion
with respect to the creation and issuance of preferred stock without stockholder
approval. The issuance of such preferred stock may delay, defer or prevent a
change of control of the Company and may adversely affect the rights of the
holders of Common Stock. The issuance of preferred stock with voting or
conversion rights may adversely affect the voting power of the holders of Common
Stock.
LIMITED MANAGEMENT AND PERSONNEL RESOURCES
The Company's success depends to a significant degree upon the continued
contributions of its management team (particularly its senior management) and
service and sales personnel. In addition, as the Company expands it may need to
hire additional managers. The Company's employees may voluntarily terminate
their employment with the Company at any time. The market for qualified
employees in the industry and in the regions in which the Company operates,
particularly for general managers, is highly competitive. The loss of the
services of key employees or the inability to attract additional qualified
managers could have a material adverse effect on the Company. The Company does
not currently maintain key-man life insurance for any of its officers or other
employees.
LACK OF INDEPENDENT DIRECTORS
At the time it completes the Offering, the Company will not have any outside
membership on its Board of Directors. Although it anticipates naming at least
two outside directors following completion of the Offering, such directors will
not constitute a majority of the Board, and the Company's Board of Directors may
not consist of such a majority in the future. In the absence of a majority of
independent directors, the Company's executive officers, who also are principal
stockholders and directors, could establish policies and enter into transactions
without independent approval of the terms and purposes of such policies and
transactions. In addition, although the Company will establish an audit
committee, which will consist entirely of outside directors, and a compensation
committee, which will consist of at least two outside directors, until those
committees are established, transactions and compensation policies could be
established without an independent review. These and other transactions could
present the potential for a conflict of interest between the Company and its
stockholders generally and the controlling officers, stockholders or directors.
11
<PAGE>
AUTOMAKER CONTROL OVER DEALERSHIPS
Historically, automakers have exercised significant control over dealerships
and have restricted them to specified locations and retained approval rights
over changes in management and ownership. The Company's ability to expand will
depend, in part, on obtaining the consent of automakers to the Company's
acquisitions of new dealerships, including the acquisition of Hickey Dodge,
which the Company currently anticipates acquiring with a portion of the net
proceeds from the Offering. While the Company's acquisitions to date have been
approved and the Company has not been materially adversely affected by the other
limitations imposed by automakers, there can be no assurance that the Company
will be able to obtain future necessary approvals on acceptable terms or not be
materially adversely affected by other limitations in the future.
The Company is dependent to a significant extent on its ability to finance
the purchase of new and used vehicles, which involves significant floor plan
financing principally from GMAC, an affiliate of General Motors. Many automakers
also attempt to measure customers' satisfaction with their sales and service
experience and may limit vehicle inventory allocations or deny approval of
future acquisitions if dealerships fail to meet certain standards. To date, the
Company has not been adversely affected by these standards and has not been
denied approval of any acquisition. However, there can be no assurance that the
Company will be able to comply with such standards in the future, which may
materially adversely affect the Company.
The Company operates its dealerships under "Dealer Agreements" with
automakers that, like the dealer agreements of other automobile dealers, provide
for termination for a variety of causes. The Company believes that it has been
and is in material compliance with all of its Dealer Agreements. Certain of the
Company's Dealer Agreements provide that the Company may lose its franchise if
any one person acquires 20% or more of the outstanding Common Stock of the
Company. See " -- Concentration of Voting Power and Anti-Takeover Provisions."
Any such acquisition of shares of the Company's Common Stock may be outside the
control of the Company and could result in the termination or non-renewal of one
or more of its franchises. In connection with the Offering, the Company has been
informed that its current Dealer Agreements with Nissan will be replaced with
agreements imposing several additional terms. One of these terms will be that
the continuation of each of these Dealer Agreements by Nissan may be contingent
upon, among other things, the Company's achievement of stated goals for market
share penetration in the market served by the applicable dealership. Failure to
meet the market share goals set forth in any Nissan Dealer Agreement could
result in the imposition of additional conditions in subsequent Dealer
Agreements or termination of such Dealer Agreement by Nissan. The Company's
Dealer Agreements with General Motors expire in or about the year 2000, its new
Dealer Agreements with Nissan will expire in October 1999 and its Dealer
Agreement with Chrysler's Dodge division currently has no stated expiration
date. The Company currently believes that, as it has done in prior years, it
will be able to renew all of the Dealer Agreements upon expiration, but no such
assurance can be given. See "Business -- Vehicle and Parts Suppliers."
GOVERNMENTAL REGULATIONS
The Company is subject to a wide range of federal, state and local
regulations, such as local licensing requirements, consumer protection laws and
rules relating to gasoline storage, waste treatment and other environmental
matters. Future acquisitions by the Company may also be subject to regulation,
including antitrust reviews. The Company believes that it substantially complies
with all applicable laws relating to its business, but future regulations may be
more stringent and require the Company to incur significant additional costs.
NO PRIOR PUBLIC MARKET FOR COMMON STOCK; POSSIBLE VOLATILITY OF STOCK PRICE
Prior to the Offering, there has been no public market for the Common Stock
and there can be no assurance that an active public market for the Common Stock
will develop or continue after the Offering. The initial public offering price
of the Common Stock was determined by negotiations among the Company and
representatives of the Underwriters. Because the Company will be one of the
first public companies dedicated to the retail auto dealership business, these
representatives were not able to use the market prices of other companies in the
same industry as a benchmark in setting the initial public offering price. See
"Underwriters" for a discussion of the factors considered in determining the
initial public offering price.
12
<PAGE>
Quarterly and annual operating results of the Company, variations between such
results and the results expected by investors and analysts, changes in local or
general economic conditions or developments affecting the automobile industry,
the Company or its competitors could cause the market price of the Common Stock
to fluctuate substantially. Sales of substantial amounts of the Common Stock by
the Company's principal stockholders or others in the public market following
the Offering, or the perception that such sales may occur, could adversely
affect the market price of the Common Stock and could impair the ability of the
Company to raise capital through sales of its equity securities. As a result of
all of these factors, as well as other factors common to initial public
offerings, the market price could fluctuate substantially from the offering
price.
RECENT DEVELOPMENTS
In June 1996, as part of its acquisition growth strategy, the Company
entered into an agreement to purchase substantially all of the operating assets
of Hickey Dodge, which is located in the Oklahoma City market and, according to
WARD'S DEALER BUSINESS, is one of the largest Dodge dealerships in the United
States. For its acquisition of Hickey Dodge, the Company has agreed to pay
$13.85 million in cash. In addition, the Company has agreed to purchase the new
vehicle inventory of Hickey Dodge at the seller's cost and may purchase some or
all of the used vehicle inventory at a price to be agreed. The purchase of the
new vehicle inventory will be financed through floor plan financing. The
acquisition is subject to customary closing conditions, including the receipt of
approval from the Dodge division of Chrysler. Although there can be no assurance
that such approval will be obtained or that the closing will occur, the Company
anticipates completing the acquisition on or about October 1, 1996.
In 1994 and 1995, Hickey Dodge experienced profit margins significantly
below the Company's historical margins. Based on its discussions with management
of Hickey Dodge, the Company believes that, in 1994, Hickey Dodge aggressively
pursued a strategy to maximize sales, which included promotional activities and
guarantees of consumer vehicle loans. In particular, Hickey Dodge heavily
promoted an attempt to set the record for monthly unit sales volume by any U.S.
automobile dealership and sold 2,815 units in June 1994, compared to an average
of approximately 1,000 units per month for the remainder of 1994. The default
rates on loans guaranteed by Hickey Dodge and F&I charges relating to 1994 sales
significantly exceeded management expectations and, together with $938,000 in
bonuses paid to the owner and general manager of Hickey Dodge, negatively
affected profitability, resulting in pre-tax income of $593,000 on revenues of
$167.5 million in 1994. In 1995, revenues declined by 27.0% to $122.2 million.
The Company believes that this reduction in sales was largely due to reduced
promotional activities, difficulty by Hickey Dodge in obtaining an appropriate
mix of new vehicles and a general downturn in the Oklahoma City market due to
the bombing of the Federal Building in April. Although loan guarantees were
curtailed in early 1995, the earnings of Hickey Dodge continued to be adversely
affected as repossessed vehicles relating to loans originated in 1994 were sold
in 1995. As a result of these and other factors, pre-tax income for 1995 was
only $565,000. The Company is not assuming any liability regarding credit
guarantees provided by Hickey Dodge prior to the acquisition and does not intend
to provide such loan guarantees once the acquisition is completed. In the first
six months of 1996, Hickey Dodge's pre-tax margins improved from the
corresponding period in 1995. Revenues at Hickey Dodge for the first six months
of 1996 were $70.7 million, a 12.4% increase from the prior year period, and
pre-tax income increased to $3.3 million from $167,000 for the first six months
of 1995. Based on its discussions with Hickey Dodge, the Company believes that
revenues of Hickey Dodge increased because of a better mix of vehicles sold and
that pre-tax income increased largely because of the absence of the negative
factors that affected 1995 results.
The Company estimates that, including the sales of Hickey Dodge, its
combined market share of total new vehicle unit sales in Oklahoma City would
have increased from approximately 4.5% to approximately 8.8% overall for 1995.
In addition to increasing its market share, the Company believes that the
acquisition of Hickey Dodge will provide the Company with the opportunity to
benefit from the economies of scale that it seeks in expanding its local
presence in targeted markets.
13
<PAGE>
USE OF PROCEEDS
The net proceeds to the Company from the sale of the shares of Common Stock
offered hereby are estimated to be approximately $46.2 million. The Company
intends to apply $13.85 million of the net proceeds to purchase Hickey Dodge.
The Company also may apply a portion of the net proceeds to the purchase of some
or all of the used vehicle inventory of Hickey Dodge at a price to be agreed.
Although the purchase of Hickey Dodge is contingent on receiving approval from
the Dodge division of Chrysler, the Company expects to complete the acquisition
on or about October 1, 1996. See "Recent Developments." Prior to the acquisition
of Hickey Dodge, the Company intends to invest the proceeds to be used for that
acquisition in a short-term, interest-bearing account.
The Company also intends to apply approximately $25 million of the net
proceeds to repay a majority of its vehicle financing indebtedness owed to GMAC.
Such indebtedness accrues interest as of August 1, 1996 at an annual rate equal
to 8.0%. At June 30, 1996, this debt totaled $36.2 million. See "Management's
Discussion and Analysis of Financial Condition and Results of Operations --
Liquidity and Capital Resources."
The Company intends to use the remaining expected net proceeds of $7.3
million for working capital and other general corporate purposes, including
future acquisitions.
The Company will not receive any of the proceeds from any sale of Shares
pursuant to any exercise of the Underwriters' over-allotment option.
DIVIDEND POLICY
The Company does not intend to pay cash dividends to holders of Common Stock
for the foreseeable future. Instead, the Company intends to apply earnings, if
any, to finance the growth of Cross-Continent. Any future determination to pay
cash dividends on Common Stock will be at the discretion of the Board of
Directors, will be subject to certain limitations under the General Corporation
Law of the State of Delaware and will be dependent upon the Company's financial
condition, results of operations, capital requirements and such other factors as
the Board of Directors deems relevant, including any restrictions contained in
any future debt facilities. See "Management's Discussion and Analysis of
Financial Condition and Results of Operations -- Liquidity and Capital
Resources."
14
<PAGE>
CAPITALIZATION
The following table sets forth the cash and cash equivalents, short-term
debt and total capitalization of the Company at June 30, 1996, (i) including the
effect of the Reorganization and excluding the effect of the Offering and (ii)
on a pro forma basis, as adjusted to reflect the sale by the Company of
3,675,000 shares of Common Stock pursuant to the Offering and the application of
the estimated net proceeds to be received by the Company. This table should be
read in conjunction with the Combined Financial Statements and related notes and
"Pro Forma Combined Financial Data" appearing elsewhere in this Prospectus. See
also "Use of Proceeds," "Management's Discussion and Analysis of Financial
Condition and Results of Operations" and "Certain Transactions."
<TABLE>
<CAPTION>
JUNE 30, 1996
------------------------
ACTUAL PRO FORMA(1)
--------- -------------
(IN THOUSANDS)
<S> <C> <C>
Cash and cash equivalents............................................................... $ 8,892 $ 12,088(1)
--------- -------------
--------- -------------
Short-term debt:
Floor plan debt....................................................................... $ 36,177 $ 26,432(1)
Due to affiliates..................................................................... 4,620 467(1)
Current maturities of long-term debt.................................................. 1,543 1,543
--------- -------------
Total short-term debt............................................................. $ 42,340 $ 28,442
--------- -------------
--------- -------------
Long-term debt, excluding current maturities............................................ $ 11,131 $ 11,131
--------- -------------
Stockholders' equity:
Preferred Stock, $.01 par value, 10,000,000 shares authorized;
no shares issued and outstanding..................................................... -- --
Common Stock, $.01 par value, 100,000,000 shares authorized;
10,125,000 shares issued and outstanding, actual;
13,800,000 shares issued and outstanding, as adjusted (2)............................ 101 138
Paid-in capital....................................................................... 2,312 48,474
Retained earnings..................................................................... 7,066 7,066
--------- -------------
Total stockholders' equity........................................................ 9,479 55,678
--------- -------------
Total capitalization............................................................ $ 20,610 $ 66,809
--------- -------------
--------- -------------
</TABLE>
- ------------
(1) Approximately $13.85 million of the net proceeds of the Offering will be
used to acquire the assets (excluding vehicle inventory) of Hickey Dodge.
Approximately $25.0 million of the net proceeds of the Offering will be
used to reduce floor plan debt, partially offset by approximately $15.3
million in additional floor plan debt that will be used to acquire the
Hickey Dodge new vehicle inventory. The remainder of the estimated net
proceeds, approximately $7.3 million, will be invested in an account with
GMAC (the "GMAC Deposit Account") and in other cash equivalents. The
reduction in "due to affiliates" represents the remittance of funds that
have been advanced to the Company by affiliates to invest in the GMAC
Deposit Account. See "Certain Transactions" and "Use of Proceeds."
(2) If the over-allotment option is exercised, the number of issued and
outstanding shares of Common Stock will not increase because only shares of
Common Stock owned by the Selling Stockholders are subject to such option.
See "Principal Stockholders." Excludes (i) 1,380,000 shares of Common Stock
reserved for future issuance under the Company's stock option plan,
including an option to purchase 7,692 shares of Common Stock granted
immediately before the completion of the Offering with an exercise price
equal to the initial public offering price, and (ii) 130,308 shares of
Common Stock issuable upon the exercise of other options which have an
exercise price equal to the initial public offering price. See "Management
-- Stock Option Plan" and "Certain Transactions."
15
<PAGE>
DILUTION
The net tangible book value of the Company at June 30, 1996 was $2,138,000,
or $.21 per share of Common Stock. Net tangible book value per share represents
the amount of the Company's net tangible assets less total liabilities divided
by the number of shares of Common Stock outstanding at that date. After giving
effect to the sale by the Company of 3,675,000 shares of Common Stock pursuant
to the Offering (after deducting estimated offering expenses payable by the
Company) and the acquisition of Hickey Dodge, the Company's pro forma net
tangible book value at June 30, 1996 would have been $36,069,000 or $2.61 per
share. This represents an immediate increase in the net tangible book value of
$2.40 per share to existing stockholders and an immediate dilution of $11.39 per
share to new investors purchasing Shares in the Offering. The following table
illustrates this per share dilution:
<TABLE>
<S> <C> <C>
Initial public offering price per share........................... $ 14.00
Net tangible book value per share before the Offering........... $ 0.21
Increase per share attributable to new investors................ 2.40
Pro forma net tangible book value per share after the Offering.... 2.61(1)
-----------
Dilution per share to new investors(2)............................ $ 11.39
-----------
-----------
</TABLE>
- ------------
(1) Includes the pro forma effect on net tangible book value of the Hickey
Dodge acquisition.
(2) Dilution is determined by subtracting the net tangible book value per share
of Common Stock after the Offering from the public offering price per
share.
The following table summarizes, on a pro forma basis as of June 30, 1996
(assuming the Offering had been completed at that date), the differences between
the number of shares of Common Stock purchased from the Company, the total
consideration paid and the average price per share paid by the existing
stockholders and by the investors purchasing 3,675,000 shares of Common Stock
from the Company in this Offering:
<TABLE>
<CAPTION>
SHARES PURCHASED TOTAL CONSIDERATION
---------------------------- ----------------------------- AVERAGE PRICE
NUMBER PERCENT AMOUNT PERCENT PER SHARE
--------------- ----------- ---------------- ----------- --------------
<S> <C> <C> <C> <C> <C>
Existing Stockholders..................... 10,125,000(1) 73.4% $ 9,479,000(2) 15.6% $ 0.94
New Investors............................. 3,675,000 26.6 51,450,000 84.4 14.00
--------------- ----- ---------------- -----
Total................................... 13,800,000 100.0% $ 60,929,000 100.0%
--------------- ----- ---------------- -----
--------------- ----- ---------------- -----
</TABLE>
- ------------
(1) Excludes 138,000 shares of Common Stock that may be issued upon the
exercise at the initial public offering price of options granted
immediately prior to completion of the Offering.
(2) Net book value at June 30, 1996.
16
<PAGE>
SELECTED COMBINED FINANCIAL DATA
The selected combined statement of operations and balance sheet data for the
three years in the period ended December 31, 1995 are derived from the Company's
audited financial statements. The selected combined statement of operations and
balance sheet data for the two years in the period ended December 31, 1992 are
based on the Company's unaudited financial statements. The selected combined
results of operations data for the six months ended June 30, 1995 and 1996 and
the balance sheet data at June 30, 1996 are derived from the unaudited financial
statements of the Company and, in the opinion of management, reflect all
adjustments necessary for a fair presentation of its results of operations and
financial condition. All such adjustments are of a normal recurring nature. The
results of operations for an interim period are not necessarily indicative of
results that may be expected for a full year or any other interim period. This
selected combined financial data should be read in conjunction with
"Management's Discussion and Analysis of Financial Condition and Results of
Operations" and the Combined Financial Statements and related notes included
elsewhere in this Prospectus.
<TABLE>
<CAPTION>
SIX MONTHS ENDED
YEAR ENDED DECEMBER 31, JUNE 30,
----------------------------------------------------- ----------------------
1991 1992 1993 1994 1995(1) 1995(2) 1996
--------- --------- --------- --------- --------- --------- -----------
(IN THOUSANDS)
<S> <C> <C> <C> <C> <C> <C> <C>
COMBINED STATEMENT OF OPERATIONS
DATA:
Revenues:
Vehicle sales..................... $ 66,289 $ 113,072 $ 150,205 $ 163,721 $ 212,984 $ 101,464 $ 125,900
Other operating revenue........... 8,636 12,111 15,159 18,047 23,210 10,880 15,341
--------- --------- --------- --------- --------- --------- -----------
Total revenues.............. 74,925 125,183 165,364 181,768 236,194 112,344 141,241
Cost of sales....................... 64,086 106,681 139,626 153,446 198,702 94,470 119,921
--------- --------- --------- --------- --------- --------- -----------
Gross profit........................ 10,839 18,502 25,738 28,322 37,492 17,874 21,320
Selling, general and
administrative..................... 7,278 12,813 17,194 18,522 25,630 11,958 15,695
Depreciation and amortization....... 408 731 992 934 951 471 549
Management fees (3)................. 798 1,589 2,536 3,183 4,318 2,155 --
Employee stock compensation (4)..... -- -- -- -- -- -- 1,099
--------- --------- --------- --------- --------- --------- -----------
Operating income.................... 2,355 3,369 5,016 5,683 6,593 3,290 3,977(5)
Interest expense, net............... (1,008) (1,852) (1,848) (1,950) (3,088) (1,526) (1,724)
--------- --------- --------- --------- --------- --------- -----------
Income before income taxes.......... 1,347 1,517 3,168 3,733 3,505 1,764 2,253
Income tax expense.................. 498 561 1,173 1,351 1,310 659 1,224
--------- --------- --------- --------- --------- --------- -----------
Net income (6)...................... $ 849 $ 956 $ 1,995 $ 2,382 $ 2,195 $ 1,105 $ 1,029
--------- --------- --------- --------- --------- --------- -----------
--------- --------- --------- --------- --------- --------- -----------
</TABLE>
<TABLE>
<CAPTION>
AS OF DECEMBER 31,
----------------------------------------------------- AS OF
1991 1992 1993 1994 1995 JUNE 30, 1996
--------- --------- --------- --------- --------- -------------
(IN THOUSANDS)
<S> <C> <C> <C> <C> <C> <C>
COMBINED BALANCE SHEET DATA:
Working capital.......................... $ 1,274 $ 8 $ 135 $ 50 $ 536 $ 2,044
Total assets............................. 33,693 38,191 43,513 47,579 83,407 80,888
Long-term debt........................... 7,391 9,034 7,887 7,150 11,859 11,131
Total liabilities........................ 34,119 37,661 40,774 42,538 76,306 71,409
Stockholders' equity..................... (426) 530 2,739 5,041 7,101 9,479
</TABLE>
- ------------
(1) The results for the year ended December 31, 1995 include the results of
Performance Nissan, Inc. from the date of acquisition, February 2, 1995,
and the results of Performance Dodge, Inc. from the date of acquisition,
December 4, 1995.
(2) The results for the six months ended June 30, 1995 include the results of
Performance Nissan, Inc. from the date of acquisition, February 2, 1995.
(3) As of January 1, 1996, the Company no longer pays management fees to GGFP.
See "Management's Discussion and Analysis of Financial Condition and
Results of Operations -- Overview" and "Pro Forma Combined Financial Data."
(4) Represents a non-cash expense relating to employee stock compensation that
the Company recognized in the second quarter of 1996 in connection with the
Executive Purchase. This non-cash expense represents the difference, as of
April 1, 1996, between the Company's estimate of the fair value of the
Common Stock issued in the Executive Purchase and the cash consideration
paid of $250,000. The Company based its estimate on the assumed initial
public offering price of the Shares less certain discounts to reflect, as
of April 1, 1996, the lack of a public market for the securities, the
uncertainty regarding an initial public offering and the fact that the
pending acquisition of Hickey Dodge had not been contemplated.
(5) In addition to the non-cash expense in connection with the Executive
Purchase (see footnote (4) above), during the six months ended June 30,
1996, the Company recognized a compensation expense of $600,000 relating to
the Executive Bonus. Excluding the non-cash expense and compensation
expense, actual operating income and net income for the six months ended
June 30, 1996 would have approximated $5.7 million and $2.5 million,
respectively.
(6) Historical earnings per share are not presented, as the historical capital
structure of the Company prior to the Offering is not comparable with the
capital structure that will exist subsequent to the Offering.
17
<PAGE>
PRO FORMA COMBINED FINANCIAL DATA
The following unaudited pro forma combined statements of operations for the
year ended December 31, 1995 and for the six months ended June 30, 1996 reflect
the historical accounts of the Company for those periods, adjusted to give pro
forma effect to the December 1995 acquisition of Performance Dodge, Inc.
(formerly Jim Glover Dodge, Inc.), the pending acquisition of Hickey Dodge
(which is contingent upon, among other things, the successful completion of the
Offering), the Reorganization and the Offering, as if these transactions had
occurred at the beginning of each period presented.
The following unaudited pro forma combined balance sheet as of June 30, 1996
reflects the historical accounts of the Company as of that date adjusted to give
pro forma effect to the pending acquisition of Hickey Dodge and the Offering as
if they had occurred as of June 30, 1996.
The pro forma combined financial data and accompanying notes should be read
in conjunction with the Combined Financial Statements and the related notes of
the Company as well as the financial statements and related notes of Jim Glover
Dodge, Inc. and Hickey Dodge, all of which are included elsewhere in this
Prospectus. The Company believes that the assumptions used in the following
statements provide a reasonable basis on which to present the pro forma
financial data. The pro forma combined financial data is provided for
informational purposes only and should not be construed to be indicative of the
Company's financial condition or results of operations had the transactions and
events described above been consummated on the dates assumed and are not
intended to project the Company's financial condition on any future date or
results of operations for any future period.
PRO FORMA COMBINED STATEMENT OF OPERATIONS
<TABLE>
<CAPTION>
YEAR ENDED DECEMBER 31, 1995
---------------------------------------------------------------------------------------
ACTUAL PRO FORMA
ACTUAL PERFORMANCE ACTUAL PRO FORMA FOR PRO FORMA
COMPANY (1) DODGE (1) HICKEY DODGE ADJUSTMENTS ACQUISITIONS ADJUSTMENTS (2)
----------- ----------- ------------ ----------- ------------ ---------------
(IN THOUSANDS, EXCEPT PER SHARE DATA)
<S> <C> <C> <C> <C> <C> <C>
Revenues:
Vehicle sales..................... $212,984 $55,498 $111,113 $(4,856)(3) $374,739 --
Other operating revenue........... 23,210 8,419 11,108 (533)(3) 42,204 --
----------- ----------- ------------ ----------- ------------ -------
Total revenues.................. 236,194 63,917 122,221 (5,389) 416,943 --
Cost of sales....................... 198,702 55,370 106,826 (4,713)(3) 356,185 --
----------- ----------- ------------ ----------- ------------ -------
Gross profit........................ 37,492 8,547 15,395 (676) 60,758 --
Selling, general and
administrative..................... 25,630 7,244 13,149 (510)(3) 45,513 889(4)
Depreciation and amortization....... 951 24 346 401 (3)(6 1,722 --
Management fees..................... 4,318 -- -- -- 4,318 (4,318)(7)
----------- ----------- ------------ ----------- ------------ -------
Operating income.................... 6,593 1,279 1,900 (567) 9,205 3,429
Interest expense, net............... (3,088) (367) (1,335) (479)( )(6) (5,269) 2,000(4)
----------- ----------- ------------ ----------- ------------ -------
Income before income taxes.......... 3,505 912 565 (1,046) 3,936 5,429
Income tax expense.................. 1,310 -- -- 159(8) 1,469 2,025(9)
----------- ----------- ------------ ----------- ------------ -------
Net income.......................... $ 2,195 $ 912 $ 565 $(1,205) $ 2,467 $ 3,404
----------- ----------- ------------ ----------- ------------ -------
----------- ----------- ------------ ----------- ------------ -------
Net income per share................
Weighted average shares
outstanding........................
<CAPTION>
PRO FORMA
---------
<S> <C>
Revenues:
Vehicle sales..................... $374,739
Other operating revenue........... 42,204
---------
Total revenues.................. 416,943
Cost of sales....................... 356,185
---------
Gross profit........................ 60,758
Selling, general and
administrative..................... 46,402(5)
Depreciation and amortization....... 1,722
Management fees..................... --
---------
Operating income.................... 12,634
Interest expense, net............... (3,269)
---------
Income before income taxes.......... 9,365
Income tax expense.................. 3,494
---------
Net income.......................... $ 5,871
---------
---------
Net income per share................ $ 0.43(10)
Weighted average shares
outstanding........................ 13,800(10)
</TABLE>
18
<PAGE>
PRO FORMA COMBINED STATEMENT OF OPERATIONS
<TABLE>
<CAPTION>
SIX MONTHS ENDED JUNE 30, 1996
---------------------------------------------------------------
ACTUAL PRO FORMA
ACTUAL(1) HICKEY DODGE(1) ADJUSTMENTS(2) PRO FORMA
----------- ----------------- ----------------- ---------
(IN THOUSANDS, EXCEPT PER SHARE DATA)
<S> <C> <C> <C> <C>
Revenues:
Vehicle sales.................................... $125,900 $63,539 -- $189,439
Other operating revenue.......................... 15,341 7,139 -- 22,480
----------- ------- ------- ---------
Total revenues............................... 141,241 70,678 -- 211,919
Cost of sales...................................... 119,921 59,838 -- 179,759
----------- ------- ------- ---------
Gross profit....................................... 21,320 10,840 -- 32,160
Selling, general and administrative................ 15,695 6,863 672(4) 23,230
Depreciation and amortization...................... 549 133 160(6) 842
Management fees.................................... -- -- -- --
Employee stock compensation(5)..................... 1,099 -- -- 1,099
----------- ------- ------- ---------
Operating income (11).............................. 3,977 3,844 (832) 6,989
Interest expense, net.............................. (1,724) (558) 1,000(4) (1,282 )
----------- ------- ------- ---------
Income before income taxes......................... 2,253 3,286 168 5,707
Income tax expense................................. 1,224 -- 1,290(9) 2,514
----------- ------- ------- ---------
Net income (11).................................... $ 1,029 $ 3,286 $(1,122) $ 3,193
----------- ------- ------- ---------
----------- ------- ------- ---------
Net income per share............................... $ 0.23 (10)
Weighted average shares outstanding................ 13,800 (10)
</TABLE>
- ------------
(1) Actual results of operations reflect the results of operations of the
Company for the year ended December 31, 1995 and the six months ended June
30, 1996, of Performance Dodge, Inc. (formerly Jim Glover Dodge, Inc.) for
the fiscal year ended November 30, 1995 and of Hickey Dodge for the year
ended December 31, 1995 and the six months ended June 30, 1996, as
applicable.
(2) The Company will use the proceeds from the Offering primarily to acquire
dealerships in the future. The pro forma statements of operations shown
above assumes that approximately $13.85 million will be used to acquire
Hickey Dodge. Until the remaining proceeds are used to acquire other
dealerships, the Company intends to reduce floor plan debt by approximately
$25.0 million and to invest the remaining proceeds of approximately $7.3
million in the GMAC Deposit Account, which currently pays interest at an
annual rate of 8.0%, and in other cash equivalents. See "Use of Proceeds."
The pro forma financial information above does not reflect any interest
income related to the investment of proceeds in the GMAC Deposit Account or
other cash equivalents. Partially offsetting the decrease in floor plan
financing will be an increase in floor plan debt to finance the purchase of
vehicle inventory related to the Hickey Dodge acquisition. See Notes 2 and
3 to the notes to the Pro Forma Combined Balance Sheet below. Interest
expense associated with such debt is reflected in Hickey Dodge's actual
results of operations for each period.
(3) Entry reverses the one month of sales and expenses (December 1994) of
Performance Dodge, Inc. recorded in its statement of operations for the
year ended November 30, 1995.
(4) Reflects the Company's estimate of the net additions to selling, general
and administrative expenses and reductions in interest expense which would
have occurred if the Offering had been effected as of the beginning of each
period and consists of (a) a net increase in management compensation
pursuant to new compensation arrangements to be in place subsequent to the
Offering, (b) an increase in administrative expenses associated with public
ownership of the Company's Common Stock and (c) a net reduction in interest
expense reflecting estimated proceeds used to pay down floor plan debt. See
"Use of Proceeds." The additional expenses include:
<TABLE>
<CAPTION>
SIX MONTHS
YEAR ENDED ENDED
DECEMBER 31, 1995 JUNE 30, 1996
------------------- ---------------
<S> <C> <C>
Management compensation.............................................................. $ 189 $ 322
Legal and professional............................................................... 300 150
Shareholder relations................................................................ 250 125
Other................................................................................ 150 75
----- -----
$ 889 $ 672
----- -----
----- -----
</TABLE>
The net reduction in interest expense was calculated based on an average
reduction in floor plan debt of $25.0 million at the actual interest rate
in effect during each respective period.
(5) The pro forma combined statement of operations for the year ended December
31, 1995 excludes a non-cash expense relating to employee stock
compensation that the Company recognized in the second quarter of 1996 in
connection with the Executive Purchase. This non-cash expense represents
the difference, as of April 1, 1996, between the Company's estimate of the
fair value of the Common Stock issued in the Executive Purchase and the
cash consideration paid of $250,000. The Company based its estimate on the
assumed initial public offering price of the Shares less certain discounts
to reflect, as of April 1, 1996, the lack of a public market for the
securities, the uncertainty regarding an initial public offering and the
fact that the pending acquisition of Hickey Dodge had not been
contemplated.
(FOOTNOTES CONTINUED ON FOLLOWING PAGE)
19
<PAGE>
(6) Reflects additional interest expense, depreciation and amortization as if
Performance Dodge, Inc. and Hickey Dodge had been acquired as of January 1,
1995. Additional interest expense of $540,000 for the year ended December
31, 1995 includes interest on debt used to acquire Performance Dodge at a
rate of 9.75%. Interest expense associated with floor plan debt has already
been reflected in the actual results of operations, thus no additional
interest for such debt has been included in the pro forma adjustment. The
pro forma depreciation and amortization for the year ended December 31,
1995 primarily reflects additional amortization of approximately $527,000
associated with intangible assets, which assets consist largely of
goodwill, resulting from the acquisition of Performance Dodge ($2,700,000)
and Hickey Dodge ($12,268,000). Amortization periods range from five to 40
years with the majority of such costs being amortized over a 40-year
period. Partially offsetting the increased amortization is a decrease in
depreciation expense of approximately $126,000 for certain property and
equipment that will not be included in the purchase of Hickey Dodge by the
Company. The pro forma adjustment for the six months ended June 30, 1996
reflects increased amortization relating solely to the Hickey Dodge
acquisition, of approximately $200,000, partially offset by $40,000 of
decreased depreciation.
(7) Reflects elimination of the management fees as discussed under "Certain
Transactions" and Note 17 to the Notes to Combined Financial Statements.
See footnote (4) above for increase in selling, general and administrative
expenses for executive compensation paid to these individuals.
(8) Reflects the estimated income tax effect of the adjustments described in
footnotes (3) and (6) above and Performance Dodge, Inc. and Hickey Dodge,
as if they were taxable entities for the year ended December 31, 1995,
using the Company's incremental tax rate of approximately 37%.
(9) Reflects the estimated income tax effect of the adjustments (i) described
in footnotes (4) and (7) above for the year ended December 31, 1995, (ii)
described in footnotes (4) and (6) above and (iii) for Hickey Dodge, as if
it were a taxable entity, for the six months ended June 30, 1996, in each
case using the Company's incremental tax rate of approximately 37%.
(10) Pro forma earnings per share are based upon the assumption that 13,800,000
shares of Common Stock are outstanding for each period. This amount
represents the Shares to be issued in the Offering (3,675,000), the number
of shares of Common Stock owned by the Company's stockholders immediately
following the Reorganization (9,821,250) and the 303,750 shares of Common
Stock issued in connection with the Executive Purchase. See "Certain
Transactions" and Note 15 to the Notes to Combined Financial Statements.
(11) In addition to the non-cash expense in connection with the Executive
Purchase (see footnote (5) above), during the six months ended June 30,
1996, the Company recognized a compensation expense of $600,000 relating to
the Executive Bonus. Excluding the non-cash expense and compensation
expense, pro forma operating income and pro forma net income for the six
months ended June 30, 1996 would have approximated $8.7 million and $4.7
million, respectively.
20
<PAGE>
PRO FORMA COMBINED BALANCE SHEET
<TABLE>
<CAPTION>
AS OF JUNE 30, 1996
-------------------------------------
PRO FORMA PRO
ACTUAL ADJUSTMENTS FORMA (1)
-------- --------------- ---------
(IN THOUSANDS)
<S> <C> <C> <C>
ASSETS
Current Assets:
Cash and cash equivalents.......................................................... $ 8,892 $ 3,196 12,088
Accounts receivable................................................................ 10,664 -- 10,664
Inventories........................................................................ 38,416 15,837(2) 54,253
-------- --------------- ---------
Total current assets........................................................... 57,972 19,033 77,005
Net property, plant and equipment.................................................... 12,213 1,000(2) 13,213
Goodwill, net, and other assets...................................................... 10,703 12,268(2) 22,971
-------- --------------- ---------
Total assets..................................................................... $ 80,888 $ 32,301 $113,189
-------- --------------- ---------
-------- --------------- ---------
LIABILITIES AND STOCKHOLDERS' EQUITY
Current Liabilities:
Floor plan debt.................................................................... $ 36,177 $ (9,745)(2)(3) $ 26,432
Current maturities of long-term debt............................................... 1,543 -- 1,543
Accounts payable................................................................... 4,796 -- 4,796
Due to affiliates.................................................................. 4,620 (4,153)(3) 467
Accrued expenses and other liabilities............................................. 6,760 -- 6,760
Deferred income taxes.............................................................. 2,032 -- 2,032
-------- --------------- ---------
Total current liabilities...................................................... 55,928 (13,898) 42,030
-------- --------------- ---------
Long-term Liabilities:
Long-term debt, excluding current maturities....................................... 11,131 -- 11,131
Deferred warranty revenue -- long-term portion..................................... 4,350 -- 4,350
-------- --------------- ---------
Total long-term liabilities.................................................... 15,481 -- 15,481
-------- --------------- ---------
Stockholders' Equity:
Preferred Stock, $.01 par value, 10,000,000 shares authorized, no shares issued and
outstanding....................................................................... -- -- --
Common Stock, $.01 par value; 100,000,000 shares authorized, no shares issued and
outstanding, actual; 13,800,000 shares issued and outstanding, as adjusted(1)..... 101 37(4) 138
Paid-in capital.................................................................... 2,312 46,162(4) 48,474
Retained earnings.................................................................. 7,066 -- 7,066
-------- --------------- ---------
Total stockholders' equity..................................................... 9,479 46,199 55,678
-------- --------------- ---------
Total liabilities and stockholders' equity................................... $ 80,888 $ 32,301 $113,189
-------- --------------- ---------
-------- --------------- ---------
</TABLE>
- ----------
(1) A sale by the Selling Stockholders of the shares of Common Stock included in
the Underwriters' over-allotment option would not increase stockholders'
equity, the number of shares issued and outstanding or cash and cash
equivalents.
(2) Reflects the allocation of the Hickey Dodge purchase price based on the
estimated fair value of assets acquired. The purchase price consists of the
following:
<TABLE>
<S> <C>
Estimated cash consideration................................................ $13,850,000
Less estimated fair value of assets acquired................................ 1,582,000
----------
Excess of purchase price over fair value of tangible assets acquired........ $12,268,000
----------
----------
</TABLE>
The Company is purchasing new vehicle and parts inventory, certain property
and equipment and the dealer agreement with Chrysler-Dodge and may purchase
some or all of the used vehicle inventory. The excess of the purchase price
over the fair value of tangible assets acquired will be allocated to
intangible assets, primarily the dealer agreement and goodwill. Fair value
of assets acquired primarily represents the estimated fair value of the
parts inventory and certain property and equipment. Vehicle inventory, which
at June 30, 1996 approximated $15,255,000, will be financed with floor plan
debt.
(3) Reflects the application of the estimated net proceeds of the Offering.
Approximately $25.0 million will be used to reduce floor plan debt,
approximately $13.85 million will be utilized to acquire Hickey Dodge and
the remainder of the estimated net proceeds of approximately $7.3 million
will be invested in the GMAC Deposit Account and cash equivalents. The
reduction in due to affiliates represents the remittance of funds that have
been advanced to the Company to invest in the GMAC Deposit Account. See
"Certain Transactions" and "Use of Proceeds."
(4) Reflects the issuance of 3,675,000 shares of Common Stock at the initial
public offering price of $14.00 per share, net of estimated offering
expenses of $5.3 million.
21
<PAGE>
MANAGEMENT'S DISCUSSION AND ANALYSIS
OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS
THE FOLLOWING DISCUSSION OF THE RESULTS OF OPERATIONS AND FINANCIAL
CONDITION OF THE COMPANY SHOULD BE READ IN CONJUNCTION WITH THE COMPANY'S
COMBINED FINANCIAL STATEMENTS AND THE RELATED NOTES THERETO INCLUDED ELSEWHERE
IN THIS PROSPECTUS.
OVERVIEW
The Company owns and operates six franchised automobile dealerships in the
Amarillo and Oklahoma City markets and has grown primarily through dealership
acquisitions since the founders of the Company acquired their first dealership
in 1982. Given the relatively stable demand for new and used vehicles in the
United States generally, and in the markets served by its dealerships in
particular, the Company expects that future growth will be primarily derived
from acquisitions of additional dealerships. Based on management's experience in
acquiring and integrating dealerships, the Company believes that it takes two to
three years to integrate an acquired dealership into the Company's operations
and realize the full benefit of the Company's strategies and systems.
Significant management attention, capital investment and an increase in
operating expenses are typically required for acquisitions, particularly in the
first year after the acquisition. During the early part of the integration
period the operating results of an acquired dealership may decrease from results
attained prior to the acquisition as the Company implements its strategies and
systems. For the first six months of 1996, the financial performance of the two
Oklahoma City dealerships acquired in 1995 has been below their performance for
the first six months of 1995. The Company anticipates that general and
administrative expenses may increase in the future as the Company continues its
expansion by acquiring other dealerships.
The Company generates its revenues from sales of new and used vehicles, fees
for repair and maintenance services, sales of replacement parts, sales of
extended warranties on vehicles, and fees and commissions from arranging
financing and credit insurance in connection with vehicle sales. While sales of
new vehicles are sensitive to general economic conditions, the Company believes
that its used car sales and parts and service operations are less affected and
help to mitigate, in part, the effects of general economic downturns. The
Company also believes that its strong market share in the Amarillo market has
contributed to its revenues and profitability. The Company is the exclusive
Chevrolet dealer in Amarillo and in 1995 derived approximately 71% of its gross
profit from its three Chevrolet dealerships in Amarillo. The Company could be
materially adversely affected if Chevrolet awarded additional dealership
franchises to others in the Amarillo market, although the Company does not
anticipate such awards will be made, or if other automobile dealerships
increased their market share in the area. The Company does not have as large a
market share in Oklahoma City and there can be no assurance that it will be able
to obtain such a position in any other market that it may enter.
New vehicle revenues include sales of new vehicles and revenue attributable
to vehicle leases arranged by the Company ($114.5 million in the aggregate in
1995). Sales or trades of new vehicles to other franchised dealers are not
included in Company revenues but result in an adjustment to inventory and
flooring debt. Used vehicle revenues include amounts received for used vehicles
sold to retail customers, other dealers and wholesalers ($98.5 million in the
aggregate in 1995). Other operating revenues include (i) parts and service
revenues and (ii) revenues from F&I transactions, which include fees and
commissions associated with financing and insurance arrangements and the sale of
extended warranties. The Company recognizes revenue attributable to sales of its
warranties over the term of the warranties for accounting purposes, although it
receives payment in full at the time of sale. In contrast, when the Company
sells warranties of third party vendors, as it does in the Oklahoma City market
and may do in new markets that it enters and with respect to all of its
dealerships in the future, the Company receives and, for accounting purposes,
immediately recognizes a commission at the time of sale. In connection with
vehicle financing contracts, the Company receives a fee (a "finance fee") from
the lender for originating the loan but is assessed a charge (a "chargeback") by
the lender if the contract terminates before its scheduled maturity, which can
result from
22
<PAGE>
early repayment because of refinancing the loan, selling or trading in the
vehicle or default on the loan. The amount of the chargeback depends on how long
the related loan was outstanding. As a result, the Company establishes a reserve
based on its historical chargeback experience.
At each of its dealerships, the Company's management focuses on maximizing
profitability in each area of operations rather than on volumes of vehicle
sales. The key factors affecting the Company's profitability are costs of sales
and selling, general and administrative expenses. The average gross margins
obtained by franchised vehicle dealers in the United States on sales of new
vehicles have declined from over 7.0% in 1991 to 6.5% in 1995. Although the
Company's gross margins on new vehicle sales declined from 12.5% in 1994 to
12.1% in 1995, the Company's gross margins on new vehicle sales have
consistently been higher than the industry average. The Company's gross margins
on used vehicle sales fluctuate based on many factors, including the volume of
used vehicles sold to other dealers and wholesalers and the turnover rate of
used vehicle inventory, and were 8.9% in 1994 and 9.8% in 1995. See "Business --
Dealership Operations -- Used Vehicle Sales." Excluding sales to other dealers
and wholesalers (which are frequently at or below cost), the Company's gross
margin in 1995 of 13.7% on retail sales of used vehicles is currently higher
than its margin on new vehicles.
The Company's cost of sales and profitability are also affected by the
allocations of new vehicles which its dealerships receive from automakers. When
the Company does not receive allocations of new vehicle models adequate to meet
customer demand, it purchases additional vehicles from other dealers at a
premium to the manufacturer's invoice, reducing the gross margin realized on the
sales of such vehicles. In addition, the Company follows a disciplined approach
in selling vehicles to other dealers and wholesalers when the vehicles have been
in the Company's inventory longer than the guidelines set by the Company. Such
sales are frequently at or below cost and, therefore, affect the Company's
overall gross margin on vehicle sales. The Company's salary expense, employee
benefits costs and advertising expenses comprise the majority of its selling,
general and administrative expenses. The Company's interest expense fluctuates
based primarily on the level of the inventory of vehicles held at its
dealerships, substantially all of which is financed (such financing being called
"floor plan financing" or "flooring").
As a privately held company, Cross-Continent historically reimbursed the
Gilliland Group Family Partnership ("GGFP") for costs incurred by GGFP on behalf
of the Company, including the Company's proportionate share of GGFP's
administrative, clerical and other corporate overhead costs. In addition, the
Company paid GGFP a fee for management services generally based on the Company's
profits and the level of management services rendered. The Company's financial
statements included in this Prospectus reflect allocated costs and expenses
attributable to administrative, clerical and corporate assistance provided by
GGFP as selling, general and administrative expenses. That portion of the fee
paid to GGFP that represented a share of the overall profitability of the
Company has been reflected in the financial statements as management fees. As of
January 1, 1996, the Company began providing the administrative and corporate
oversight previously provided by GGFP and discontinued its practice of paying
management fees to GGFP. See "Management."
The Company has accounted for the purchase of each of its dealerships on a
purchase basis and, as a result, does not include in its financial statements
the results of operations of these dealerships prior to the date they were
acquired by the Company. The combined financial statements of the Company
reflect the results of operations, financial position and cash flows of each of
the Company's dealerships. The financial information included in this Prospectus
may not necessarily reflect the results of operations, financial position and
cash flows of the Company in the future or what the results of operations,
financial position and cash flows would have been had the Reorganization and
Offering occurred during the periods presented in the financial statements.
23
<PAGE>
RESULTS OF OPERATIONS
The following table summarizes, for the periods presented, the percentages
of total revenues represented by certain items reflected in the Company's
statement of operations.
<TABLE>
<CAPTION>
PERCENTAGE OF REVENUES
---------------------------------------------------------------
SIX MONTHS ENDED JUNE
YEAR ENDED DECEMBER 31, 30,
------------------------------------- ------------------------
1993 1994 1995(1) 1995(2) 1996
----------- ----------- ----------- ----------- -----------
<S> <C> <C> <C> <C> <C>
Revenues:
New vehicle sales......................................... 55.0% 50.0% 48.5% 47.7% 46.8%
Used vehicle sales........................................ 35.8 40.1 41.7 42.6 42.3
Other operating revenue (3)............................... 9.2 9.9 9.8 9.7 10.9
----- ----- ----- ----- -----
Total revenues........................................ 100.0 100.0 100.0 100.0 100.0
Cost of sales............................................... 84.5 84.4 84.1 84.1 84.9
----- ----- ----- ----- -----
Gross profit................................................ 15.5 15.6 15.9 15.9 15.1
Selling, general and administrative......................... 10.4 10.2 10.9 10.6 11.1
Depreciation and amortization............................... 0.6 0.5 0.4 0.4 0.4
Management fees (4)......................................... 1.5 1.8 1.8 1.9 --
Employee stock compensation (5)............................. -- -- -- -- 0.8
----- ----- ----- ----- -----
Operating income............................................ 3.0 3.1 2.8 3.0 2.8(6)
Interest expense, net....................................... (1.1) (1.1) (1.3) (1.4) (1.2)
----- ----- ----- ----- -----
Income before income taxes.................................. 1.9 2.0 1.5 1.6 1.6
Income tax expense.......................................... 0.7 0.7 0.6 0.6 0.9
----- ----- ----- ----- -----
Net income.................................................. 1.2% 1.3% 0.9% 1.0% 0.7%(6)
----- ----- ----- ----- -----
----- ----- ----- ----- -----
</TABLE>
- ----------
(1) The results for the year ended December 31, 1995 include the results of
Performance Nissan, Inc. from the date of acquisition, February 2, 1995 and
the results of Performance Dodge, Inc. from the date of acquisition,
December 4, 1995.
(2) The results for the six months ended June 30, 1995 include the results of
Performance Nissan, Inc. from the date of acquisition, February 2, 1995.
(3) Reflects primarily parts and service sales and F&I-related revenue.
(4) Management fees reflect certain payments made to GGFP prior to 1996, which
payments have been discontinued as of January 1, 1996.
(5) Represents a non-cash expense of approximately $1.1 million relating to
employee stock compensation that the Company recognized in the second
quarter of 1996 in connection with the Executive Purchase. This non-cash
expense represents the difference, as of April 1, 1996, between the
Company's estimate of the fair value of the Common Stock issued in the
Executive Purchase and the cash consideration paid of $250,000. The Company
based its estimate on the assumed initial public offering price of the
Shares less certain discounts to reflect, as of April 1, 1996, the lack of
a public market for the securities, the uncertainty regarding an initial
public offering and the fact that the pending acquisition of Hickey Dodge
had not been contemplated.
(6) In addition to the non-cash expense of approximately $1.1 million in
connection with the Executive Purchase (see footnote (5) above), during the
six months ended June 30, 1996, the Company recognized a compensation
expense of $600,000 relating to the Executive Bonus. Excluding the non-cash
expense and compensation expense, actual operating income and net income
for the six months ended June 30, 1996, as a percentage of total revenues,
would have approximated 4.0% and 1.8%, respectively.
FIRST SIX MONTHS 1996 VERSUS FIRST SIX MONTHS 1995
REVENUES
Revenues grew in each of the Company's primary revenue areas for the first
six months of 1996 as compared with the first six months of 1995, causing total
sales to increase 25.7% to $141.2 million. New vehicle sales revenue increased
23.3% in the first six months of 1996 to $66.1 million, compared with $53.6
million in the first six months of 1995. Substantially all of this increase was
attributable to the Company's dealerships in Oklahoma City, sales of which were
included for the full six months in 1996 while only one of the Company's
Oklahoma City dealerships was included for a portion of the first six months of
1995.
Used vehicle sales increased by 25.1% in the first six months of 1996 to
$59.8 million, compared with $47.8 million in the first six months of 1995. The
inclusion of the Company's Oklahoma City dealerships in the Company's results
for the first six months of 1996 accounted for 45.3% of this increase. The
remainder of the increase was largely attributable to an increase in sales of
used vehicles to wholesalers and other dealers
24
<PAGE>
in accordance with the Company's inventory management guidelines. An improvement
in the mix of used vehicles purchased by retail customers also resulted in
higher unit prices and contributed to the overall increase in used vehicle
sales.
The Company's other operating revenue increased 40.4% to $15.3 million in
the first six months of 1996 from $10.9 million in the first six months of 1995
largely because of inclusion of the parts and service sales and F&I sales by the
Company's Oklahoma City dealerships, which accounted for 79.3% of the increase.
The remaining increase was primarily attributable to increased F&I revenue per
vehicle sold by the Company's Amarillo dealerships.
GROSS PROFIT
Gross profit increased 19.0% in the first six months of 1996 to $21.3
million, compared with $17.9 million for the first six months of 1995, primarily
because of the addition of sales from the Company's Oklahoma City dealerships in
the 1996 period. Gross profit as a percentage of sales decreased to 15.1% in the
first six months of 1996 from 15.9% in the same period in 1995. The decrease in
gross profit as a percentage of sales was caused principally by reduced margins
for new and used vehicle sales at the Company's Amarillo dealerships, partially
offset by an increase in gross profit as a percentage of sales on new and used
vehicle sales at the Company's Oklahoma City dealerships.
The reduction in gross margin on new vehicles at the Amarillo dealerships
was primarily attributable to increased vehicle costs resulting from the
Company's efforts to minimize the effect of inventory shortfalls caused by GM's
parts plant strike in March 1996 by purchasing supplemental inventory from other
dealers. Gross margins on the sale of new vehicles at the Oklahoma City
dealerships increased in the first six months of 1996 from the same period of
1995. The Company believes that this increase was due, in part, to a one-time
favorable vehicle allocation from the manufacturers relating to the Company's
acquisition of these dealerships and, in part, to the Company's implementation
of its business strategy.
The reduction in gross margin on used vehicles at the Amarillo dealerships
was primarily attributable to increased vehicle purchase and reconditioning
costs as well as greater volume of sales of used vehicles to other dealers and
wholesalers (which sales are frequently at or slightly below cost) to avoid
carrying charges associated with used vehicle inventory. If such sales to other
dealers and wholesalers continue to increase as a percentage of total used
vehicle sales, gross margins on total used vehicle sales may continue to
decline. Used vehicle gross margins at the Oklahoma City dealerships increased
slightly due to the Company's implementation of its "mirror the market" program.
In the first six months of 1996, approximately 29.6% of the Company's used
vehicles sales were to other dealers and wholesalers as compared to
approximately 22.8% in the first six months of 1995.
Gross profit from other operating revenue, which includes parts and service,
F&I activities and other incidental revenue, increased 31.8% in the first six
months of 1996 to $8.7 million, compared with $6.6 million for the first six
months of 1995, largely because of the inclusion of the Company's Oklahoma City
dealerships, which accounted for 79.0% of the increase. Gross profit as a
percentage of other operating revenue declined to 56.7% in the first six months
of 1996 as compared to 60.5% for the same period of 1995 due primarily to a
decrease in gross margin on F&I activities resulting from an increase in the
Company's warranty repair costs. For the six months ended June 30, 1996, gross
profit from F&I activities accounted for 32.5% of the gross profit from other
operating revenue as compared to 36.2% for the same period of 1995.
SELLING, GENERAL AND ADMINISTRATIVE EXPENSES; MANAGEMENT FEES
The Company's selling, general and administrative expenses increased to
$15.7 million in the first six months of 1996 compared to $12.0 million in the
first six months of 1995, and increased as a percentage of revenue to 11.1% from
10.6%. The Oklahoma City dealerships' selling, general and administrative
expenses were higher as a percentage of their total revenues compared with the
Company's Amarillo dealerships. This was due to certain expenses incurred by the
Oklahoma City dealerships in integrating the Company's systems into their
operations and implementing the Company's strategies.
As of January 1, 1996, the Company ceased paying management fees to GGFP.
See Notes 4 and 7 to the "Pro Forma Combined Financial Data," "-- Overview" and
Note 17 to the Combined Financial Statements.
25
<PAGE>
The Company recorded a non-cash expense relating to employee stock
compensation of approximately $1.1 million in the six months ended June 30,
1996, representing the difference between the Company's estimate of the fair
value, as of April 1, 1996, of the 303,750 shares of Common Stock issued in the
Executive Purchase and the cash consideration paid of $250,000. See "Certain
Transactions" and Note 15 to the Notes to Combined Financial Statements.
In July 1996, the Company implemented a revised compensation plan for
Messrs. Gilliland, Hall, Rice and Mager (the "Senior Management Group"). Under
this revised plan, the Company's Senior Management Group is to receive base
salaries approximating an aggregate of $1,020,000 per year, subject to cost of
living adjustments in future years. During the first six months of 1996, the
base salaries paid to the Senior Management Group totalled $180,000. Because of
the newly implemented plan, compensation to this group will increase in the
second half of 1996. In conjunction with the Reorganization, the Company has
agreed to pay one of its executive officers a bonus of $600,000. The Executive
Bonus has been expensed in its entirety in the three months ended June 30, 1996.
Other than the Executive Bonus, the Senior Management Group will not receive any
bonus payments in 1996.
INTEREST EXPENSE
The Company's interest expense increased 16.5% to $2.3 million for the first
six months of 1996 compared to $1.9 million for the corresponding period of
1995. The increase was due to interest expense associated with the acquisitions
of the Oklahoma City dealerships and related inventories, which were financed
primarily with debt. This increase was partially offset by a reduction in the
Company's interest expense at its Amarillo dealerships caused by lower levels of
floor plan financing due to fewer vehicles held in inventory during the first
six months of 1996 compared with the first six months of 1995.
NET INCOME
The Company's net income decreased by 6.9% to $1.0 million in the first six
months of 1996 compared to $1.1 million in the first six months of 1995. This
decrease was primarily attributable to the non-cash expense relating to employee
stock compensation of approximately $1.1 million in connection with the
Executive Purchase and the compensation expense of $600,000 relating to the
Executive Bonus. Excluding the non-cash expense and compensation expense, net
income for the six months ended June 30, 1996 would have been $2.5 million. The
Company's effective tax rate for the six months ended June 30, 1996 approximated
54.3% as compared to 37.4% for the comparable period of 1995. The increase in
the effective rate relates to certain non-deductible expenses incurred during
the first six months of 1996.
1995 VERSUS 1994
REVENUES
The Company's total revenue increased 29.9% to $236.2 million in 1995 from
$181.8 million in 1994. New vehicle sales increased 26.1% to $114.5 million in
1995 from $90.8 million in 1994, primarily because of the acquisitions in
February and December 1995, respectively, of the Company's Performance Nissan
and Performance Dodge dealerships in Oklahoma City. The inclusion of the results
of these two dealerships accounted for 64.7% of the Company's overall increase
in new vehicle sales in 1995. The remainder of the increase in new vehicle sales
in 1995 was largely attributable to a net increase in sales volume of 9.2% at
the Company's dealerships in Amarillo, which the Company believes was primarily
due to changes in inventory mix, population growth and, to a lesser extent,
increases in new vehicle sales prices.
Used vehicle sales increased 35.1% to $98.5 million in 1995 from $72.9
million in 1994. The inclusion of the results of the Company's Oklahoma City
dealerships accounted for 68.8% of this increase in used vehicle sales. In
addition, the Company's Quality Nissan dealership in Amarillo, which began
selling used vehicles in May 1994, accounted for 16.4% of the Company's overall
increase in used vehicle sales in 1995. The Company attributes the remainder of
the increase in its used vehicle sales in 1995 to increases in volume resulting
from improvements in stocking and selling used vehicles in demand in the
Amarillo market and an increase of approximately 18% in the average retail
selling price per vehicle sold related in part to increases in retail prices and
in part to changes in the vehicle mix.
26
<PAGE>
The Company's other operating revenue increased 28.9% to $23.2 million for
1995, compared to $18.0 million for 1994 largely due to the inclusion of the
Company's Oklahoma City dealerships in the 1995 results of operations. The
addition of the Oklahoma City dealerships accounted for approximately 77% of the
increase in other operating revenue. The Company attributes the remainder of the
increase mainly to an increase in parts and service sales by its dealerships in
Amarillo, which the Company believes was caused by population growth in the
Amarillo market, and to an increase in the Amarillo dealerships' F&I sales
caused by the growth in vehicle sales and an increase in the volume of F&I
products sold by the Company, such as extended warranties and credit insurance
policies.
GROSS PROFIT
Gross profit increased 32.5% in 1995 to $37.5 million from $28.3 million in
1994 primarily due to the Oklahoma City dealerships. Gross profit as a
percentage of sales increased to 15.9% in 1995 from 15.6% in 1994. The increase
in gross margin was principally caused by higher gross margins on used vehicle
sales and parts and service sales, which were partially offset by a reduction in
the gross margin on new vehicles. The increase in gross margin on used vehicles
was primarily due to the success of the Company's strategy to mirror the market
in Amarillo. The new vehicle margin declined because the Company purchased more
new vehicles from other dealers in 1995, at prices above what the automakers
would have charged, due to General Motors' inability to supply the Company with
its desired mix of the more popular-selling models.
The Company's gross margin on used vehicle sales increased due to
improvements by the Company in stocking and selling used vehicles in demand in
its local markets and fewer used vehicle sales to other dealers and wholesalers
(which sales are frequently at or below cost). In 1995, 23.0% of the Company's
used vehicle sales were to other dealers and wholesalers as compared to 31.2% in
1994.
The Company's overall gross margin also improved in 1995 due to higher parts
and service margins resulting from increased labor efficiencies in its parts and
service work, including the use of a variable pricing system that reflected the
difficulty and sophistication of different types of repairs, and
productivity-based compensation for its parts and service teams.
The Company's gross profit on other operating revenue increased 34.0% in
1995 to $14.1 million from $10.5 million in 1994 largely because of the
inclusion of the Company's Oklahoma City dealerships, which accounted for 69.0%
of the increase. For the year ended December 31, 1995, gross profit from F&I
activities accounted for 38.4% of the gross profit from other operating revenue
as compared to 32.8% for the year ended December 31, 1994. Gross profit as a
percentage of other operating revenue increased to 60.7% in 1995 from 58.0% in
1994. This increase was attributable primarily to the implementation of variable
rate pricing strategies in the Company's parts and service department.
SELLING, GENERAL AND ADMINISTRATIVE EXPENSES; MANAGEMENT FEES
The Company's selling, general and administrative expenses increased to
$25.6 million, or 10.9% of the Company's revenues, in 1995 from $18.5 million,
or 10.2% of total revenues, in 1994. Expenses associated with the Oklahoma City
dealerships acquired by the Company in 1995 accounted for approximately 79% of
this increase. The Company attributes the remainder of the increase in selling,
general and administrative expenses primarily to higher compensation levels in
1995 and to an increase in advertising expenses. Due primarily to transition
costs, selling, general and administrative expenses of the Oklahoma City
dealerships represented 15.2% of the total revenue in 1995, compared with 10.0%
for the Company's Amarillo dealerships.
The Company's management fees increased 34.4% to $4.3 million in 1995 from
$3.2 million in 1994. This increase was attributable to increased levels of
services provided related to the Oklahoma City dealerships and increased levels
of overall profitability of the Company.
INTEREST EXPENSE
The Company's interest expense in 1995 increased 56.0% to $3.9 million from
$2.5 million in 1994. The Company attributes 38.4% of this increase to floor
plan financing at the Company's Oklahoma City
27
<PAGE>
dealership acquired in February 1995. The remainder of the increase primarily
reflects higher levels of flooring due to higher vehicle inventories in 1995 as
compared to 1994, interest expense on the debt incurred to acquire Performance
Nissan and an increase in the financing rate charged by GMAC during 1995.
NET INCOME
The Company's net income in 1995 decreased 8.3% to $2.2 million from $2.4
million in 1994. This decrease was principally caused by an increase of $1.1
million in management fees in 1995. Excluding management fees, which were
eliminated beginning in 1996, the Company's net income would have increased by
12.0% to $4.9 million in 1995.
1994 VERSUS 1993
REVENUES
Total revenues increased 9.9% to $181.8 million in 1994 as compared with
$165.4 million in 1993. New vehicle sales were relatively unchanged at $90.8
million in 1994 compared with $91.0 million in 1993. The slight decline in new
vehicle sales was attributable to the Company's inability to obtain an
appropriate mix of new Chevrolet vehicles to meet customer demand and a
disruption in sales because of the relocation of one of the Company's
dealerships during the year. These factors were mitigated by increases in new
vehicle sales at two of the Company's dealerships because of a higher level of
truck sales and an increase in the average new vehicle retail sales price.
Used vehicle sales increased 23.1% to $72.9 million in 1994 compared with
$59.2 million in 1993. This increase was primarily attributable to the
introduction of used vehicles at one of the Company's dealerships and to an
increase in the volume of used vehicle inventory sold to other dealers and
wholesalers.
The Company's other operating revenue increased 18.4% to $18.0 million in
1994 from $15.2 million in 1993. An increase of 19.0% in parts and service
revenue was largely due to sales originating from newly renovated parts and
service facilities at one of the Company's dealerships. The increase in parts
and service revenue also was the result of inventory management systems that
were implemented in 1993. The Company's other operating revenue also increased
in 1994 due to a net increase of 8.1% in the level of F&I activity at the
Company's dealerships, which was directly related to a greater volume of sales
of used vehicles at the Company's dealerships.
GROSS PROFIT
Gross profit increased 10.1% to $28.3 million in 1994 from $25.7 million in
1993 primarily because of increased profits in parts and service sales and
higher profits on new vehicle sales primarily due to an increase in truck sales,
which typically carry a higher margin than new car sales. Gross profit from
other operating revenue increased 19.3% in 1994 to $10.5 million from $8.8
million in 1993. This increase was largely due to an increase in parts and
service activity and a greater volume of sales of used vehicles at the Company's
dealerships, which resulted in a greater amount of F&I activity. Gross profit as
a percentage of other operating revenue remained relatively constant at 58%.
Overall gross profit as a percentage of sales remained unchanged at 15.6% in
1994 and 1993.
SELLING, GENERAL AND ADMINISTRATIVE EXPENSES; MANAGEMENT FEES
The Company's selling, general and administrative expenses increased to
$18.5 million in 1994, which represented a slight decline in selling, general
and administrative expenses as a percentage of sales to 10.2% in 1994 compared
to 10.4% in 1993. This percentage decrease was primarily attributable to the
higher volume of sales in 1994.
Management fees increased 25.5% to $3.2 million in 1994 compared to $2.5
million in 1993. This increase was primarily due to increased profitability.
INTEREST EXPENSE
The Company's interest expense increased 19.0% to $2.5 million in 1994 from
$2.1 million in 1993. This increase was attributable to higher levels of floor
plan financing caused by increased levels of inventory, interest on debt
incurred in connection with the relocation of one of the Company's dealerships
and a general increase in interest rates.
28
<PAGE>
NET INCOME
As a result of the factors noted above, the Company's net income increased
20.0% to $2.4 million in 1994 from $2.0 million in 1993.
SELECTED QUARTERLY RESULTS OF OPERATIONS
The following tables set forth the Company's results of operations data for
the quarterly periods presented. This presentation should be read in conjunction
with the audited and unaudited financial statements of the Company appearing
elsewhere in this Prospectus. Because of the seasonal nature of its business and
based on past experience, the Company expects its operating income for the
fourth quarter to be lower than that of the second and third quarters.
Historically, the Company's first quarter results of operations are also lower
than those of the second and third quarters. The Company's results of operations
for the first and second quarters of 1996 did not reflect this historical
seasonality. This was largely attributable to the particularly high volume of
sales in the first quarter of 1996, the effects of the drought in the Texas
Panhandle and in Oklahoma that adversely affected the second quarter results, a
less favorable allocation of new vehicles from General Motors that was directly
related to strikes at two GM parts plants in March 1996 and a greater volume of
sales of used vehicles to other dealers and wholesalers (which sales are
frequently at or below cost) in the first six months of 1996. See "--First Six
Months 1996 versus First Six Months 1995."
<TABLE>
<CAPTION>
QUARTER ENDED
----------------------------------------------------------------------------------------
MARCH 31, JUNE 30, SEPTEMBER 30, DECEMBER 31, MARCH 31, JUNE 30,
1995 (1) 1995 1995 1995 (2) 1996 1996
------------- ------------- ------------- ------------- ------------- -------------
(IN THOUSANDS)
<S> <C> <C> <C> <C> <C> <C>
Revenues:
New vehicle sales..... $ 23,840 $ 29,789 $ 31,521 $ 29,344 $ 34,649 $ 31,493
Used vehicle sales.... 21,237 26,598 26,016 24,639 29,360 30,398
Other operating
revenue.............. 4,990 5,891 6,281 6,049 7,220 8,121
------------- ------------- ------------- ------------- ------------- -------------
Total revenues...... 50,067 62,278 63,818 60,032 71,229 70,012
Cost of sales........... 42,449 52,022 53,374 50,857 59,896 60,025
------------- ------------- ------------- ------------- ------------- -------------
Gross profit............ 7,618 10,256 10,444 9,175 11,333 9,987
Selling, general and
administrative......... 5,377 6,580 6,685 6,987 7,537 8,158
Depreciation and
amortization........... 224 248 240 240 270 279
Management fees (3)..... 798 1,357 1,393 770 -- --
Employee stock
compensation (4)....... -- -- -- -- -- 1,099
------------- ------------- ------------- ------------- ------------- -------------
Operating income........ 1,219 2,071 2,126 1,178 3,526 451(5)
Interest expense, net... (704) (823) (749) (813) (975) (749)
------------- ------------- ------------- ------------- ------------- -------------
Income (loss) before
income taxes........... 515 1,248 1,377 365 2,551 (298)
Income tax expense...... 193 466 515 136 952 272
------------- ------------- ------------- ------------- ------------- -------------
Net income (loss)....... $ 322 $ 782 $ 862 $ 229 $ 1,599 $ (570)(5)
------------- ------------- ------------- ------------- ------------- -------------
------------- ------------- ------------- ------------- ------------- -------------
</TABLE>
- ------------
(1) Includes results of operations for Performance Nissan, Inc. from February
2, 1995.
(2) Includes results of operations for Performance Dodge, Inc. from December 4,
1995.
(3) Discontinued as of January 1, 1996.
(4) Represents a non-cash expense relating to employee stock compensation that
the Company recognized in the second quarter of 1996 in connection with the
Executive Purchase. This non-cash expense represents the difference, as of
April 1, 1996, between the Company's estimate of the fair value of the
Common Stock issued in the Executive Purchase and the cash consideration
paid of
(FOOTNOTES CONTINUED ON FOLLOWING PAGE)
29
<PAGE>
$250,000. The Company based its estimate on the assumed initial public
offering price of the Shares less certain discounts to reflect, as of April
1, 1996, the lack of a public market for the securities, the uncertainty
regarding an initial public offering and the fact that the pending
acquisition of Hickey Dodge had not been contemplated.
(5) In addition to the non-cash expense in connection with the Executive
Purchase (see footnote (4) above), during the three months ended June 30,
1996, the Company recognized a compensation expense of $600,000 relating to
the Executive Bonus. Excluding the non-cash expense and compensation
expense, actual operating income and net income for the three months ended
June 30, 1996 would have approximated $2.15 million and $0.9 million,
respectively.
<TABLE>
<CAPTION>
QUARTER ENDED
----------------------------------------------------------------------------------------------------
MARCH 31, JUNE 30, SEPTEMBER 30, DECEMBER 31, MARCH 31, JUNE 30,
1995 (1) 1995 1995 1995 (2) 1996 1996
--------------- --------------- --------------- --------------- --------------- ---------------
<S> <C> <C> <C> <C> <C> <C>
Revenues:
New vehicle sales..... 47.6% 47.8% 49.4% 48.9% 48.6% 45.0%
Used vehicle sales.... 42.4 42.7 40.8 41.0 41.2 43.4
Other operating
revenue.............. 10.0 9.5 9.8 10.1 10.2 11.6
----- ----- ----- ----- ----- -----
Total revenues...... 100.0 100.0 100.0 100.0 100.0 100.0
Cost of sales........... 84.8 83.5 83.6 84.7 84.1 85.7
----- ----- ----- ----- ----- -----
Gross profit............ 15.2 16.5 16.4 15.3 15.9 14.3
Selling, general and
administrative......... 10.7 10.6 10.5 11.6 10.6 11.7
Depreciation and
amortization........... 0.5 0.4 0.4 0.4 0.4 0.4
Management fees (3)..... 1.6 2.2 2.2 1.3 -- --
Employee stock
compensation (4)....... -- -- -- -- -- 1.6
----- ----- ----- ----- ----- -----
Operating income (5).... 2.4 3.3 3.3 2.0 4.9 0.6
Interest expense, net... (1.4) (1.3) (1.2) (1.4) (1.3) (1.0)
----- ----- ----- ----- ----- -----
Income (loss) before
income taxes........... 1.0 2.0 2.1 0.6 3.6 (0.4)
Income tax expense...... 0.4 0.7 0.8 0.2 1.3 0.4
----- ----- ----- ----- ----- -----
Net income (loss) (5)... 0.6% 1.3% 1.3% 0.4% 2.3% (0.8)%
----- ----- ----- ----- ----- -----
----- ----- ----- ----- ----- -----
</TABLE>
- ------------
(1) Includes results of operations for Performance Nissan, Inc. from February
2, 1995.
(2) Includes results of operations for Performance Dodge, Inc. from December 4,
1995.
(3) Discontinued as of January 1, 1996.
(4) Represents a non-cash expense of approximately $1.1 million relating to
employee stock compensation that the Company recognized in the second
quarter of 1996 in connection with the Executive Purchase. This non-cash
expense represents the difference, as of April 1, 1996, between the
Company's estimate of the fair value of the Common Stock issued in the
Executive Purchase and the cash consideration paid of $250,000. The Company
based its estimate on the assumed initial public offering price of the
Shares less certain discounts to reflect, as of April 1, 1996, the lack of
a public market for the securities, the uncertainty regarding an initial
public offering and the fact that the pending acquisition of Hickey Dodge
had not been contemplated.
(5) In addition to the non-cash expense of approximately $1.1 million in
connection with the Executive Purchase (see footnote (4) above), during the
three months ended June 30, 1996, the Company recognized a compensation
expense of $600,000 relating to the Executive Bonus. Excluding the non-cash
expense and compensation expense, actual operating income and net income
for the three months ended June 30, 1996, as a percentage of total
revenues, would have approximated 3.1% and 1.3%, respectively.
LIQUIDITY AND CAPITAL RESOURCES
The Company requires cash primarily for financing its inventory of new and
used vehicles and replacement parts, acquisitions of additional dealerships,
capital expenditures and transition expenses in connection with its
acquisitions. Historically, the Company has met these liquidity requirements
primarily through cash flow generated from operating activities, floor plan
financing and borrowings under credit agreements with GMAC and commercial banks.
Floor plan financing from GMAC represents the primary source of financing for
vehicle inventories.
30
<PAGE>
The Company finances its purchases of new vehicle inventory (including its
Dodge and Nissan vehicles) with GMAC. The Company also maintains a line of
credit with GMAC for the financing of used vehicles, pursuant to which GMAC
provides financing for up to 80% of the cost of used vehicles that are less than
five years old and that have been driven fewer than 70,000 miles. GMAC receives
a security interest in all inventory it finances. The Company makes monthly
interest payments on the amount financed by GMAC. The Company must repay the
principal amount of indebtedness with respect to any vehicle within two days of
the sale of such vehicle by the Company. The Company periodically renegotiates
the terms of its financing with GMAC, including the interest rate. In 1995, the
average annual interest rate paid by the Company under the GMAC floor plan was
8.6%. As of June 30, 1996, the Company had outstanding floor plan debt of $36.2
million and paid an average annual interest rate of 8.0%. The Company
anticipates that its floor plan debt will decrease following the Offering as a
result of the Company's repayment of approximately $25 million in GMAC floor
plan debt. This $25 million decrease will be partially offset by the Company's
assumption of approximately $15 million of floor plan debt of Hickey Dodge.
From time to time the Company also finances its purchases of new and used
vehicles, replacement parts and short-term receivables through borrowings from
commercial banks at various rates. At June 30, 1996, there was no such
indebtedness outstanding.
During the first six months of 1996, the Company generated net cash of $5.8
million from operating activities. Net cash used for operating activities was
$6.4 million in 1995 and was primarily attributable to increased inventory
levels and accounts receivable, partially offset by increased sales of Company
warranties and increased accounts payable. The increase in inventory levels in
1995 reflects an increase in the volume of sales and the timing of shipments
from the manufacturer. Increased receivables reflect increased sales near year
end primarily attributable to the Oklahoma City dealerships acquired in 1995.
The Company generated net cash from operations of $5.0 million and $2.4 million
in 1994 and 1993, respectively.
Cash used for investing activities was approximately $565,000 for the first
six months of 1996 and related primarily to acquisitions of property and
equipment. Cash used for investing activities was $1.8 million, $1.8 million and
$1.7 million in 1995, 1994 and 1993, respectively, including $1.5 million, $1.8
million and $0.7 million of capital expenditures during such periods. Capital
expenditures in 1995 were primarily attributable to expenditures for renovations
at the Amarillo dealerships and expenditures related to the Company's Oklahoma
City dealerships. Capital expenditures in 1994 consisted of $1.8 million of cash
expended for capital improvements at the Company's Amarillo dealerships,
including expenditures in connection with the relocation of Quality Nissan, Inc.
The Company's capital expenditures for the second half of 1996 are expected
to approximate $800,000 relating primarily to capital improvements to the
service department at one of the Company's dealerships. The Company anticipates
that cash from operations will be sufficient to fund its planned capital
expenditures for the remainder of 1996. The Company has entered into an
agreement to purchase Hickey Dodge for approximately $13.85 million in cash. In
addition, the Company has agreed to purchase the new vehicle inventory of Hickey
Dodge at the seller's cost and may purchase some or all of the used vehicle
inventory at a price to be agreed. See "Recent Developments." The Company
currently anticipates that it will finance this acquisition with a portion of
the proceeds of the Offering. The Company anticipates that any future
acquisitions will be financed with proceeds from the Offering, issuance of stock
or debt or a combination of cash, stock and debt. There can be no assurance that
such financial resources will be available or be available on favorable terms.
Cash used by financing activities amounted to $4.7 million for the first six
months of 1996 and was primarily attributable to the Company's reduced levels of
inventory in the first six months of 1996. In 1995, cash provided by financing
activities reflected the increase in inventories, resulting in a $9.4 million
increase in floor plan debt. At June 30, 1996, the Company's long term
indebtedness totaled $11.1 million, primarily attributable to the Company's real
estate holdings, with the remainder consisting primarily of indebtedness
incurred in connection with prior acquisitions. Cash provided by financing
activities totaled approximately $11.6 million in 1995 compared with a use of
cash of $0.7 million in 1994. This fluctuation is primarily attributable to
increases in inventory levels financed with floor plan debt.
31
<PAGE>
The Company believes that its existing capital resources, including the net
proceeds of the Offering, will generate sufficient funds to finance the pending
acquisition of Hickey Dodge, run the Company's operations in the ordinary course
and fund its debt service requirements. The Company estimates that it will incur
a tax liability of approximately $4 million in connection with the change in its
tax basis of accounting for inventory from LIFO to FIFO. The Company believes
that it will be required to pay this liability in three to six equal annual
installments, beginning in March 1997, and believes that it will be able to pay
such obligation with cash provided by operations.
SEASONALITY
The Company generally experiences a higher volume of new and used vehicle
sales in the second and third quarters of each year. If the Company acquires
dealerships in other markets, it may be affected by other seasonal or consumer
buying trends. See "-- Selected Quarterly Results of Operations."
32
<PAGE>
BUSINESS
OVERVIEW
The Company owns and operates six franchised automobile dealerships in the
Amarillo, Texas and Oklahoma City, Oklahoma markets. Through these dealerships,
the Company sells new and used cars and light trucks, arranges related financing
and insurance, sells replacement parts and provides vehicle maintenance and
repair services.
The Company's founder and Chief Executive Officer, Bill A. Gilliland, has
managed automobile dealerships since 1966 and acquired the Company's first
dealership, Quality Nissan, Inc. in Amarillo, in 1982. The Company continued its
growth in the Amarillo area by acquiring three Chevrolet dealerships, two of
which have been in continuous operation (under various owners) since the 1920s.
The Company is the exclusive Chevrolet and Nissan dealer in Amarillo. The
Company led the Amarillo market in vehicle unit sales in 1995, accounting for
approximately 36% of new vehicle unit sales and 25% of used vehicle unit sales.
In 1995, the Company entered the Oklahoma City market through the acquisition of
a Nissan dealership in February and a Dodge dealership in December. In June
1996, the Company entered into an agreement to acquire Hickey Dodge, which is
one of the largest Dodge dealerships in the United States. With this
acquisition, the Company believes that, based on pro forma revenue, it would
have been one of the 50 largest dealer groups out of more than 15,000 dealer
groups nationwide in 1995.
As a result of the Company's business strategy, including the acquisition of
new dealerships, the Company's sales have increased from $74.9 million in 1991
to $236.2 million in 1995. Including the full year effect of the dealership
acquired in December 1995, the Company's 1995 sales were $294.7 million. Giving
effect to the pending acquisition of Hickey Dodge and including the full year
effect of the dealership acquired in December 1995, the Company's pro forma 1995
sales would have been $416.9 million. The Company believes that its business
strategy and operations have also enabled it to achieve a level of profitability
superior to the industry average. In 1995, the Company's actual gross profit
margin was 15.9%, compared to the industry average of 12.9%. The Company's
operating strategy includes:
EFFECTIVELY SERVING ITS TARGET CUSTOMERS. The Company's existing
dealerships, which together offer the complete lines of Chevrolet, Nissan and
Dodge vehicles, focus primarily on middle-income buyers seeking moderately
priced vehicles that can be financed with relatively affordable monthly
payments. The Company believes that working closely with its customers to
identify appropriate vehicles and offering suitable financing and credit
insurance products enhances the Company's overall profitability by increasing
the percentage of vehicle purchases financed through its dealerships and by
reducing the subsequent default rate on such financing contracts. In 1995, the
Company arranged financing for approximately 76% of its sales of new vehicles
and 83% of its sales of used vehicles, as compared to 42% and 51%, respectively,
for the average automobile dealership in the U.S.
OPERATING MULTIPLE DEALERSHIPS IN SELECTED MARKETS. By operating multiple
dealerships within individual markets, the Company seeks to become a leading
automotive dealer in each market that it serves. This strategy enables the
Company to achieve economies of scale in advertising, inventory management,
management information systems and corporate overhead. In 1995, the Company was
the market share leader in the Amarillo vicinity, accounting for approximately
28% of the new car market and 46% of the new truck market. In Oklahoma City, the
combined market shares in 1995 for the Company's existing Oklahoma City
dealerships were 2% and 7% of new car and truck sales, respectively. The Company
estimates that, including Hickey Dodge, the Company's combined market shares in
Oklahoma City would have been 4% of the new car market and 15% of the new truck
market in 1995, or 8% of total new vehicle sales.
MAINTAINING DISCIPLINED INVENTORY MANAGEMENT. The Company believes that
maintaining a vehicle mix that matches market demand is critical to dealership
profitability. The Company's policy is to maintain a 60-day supply of new
vehicles and a 39-day supply of used vehicles. If a new vehicle remains in
inventory for 120 days, or a used vehicle for 60 days, the Company typically
disposes of the vehicle by selling it to another dealer or wholesaler. The
Company believes that this policy enhances profitability by increasing inventory
turnover and reducing carrying costs. If the Company cannot obtain a sufficient
supply of popular models from the manufacturers, it purchases the needed
vehicles from other franchised dealers throughout the
33
<PAGE>
United States. For example, because Chevrolet trucks are popular in Amarillo,
the Company purchases trucks from Chevrolet dealers in other cities to
supplement its allocation of trucks from Chevrolet. In managing its used vehicle
inventory, the Company attempts to mirror the market by tracking new and used
vehicle sales within its region and maintaining an inventory mix that matches
consumer demand.
EMPLOYING PROFIT-BASED MANAGEMENT COMPENSATION. The Company uses a
management compensation system that differentiates it from most other automobile
dealerships. The Company believes that at many other auto dealerships the heads
of each sales department (new vehicles, used vehicles and F&I) are compensated
based on the profitability or sales volumes of their own departments. This
method of compensation does not encourage cooperation among departments and can
affect overall profitability of the dealership. At Cross-Continent, each
dealership's general manager and sales managers are trained in F&I analysis and
receive bonuses based on the profitability of overall vehicle sales and related
F&I income. The Company believes that this compensation system promotes teamwork
and encourages each management team to maximize overall profitability.
UTILIZING TECHNOLOGY THROUGHOUT OPERATIONS. The Company believes that it
has achieved a competitive advantage in its markets by integrating
computer-based systems into all aspects of its operations. The Company uses
computer-based technology to monitor each dealership's gross profit, permitting
senior management to gauge each dealership's daily and monthly gross margin
"pace" and to quickly identify areas requiring additional focus. Sales managers
also utilize a computer system to design for each customer an affordable
financing and insurance package that maximizes the Company's total profit on
each transaction. Computer technology is also an integral part of the inventory
management system for new and used vehicles and vehicle parts.
ACHIEVING HIGH LEVELS OF CUSTOMER SATISFACTION. Customer satisfaction and a
dealer's reputation for fairness are key competitive factors and are crucial for
establishing long-term customer loyalty. The Company's sales process is intended
to satisfy customers by providing high-quality vehicles that customers can
afford. A customer's experience with the parts and service departments at the
Company's dealerships can also positively influence overall satisfaction. The
Company strives to train its service managers as professionals, employs
state-of-the-art service equipment, maintains a computer-managed inventory of
replacement parts, and provides clean service and waiting areas to enhance
customers' post-sale experience.
GROWTH STRATEGY -- ACQUISITIONS
The Company intends to expand its business by acquiring additional
dealerships and seeks to improve their profitability through implementation of
the Company's business strategies. The Company believes that its management team
has considerable experience in evaluating potential acquisition candidates and
determining whether a particular dealership can be successfully integrated into
the Company's existing operations. Based on trends affecting automobile
dealerships, the Company also believes that an increasing number of acquisition
opportunities will become available to the Company. See "Industry Overview."
In June 1996, the Company entered into an agreement to purchase
substantially all of the operating assets of Hickey Dodge, one of the largest
Dodge dealerships in the United States. The Company estimates that, including
the sales of Hickey Dodge, its combined market share of total new vehicle unit
sales in Oklahoma City would have increased from approximately 4.5% to
approximately 8.8% overall for 1995. In addition to providing a means of
increasing its local market share, the Company believes that the acquisition of
Hickey Dodge will provide the Company with the opportunity to benefit from the
economies of scale that it seeks in expanding its local presence in targeted
markets. Although there can be no assurance that the closing will occur, the
Company anticipates completing the acquisition on or about October 1, 1996.
Under its Dealer Agreements with Chrysler's Dodge division that the Company
anticipates will be in effect upon completion of the Offering, the Company will
acknowledge that Chrysler will have "good cause" to withhold its consent to any
proposed acquisition by the Company of an additional Chrysler dealership (other
than Hickey Dodge) in the Oklahoma City market. The Company does not believe
that it will be materially adversely affected by any failure by Chrysler to
approve its acquisition of other Chrysler dealerships in the Oklahoma City
market or that this provision will affect its acquisition strategy.
34
<PAGE>
The Company intends to continue to focus its acquisition search primarily on
markets that have fewer dealerships relative to the size of the population than
the national average. The Company believes that the most attractive markets for
acquisitions currently exist in selected cities in the Western and Southern
regions of the United States. As part of its strategy to acquire a leading
market share in any targeted market, the Company intends to focus its efforts on
dealer groups that own multiple franchises in a single city, as well as on
large, single-dealer franchises possessing significant market share. Other
criteria for evaluating potential acquisitions will include the dealership or
dealer group's current profitability, the quality of its management team, its
local reputation with customers, and its location along an interstate highway or
principal thoroughfare. The Company plans to evaluate acquisition candidates on
a case-by-case basis, and there can be no assurance that future acquisitions by
the Company will have all or any of these characteristics. See "Risk
Factors -- Availability of Acquisition Candidates; Need for Financing and
Possible Dilution through Issuance of Stock."
Upon completion of each acquisition, the Company plans to implement its
sales methods and philosophy, computer-supported management system and
profit-based compensation plan in an effort to enhance the acquired dealership's
overall profitability. Cross-Continent intends to focus initially on any
underperforming departments within the acquired entity that the Company believes
may yield the most rapid marginal improvements in operating results. The Company
anticipates that it will take two to three years to integrate an acquired
dealership into the Company's operations and realize the full benefit of the
Company's strategies and systems. There can be no assurance, however, that the
profitability of any acquired dealership will equal that achieved to date by the
Company's existing dealerships. During the early part of the integration period
the operating results of an acquired dealership may decrease from results prior
to the acquisition as the Company implements its strategies and systems. See
"Risk Factors -- Risks Associated with Expansion."
INDUSTRY OVERVIEW
In 1995, franchised automobile dealers in the United States sold over $290
billion in new cars and light trucks and $180 billion in used vehicles. After
growing at an average rate of 7.1% each year from 1991 through 1994, new vehicle
unit sales declined 2.0% in 1995. However, total franchised dealership dollar
sales increased 7.0% during 1995, primarily due to increased used vehicle unit
sales, increased parts and service revenues and inflation. Automobile sales are
affected by many factors, including rates of employment, income growth, interest
rates, weather patterns and other national and local economic conditions,
automotive innovations and general consumer sentiment. See "Risk Factors --
Mature Industry; Cyclical and Local Nature of Automobile Sales."
<TABLE>
<CAPTION>
UNITED STATES FRANCHISED DEALERS' VEHICLE SALES
-----------------------------------------------------
1991 1992 1993 1994 1995
--------- --------- --------- --------- ---------
(UNITS IN MILLIONS; DOLLARS IN BILLIONS)
<S> <C> <C> <C> <C> <C>
New vehicle unit sales........................................... 12.3 12.9 13.9 15.1 14.8
New vehicle sales................................................ $ 182.9 $ 191.7 $ 225.1 $ 261.8 $ 293.3
Used vehicle unit sales*......................................... 14.6 14.6 14.8 15.1 15.7
Used vehicle sales*.............................................. $ 114.1 $ 130.0 $ 146.0 $ 167.8 $ 181.7
</TABLE>
- ------------
*Reflects franchised dealerships sales at retail and wholesale. In addition,
sales by independent retail used car and truck dealers were $77.2, $81.0,
$100.3, $134.1 and $129.7 billion, respectively, for each of the five years
ended December 31, 1995.
Sources: NADA; CNW Market Research.
In the early years of the automobile industry, automakers established
franchised dealership networks for the distribution of their vehicles. Under
these franchise arrangements, automakers agreed to distribute their vehicles
exclusively through their dealer network. In return, under these early
arrangements automakers sought to prevent dealers from selling other automakers'
vehicles, limited the transferability of ownership interests in dealerships,
forced dealerships to accept vehicle inventory, defined the territory in which
dealers could market their vehicles and retained the right to franchise other
dealerships in those geographic areas. Most dealer agreements currently in
effect continue to require manufacturer approval for
35
<PAGE>
the transfer of ownership of a dealership. Typically, however, these agreements
require automakers to reasonably consider any acquisition request, taking into
account the acquiring dealer's capital resources, industry experience and
general reputation.
Pressure from dealers and state legislative developments have caused
automakers to ease a number of these restrictions during the last 50 years. For
example, dealers may not have their franchises terminated without good cause,
may designate family members as successors to their business and may not be
forced to accept unordered inventory. In addition, although a dealership's
agreement with the automaker does not provide for exclusivity with respect to
the brand of cars and trucks sold by the dealership within a particular
geographic area, many states now have licensing and procedural requirements that
may impede the ability of another dealership selling the same brand to enter a
geographic market already served by a dealership.
Until the 1960s, dealerships typically were owned and operated by one
individual who controlled one franchise. Competitive and economic pressures
during the 1970s and 1980s, particularly the oil embargo of 1973 and the
subsequent loss of market share experienced by U.S. auto manufacturers to
imported vehicles, forced many dealerships to close or sell out to
better-capitalized dealer groups. Continued economic pressure on dealers,
combined with the easing of restrictions against multiple dealer ownership, have
led to further consolidation in the industry.
According to AUTOMOTIVE NEWS, the number of franchised dealerships has
declined from 36,336 dealerships in 1960 to 22,288 in 1996. This consolidation
has resulted in fewer and larger dealer groups. AUTOMOTIVE NEWS' data also
reflect that each of the largest 100 dealer groups (ranked by unit sales) had
more than approximately $150 million in revenues in 1995. Although significant
consolidation has taken place among dealerships since 1960, the industry remains
highly fragmented. The Company estimates that the largest 100 dealer groups
generated less than 10% of total revenues, and controlled approximately 5% of
all franchise dealerships, in the retail vehicle market in 1995.
The Company believes that further consolidation of automobile dealers is
likely due to the increased capital requirements of dealerships, the fact that
many dealerships are owned by individuals nearing retirement age and the desire
of certain automakers to strengthen their brand identity by consolidating their
franchised dealerships. The Company believes that an opportunity exists for
dealership groups with significant equity capital and experience in running
dealerships to purchase additional franchises either for cash, stock, debt or a
combination and that being able to offer prospective sellers tax-advantaged
transactions through the use of publicly traded stock will, in certain
circumstances, make the Company a more attractive acquiror to prospective
sellers. Although the Company's ability to issue additional shares of Common
Stock to complete acquisitions could be limited under Dealer Agreements with
Nissan that the Company anticipates will be in effect upon completion of the
Offering, the Company does not anticipate that these agreements will materially
adversely affect its ability to acquire other dealerships. See "Risk Factors--
Availability of Acquisition Candidates; Need for Financing and Possible Dilution
through Issuance of Stock."
As with retailers generally, auto dealership profitability varies widely and
depends in part on the effective management of inventory, marketing, quality
control and responsiveness to customers. Since 1991, retail automobile
dealerships in the United States have earned on average between 12.9% and 14.1%
total gross margin on sales. New vehicle sales were the smallest proportionate
contributors to dealers' gross profits during this period, most recently earning
an average gross margin of 6.5% in 1995. Used vehicles provided higher gross
margins than new vehicles during this period, with an average used vehicle gross
margin of 11.5% in 1995. Dealerships also offer a range of other services and
products, including repair and warranty work, replacement parts, extended
warranty coverage, financing and credit insurance. In 1995, the average
dealership's revenue from parts and service was about 12.4% of its total sales.
DEALERSHIP OPERATIONS
Four of the Company's six dealerships are in or within 10 miles of Amarillo,
Texas and two are in suburban areas of Oklahoma City, Oklahoma. The Company
derived approximately 71% of its gross profit from its three Chevrolet
dealerships in the Amarillo area in 1995. The Company's retail unit sales of new
and
36
<PAGE>
used vehicles in 1995 totalled more than 11,500, compared with the Company's
estimate of under 1,000 for the average franchised dealer in the United States.
The Company's revenues by market area on a pro forma basis for 1995 and on an
actual basis for the first six months of 1996 are as follows:
<TABLE>
<CAPTION>
COMPANY DEALERSHIPS
----------------------------------------------
AMARILLO OKLAHOMA CITY
MARKET MARKET (1) TOTAL
-------------- -------------- --------------
(IN THOUSANDS)
<S> <C> <C> <C>
1995 REVENUES
New vehicle sales................................................. $ 99,164 $ 42,612 $ 141,776
Used vehicle sales................................................ 80,901 40,949 121,850
Other operating revenue (2)....................................... 19,224 11,872 31,096
FIRST SIX MONTHS 1996 REVENUES
New vehicle sales................................................. 48,109 18,033 66,142
Used vehicle sales................................................ 45,900 13,858 59,758
Other operating revenue (2)....................................... 10,036 5,305 15,341
</TABLE>
- ------------
(1) Figures shown for 1995 are 11-month sales figures for Performance Nissan,
which the Company acquired February 2, 1995, and full-year sales figures
for Performance Dodge, which the Company acquired December 4, 1995. The
sales figures do not include sales figures for Hickey Dodge, which the
Company anticipates acquiring by the end of September 1996.
(2) Primarily includes sales of parts and service (including at wholesale) and
F&I income.
Each of the Company's dealerships has a general manager who oversees all of
the operations of that dealership. In addition, each dealership's new vehicle,
used vehicle, parts and service, and F&I departments have managers who supervise
the employees in their departments and report to that dealership's general
manager. All general managers report to the Company's senior management on a
daily basis. The Company's senior management tracks the daily sales and
inventory turnover of each dealership. In addition to reporting directly to the
general manager, the department managers of each dealership also work with the
Company's central management staff, which includes specialists in new and used
vehicle inventory management and control, parts and service operations and
finance and insurance.
NEW VEHICLE SALES. The Company's dealerships sell the complete product
lines of new cars and light trucks manufactured by General Motors' Chevrolet
division, the Nissan division of Nissan Motors Corp. U.S.A. and Chrysler's Dodge
division. Approximately 67% of new vehicles sold by the Company in 1995 were
light trucks, as compared to 41.5% of all U.S. new vehicles sold, as reported by
AUTOMOTIVE NEWS. The Company believes that its new vehicle sales mix is
influenced by regional preferences as well as the Company's inventory management
policies. The Company believes that its mix of light trucks, as well as its
personalized sales approach, permit it to achieve higher gross margins on new
vehicle sales than the industry average. The Company earned gross margins for
new vehicle sales of 12.1% in 1995, as compared to the industry average for 1995
of 6.5%.
<TABLE>
<CAPTION>
COMPANY'S NEW VEHICLE SALES
----------------------------------------------------------------
1991 1992 1993 1994 1995(1)
----------- ----------- ----------- ----------- ------------
(DOLLARS IN THOUSANDS)
<S> <C> <C> <C> <C> <C>
Unit sales.................................... 2,674 4,173 4,978 4,468 5,547
Sales revenue................................. $ 41,812 $ 72,659 $ 91,012 $ 90,804 $ 114,494
Gross margin.................................. 9.0% 10.6% 11.8% 12.5% 12.1%
</TABLE>
- ------------
(1) Figures shown reflect actual 1995 new vehicle sales activity and do not
include the full year effect of the acquisitions completed in 1995.
The Company also arranges traditional retail lease transactions in the
Oklahoma City market and lease-type transactions (such as GMAC's "smart-buy"
program) in the Amarillo market. The Company does not believe that such
leasing-related activities have significantly affected its business or will
affect its business to a substantially greater degree in the future. In addition
to its Chevrolet, Nissan and Dodge dealerships, the Company has operated a Kia
franchise at the Company's Westgate facility in Amarillo, which had sales of
less than 1.0% of the Company's total revenue in 1995. The Company is in the
process of transferring this
37
<PAGE>
franchise back to Kia at no material cost to the Company. The sales data shown
above reflect all of the Company's new vehicle sales and leasing-type
transactions. See "Management's Discussion and Analysis of Financial Condition
and Results of Operations."
USED VEHICLE SALES. Used vehicle sales have become an increasingly
important part of the Company's overall profitability. The Company's retail used
car and truck sales have grown from 2,029 units in 1991 to 6,170 units in 1995.
The Company attributes this growth, in part, to attractive product availability.
The quality and selection of used vehicles available in the industry have
improved in the last several years primarily due to an increase in the number of
popular cars coming off short term leases. See "Risk Factors -- Competition." In
addition, increases in new vehicle prices have prompted a growing segment of the
vehicle-buying population to purchase used cars and trucks. The Company also
sells used vehicles through its wholly owned subsidiary Working Man's Credit
Plan, Inc. ("Working Man's Credit"). Working Man's Credit sells primarily older
used vehicles and finances those purchases for customers who, due to their low
income levels or past credit problems, may not be able to obtain credit for the
vehicles more typically sold by the Company's dealerships. Working Man's
Credit's sales accounted for less than 1.0% of the Company's total sales in each
of 1994 and 1995.
The Company believes that it has enhanced its used car and truck sales by
monitoring its used vehicle inventory on a daily basis and distributing
inventory to the dealership most likely to sell a particular vehicle. For
example, a Nissan vehicle traded in at any one of the Company's dealerships
typically will be placed in one of the Company's Nissan dealerships. The Company
sells used vehicles to retail customers and, particularly in the case of used
vehicles held in inventory more than 60 days, to other dealers and to
wholesalers. See "-- Inventory Management." As the table below reflects, sales
to other dealers and wholesalers are frequently at or below cost and therefore
affect the Company's overall gross margin on used vehicle sales. Excluding
inter-dealer and wholesale transactions, the Company's gross margin on used
vehicle sales was 13.7% in 1995, as compared to the industry average for 1995 of
11.5%. The following table reflects all used vehicle sale transactions of the
Company from 1991 through 1995. See "Management's Discussion and Analysis of
Financial Condition and Results of Operations."
<TABLE>
<CAPTION>
COMPANY'S USED VEHICLE SALES
---------------------------------------------------------------
1991 1992 1993 1994 1995(1)
----------- ----------- ----------- ----------- -----------
(DOLLARS IN THOUSANDS)
<S> <C> <C> <C> <C> <C>
Retail unit sales.............................. 2,029 3,009 4,532 4,816 6,170
Retail sales revenue........................... $ 17,130 $ 28,059 $ 44,655 $ 50,019 $ 75,677
Retail gross margin............................ 11.9% 13.5% 16.5% 15.7% 13.7%
Wholesale unit sales........................... 2,163 3,396 4,983 5,201 5,372
Wholesale sales revenue........................ $ 7,347 $ 12,354 $ 14,538 $ 22,897 $ 22,813
Wholesale gross margin......................... -2.9% -3.6% -8.2% -6.0% -3.4%
Total unit sales............................... 4,192 6,405 9,515 10,017 11,542
Total sales revenue............................ $ 24,477 $ 40,413 $ 59,193 $ 72,916 $ 98,490
Total gross margin............................. 7.4% 8.3% 10.4% 8.9% 9.8%
</TABLE>
- ------------
(1) Figures shown reflect actual 1995 used vehicle sales activity and do not
include the full year effect of the acquisitions completed in 1995.
PARTS AND SERVICE. Historically, the automotive repair industry has been
highly fragmented. However, the Company believes that the increased use of
electronics and computers in vehicles has made it difficult for independent
repair shops to retain the expertise to perform major or technical repairs.
Given the increasing technological complexity of motor vehicles and extended
warranty periods for new vehicles, the Company believes that an increasing
percentage of repair work will take place at dealerships that have the
sophisticated equipment and skilled personnel necessary to perform such repairs.
The Company's parts and service business has grown along with the Company's
growth in sales of new and used vehicles. The Company provides parts and service
primarily for the vehicle makes sold by its dealerships but also services other
makes of vehicles. In 1995, the Company's parts and service operation
38
<PAGE>
generated gross margins of 52.4%, including the sale of parts at wholesale to
independent repair shops. Excluding the sale of parts at wholesale, the
Company's gross margin for parts and service would have been 63.3% in 1995,
which the Company believes compares favorably to the industry average.
The Company attributes its profitability in parts and service to its
comprehensive management system, including the use of a variable rate pricing
structure, the adoption of a team concept in servicing vehicles and the
cultivation of strong customer relationships through an emphasis on preventive
maintenance. Also critical to the profitability of the Company's parts and
service business is the efficient management of parts inventory. See "--
Inventory Management -- Parts."
In charging for its mechanics' labor, the Company uses a variable rate
structure designed to reflect the difficulty and sophistication of different
types of repairs. The percentage mark-ups on parts are similarly varied based on
market conditions for different parts. The Company believes that variable rate
pricing helps the Company to achieve overall profit margins in parts and service
superior to those of certain competitors who rely on fixed labor rates and
percentage markups.
The Company also believes that the profitability of its parts and service
business is significantly enhanced by its use of teams in servicing vehicles.
Each vehicle that is brought into one of the Company's dealerships for service
typically is assigned to a team of service professionals, ranging from master
technicians with multiple skills to less experienced apprentices. The
experienced technicians perform more complicated repairs, while apprentices
assist technicians, track down needed parts and perform simple functions, such
as oil changes. Each team is responsible for servicing multiple vehicles each
day, depending upon the complexity of the services required. When possible, the
team performs multiple service functions simultaneously and, as a result,
enhances productivity and completes repairs more quickly. Team members receive
supplemental compensation based on the overall productivity of their team. The
Company believes this team system increases the productivity of its service
personnel and results in reduced training costs and higher quality repairs.
The Company also makes extensive efforts to notify owners of vehicles
purchased at the dealerships when their vehicles are due for periodic service,
thereby encouraging preventive maintenance rather than repairing cars only after
breakdowns. The Company regards its parts and service activities as an integral
part of its overall approach to customer service, providing an opportunity to
strengthen relationships with the Company's customers and deepen customer
loyalty.
Since March 1996, the Company has operated a body shop, Allied 2000
Collision Center, Inc., adjacent to its Plains Chevrolet dealership in Amarillo,
Texas. The Company intends to perform all body work for the vehicles it services
in Amarillo at this location. Previously, the Company contracted with third
parties for body repair work. The Company believes that by operating its own
body shop it can enhance its profitability on vehicle repairs and maintain
quality control. Currently, the Company contracts with third parties for body
repair work in the Oklahoma City market. However, upon completion of the pending
acquisition of Hickey Dodge, it will acquire a body shop and intends to perform
all body work for vehicles it services in the Oklahoma City market at Hickey
Dodge.
FINANCE AND INSURANCE. The Company also arranges financing for its
customers' vehicle purchases, sells vehicle warranties and arranges selected
types of credit insurance in connection with the financing of vehicle sales. The
Company places heavy emphasis on F&I and trains its general and sales managers
in F&I. This emphasis resulted in the Company's arranging of financing for 76.3%
of its new vehicle sales and 82.8% of its used vehicle sales in 1995, as
compared to 42% and 51%, respectively, for the average U.S. dealership in 1995.
Typically, the Company's dealerships review the credit history of their
customers and forward proposed financing contracts to automakers' captive
finance companies, selected commercial banks or other financing parties. The
Company receives a finance fee from the lender for arranging the financing and
is typically assessed a chargeback against a portion of the finance fee if the
contract is terminated prior to its scheduled maturity for any reason, such as
early repayment or default. As a result, it is important that the Company
arrange financing for a customer that is competitive (I.E., the customer is more
likely to accept the financing terms and the loan is less likely to be
refinanced) and affordable (I.E., the loan is more likely to be repaid).
39
<PAGE>
The Company's subsidiary, Working Man's Credit, sells used vehicles and
provides financing to customers with low income levels or past credit problems.
Typically, the Company requires these customers to make weekly payments. If
these payments are not made, the Company may repossess the vehicle. In 1995,
less than 1% of the Company's used vehicle sales were financed by Working Man's
Credit.
As the number of dealerships operated by the Company increases, the Company
may decide to create a finance subsidiary to offer financing to the Company's
customers and further enhance its F&I activities. The Company believes that such
a subsidiary could provide a source of additional profits. There is no assurance
that the Company will create such a subsidiary or that it will enhance
profitability.
At the time of a new vehicle sale, the Company offers extended warranties to
supplement warranties offered by automakers. Additionally, the Company sells
primary warranties for used vehicles. Currently, the Company primarily sells its
own warranties and recognizes the associated revenue over the life of the
warranty. The Company also sells warranties of third-party vendors, for which it
recognizes a commission upon the sale of the warranty, in the Oklahoma City
market and is likely to sell such third-party warranties in other markets that
the Company may enter. In 1995, the Company sold warranties on 59.1% and 74.7%,
respectively, of its new and used vehicle sales, which penetration rates the
Company believes exceed industry averages.
The Company also offers certain types of credit insurance to customers who
finance their vehicle purchases through the Company. The Company sells credit
life insurance policies to these customers, which policies provide for repayment
of the vehicle loan if the obligor dies while the loan is outstanding. The
Company also sells accident and health insurance policies, which provide payment
of the monthly loan obligations during any period in which the obligor is
disabled. These policies are underwritten by Enterprise Life Insurance Company,
which pays the Company a commission upon the sale of a policy and a bonus based
on whether payments are made under the policy. In 1995, the Company sold such
insurance on 22.3% and 32.2%, respectively, of the new and used vehicle
purchases for which it arranged financing.
SALES AND MARKETING
To promote customer satisfaction, minimize problem loans on vehicles sold
and enhance profitability, the Company seeks to "match" its customers' economic
situation to appropriate vehicles. The Company assesses (i) the customer's
equity position in the vehicle being traded in (I.E., the value of the vehicle
relative to the amount still owed on the vehicle), (ii) the ability and
willingness of the customer to make a down payment, (iii) the customer's credit
profile and (iv) the cost of the desired vehicle and the likely automobile
insurance premium the customer will be required to pay. After reviewing these
facts using a computer-based system, if it appears that a customer will not be
able to finance the vehicle purchase or prudently service the vehicle loan, the
Company may suggest a lower priced vehicle, a vehicle with fewer options or a
larger down payment to reduce the monthly payments. The Company believes that
most dealerships generally perform this financial analysis only after the
customer has agreed to purchase the vehicle at a particular price, which can
lead to customer dissatisfaction. The Company believes that its "counseling"
approach during the sales process increases the likelihood that a customer will
be satisfied with the vehicle purchase over a longer time period. Additionally,
the Company believes this approach enables it to sell more vehicles at higher
gross margins.
The salespeople employed by the Company's dealerships are compensated with a
salary plus bonus. The bonus is based on the profit to the dealership of each
vehicle sold by that salesperson, excluding F&I income. Salespeople also may
receive additional bonuses based on the total number of vehicles they sell.
The Company's marketing and advertising activities vary among its
dealerships and among its markets. Generally, the Company advertises primarily
through newspapers and does not conduct special promotions. The Company intends
to continue tailoring its marketing efforts, such as using radio or television,
to the relevant marketplace in order to reach the Company's targeted customer
base. Under arrangements with the automakers, the Company receives a subsidy for
its advertising expenses incurred in connection with that automaker's vehicles.
The Company expects to realize cost savings on its advertising expenses as it
acquires multiple dealerships in particular markets, due to volume discounts and
other concessions from media.
40
<PAGE>
VEHICLE AND PARTS SUPPLIERS
NEW VEHICLES AND PARTS. The Company depends primarily on General Motors'
Chevrolet division, Nissan and Chrysler's Dodge unit for its supply of new
vehicles and replacement parts. Currently, the Company's total sales of new
vehicles may be adversely affected by an automaker's inability or unwillingness
to furnish one or more dealerships with an adequate supply of models popular in
the Company's markets. A dealership that lacks sufficient inventory to satisfy
demand for a particular model may purchase additional vehicles from other
franchised dealers throughout the United States. Although the Company's gross
profit margin on sales of new vehicles purchased from other dealers is typically
lower than on vehicles supplied by the manufacturers, such sales generate gross
profit and additional income from financing, insurance, warranties and parts and
service transactions.
USED VEHICLES. The majority of the Company's dealerships' used car
inventory is derived from trade-ins. Substantially all of the remainder of the
Company's used car inventory is obtained by purchases at auctions and from
wholesalers. The Company monitors the sales of used vehicles by all franchised
and independent dealers within its geographic regions and attempts to maintain
used vehicle inventories at each dealership which mirror the market. The Company
strives to maintain a broad selection of used vehicles that generally are less
than five years old and that automakers' captive finance companies and other
commercial lenders are likely to finance for customers.
RELATIONSHIPS WITH AUTOMAKERS. Each of the Company's dealerships operates
under a separate Dealer Agreement with the relevant automaker. These agreements
establish a framework of reciprocal obligations between the dealerships and each
automaker. In general, each Dealer Agreement specifies the location of the
dealership for the sale of vehicles and for the performance of certain approved
services in a specified market area. The designation of such areas and the
allocation of new vehicles among dealerships are determined at the discretion of
each automaker, which generally does not guarantee exclusivity within a
specified territory. A Dealer Agreement generally imposes requirements on a
dealer concerning such matters as showrooms, the facilities and equipment for
servicing vehicles, the maintenance of inventories, the maintenance of minimum
net working capital and the training of personnel. The Dealer Agreement with
each dealership also gives each automaker the right to approve the dealership's
general manager and any material change in ownership of the dealership. Each
automaker also may terminate a Dealer Agreement under certain circumstances,
such as a change in control of the dealership without automaker approval, the
impairment of the reputation or financial standing of the dealership, the death,
removal or withdrawal of the dealership's general manager, the conviction of the
dealership or the dealership's owner or general manager of certain crimes, a
failure to adequately operate the dealership or maintain wholesale financing
arrangements, insolvency or bankruptcy of the dealership or a material breach of
other provisions of the Dealer Agreement. In anticipation of the Offering, the
Company renegotiated these agreements to remove restrictions that would have
prevented the Company from selling its Common Stock to the public. See
"Description of Capital Stock -- Anti-Takeover Effect of Provisions in Dealer
Agreements."
Under the terms of its Dealer Agreements with GM, as renegotiated in
anticipation of the Offering, the Company is subject to several additional
obligations. Following the Offering, if any person or entity acquires 20% or
more of the Company's issued and outstanding shares with the intention of
acquiring additional shares or effecting a material change in the Company's
business or corporate structure, retention of the Company's Chevrolet
dealerships could be at risk. If GM reasonably determines that such person or
entity has interests incompatible with GM's or is not qualified to own a GM
dealership, the Company must either (i) transfer the assets of the Company's GM
dealerships to a third party reasonably acceptable to GM, (ii) voluntarily
terminate its Dealer Agreements with GM divisions, or (iii) demonstrate that
such person or entity in fact owns less than 20% of the Company.
Under its agreements with GM, the Company also agreed to comply with GM's
Network 2000 Channel Strategy ("Project 2000"). Project 2000 includes a plan to
eliminate 1,500 GM dealerships by the year 2000, primarily through dealership
buybacks and approval by GM of inter-dealership acquisitions, and encourages
dealers to align GM divisions' brands as may be requested by General Motors. The
agreements require that the Company must bring any GM dealership acquired after
the Offering into compliance with the Project
41
<PAGE>
2000 plan within one year of the acquisition. Failure to achieve such compliance
will result in termination of the Dealer Agreement and a buyback of the related
dealership assets at net book value by GM. The Company believes that this aspect
of the agreements does not present a significant risk to its business or future
operating results. The Company believes that all of its Chevrolet dealerships
currently comply with GM's guidelines.
The Company has also agreed that its dealerships offering new vehicles
manufactured by GM will not attempt to sell new vehicles of other automakers.
The Company believes that this requirement of exclusive representation at its GM
dealerships will not adversely affect the Company's overall profitability.
In connection with the Offering, the Company's current Dealer Agreements
with Nissan are being replaced with agreements imposing several additional
terms. The continuation of each of these Dealer Agreements by Nissan may be
contingent upon, among other things, the Company's achievement of stated goals
for market share penetration in the market served by the applicable dealership.
Failure to meet the market share goals set forth in any Nissan Dealer Agreement
could result in the imposition of additional conditions in subsequent Dealer
Agreements or termination of such Dealer Agreement by Nissan. In addition, the
Company anticipates that these Dealer Agreements will give Nissan the right to
terminate the Company's Nissan franchises if, without Nissan's prior approval,
Mr. Gilliland's ownership of Common Stock falls below 20% of the total number of
shares of Common Stock issued and outstanding. Although the Company does not
anticipate that this provision in the Nissan Dealer Agreements will materially
adversely affect its ability to acquire other dealerships, it could limit the
Company's ability to issue additional shares of Common Stock to complete
acquisitions. If the Company were unable to issue shares of Common Stock to
acquire other dealerships, it would be required to use cash or incur debt or
issue preferred stock to complete future acquisitions. Nissan also will have the
right to terminate the Company's Dealer Agreements if, without Nissan's prior
approval, Mr. Gilliland ceases to be the Chief Executive Officer of the Company
or if any person or entity acquires 20% or more of the Company's issued and
outstanding shares and Nissan determines that such ownership is adverse to the
automaker.
Under its Dealer Agreement with the Dodge division of Chrysler, as
renegotiated in anticipation of the Offering, the Company will be subject to
several additional obligations. Chrysler will be entitled to terminate the
Company's Dodge franchise if there is any change in the ownership of a
controlling number of shares in the Company not approved by Chrysler. In
addition, the Company will agree not to acquire any additional Chrysler
dealership in the Oklahoma City market without Chrysler's approval and
acknowledge that Chrysler will have "good cause" to withhold its consent to any
such acquisition (other than the acquisition of Hickey Dodge). The Company does
not believe that its acquisition strategy will be materially adversely affected
by any failure by Chrysler to approve its acquisition of other Chrysler
dealerships in the Oklahoma City market.
Texas and Oklahoma laws, and the laws of many other states, attempt to limit
automakers' control over dealerships. See "-- Industry Overview." For example,
under Texas law, despite the terms of contracts between automakers and dealers,
automakers may not prevent the sale of a dealership unless it would harm the
public or the reputation of the automaker. In addition, under Texas law and the
laws of other states, franchised dealerships may challenge automakers' attempts
to establish new franchises in the franchised dealers' markets, and state
regulators may deny applications to establish new dealerships for a number of
reasons, including a determination that the automaker is adequately represented
in the region. Other laws in Texas and elsewhere limit the ability of automakers
to terminate or fail to renew franchises, withhold their approval for the
relocation of a franchise or require that disputes be arbitrated. Similarly,
under Oklahoma law, automakers must have "good cause" for any termination or
failure to renew their franchises, and an automaker's license to distribute
vehicles in Oklahoma may be revoked if, among other things, the automaker has
forced or attempted to force an automobile dealer to accept delivery of motor
vehicles not ordered by that dealer.
The state statutes generally provide that it is a violation of law for an
automaker to terminate or fail to renew a franchise without good cause. These
statutes also provide that the automaker is prohibited from unreasonably
withholding approval for a proposed change in ownership of the dealership.
Acceptable
42
<PAGE>
grounds for disapproval include material reasons relating to the character,
financial ability or business experience of the proposed transferee.
Accordingly, certain provisions of dealer agreements relating to an automaker's
right to terminate or fail to renew a franchise have been held invalid by
certain state courts and administrative agencies.
INVENTORY MANAGEMENT
VEHICLES. The Company makes extensive efforts to tailor its vehicle
inventory to meet changes in local consumer demand for different vehicle models
and types and may acquire vehicles from other dealers if it cannot obtain a
sufficient supply from the automakers. The Company is not required by the terms
of its Dealer Agreements to take particular vehicle inventory from the
automakers. New and used vehicle inventory at the Company's dealerships is
continually monitored using an integrated computer inventory system that allows
the Company to track the age and size of its entire inventory and to coordinate
vehicle transfers between its dealerships in response to specific customer
demand. This computerized system also links the Company's dealerships with
secondary-market wholesalers, auctions and other dealers. In addition, the
Company assembles data from on-site surveys of customers at its dealerships and
draws upon automakers' online reports analyzing local, regional and national
vehicle purchasing trends.
The Company generally maintains a 60-day supply of new vehicles. If
Cross-Continent has not sold a new vehicle to a customer within 120 days after
receiving the vehicle into inventory, it attempts to transfer the vehicle to
other franchised dealers. Such a transfer does not impact new vehicle sales, as
compared with sales of used vehicles to other dealers and wholesalers, which are
reflected in total used vehicle sales. See "Management's Discussion and Analysis
of Financial Condition and Results of Operations." The Company's policy on its
used vehicle inventory is to maintain a 39-day supply and to offer to other
dealers and wholesalers used vehicles remaining unsold for more than 60 days.
The Company estimates that sales of used vehicles to other dealers and
wholesalers constituted approximately 23% of its total used vehicle dollar sales
in 1995.
The Company's vice president in charge of dealer operations establishes
guidelines for, and coordinates the purchases of, vehicles to ensure an
efficient allocation of inventory among the dealerships generally. In addition,
each of the Company's dealerships employs new and used vehicle inventory
managers who supervise the size and composition of inventories at their
individual dealerships. Inventory managers are encouraged to act as "brokers" on
behalf of their dealerships, using computerized systems, surveys and market
information to anticipate customer preferences and buy and sell to other Company
dealerships and in secondary markets. The Company believes that its coordinated
system of inventory management is unusual in the industry and enhances its
overall profitability.
Although there can be no assurance either that the Company's acquisition
strategy will be successful or that it will produce the anticipated benefits,
the Company believes that the acquisition of additional dealerships would expand
its internal market for transfers of vehicles among its dealerships and,
therefore, reduce the need to acquire vehicles from other dealers or wholesalers
or sell vehicles in the wholesale market, which frequently results in lower
gross margins. The acquisition of additional dealerships may reduce the total
amount of transportation and other fees paid to other franchised dealers. The
Company believes that its acquisition of additional dealerships also may reduce
its reliance on any particular automaker so that it may be less affected by
changes in buying trends or the automaker's inability to supply requested
inventory. The Company also believes that its acquisition of additional
dealerships may produce economies of scale in its purchasing of used vehicle
inventory.
PARTS. Each of the Company's dealerships sells factory-approved parts for
vehicle makes and models sold by that dealership. These parts are either used in
repairs made by the dealership or sold at wholesale to independent repair shops.
While a majority of the Company's dealerships sell parts primarily through their
own service departments, two of the dealerships sell predominantly at wholesale
to other dealers, body shops and repair businesses.
Currently, each of the Company's dealerships employs its own parts manager
and independently controls its parts inventory and sales. Dealerships that sell
the same new vehicle makes have access to each
43
<PAGE>
other's computerized inventories and frequently obtain unstocked parts from the
Company's other dealerships. The Company uses a computerized tracking system to
manage the inventory of vehicle parts at its dealerships. This system allows
each dealership to monitor customer requests for parts not in stock and the
length of time each part has remained in inventory.
The Company intends to further centralize its inventory system by
establishing uniform standards for inventory control and increasing the
efficiency of cross-dealership exchanges. In addition, the Company intends to
expand the volume of its wholesale parts business.
COMPETITION
The retail automotive industry is highly competitive. Depending on the
geographic market, the Company competes with both dealers offering the same
product line as the Company and dealers offering other automakers' vehicles. The
Company also competes for vehicle sales with auto brokers and leasing companies.
Cross-Continent competes with small, local dealerships and with large
multi-franchise auto dealerships. Some of the Company's larger competitors have
greater financial resources and are more widely known than the Company. In
addition, the used vehicle market is facing additional competition from non-
traditional outlets such as used-car "superstores," which have inventories
significantly larger and more varied than the Company and other more traditional
dealerships. While these superstores have not yet entered the markets in which
the Company currently does business, the Company may face this competition in
new markets it may enter. Some of the Company's competitors also may utilize
marketing techniques, such as Internet visibility or "no negotiation" sales
methods, not currently used by the Company.
In the Amarillo market, the Company competes with over 10 franchised
dealerships and numerous other independent dealers of used vehicles, most of
which sell vehicles suited to the same customer group that the Company targets.
The Company is the exclusive Chevrolet dealer in Amarillo and in 1995 derived
approximately 71% of its gross profit from its three Chevrolet dealerships in
Amarillo. The Company could be materially adversely affected if Chevrolet
awarded additional dealerships franchises to others in the Amarillo market,
although the Company does not anticipate such awards will be made, or if other
automobile dealerships increased their market share in the area. In the Oklahoma
City market, the Company estimates that there are at least 13 multi-franchise
dealer groups, many of which have significantly greater market share and
experience than the Company has in the Oklahoma City area.
The Company believes that the principal competitive factors in vehicle sales
are the marketing campaigns conducted by automakers, the ability of dealerships
to offer a wide selection of the most popular vehicles, the location of
dealerships and the quality of customer service. Other competitive factors
include customer preference for makes of automobiles, pricing (including
manufacturer rebates and other special offers) and warranties. The Company
believes that its dealerships are competitive in all of these areas.
In addition to competition for vehicle sales, the Company also competes with
other auto dealers, service stores, auto parts retailers and independent
mechanics in providing parts and service. The Company believes that the
principal competitive factors in parts and service sales are price, the use of
factory-approved replacement parts, the familiarity with a dealer's makes and
models and the quality of customer service. A number of regional or national
chains offer selected parts and service at prices that may be lower than the
Company's prices.
In arranging or providing financing for its customers' vehicle purchases,
the Company competes with a broad range of financial institutions. The Company
believes that the principal competitive factors in offering financing are
convenience, interest rates and contract terms.
In addition to being affected by national competitive trends, the Company's
success depends, in part, on regional auto-buying trends, local and regional
economic factors and other regional competitive pressures. Currently, the
Company sells its vehicles in the Amarillo and Oklahoma City markets. Conditions
and competitive pressures affecting these markets, such as price-cutting by
dealers in these areas, or in any new markets the Company enters, could
adversely affect the Company, although the retail automobile industry as a whole
might not be affected.
44
<PAGE>
GOVERNMENTAL REGULATIONS
A number of regulations affect the Company's business of marketing, selling,
financing and servicing automobiles. The Company also is subject to laws and
regulations relating to business corporations generally.
Under Texas law, the Company must obtain a license in order to establish,
operate or relocate a dealership or operate an automotive repair service. Under
Oklahoma law, the Company must obtain a license in order to establish, operate
or relocate a dealership, and a license may be revoked or denied if, among other
things, the Company does not provide for a suitable repair shop separate from
the dealership display room. See "-- Vehicle and Parts Suppliers --
Relationships with Automakers." These laws also regulate the Company's conduct
of business, including its advertising and sales practices. Other states may
have similar requirements.
The Company's financing activities with its customers are subject to federal
truth in lending, consumer leasing and equal credit opportunity regulations as
well as state and local motor vehicle finance laws, installment finance laws,
insurance laws, usury laws and other installment sales laws. Some states
regulate finance fees that may be paid as a result of vehicle sales. State and
federal environmental regulations, including regulations governing air and water
quality and the storage and disposal of gasoline, oil and other materials, also
apply to the Company.
The Company believes that it complies substantially with all laws affecting
its business. Possible penalties for violation of any of these laws include
revocation of the Company's licenses and fines. In addition, many laws may give
customers a private cause of action.
PROPERTY
The Company's principal executive offices are located at 1201 South Taylor
Street, Amarillo, Texas 79101, and its telephone number is (806) 374-8653. The
Company has four dealerships at other locations in the Amarillo vicinity. In
addition, the Company is in the process of transferring back to the automaker
its Kia dealership, which it has operated at its Westgate facility in Amarillo.
The Company also has two dealerships at adjacent locations in the Oklahoma City,
Oklahoma market. The Company's facilities occupy an aggregate of approximately
270,000 square feet and are situated on approximately 45 acres of land.
All of the Company's dealerships are located along interstate highways. One
of the principal factors considered by the Company in evaluating an acquisition
candidate is its location. The Company prefers to acquire dealerships located
along major thoroughfares, primarily interstate highways with ease of access,
which can be easily visited by prospective customers.
The Company owns all of the real estate on which its dealerships are
located, except for its Performance Nissan facility, a portion of its Quality
Nissan facility in Amarillo and a small portion of its Performance Dodge
facility near Oklahoma City. The Company subleases its Performance Nissan
facility from GGFP, which sublease extends until February 2002 and provides the
Company with an option to extend the sublease for an additional seven years and
an option to purchase the property in 2002 for $2.2 million. The Company's lease
for a portion of its Quality Nissan facility runs through 1998, with an option
to purchase the property for $400,000 or extend the lease for five years. The
Company also leases its principal corporate offices from GGFP for a lease term
ending 2001. The Company believes that its facilities are adequate for its
current needs. In connection with its acquisition strategy, the Company intends
to evaluate, on a case-by-case basis, the relative benefit of owning or leasing
the real estate associated with a particular dealership.
Under the terms of its Dealer Agreements, the Company must maintain an
appropriate appearance and design of its facilities and is restricted in its
ability to relocate its dealerships. See "-- Vehicle and Parts Suppliers --
Relationship with Automakers."
EMPLOYEES
As of August 1, 1996 the Company employed 536 people, of whom approximately
88 were employed in managerial positions, 229 were employed in non-managerial
sales positions, 93 were employed in non-managerial parts and service positions
and 126 were employed in administrative support positions.
45
<PAGE>
The Company believes that many dealerships in the retail automobile industry
have difficulty attracting and retaining qualified personnel for several
reasons, including the historical inability of dealerships to provide employees
with a marketable equity interest in the profitability of the dealerships. The
Company intends, upon completion of the Offering, to provide certain executive
officers, managers and other employees with options to purchase Common Stock and
believes this equity incentive will be attractive to existing and prospective
employees of the Company. See "Management -- Stock Option Plan."
The Company believes that its relationship with its employees is good. None
of the Company's employees is represented by a labor union. Because of its
dependence on the automakers, however, the Company may be affected by labor
strikes, work slowdowns and walkouts at the automakers' manufacturing
facilities. See "Risk Factors -- Dependence on Automakers." The Company has a
policy of requiring prospective employees to undergo tests for illegal
substances prior to being hired and of requiring employees to consent to drug
tests at the Company's discretion during their employment with the Company.
LEGAL PROCEEDINGS AND INSURANCE
From time to time, the Company is named in claims involving the manufacture
of automobiles, contractual disputes and other matters arising in the ordinary
course of the Company's business. Currently, no legal proceedings are pending
against or involve the Company that, in the opinion of management, could be
expected to have a material adverse effect on the business, financial condition
or results of operations of the Company.
Because of their vehicle inventory and nature of business, automobile retail
dealerships generally require significant levels of insurance covering a broad
variety of risks. The Company's insurance includes an umbrella policy as well as
insurance on its real property, comprehensive coverage for its vehicle
inventory, general liability insurance, employee dishonesty coverage and errors
and omissions insurance in connection with its vehicle sales and financing
activities.
46
<PAGE>
MANAGEMENT
DIRECTORS AND EXECUTIVE OFFICERS
The executive officers and directors of the Company, and their ages as of
August 1, 1996, are as follows:
<TABLE>
<CAPTION>
NAME AGE POSITION
- ------------------------------------------- --- -----------------------------------------------------
<S> <C> <C>
Bill A. Gilliland.......................... 58 Chairman, Chief Executive Officer and Director
Robert W. Hall............................. 39 Senior Vice Chairman, Treasurer and Director
Ezra P. Mager.............................. 54 Vice Chairman and Director
Emmett M. Rice, Jr......................... 38 Senior Vice President, Chief Operating Officer and
Director
Charles D. Winton.......................... 34 Vice President, Chief Financial Officer and Secretary
Thomas A. Corchado......................... 38 Vice President -- Fixed Operations
John W. Gaines............................. 36 Vice President -- Systems
Jerry L. Pullen............................ 50 Vice President -- City Manager
Benjamin J. Quattrone...................... 32 Vice President -- Dealer Operations
</TABLE>
Bill A. Gilliland has been the Chairman and Chief Executive Officer and a
Director of the Company since its formation. Since 1987, Mr. Gilliland has been
the Managing Partner of GGFP, which prior to the Reorganization owned a majority
interest in the Company's dealerships. Mr. Gilliland currently is, and since
their acquisition by GGFP has been, a director and the president of each of the
Company's dealerships. Mr. Gilliland has worked in the retail automobile
industry for over 30 years. He is a member of the National Auto Dealers
Association and a former board member of the Texas Auto Dealers Association. Mr.
Gilliland's initial term as a director of the Company will expire at the annual
meeting of stockholders of the Company to be held in 1999.
Robert W. Hall has been the Senior Vice Chairman, Treasurer and a Director
of the Company since its formation. Mr. Hall currently is, and since the
acquisition of the Company's dealerships by GGFP has been, a director and the
treasurer of each of the dealerships. Since 1988, Mr. Hall has been a partner of
GGFP. Mr. Hall is the son-in-law of Mr. Gilliland. Mr. Hall's initial term as a
director of the Company will expire at the annual meeting of stockholders of the
Company to be held in 1997.
Ezra P. Mager has been the Vice Chairman and a Director of the Company since
its formation. From 1990 to January 1996, Mr. Mager was in charge of acquisition
activity for United Auto Group, Inc. and its predecessors, one of the largest
automobile dealership groups in the United States, and served as its Executive
Vice Chairman from 1995 to January 1996. Prior to that time, Mr. Mager was an
executive vice president and director of Furman Selz, Mager, Dietz & Birney,
Incorporated. Mr. Mager's initial term as a director of the Company will expire
at the annual meeting of stockholders of the Company to be held in 1998.
Emmett M. Rice, Jr. has been the Senior Vice President, Chief Operating
Officer and a Director of the Company since its formation. Mr. Rice currently
is, and since their acquisition by GGFP has been, a director and the vice
president of each of the Company's dealerships. Mr. Rice has worked in and
managed certain of the Company's dealerships for over 13 years. He is a member
of the National Auto Dealers Association and the Texas Auto Dealers Association.
Mr. Rice's initial term as a director of the Company will expire at the annual
meeting of stockholders of the Company to be held in 1999.
Charles D. Winton has been a Vice President, the Chief Financial Officer and
the Secretary of the Company since its formation. Mr. Winton currently is, and
since June 1995 has been, the secretary of the Company's Texas-based
dealerships. Prior to that time, Mr. Winton was Vice President of Accounting and
Taxes for Sims-Plummer Financial Services. From 1990 to 1993, Mr. Winton was a
supervisor with George B. Jones & Company, an accounting firm serving franchised
auto dealers.
47
<PAGE>
Thomas A. Corchado has been Vice President -- Fixed Operations of the
Company since the Reorganization. From June 1993 to that time, Mr. Corchado was
employed by GGFP, where he supervised the parts and service operations of the
Company's dealerships. From June 1990 to May 1993, Mr. Corchado was a senior
consultant at Automotive Service Consultants.
John W. Gaines has been the Vice President -- Systems of the Company since
the Reorganization. From February 1992 to that time, Mr. Gaines was employed by
GGFP as the coordinator of projects and systems for the Company's dealerships.
Mr. Gaines was the Controller for the Amarillo National Bank in Amarillo, Texas,
from 1983 to 1992.
Jerry L. Pullen has been the Vice President--City Manager of the Company
since July 1996, with responsibility for the Amarillo area dealerships. From
January 1988 to July 1996, Mr. Pullen served as the General Manager of the
Company's Midway Chevrolet, Inc. dealership. Mr. Pullen has over 28 years of
related experience in the automotive industry. He is currently the President of
High Country Chevrolet Dealers.
Benjamin J. Quattrone has been the Vice President -- Dealer Operations of
the Company since the Reorganization. In addition, since July 15, 1996, Mr.
Quattrone has served as the General Manager of Westgate Chevrolet, Inc. Prior to
the Reorganization, Mr. Quattrone was employed as the Management/ Dealer Trainee
of the Quality Nissan Dealership from June 1995. Mr. Quattrone was the District
Sales Manager with the Chevrolet Motor Division of General Motors from August
1989 to February 1995.
The Company intends to select a manager to oversee its Oklahoma City
dealerships. This manager may be selected from among the Company's existing
employees or hired specifically for that role. Until such a manager is selected,
certain officers of the Company, including the Company's Chief Operating
Officer, are assisting in overseeing and coordinating the operation of the
Company's Oklahoma City dealerships.
As soon as practicable after the Offering, the Company intends to name two
individuals not employed by or affiliated with the Company to Cross-Continent's
Board of Directors. Upon completion of the Offering, the Company's Board of
Directors will not consist of a majority of independent directors and may not
consist of such a majority in the future. See "Risk Factors -- Lack of
Independent Directors."
The Board of Directors of the Company is divided into three classes, each of
which, after a transitional period, will serve for three years, with one class
being elected each year. Under the Company's Certificate of Incorporation and
Bylaws, individuals who are employed by the Company at the time they become
directors of Cross-Continent are entitled to serve as directors only if they
remain so employed. The executive officers are elected annually by, and serve at
the discretion of, the Company's Board of Directors. Following the appointment
of at least two outside directors, the Company intends to establish and maintain
an Audit Committee, the members of which will consist solely of outside
directors, and a Compensation Committee and a Nominating Committee of its Board
of Directors. The Company has not previously had any of these committees.
The Company may compensate the members of the Board of Directors who are not
full-time employees of the Company on an annual and per meeting basis, in an
amount and on a basis as may be determined in the future. The Company also may
decide to compensate members of committees of the Board of Directors for each
meeting attended. Directors of the Company receive reimbursement of their
reasonable out-of-pocket expenses incurred in connection with their board
activities. The Company has purchased directors' and officers' insurance for its
executive officers and directors at a cost of $410,000 per year.
EXECUTIVE COMPENSATION
The Company anticipates that during 1996 its most highly compensated
executive officers with annualized salaries exceeding $100,000, and their
annualized base salaries for 1996, will be: Mr. Gilliland -- $300,000; Mr. Hall
- -- $240,000; Mr. Mager -- $240,000; Mr. Rice -- $240,000; and Messrs. Pullen and
Winton -- each at $120,000 (collectively, the "Named Executives"). See Note 5 to
the "Pro Forma Combined Financial Data." In conjunction with the Reorganization,
the Company has agreed to pay Mr. Rice the Executive Bonus. This $600,000 bonus
has been expensed in its entirety in the three months ended June 30, 1996. See
Note 17 to the Notes to Combined Financial Statements. In his current position
as a City
48
<PAGE>
Manager, Mr. Pullen is entitled to receive an annual bonus equal to 5.0% of the
pre-tax profits over $5.0 million (if any) of the Company's Amarillo area
dealerships, payable in cash, incentive stock or stock options, as may be
determined in the future. The Company anticipates entering into written
agreements with Messrs. Rice and Pullen to evidence these compensation
arrangements. The Company also historically has paid, and in the future may pay,
discretionary bonuses to its other executive officers, based on the performance
of the Company or the nature of services provided by the executives during the
year. The amounts of such future bonuses, the conditions for any such awards and
the forms of any such bonuses (such as cash, incentive stock or stock options)
have not been determined. The Company does not intend to grant any such
discretionary bonuses to any of the Senior Management Group for 1996.
The table below sets forth the compensation paid to the Company's Chief
Executive Officer and each of its most highly compensated executive officers
with annual compensation exceeding $100,000 for the year ending December 31,
1995.
<TABLE>
<CAPTION>
1995 ANNUAL COMPENSATION
-------------------------------------
NAME AND TOTAL ANNUAL
PRINCIPAL POSITION SALARY BONUS COMPENSATION
- -------------------------------------------------------------------------- ---------- ---------- -------------
<S> <C> <C> <C>
Bill A. Gilliland
Chairman and Chief Executive Officer.................................... $ 114,000 -- $ 114,000
Emmett M. Rice, Jr.
Senior Vice President and Chief
Operating Officer....................................................... 120,000 $ 524,836 644,836
Jerry L. Pullen
Vice President -- City Manager.......................................... 72,000 568,091 640,091
Thomas A. Corchado
Vice President -- Fixed Operations...................................... 64,538 78,865 143,403
</TABLE>
COMPENSATION COMMITTEE INTERLOCKS AND INSIDER PARTICIPATION
Because the Company was formed in 1996, it did not have a Compensation
Committee for a prior fiscal year. Following the appointment of at least two
outside directors to the Company's Board, the Company intends to form a
Compensation Committee and anticipates naming its two outside directors to serve
on the committee.
STOCK OPTION PLAN
The Company adopted its 1996 Stock Option Plan (the "Stock Option Plan")
immediately prior to completion of the Offering. The Company has granted, under
the Stock Option Plan, options to purchase 7,692 shares of Common Stock to Mr.
Mager. Such options have an exercise price equal to the per share initial public
offering price of the Common Stock and are exercisable starting 90 days from the
date of grant. The per share exercise price of incentive stock options ("ISOs")
granted under the Stock Option Plan must equal at least 100% of the Fair Market
Value (as defined in the Stock Option Plan) of a share of the Common Stock on
the date of grant (or 110% in the case of ISOs granted to employees owning more
than 10% of the Common Stock).
The purpose of the Stock Option Plan is to provide key employees (including
officers) and directors of the Company with additional incentives by increasing
their equity ownership in the Company. The Company has reserved a total of
1,380,000 authorized but unissued shares of Common Stock for issuance under the
Stock Option Plan. These reserved shares represent 10% of the shares of Common
Stock to be outstanding immediately after the Offering.
49
<PAGE>
Options granted under the Stock Option Plan are intended to qualify as ISOs
under Section 422 of the Internal Revenue Code of 1986, as amended, or be
non-qualified. Holders of ISOs are not taxed until they sell the stock received
upon the exercise of an ISO. The entire spread between the sale proceeds and the
ISO exercise price is a long-term capital gain. Holders of non-qualified options
receive ordinary income upon exercise of the option in an amount equal to the
spread between the value of the purchased stock on exercise and the exercise
price.
The Stock Option Plan is intended to satisfy the conditions of Section 16 of
the Securities Exchange Act of 1934, as amended, pursuant to Rule 16b-3
promulgated thereunder, which rule exempts certain short-swing gains from
recapture by the Company. The Stock Option Plan will be administered by the
Company's Board of Directors, or a committee of the Board comprised exclusively
of two or more "non-employee directors" within the meaning of Rule 16b-3.
Subject to the terms of the Stock Option Plan, the administrator of the Stock
Option Plan will have the sole authority and discretion to grant options,
construe the terms of the plan and make all other determinations and take all
other action with respect to the Stock Option Plan.
Options will be exercisable during the period specified by the administrator
of the Stock Option Plan, except that options will become immediately
exercisable upon a Change in Control (as defined in the Stock Option Plan) of
the Company. See "Risk Factors -- Concentration of Voting Power and
Anti-Takeover Provisions." Option holders may not exercise their options more
than 10 years from the date of grant (or five years in the case of ISOs granted
to holders of more than 10% of the Common Stock) or, unless otherwise determined
by the administrator of the Stock Option Plan, after their employment with the
Company terminates (other than by reason of death). Options are nontransferable,
except by will or the laws of intestate succession. Shares underlying options
that terminate unexercised are available for reissuance under the Stock Option
Plan.
50
<PAGE>
PRINCIPAL STOCKHOLDERS
The following table describes the beneficial ownership of the Common Stock
as of August 1, 1996 (and after giving effect to the Offering) by (i) each
person who has granted the Underwriters an option to purchase shares of Common
Stock held by such person if the Underwriters' over-allotment option is
exercised (a "Selling Stockholder"), (ii) each person (or group of affiliated
persons) who is known by the Company to own beneficially more than 5% of the
Common Stock, (iii) each of the Company's directors and executive officers and
(iv) all directors and executive officers as a group.
<TABLE>
<CAPTION>
SHARES PERCENT PERCENT NUMBER OF SHARES PERCENT IF OVER-
BENEFICIALLY BEFORE AFTER SUBJECT TO OVER- ALLOTMENT OPTION
BENEFICIAL OWNER (1) OWNED (2) OFFERING OFFERING (3) ALLOTMENT OPTION EXERCISED (4)
- --------------------------------------- ------------ ----------- -------------- ---------------- -------------------
<S> <C> <C> <C> <C> <C>
Bill A. Gilliland (5).................. 6,925,500 68.4% 50.2% 388,631 47.4
Robert W. Hall (6)..................... 1,731,375 17.1 12.5 97,020 11.8
Emmett M. Rice, Jr. (7)................ 1,012,500 10.0 7.3 56,779 6.9
Ezra P. Mager (8)...................... 303,750 3.0 2.2 -- 2.2
Jerry L. Pullen (9).................... 151,875 1.5 1.1 8,820 1.0
Charles D. Winton...................... -- -- -- -- --
Thomas A. Corchado..................... -- -- -- -- --
John W. Gaines......................... -- -- -- -- --
Benjamin J. Quattrone.................. -- -- -- -- --
All executive officers and directors as
a group (9 persons) (5)(8)............ 10,125,000 100.0 73.3 551,250 69.3
</TABLE>
- ---------
(1) The address for each beneficial owner is in care of Cross-Continent Auto
Retailers, Inc., 1201 South Taylor Street, Amarillo, Texas 79101. Each of
the individuals listed is an officer of the Company.
(2) Except as indicated in the footnotes to this table, to the knowledge of the
Company, the persons named in the table have sole voting and investment
power with respect to all shares of Common Stock shown as beneficially owned
by them, except to the extent authority is shared by spouses under
applicable state law.
(3) Assumes no exercise of the Underwriters' over-allotment option.
(4) Assumes that the Underwriters' over-allotment option is exercised in full.
(5) Of these shares, 1,731,375 are owned of record by Xaris, Ltd., a Texas
limited partnership. Pursuant to the terms of an agreement among Mr.
Gilliland, Lori D'Atri (Mr. Gilliland's daughter) and Mr. Hall and his wife,
Robin W. Hall, Mr. Gilliland controls Xaris Management Co., the general
partner of Xaris, Ltd. Mr. Gilliland disclaims beneficial ownership of these
shares.
(6) Mr. and Mrs. Hall hold a controlling interest in the general partner of
Twenty-Two Ten, Ltd., a Texas limited partnership, which is the record owner
of these shares.
(7) Mr. Rice and his wife, Nancy J. Rice, hold a controlling interest in the
general partner of Benji Investments, Ltd., a Texas limited partnership,
which is the record owner of these shares.
(8) Does not include 138,000 shares of Common Stock issuable upon the exercise
of options granted immediately prior to the Offering with an exercise price
equal to the initial public offering price.
(9) Jerry L. Pullen and his wife, Kaye J. Pullen, hold a controlling interest in
the general partner of KAPL, Ltd., a Texas limited partnership, which is the
record owner of these shares.
Pursuant to the Underwriting Agreement, the Underwriters have agreed to
purchase shares of Common Stock from the Selling Stockholders, if and to the
extent the Underwriters' over-allotment option is exercised, in proportion to
the Selling Stockholders' respective ownership interests in the Company.
51
<PAGE>
CERTAIN TRANSACTIONS
Prior to the Reorganization, Bill A. Gilliland and his wife, Sandra
Gilliland, Robert W. Hall and his wife, Robin W. Hall, and Lori D'Atri
(collectively, the "GGFP Partners") held a controlling equity interest in Midway
Chevrolet, Inc., Plains Chevrolet, Inc., Westgate Chevrolet, Inc., Quality
Nissan, Inc. and Working Man's Credit Plan, Inc. The GGFP Partners held their
interests in these dealerships through GGFP, of which Mr. Gilliland is the
managing general partner. Midway, Plains and Westgate acquired the common stock
of Performance Nissan, Inc. and Performance Dodge, Inc. in 1995 at a cost of
$1.4 million and $5.9 million, respectively, and Midway, Plains, Westgate and
Quality Nissan acquired Allied 2000 Collision Center, Inc. in 1996 at a cost of
$26,000. The Company was formed in May 1996 and, in June 1996, acquired all of
the common stock of the dealerships owned directly by GGFP in exchange for
Common Stock of the Company. The shares of common stock of Performance Nissan,
Performance Dodge and Allied 2000 were then distributed to the Company.
GGFP and other stockholders of Midway, Plains, Westgate, Quality Nissan and
Working Man's Credit exchanged their shares of stock in those dealerships for an
aggregate of 1,012,500, 6,744,600, 1,240,000, 822,055 and 2,000 shares of Common
Stock, respectively, in the Reorganization. The exchange ratios of Common Stock
for the stock in the dealerships acquired by the Company in the Reorganization
were established through negotiation among the parties to the Reorganization,
and were based largely on the value of the dealerships and the capital
contributions by the owners of the dealerships. Although Mr. Gilliland and Mr.
Hall took an active role in these negotiations, all of the owners of the
dealerships, including Mr. Rice, the Company's Chief Operating Officer (who
beneficially owned shares in Plains Chevrolet, Inc. and Working Man's Credit
Plan, Inc. prior to the Reorganization), and Mr. Pullen, the Company's Vice
President-City Manager (who beneficially owned shares in Midway Chevrolet, Inc.
prior to the Reorganization), approved the allocation of shares of Common Stock.
In connection with its business travel, the Company from time to time uses
an airplane that is owned by Plains Air, Inc. Messrs. Gilliland and Hall, the
Chairman and Senior Vice Chairman, respectively, of the Company, own Plains Air,
Inc. Currently, the Company pays Plains Air, Inc. $13,050 per month plus a fee
of approximately $488 per hour for use of the airplane. In 1995, the Company
paid an aggregate of $199,000 for the use of the airplane. The Company believes
that these fees are no less favorable to the Company than could be obtained in
an arm's-length transaction between unrelated parties. The Company anticipates
that as it pursues its acquisition strategy, its use of this airplane will
increase and its costs associated with the plane will correspondingly increase.
As a privately held company, Cross-Continent historically reimbursed GGFP,
which is a Texas partnership controlled by Mr. Gilliland, the Company's Chairman
and Chief Executive Officer, for costs incurred by GGFP on behalf of the
Company, including the Company's proportionate share of GGFP's administrative,
clerical and other corporate overhead costs. In addition, the Company paid GGFP
a fee for management services generally based on the Company's profits and the
level of management services rendered. Messrs. Gilliland and Hall hold 60% and
20%, respectively, of the partnership interests of GGFP. Payments to GGFP for
1993, 1994 and 1995 were $3.0 million, $3.7 million and $5.4 million,
respectively. A portion of these fees have been classified as selling, general
and administrative expenses in the Company's financial statements included in
this Prospectus. The management fees shown separately on the accompanying
financial statements have been discontinued as of January 1, 1996. See
"Management's Discussion and Analysis of Financial Condition and Results of
Operations."
In 1994, GGFP loaned $1.05 million to the Company in connection with the
relocation of the Company's Quality Nissan dealership. Interest on the loan
accrues at 8.0% per annum and is payable monthly. Principal is payable in
quarterly installments, and the Company expects to repay the loan in full out of
funds from operations by the end of 1996. At June 30, 1996, the amount
outstanding under the loan was $467,000.
As with other franchised dealerships, the Company is entitled to deposit
funds in the GMAC Deposit Account in an amount up to 75% of the amount of
inventory financed by GMAC. These funds so deposited earn interest at a rate
equal to the rate charged under the GMAC floor plan. Historically, the Company
has
52
<PAGE>
permitted its employees (including its principal stockholders and Named
Executives) to advance funds to the Company for the purpose of investing in the
GMAC Deposit Account. The Company has acted only as an intermediary in this
process. At December 31, 1995 and June 30, 1996, funds advanced and outstanding
from the Company's principal stockholders and Named Executives aggregated $2.9
million and $4.2 million, respectively. Following completion of the Offering,
the Company intends to deposit its funds in the GMAC Deposit Account before
permitting its employees, including its principal stockholders and Named
Executives, to make deposits into the account.
During 1995, GGFP advanced funds aggregating $2.6 million to the Company for
working capital purposes relating primarily to acquisitions. These advances
accrued interest at an annual rate of 8.0% and were repaid in full in February
1996.
GGFP was the contracting agent for the construction of certain facilities
for the Company during 1995. The total cost of the facilities approximated
$570,000, which included approximately $52,000 as payment to GGFP for
architectural and construction management fees.
GGFP leases the Company its corporate offices for an annual rent of $64,800
under a five-year lease extending through June 2001. GGFP also subleases to the
Company the real estate on which the Company's Performance Nissan dealership is
located. Annual rent under the sublease is $228,000, which is the same amount
payable by GGFP under the principal lease for the property.
In June 1996, the Company issued 303,750 shares of Common Stock to Mr. Mager
in connection with the Executive Purchase. The Company recorded a non-cash
expense relating to employee stock compensation of approximately $1.1 million in
the six months ended June 30, 1996, representing the difference between the
Company's estimate of the fair value, as of April 1, 1996, of the 303,750 shares
of Common Stock issued in the Executive Purchase and the cash consideration paid
of $250,000. The Company based its estimate on the assumed initial public
offering price of the Shares less certain discounts to reflect, as of April 1,
1996, the lack of a public market for the securities, the uncertainty regarding
an initial public offering and the fact that the pending acquisition of Hickey
Dodge had not been contemplated.
In addition to options to purchase 7,692 shares of Common Stock that were
granted to him under the Stock Option Plan immediately before completion of the
Offering, Mr. Mager is receiving from the Company upon completion of the
Offering an option to purchase an aggregate of 130,308 shares of Common Stock at
the initial public offering price. All of these options are exercisable at any
time or from time to time after the 90th day after, and before the tenth
anniversary of, the completion of the Offering, so long as Mr. Mager is an
employee or serves as a consultant or in another advisory capacity to the
Company at the time the option is exercised. Mr. Mager has agreed with Morgan
Stanley & Co. Incorporated, on behalf of the Underwriters, not to sell or
otherwise transfer or dispose of any shares of Common Stock issued upon the
exercise of these options for a period of 180 days after the date of this
Prospectus. See "Underwriters."
Mr. Gilliland has unconditionally guaranteed substantially all, and Mr. Rice
has unconditionally guaranteed a portion, of the Company's debt to
non-affiliates. At June 30, 1996, the aggregate amount of such debt was $48.9
million. To the extent proceeds of the Offering are applied to reduce any of
this debt, these guarantee obligations will be reduced. Following the Offering,
the Company intends to seek the release of Messrs. Gilliland and Rice from these
guarantees.
DESCRIPTION OF CAPITAL STOCK
The Company's authorized capital stock consists of 100,000,000 shares of
Common Stock, par value $.01 per share, and 10,000,000 shares of Preferred
Stock, $.01 par value per share.
COMMON STOCK
As of August 1, 1996, there were 10,125,000 shares of Common Stock
outstanding that were held of record by six stockholders. Immediately following
the Offering, 13,800,000 shares of Common Stock will be outstanding.
53
<PAGE>
Holders of Common Stock have one vote per share on matters to be voted upon
by the stockholders of the Company. They do not have cumulative voting rights.
As a result, the holders of more than 50% of the shares of the Common Stock will
have the ability to elect all of the Company's directors. See "Risk Factors --
Concentration of Voting Power and Anti-Takeover Provisions." Holders of Common
Stock may receive dividends when, as and if declared by the Board of Directors
from any assets legally available therefor and may share ratably in the assets
of the Company legally available for distribution to its stockholders in the
event of the liquidation, dissolution or winding up of the Company, in each case
subject to the rights of the holders of Preferred Stock. The Company does not
intend to pay cash dividends on the Common Stock for the foreseeable future. See
"Dividend Policy." Holders of Common Stock have no preemptive, subscription,
redemption or conversion rights and are subject to the rights of the holders of
any Preferred Stock that the Company may issue. Holders of Common Stock are not
subject to calls or assessments by the Company. All outstanding shares of Common
Stock are, and the shares of Common Stock being issued and sold hereby will be,
when issued, fully paid and non-assessable. The rights, privileges, preferences
and priorities of holders of the Common Stock are subject to, and may be
adversely affected by, the rights of the holders of shares of any series of
Preferred Stock that the Company may designate and issue in the future.
Prior to the Offering, there has been no public market for the Common Stock.
The Common Stock has been approved for listing on the New York Stock Exchange
under the symbol "XC".
PREFERRED STOCK
The Board of Directors of the Company may, subject to applicable law, from
time to time issue up to an aggregate of 10,000,000 shares of Preferred Stock.
The Preferred Stock may be issued in one or more series with such designations,
rights, preferences, privileges and restrictions as the Board of Directors may
determine, in each case without further vote or action by the stockholders. Such
rights may include dividend rights, dividend rates, conversion rights, voting
rights, terms of redemption, redemption prices, liquidation preferences, sinking
fund provisions and the number of shares constituting any series or the
designation of such series. Because of the broad discretion of the Board of
Directors with respect to the creation and issuance of Preferred Stock without
stockholder approval, the issuance of Preferred Stock may delay, defer or
prevent a change in control of the Company and may adversely affect the rights
of the holders of Common Stock. The issuance of Preferred Stock with voting or
conversion rights may adversely affect the voting power of the holders of Common
Stock. In addition, because the terms of such Preferred Stock may be fixed by
the Board of Directors without stockholder approval, the Preferred Stock could
be designated and issued quickly in the event that the Company requires
additional equity capital. Under certain circumstances, this could have the
effect of decreasing the market price of the Common Stock. In connection with
its Rights Agreement, the Company has designated 250,000 shares of Preferred
Stock as its Series A Junior Participating Preferred Stock. See
"-- Stockholders' Rights Plan." As of the date hereof, the Board of Directors
has not provided for the issuance of any other series of Preferred Stock, and
except as described below under "-- Stockholders' Rights Plan," there are no
agreements or understandings providing for the issuance of Preferred Stock.
ANTI-TAKEOVER EFFECTS OF PROVISIONS OF THE CERTIFICATE OF INCORPORATION, BYLAWS
AND DELAWARE LAW
CERTIFICATE OF INCORPORATION AND BYLAWS
The Company has included provisions in its Certificate of Incorporation and
Bylaws to help assure fair and equitable treatment of the Company's stockholders
if a person or group should seek to gain control of Cross-Continent in the
future. Such provisions, which are discussed below, may make a takeover attempt
more difficult, whether by tender offer, proxy contest or otherwise. These
provisions may diminish the likelihood that a potential acquiror will make an
offer for the Company's Common Stock, impede a transaction favorable to the
interests of the stockholders, or increase the difficulty of removing the
incumbent Board of Directors and management, even if such removal would benefit
the stockholders.
The Company's Board of Directors is divided into three classes, each of
which, after a transitional period, will serve for three years, with one class
being elected each year. Under the Delaware General Corporation Law,
stockholders of a corporation with a classified board may remove a director only
for cause. Under the Company's Certificate of Incorporation, an affirmative vote
of the holders of at least two-thirds of
54
<PAGE>
the shares is required to amend or repeal the provisions related to the
classified board. In addition, all stockholder action must be taken at a duly
called meeting and not by a consent in writing. The Company's Bylaws do not
permit stockholders of Cross-Continent to call a special meeting of
stockholders. See "Risk Factors -- Concentration of Voting Power and
Anti-Takeover Provisions."
DELAWARE TAKEOVER STATUTE
The Company is subject to the provisions of Section 203 of the Delaware
General Corporation Law. In general, the statute prohibits a publicly held
Delaware corporation from engaging in a "business combination" with an
"interested stockholder" for a period of three years after the date of the
transaction in which the person became an interested stockholder, unless, prior
to the date the stockholder became an interested stockholder, the board approved
either the business combination or the transaction that resulted in the
stockholder becoming an interested stockholder or unless one of the two
exceptions to the prohibitions is satisfied: (i) upon consummation of the
transaction that resulted in such person becoming an interested stockholder, the
interested stockholder owned at least 85% of the corporation's voting stock
outstanding at the time the transaction commenced (excluding, for purposes of
determining the number of shares outstanding, shares owned by certain directors
or certain employee stock plans) or (ii) on or after the date the stockholder
became an interested stockholder, the business combination is approved by the
board of directors and authorized by the affirmative vote (and not by written
consent) of at least two-thirds of the outstanding voting stock excluding that
stock owned by the interested stockholder. A "business combination" includes a
merger, asset sale or other transaction resulting in a financial benefit to the
interested stockholder. An "interested stockholder" is a person who (other than
the corporation and any direct or indirect majority-owned subsidiary of the
corporation), together with affiliates and associates, owns (or, as an affiliate
or associate, within three years prior, did own) 15% or more of the
corporation's outstanding voting stock. It is possible that these provisions may
have the effect of delaying, deterring or preventing a change in control of the
Company.
ANTI-TAKEOVER EFFECT OF PROVISIONS IN DEALER AGREEMENTS
Under the Company's Dealer Agreements with the Chevrolet division of General
Motors, if any person or entity acquires more than 20% of the Common Stock
issued and outstanding at any time and the Chevrolet division determines that
such person or entity does not have interests compatible with those of the
Chevrolet division, or is otherwise not qualified to have an ownership interest
in a Chevrolet dealership (an "Adverse Person"), the Company must transfer its
Chevrolet dealerships to a third party acceptable to the Chevrolet division or
terminate its Dealer Agreements with Chevrolet unless, within 90 days after
Chevrolet's determination, the Adverse Person's ownership interest in the
Company is reduced to less than 20%. See "Risk Factors -- Concentration of
Voting Power and Anti-Takeover Provisions" and "Business -- Vehicle and Parts
Suppliers -- Relationships with Automakers."
Under the Dealer Agreements with Nissan that the Company anticipates will be
in effect upon completion of the Offering, as renegotiated in anticipation of
the Offering, Nissan will have the right to terminate the Company's Nissan
franchises if, without Nissan's prior approval, Mr. Gilliland's ownership of
Common Stock falls below 20% of the total number of shares of Common Stock
issued and outstanding or Mr. Gilliland ceases to be the Chief Executive Officer
of the Company. Nissan also will have the right to terminate the Company's
Dealer Agreements if any person or entity acquires 20% or more of the Company's
issued and outstanding shares and Nissan determines that such ownership is
adverse to Nissan.
Under the Company's Dealer Agreement with the Dodge division of Chrysler,
following the Offering, Chrysler will be entitled to terminate the Company's
Dodge franchise if there is any change in the ownership of a controlling number
of shares in the Company not approved by Chrysler. The change of control
provisions in the Company's Dealer Agreements with GM, Nissan and Chrysler could
discourage a third party from acquiring a significant equity position in the
Company or from seeking control of the Company.
STOCKHOLDERS' RIGHTS PLAN
Immediately prior to completion of the Offering, the Company's Rights
Agreement (the "Rights Plan") took effect. The purpose of the Rights Plan is to
promote negotiations between a prospective acquiror and the Company's Board of
Directors in order to ensure that the stockholders' interests will be best
served.
55
<PAGE>
Under the Rights Plan, each stockholder of the Company (including the
Company's existing stockholders) will be issued one right (a "Right") with each
share of Common Stock issued prior to the Distribution Date (as defined below).
The Rights are not exercisable, are not represented by separate certificates and
are transferable only with a transfer of the Common Stock until the tenth day
after (i) such time as a person or entity, together with affiliates and
associates, acquires beneficial ownership of 19.9% of the Common Stock or (ii) a
person or entity announces its intention to make such an acquisition (such
person or entity being the "Acquiring Person" and such date being the
"Distribution Date"). Until a Right is exercised, the holder thereof, as such,
will have no rights as a stockholder of the Company, including, without
limitation, the right to vote or receive dividends.
Each Right is exercisable after the Distribution Date for one one-hundredth
of a share of Junior Preferred Stock at a purchase price of $100 per share,
subject to adjustment. However, once the Rights are triggered, holders of Common
Stock (other than the Acquiring Person) have the right, in lieu of acquiring
Junior Preferred Stock, to purchase Common Stock having a market value, as of
the time that the Acquiring Person crossed the 19.9% threshold, equal to twice
the Right's exercise price. The factors considered in determining the exercise
price of the Rights include pricing and dilution characteristics of other rights
plans with respect to similar securities registered under the Securities Act and
the estimated initial public offering price of the Common Stock.
The Company may, at the discretion of the Board of Directors, lower this
threshold to as low as 10% of the Common Stock then outstanding. The Company
also has the right, after the Acquiring Person has crossed the 19.9% or 10%
threshold, as the case may be, but before the Acquiring Person has acquired 50%
of the Common Stock, to exchange one new share of Common Stock for each Right
(other than Rights held by the Acquiring Person).
Under the Rights Plan, once the Rights become exercisable, if the Company is
merged or combined with any person or if the Company sells 50% or more of its
assets to any person, each holder of a Right (other than an Acquiring Person)
has the right, in lieu of acquiring Junior Preferred Shares, to purchase shares
of common stock of such person having a market value at that time of two times
the exercise price of the Rights.
If the Company is unable to issue a sufficient number of shares of Common
Stock to permit the exercise in full of the Rights for Common Stock, it will
issue shares of Junior Preferred Stock upon exercise of the Rights. The Junior
Preferred Stock is non-redeemable and junior to any other preferred stock of the
Company. The provisions of the Junior Preferred Stock are designed to provide
that each one one-hundredth of a share of Junior Preferred Stock issuable upon
exercise of a Right approximates the value of one share of Common Stock. Each
whole share of Junior Preferred Stock will accrue a quarterly dividend of $1 and
a dividend equal to 100 times any dividend paid on the Common Stock. Upon
liquidation of the Company, each whole share of Junior Preferred Stock will have
a liquidation preference of $100 plus an amount equal to 100 times the amount
paid on any share of Common Stock. Each share of Junior Preferred Stock will
entitle its holder to 100 votes on matters submitted to the Company's
stockholders, which votes will be cast with the votes of the holders of Common
Stock. If the Company were merged, consolidated or involved in a similar
transaction, each share of Junior Preferred Stock would entitle its holder to
receive 100 times the amount received by holders of Common Stock in the merger
or similar transaction.
Any exercise of the Rights would have a dilutive effect on an Acquiring
Person both economically and in terms of its percentage ownership of the
Company's Common Stock. Therefore, the existence of the Rights may discourage a
third party from attempting to acquire control of the Company. In order to
ensure that the Rights will not interfere with negotiated transactions between
the Company and a potential acquiror, which are approved by the Company's Board
of Directors, the Company may redeem the Rights at a price of $.01 per Right at
any time prior to the acquisition by any person or entity of beneficial
ownership of 19.9% or more of the Common Stock.
Reference is hereby made to the Rights Agreement entered into between the
Company and The Bank of New York, as rights agent, specifying the terms of the
Rights, which agreement includes as an exhibit the
56
<PAGE>
form of Rights Certificate, and this description is qualified in its entirety by
reference to the terms and conditions thereof. The Rights Agreement is an
exhibit to the Registration Statement of which this Prospectus is a part.
LIMITATION OF LIABILITY AND INDEMNIFICATION
The Company's Certificate of Incorporation and Bylaws contain certain
provisions permitted under the Delaware General Corporation Law that limit the
liability of directors. These provisions eliminate a director's personal
liability for monetary damages resulting from a breach of fiduciary duty, except
in certain circumstances involving certain wrongful acts, such as the breach of
a director's duty of loyalty, acts or omissions that involve intentional
misconduct or a knowing violation of law, or any transaction from which a
director derived an improper personal benefit. These provisions do not limit or
eliminate the rights of the Company or any stockholder to seek non-monetary
relief, such as an injunction or rescission, in the event of a breach of a
director's fiduciary duty. These provisions will not alter a director's
liability under federal securities laws. The Company's Certificate of
Incorporation and Bylaws also contain provisions indemnifying the directors and
officers of the Company to the fullest extent permitted by the Delaware General
Corporation Law. The Company believes that these provisions will assist it in
attracting and retaining qualified individuals to serve as directors.
TRANSFER AGENT AND REGISTRAR
The Company has appointed The Bank of New York as the transfer agent and
registrar for the Common Stock, as well as rights agent under the Rights Plan.
SHARES ELIGIBLE FOR FUTURE SALE
Upon completion of this Offering, the Company will have approximately
13,800,000 shares of Common Stock issued and outstanding, assuming no exercise
of options outstanding. Of the Common Stock outstanding upon completion of this
Offering, the 3,675,000 shares of Common Stock sold in this Offering will be
freely transferable by the holders thereof without restriction or further
registration under the Securities Act of 1933, as amended (the "Securities
Act"), except for any shares held by "affiliates" of the Company, as that term
is defined under the Securities Act and the regulations promulgated thereunder
(an "affiliate"), or persons who have been affiliates within the preceding three
months. Holders of the remaining 10,125,000 shares of Common Stock will not be
able to sell their shares in reliance on Rule 144 under the Securities Act prior
to June 1998.
In general, under Rule 144 as currently in effect, a holder (or holders
whose shares are aggregated) of "restricted securities," including persons who
may be deemed affiliated with the Company, whose shares meet a two-year holding
period requirement are entitled to sell, within any three-month period, a number
of these shares that does not exceed the greater of 1% of the then outstanding
shares of Common Stock or the average weekly reported trading volume in the
Common Stock during the four calendar weeks preceding the date on which notice
of the sale is given, provided certain manner of sale and notice requirements
and requirements as to the availability of current public information about the
Company are satisfied. Under Rule 144(k), a holder of "restricted securities"
who is deemed not to have been an affiliate of the Company during the three
months preceding a sale by him, and whose shares meet a three-year holding
period requirement, is entitled to sell those shares, without regard to these
restrictions and requirements. In addition, affiliates of the Company must
comply with the restrictions and requirements of Rule 144, other than the
two-year holding period requirement, in order to sell shares of Common Stock
which are not "restricted securities" (such as shares acquired by affiliates in
the Offering).
The Securities and Exchange Commission (the "Commission") has recently
proposed amendments to Rule 144 and Rule 144(k) that would permit resales of
restricted securities under Rule 144 after a one-year, rather than a two-year,
holding period, subject to compliance with the other provisions of Rule 144, and
would permit resale of restricted securities by non-affiliates under Rule 144(k)
after a two-year, rather than a three-year, holding period. Adoption of such
amendments could result in resales of restricted securities sooner than would be
the case under Rule 144 and Rule 144(k) as currently in effect.
57
<PAGE>
The Company has reserved 1,380,000 shares of Common Stock for issuance under
the Stock Option Plan. See "Management -- Stock Option Plan." After the
Offering, the Company may file registration statements under the Securities Act
to register the Common Stock to be issued under this plan. After the effective
date of such registration statement, shares issued under the Stock Option Plan
will be freely tradeable without restriction or further registration under the
Securities Act, unless acquired by affiliates of the Company. In addition, as
part of any acquisition it may complete in the future, the Company may issue
additional shares of Common Stock subject to concentration of ownership
provisions in the Company's Dealer Agreements. See "Business -- Growth Strategy
- -- Acquisitions."
Prior to the Offering, there has been no market for the Common Stock. No
prediction can be made regarding the effect, if any, that public sales of shares
of the Common Stock or the availability of shares for sale will have on the
market price of the Common Stock after the Offering. Sales of substantial
amounts of the Common Stock in the public market following the Offering, or the
perception that such sales may occur, could adversely affect the market price of
the Common Stock and could impair the ability of the Company to raise capital
through sales of its equity securities.
58
<PAGE>
UNDERWRITERS
Under the terms and subject to the conditions in the Underwriting Agreement
dated the date hereof (the "Underwriting Agreement"), the Underwriters named
below (the "Underwriters") have severally agreed to purchase, and the Company
has agreed to sell to them, severally, the respective number of shares of Common
Stock set forth opposite their respective names below:
<TABLE>
<CAPTION>
NAME NUMBER OF SHARES
- ------------------------------------------------------------------------------------- -----------------
<S> <C>
Morgan Stanley & Co. Incorporated.................................................... 835,000
Furman Selz LLC...................................................................... 835,000
Rauscher Pierce Refsnes, Inc......................................................... 835,000
Bear, Stearns & Co. Inc.............................................................. 90,000
Sanford C. Bernstein & Co., Inc...................................................... 45,000
William Blair & Company.............................................................. 45,000
Dean Witter Reynolds Inc............................................................. 90,000
Doft & Co., Inc...................................................................... 45,000
Donaldson, Lufkin & Jenrette Securities Corporation.................................. 90,000
A.G. Edwards & Sons, Inc............................................................. 90,000
EVEREN Securities, Inc............................................................... 45,000
Janney Montgomery Scott Inc.......................................................... 45,000
Edward D. Jones & Co................................................................. 45,000
Ladenburg, Thalmann & Co. Inc........................................................ 45,000
Legg Mason Wood Walker, Incorporated................................................. 45,000
Merrill Lynch, Pierce, Fenner & Smith Incorporated................................... 90,000
Montgomery Securities................................................................ 90,000
Principal Financial Securities, Inc.................................................. 45,000
Raymond James & Associates, Inc...................................................... 45,000
The Robinson-Humphrey Company, Inc................................................... 45,000
Scott & Stringfellow, Inc............................................................ 45,000
Smith Barney Inc..................................................................... 90,000
-----------------
Total............................................................................ 3,675,000
-----------------
-----------------
</TABLE>
The Underwriting Agreement provides that the obligations of the several
Underwriters to pay for and accept delivery of the shares of Common Stock
offered hereby are subject to the approval of certain legal matters by their
counsel and to certain other conditions. The Underwriters are committed to take
and pay for all of the shares of Common Stock offered hereby (other than those
covered by the Underwriters' over-allotment option described below) if any such
shares are taken.
The Underwriters propose to offer part of the shares of Common Stock
directly to the public at the Price to Public set forth on the cover page hereof
and part to certain dealers at a price that represents a concession not in
excess of $.60 per share under the public offering price. Any Underwriter may
allow, and such dealers may reallow, a concession not in excess of $.10 per
share to other Underwriters or to certain dealers. After the initial offering of
the shares of Common Stock, the offering price and other selling terms may from
time to time be varied by Morgan Stanley & Co. Incorporated, Furman Selz LLC and
Rauscher Pierce Refsnes, Inc. (the "Representatives").
The Common Stock has been approved for listing on the New York Stock
Exchange under the symbol "XC".
The Company and, if the Underwriters' over-allotment option is exercised,
the Selling Stockholders have agreed to indemnify the several Underwriters
against certain liabilities, including liabilities under the Securities Act.
Pursuant to the Underwriting Agreement, the Selling Stockholders have
granted to the Underwriters an option, exercisable for 30 days from the date of
this Prospectus, to purchase up to 551,250 additional shares of Common Stock at
the Price to Public set forth on the cover page hereof, less underwriting
discounts and commissions. The Selling Stockholders will participate in the
Offering only if and to the extent the
59
<PAGE>
Underwriters exercise the over-allotment option. The Company will pay the
expenses related to the exercise of the over-allotment option (other than stock
transfer taxes and counsel fees of the Selling Stockholders, if any). The
Underwriters may exercise such option solely for the purpose of covering
over-allotments, if any, made in connection with the Offering. To the extent
such option is exercised, each Underwriter will become obligated, subject to
certain conditions, to purchase approximately the same percentage of such
additional shares of Common Stock as the number set forth next to such
Underwriter's name in the preceding table bears to the total number of shares of
Common Stock offered by the Underwriters hereby. See "Principal Stockholders."
The Company, its directors and executive officers and all existing
stockholders have agreed that, without the prior written consent of Morgan
Stanley & Co. Incorporated on behalf of the Underwriters, they will not for a
period of 180 days after the date of this Prospectus (i) offer, pledge, sell,
contract to sell, grant any option or contract to purchase, purchase any option
or contract to sell, grant any option, right or warrant to purchase or otherwise
transfer or dispose of, directly or indirectly, any shares of Common Stock or
any securities convertible into or exercisable or exchangeable for Common Stock
or (ii) enter into any swap or other agreement that transfers to another, in
whole or in part, any of the economic consequences of ownership of the Common
Stock, whether any such transaction described in clause (i) or (ii) above is to
be settled by the delivery of Common Stock or such other securities, in cash or
otherwise, other than (a) the shares of Common Stock offered hereby, (b) any
options or similar securities issued pursuant to the Stock Option Plan, as such
plan is in effect on the date hereof, and (c) any shares of Common Stock issued
by the Company upon the exercise of any option outstanding on the date hereof as
disclosed in this Prospectus.
The Underwriters have informed the Company that they do not expect sales to
discretionary accounts to exceed 5% of the total number of shares of Common
Stock offered by them.
At the request of the Company, the Underwriters have reserved approximately
183,750 shares of Common Stock, representing 5.0% of the shares of Common Stock
to be sold in the Offering, for sale to certain of its employees and certain
other persons at the public offering price set forth on the cover page hereof.
If such shares are not so sold to employees of the Company, they will be sold to
the public.
PRICING OF THE OFFERING
Prior to the Offering, there has been no public market for the Common Stock.
The initial public offering price of the Common Stock was determined by
negotiations between the Company and the Representatives. Among the factors
considered in determining the initial public offering price of the Common Stock
were the sales, earnings and certain other pro forma financial and operating
information of the Company in recent periods, the future prospects of the
Company and its industry in general, and certain ratios, the market price of
securities and certain financial and operating information of companies engaged
in activities similar to those of the Company. Since the Company will be one of
the first public companies in the auto dealership business, the Company and the
Representatives were not able to use the market prices of other companies in the
same industry as a benchmark in setting the initial public offering price.
LEGAL MATTERS
The validity of the shares of Common Stock offered hereby will be passed
upon for the Company by Howard, Darby & Levin, New York, New York. Certain legal
matters will be passed upon for the Underwriters by Shearman & Sterling, New
York, New York.
EXPERTS
The combined financial statements of the Company as of December 31, 1994 and
1995 and for each of the three years in the period ended December 31, 1995, the
financial statements of Jim Glover Dodge, Inc. as of November 30, 1994 and 1995
and for each of the two years in the period ended November 30, 1995 and the
financial statements of Lynn Hickey Dodge, Inc. as of December 31, 1994 and 1995
and for each of the two years in the period ended December 31, 1995 included in
this Prospectus have been so included in reliance on the report of Price
Waterhouse LLP, independent accountants, given on the authority of said firm as
experts in accounting and auditing.
60
<PAGE>
AVAILABLE INFORMATION
The Company has filed with the Commission a Registration Statement on Form
S-1 under the Securities Act for the Shares. This Prospectus, filed as part of
the Registration Statement, omits certain information contained in the
Registration Statement and the exhibits and schedules thereto, to which
reference is hereby made. Statements contained herein concerning the provisions
of any documents filed as exhibits to the Registration Statement are not
necessarily complete, and in each instance reference is made to the copy of such
document. Each such statement is qualified in its entirety by such reference.
The Registration Statement, including exhibits and schedules filed therewith,
may be inspected and copied at the public reference facilities maintained by the
Commission at Room 1024, Judiciary Plaza, 450 Fifth Street, N.W., Washington,
D.C. 20549 and at the regional offices of the Commission located at 7 World
Trade Center, 13th Floor, New York, New York 10048 and 500 West Madison Street,
Room 1400, Chicago, Illinois 60661. Copies of such materials may be obtained at
prescribed rates from the Public Reference Section of the Commission, Room 1024,
Judiciary Plaza, 450 Fifth Street, N.W., Washington, D.C. 20549, and its public
reference facilities in New York, New York and Chicago, Illinois. The Commission
also maintains a Website (http://www.sec.gov) that contains reports, proxy and
information statements and other information regarding registrants that file
electronically with the Commission.
The Company intends to furnish its stockholders with annual reports
containing audited financial statements and quarterly reports for the first
three quarters of each fiscal year containing unaudited summary financial
information.
61
<PAGE>
INDEX TO COMBINED FINANCIAL INFORMATION
<TABLE>
<CAPTION>
PAGE
---------
<S> <C>
HISTORICAL FINANCIAL STATEMENTS
CROSS-CONTINENT AUTO RETAILERS, INC. AND SUBSIDIARIES
Report of Independent Accountants...................................................................... F-2
Combined Statements of Operations for the years ended December 31, 1993, 1994 and 1995 and for the six
months ended June 30, 1995 and 1996 (unaudited)....................................................... F-3
Combined Balance Sheets as of December 31, 1994 and 1995 and June 30, 1996 (unaudited)................. F-4
Combined Statement of Changes in Stockholders' Equity for the three years ended December 31, 1995 and
for the six months ended June 30, 1996 (unaudited).................................................... F-5
Combined Statements of Cash Flows for the years ended December 31, 1993, 1994 and 1995 and for the six
months ended June 30, 1995 and 1996 (unaudited)....................................................... F-6
Notes to Combined Financial Statements................................................................. F-7
HISTORICAL FINANCIAL STATEMENTS
JIM GLOVER DODGE, INC.
Report of Independent Accountants...................................................................... F-21
Statements of Operations for the years ended November 30, 1994 and 1995................................ F-22
Balance Sheets as of November 30, 1994 and 1995 ....................................................... F-23
Statement of Changes in Stockholders' Equity for the two years ended November 30, 1995................. F-24
Statements of Cash Flows for the years ended November 30, 1994 and 1995................................ F-25
Notes to Financial Statements.......................................................................... F-26
HISTORICAL FINANCIAL STATEMENTS
LYNN HICKEY DODGE, INC.
Report of Independent Accountants...................................................................... F-30
Statements of Operations for the years ended December 31, 1994 and 1995 and for the six months ended
June 30, 1995 and 1996 (unaudited).................................................................... F-31
Balance Sheets as of December 31, 1994 and 1995 and June 30, 1996 (unaudited).......................... F-32
Statements of Changes in Stockholder's Equity for the two years ended December 31, 1995 and for the six
months ended June 30, 1996 (unaudited)................................................................ F-33
Statements of Cash Flows for the years ended December 31, 1994 and 1995 and for the six months ended
June 30, 1995 and 1996 (unaudited).................................................................... F-34
Notes to Financial Statements.......................................................................... F-35
</TABLE>
F-1
<PAGE>
REPORT OF INDEPENDENT ACCOUNTANTS
To the Board of Directors and Stockholders of
Cross-Continent Auto Retailers, Inc.
In our opinion, the accompanying combined balance sheets and the related
combined statements of operations, of changes in stockholders' equity and of
cash flows present fairly, in all material respects, the financial position of
Cross-Continent Auto Retailers, Inc. and its subsidiaries at December 31, 1994
and 1995 and the results of their operations and their cash flows for each of
the three years in the period ended December 31, 1995, in conformity with
generally accepted accounting principles. These financial statements are the
responsibility of the Company's management; our responsibility is to express an
opinion on these financial statements based on our audits. We conducted our
audits of these statements in accordance with generally accepted auditing
standards which require that we plan and perform the audit to obtain reasonable
assurance about whether the financial statements are free of material
misstatement. An audit includes examining, on a test basis, evidence supporting
the amounts and disclosures in the financial statements, assessing the
accounting principles used and significant estimates made by management, and
evaluating the overall financial statement presentation. We believe that our
audits provide a reasonable basis for the opinion expressed above.
PRICE WATERHOUSE LLP
Fort Worth, Texas
June 21, 1996
F-2
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
COMBINED STATEMENTS OF OPERATIONS
(IN THOUSANDS)
<TABLE>
<CAPTION>
SIX MONTHS ENDED
YEAR ENDED DECEMBER 31, JUNE 30,
------------------------------- --------------------
1993 1994 1995 1995 1996
--------- --------- --------- --------- ---------
(unaudited)
<S> <C> <C> <C> <C> <C>
Revenues:
Vehicle sales $ 150,205 $ 163,721 $ 212,984 $ 101,464 $ 125,900
Other operating revenue 15,159 18,047 23,210 10,880 15,341
--------- --------- --------- --------- ---------
Total revenues 165,364 181,768 236,194 112,344 141,241
--------- --------- --------- --------- ---------
Cost and expenses:
Cost of sales 139,626 153,446 198,702 94,470 119,921
Selling, general and administrative 17,194 18,522 25,630 11,958 15,695
Depreciation and amortization 992 934 951 471 549
Management fees paid to related party 2,536 3,183 4,318 2,155 -
Employee stock compensation - - - - 1,099
--------- --------- --------- --------- ---------
160,348 176,085 229,601 109,054 137,264
--------- --------- --------- --------- ---------
5,016 5,683 6,593 3,290 3,977
Other income (expense):
Interest income 265 576 830 406 527
Interest expense (2,113) (2,526) (3,918) (1,932) (2,251)
--------- --------- --------- --------- ---------
Income before income taxes 3,168 3,733 3,505 1,764 2,253
Income tax provision 1,173 1,351 1,310 659 1,224
--------- --------- --------- --------- ---------
Net income $ 1,995 $ 2,382 $ 2,195 $ 1,105 $ 1,029
--------- --------- --------- --------- ---------
--------- --------- --------- --------- ---------
</TABLE>
The accompanying notes are an integral
part of these financial statements.
F-3
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
COMBINED BALANCE SHEETS
(IN THOUSANDS)
ASSETS
<TABLE>
<CAPTION>
DECEMBER 31,
--------------------
1994 1995
--------- --------- JUNE 30, 1996
-------------
(unaudited)
<S> <C> <C> <C>
Current assets:
Cash and cash equivalents $ 5,001 $ 8,362 $ 8,892
Accounts receivable 4,523 9,383 10,664
Inventories 23,243 43,731 38,416
--------- --------- -------------
Total current assets 32,767 61,476 57,972
Property and equipment, at cost, less accumulated
depreciation 9,283 12,107 12,213
Goodwill, net 3,523 7,385 7,296
Other assets 2,006 2,439 3,407
--------- --------- -------------
Total assets $ 47,579 $ 83,407 $ 80,888
--------- --------- -------------
--------- --------- -------------
LIABILITIES AND STOCKHOLDERS' EQUITY
Current liabilities:
Floor plan notes payable $ 18,964 $ 39,088 $ 36,177
Current maturities of long-term debt 655 1,525 1,543
Accounts payable 1,571 4,846 4,796
Due to affiliates 2,225 5,954 4,620
Accrued expenses and other liabilities 6,966 7,495 6,760
Deferred income taxes 2,336 2,032 2,032
--------- --------- -------------
Total current liabilities 32,717 60,940 55,928
--------- --------- -------------
Long-term debt 7,150 11,859 11,131
Deferred warranty revenue - long-term portion 2,671 3,507 4,350
--------- --------- -------------
Total long-term liabilities 9,821 15,366 15,481
--------- --------- -------------
Stockholders' equity:
Preferred stock, $.01 par value, 10,000,000 shares
authorized, none issued - - -
Common stock, $.01 par value, 100,000,000 shares
authorized, 10,125,000 issued and outstanding at June
30, 1996 - - 101
Paid-in capital 1,064 1,064 2,312
Retained earnings 3,977 6,037 7,066
--------- --------- -------------
Total stockholders' equity 5,041 7,101 9,479
--------- --------- -------------
Commitments and contingencies (Notes 4, 15, 18 and 19)
--------- --------- -------------
Total liabilities and stockholders' equity $ 47,579 $ 83,407 $ 80,888
--------- --------- -------------
--------- --------- -------------
</TABLE>
The accompanying notes are an integral
part of these financial statements.
F-4
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
COMBINED STATEMENT OF CHANGES IN STOCKHOLDERS' EQUITY
FOR THE THREE YEARS ENDED DECEMBER 31, 1995 AND
SIX MONTHS ENDED JUNE 30, 1996
(IN THOUSANDS)
<TABLE>
<CAPTION>
PREFERRED STOCK COMMON STOCK
----------------------- ---------------------- PAID-IN RETAINED
SHARES AMOUNT SHARES AMOUNT CAPITAL EARNINGS
----------- ---------- --------- ----------- ----------- -----------
<S> <C> <C> <C> <C> <C> <C>
Balance at December 31, 1992 - $ - - $ - $ 764 $ (234)
Contributions by Control Group 300
Dividends paid (86)
Net income 1,995
----- ---------- --------- ----- ----------- -----------
Balance at December 31, 1993 - - - - 1,064 1,675
Net income 2,382
Dividends paid (80)
----- ---------- --------- ----- ----------- -----------
Balance at December 31, 1994 - - - - 1,064 3,977
Net income 2,195
Dividends paid (135)
----- ---------- --------- ----- ----------- -----------
Balance at December 31, 1995 - - - - 1,064 6,037
Issuance of common stock pursuant to reorganization
(unaudited) 9,821 98 (98)
Issuance of common stock pursuant to employment
agreement (unaudited) 304 3 1,346
Net income (unaudited) 1,029
----- ---------- --------- ----- ----------- -----------
Balance at June 30, 1996 (unaudited) - $ - 10,125 $ 101 $ 2,312 $ 7,066
----- ---------- --------- ----- ----------- -----------
----- ---------- --------- ----- ----------- -----------
<CAPTION>
TOTAL
---------
<S> <C>
Balance at December 31, 1992 $ 530
Contributions by Control Group 300
Dividends paid (86)
Net income 1,995
---------
Balance at December 31, 1993 2,739
Net income 2,382
Dividends paid (80)
---------
Balance at December 31, 1994 5,041
Net income 2,195
Dividends paid (135)
---------
Balance at December 31, 1995 7,101
Issuance of common stock pursuant to reorganization
(unaudited) -
Issuance of common stock pursuant to employment
agreement (unaudited) 1,349
Net income (unaudited) 1,029
---------
Balance at June 30, 1996 (unaudited) $ 9,479
---------
---------
</TABLE>
The accompanying notes are an integral
part of these financial statements.
F-5
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
COMBINED STATEMENTS OF CASH FLOWS
(IN THOUSANDS)
<TABLE>
<CAPTION>
SIX MONTHS ENDED
YEAR ENDED DECEMBER 31, JUNE 30,
------------------------------- --------------------
1993 1994 1995 1995 1996
--------- --------- --------- --------- ---------
(unaudited)
<S> <C> <C> <C> <C> <C>
Cash flows from operating activities:
Net income $ 1,995 $ 2,382 $ 2,195 $ 1,105 $ 1,029
Adjustments to reconcile net income to net
cash provided (used) by operating activities:
Depreciation and amortization 992 934 951 471 549
Proceeds from extended warranty sales 2,667 2,614 3,345 1,497 2,447
Amortization of deferred warranty revenue (1,089) (1,648) (2,136) (956) (1,396)
Employee stock compensation - - - - 1,099
Deferred taxes and other 367 (1,121) (836) 282 (968)
(Increase) decrease in:
Accounts receivable (2,383) (74) (4,860) (2,369) (1,281)
Inventory (1,697) 1,052 (8,285) (4,211) 5,315
Increase (decrease) in:
Accounts payable - trade 458 (604) 3,275 2,558 (50)
Accrued expenses and other liabilities 1,041 1,452 (68) 63 (944)
--------- --------- --------- --------- ---------
Net cash provided (used) by operating
activities 2,351 4,987 (6,419) (1,560) 5,800
--------- --------- --------- --------- ---------
Cash flows from investing activities:
Acquisition of property and equipment (739) (1,813) (1,485) (37) (565)
Acquisition of minority interest (1,000) - - - -
Acquisition of dealerships - - (302) - -
--------- --------- --------- --------- ---------
Net cash used by investing activities (1,739) (1,813) (1,787) (37) (565)
--------- --------- --------- --------- ---------
Cash flows from financing activities:
Change in floor plan notes payable 800 (937) 9,381 3,467 (2,911)
Due to affiliates 473 1,640 3,729 1,647 (1,334)
Long-term debt repayments (584) (1,277) (1,408) (404) (710)
Paid-in capital 300 - - - -
Proceeds from common stock issuance - - - - 250
Dividends paid (86) (80) (135) - -
--------- --------- --------- --------- ---------
Net cash provided (used) by financing
activities 903 (654) 11,567 4,710 (4,705)
--------- --------- --------- --------- ---------
Increase (decrease) in cash and cash equivalents 1,515 2,520 3,361 3,113 530
Cash and cash equivalents at beginning of period 966 2,481 5,001 5,001 8,362
--------- --------- --------- --------- ---------
Cash and cash equivalents at end of period $ 2,481 $ 5,001 $ 8,362 $ 8,114 $ 8,892
--------- --------- --------- --------- ---------
--------- --------- --------- --------- ---------
</TABLE>
The accompanying notes are an integral
part of these financial statements.
F-6
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS
NOTE 1 - GENERAL INFORMATION AND BASIS OF PRESENTATION
The accompanying financial statements reflect the combined operations of Plains
Chevrolet, Inc., Midway Chevrolet, Inc., Westgate Chevrolet, Inc., Quality
Nissan, Inc., Performance Nissan, Inc., Performance Dodge, Inc. and Working
Man's Credit Plan, Inc. During June 1996, the shareholders of these entities
exchanged their shares of stock in these companies for 9,821,155 shares of
common stock in a newly created Delaware corporation, Cross-Continent Auto
Retailers, Inc., representing all of such corporation's outstanding common stock
prior to the Offering. The shareholders' ownership interests in the newly
created company subsequent to the reorganization and prior to the Offering are
as follows:
<TABLE>
<S> <C>
Gilliland Group Family Partnership ("GGFP") 88.2%
Emmett M. Rice, Jr. 10.3%
Other 1.5%
</TABLE>
All of the GGFP partnership interests are owned and controlled by Bill A.
Gilliland, Chairman and CEO, Robert W. Hall, Senior Vice Chairman and son-in-law
to Bill Gilliland, and Lori D'Atri, daughter of Bill Gilliland. The ownership
group described above is hereinafter referred to as the Control Group.
Prior to the exchange of stock, Cross-Continent Auto Retailers, Inc. did not
conduct business or have any assets and liabilities and, thus, has not operated
as a stand-alone company. The term "Company," when used hereinafter, includes
Cross-Continent Auto Retailers, Inc., its subsidiaries and its predecessors.
The Company plans to sell 3,675,000 shares of common stock in an initial public
offering (the "Offering"). The Control Group will remain the principal
stockholders of the Company immediately following the Offering.
The Company operates in one business segment - the retail sales of new and used
automobiles and the service thereof. The Company has three Chevrolet
dealerships, two Nissan dealerships and a Dodge dealership. The three Chevrolet
dealerships and one Nissan dealership are located in the Amarillo, Texas
vicinity and the Dodge and other Nissan dealership are located in the Oklahoma
City, Oklahoma vicinity.
The accompanying combined financial statements are presented as if the Company
had existed as a corporation separate from the Control Group during the periods
presented and include the historical assets, liabilities, revenues and expenses
that are directly related to the Company's operations. All material intercompany
transactions have been eliminated. For the periods presented, certain expenses
reflected in the financial statements include allocations of certain expenses
from GGFP. These allocations include expenses for general management, use of an
airplane, treasury, legal and benefits administration, insurance, tax compliance
and other miscellaneous services. The allocation of expenses was generally based
upon actual costs incurred and such costs were apportioned to the Company on
various methods such as volume of sales, number of employees, profit and actual
expense or time incurred as it related to the Company's business.
Financing associated with working capital needs and mortgage financing used to
purchase property for the dealership operations and their related interest
expense have been historically recorded on the Company's financial statements.
No other interest expense or income has been allocated to the Company in these
financial statements.
Management believes that the foregoing allocations were made on a reasonable
basis; however, the allocations of costs and expenses do not necessarily
indicate the costs that would have been or will be incurred by the Company on a
stand-alone basis. Also, the financial information included in the financial
statements may
F-7
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
not necessarily reflect the financial position, results of operations and cash
flows of the Company in the future or what the financial position, results of
operations and cash flows would have been if the Company had been a separate,
stand-alone company during the periods presented. It is expected that after the
Offering, the Company will incur additional corporate expenses as a result of
being a public company and will no longer remit management fees to the Control
Group (see Note 17). The pro forma adjustments described in the unaudited Notes
to Combined Pro Forma Financial Data reflect the elimination of the management
fee to GGFP as well as management's estimate of the additional costs the Company
would have incurred for the year ended December 31, 1995 and the six-month
period ended June 30, 1996 as if the Offering and reorganization had occurred at
the beginning of those periods.
NOTE 2 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
UNAUDITED INTERIM PERIODS - The following notes, insofar as they are applicable
to June 30, 1996 and the six-month periods ended June 30, 1995 and 1996, are
unaudited. These interim combined financial statements have been prepared on the
same basis as the annual financial statements included herewith. In the opinion
of management, all adjustments, consisting only of ordinary recurring accruals
considered necessary to fairly state the unaudited financial position at June
30, 1996 and the unaudited results of operations and cash flows for the six
months ended June 30, 1995 and 1996 have been included. Results for the six
months ended June 30, 1995 and 1996 are not necessarily indicative of results
which may be expected for any other interim period or for any year as a whole.
CASH AND CASH EQUIVALENTS - Cash and cash equivalents include cash on hand and
all highly liquid investments with maturities of three months or less when
purchased.
REVENUES - Revenues from vehicle and parts sales and from service operations are
recognized at the time the vehicle is delivered to the customer or service is
completed.
FINANCE FEES AND INSURANCE COMMISSIONS - Finance fees represent revenue earned
by the Company for notes placed with financial institutions in connection with
customer vehicle financing. Finance fees are recognized in income upon
acceptance of the credit by the financial institution. Insurance income
represents commissions earned on credit life, accident and disability insurance
sold in connection with the vehicle on behalf of third-party insurance
companies. Insurance commissions are recognized in income upon customer
acceptance of the insurance terms as evidenced by contract execution.
The Company is charged back for a portion of these fees and commissions should
the customer terminate the finance contract prior to its scheduled maturity. The
estimated allowance for these chargebacks ("chargeback allowance") is based upon
the Company's historical experience for prepayments or defaults on the finance
contracts. Finance fees and insurance commissions, net of chargebacks, are
classified as other operating revenue in the accompanying combined statement of
operations. See Note 7 for an analysis of the allowance for estimated
chargebacks.
INVENTORIES - Vehicles are stated at the lower of cost or market, cost being
determined on a specific identification basis. Parts are stated at the lower of
cost or market, cost being determined on the first-in, first-out (FIFO) basis.
POSTRETIREMENT BENEFITS - The Company has no material postretirement or
postemployment benefits as defined in SFAS No. 106, EMPLOYERS' ACCOUNTING FOR
POSTRETIREMENT BENEFITS OTHER THAN PENSIONS, or SFAS No. 112, EMPLOYERS'
ACCOUNTING FOR POSTEMPLOYMENT BENEFITS.
F-8
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
PROPERTY AND EQUIPMENT - Property and equipment are stated at cost. Depreciation
is computed using the straight-line method over the respective lives of the
assets. The ranges of estimated useful lives are as follows:
<TABLE>
<S> <C>
Buildings 30 years
Furniture and equipment 3 to 7 years
7 to 15
Leasehold improvements years
</TABLE>
When depreciable assets are sold or retired, the related cost and accumulated
depreciation are removed from the accounts. Any gains or losses are included in
selling, general and administrative expenses. Major additions and betterments
are capitalized. Maintenance and repairs which do not materially improve or
extend the lives of the respective assets are charged to operating expenses as
incurred.
GOODWILL AND OTHER ASSETS - The values assigned to noncompete agreements are
being amortized on a straight-line basis over their contractual lives of five
years. Values assigned to noncompete agreements arising from business
combinations are included as other assets in the accompanying combined balance
sheet. At December 31, 1994 and 1995, the unamortized portion of such noncompete
agreements approximated $192,000 and $92,000, respectively, net of accumulated
amortization of $608,000 and $708,000, respectively. Goodwill represents the
excess of the purchase price over the estimated fair value of the net assets of
acquired businesses and is being amortized over a 40-year period. The cumulative
amount of goodwill amortization at December 31, 1994 and 1995 approximated
$309,000 and $447,000, respectively.
IMPAIRMENT OF LONG-LIVED ASSETS - In March 1995, the FASB issued FAS No. 121,
ACCOUNTING FOR THE IMPAIRMENT OF LONG-LIVED ASSETS AND FOR LONG-LIVED ASSETS TO
BE DISPOSED OF ("FAS 121"), which is effective for fiscal years beginning after
December 15, 1995. Effective December 31, 1995, the Company adopted FAS 121
which requires that long-lived assets (i.e., property, plant and equipment and
goodwill) held and used by an entity be reviewed for impairment whenever events
or changes in circumstances indicate that the net book value of the asset may
not be recoverable. An impairment loss will be recognized if the sum of the
expected future cash flows (undiscounted and before interest) from the use of
the asset is less than the net book value of the asset. Generally, the amount of
the impairment loss is measured as the difference between the net book value of
the assets and the estimated fair value of the related assets. The adoption of
this statement at December 31, 1995 had no impact on the Company's results of
operations or its financial position.
ADVERTISING AND PROMOTIONAL COSTS - Advertising and promotional costs are
expensed as incurred and are included in selling, general and administrative
expense in the accompanying combined statement of operations. Total advertising
and promotional expenses approximated $1,433,000, $1,636,000 and $2,638,000 in
1993, 1994 and 1995, respectively.
EXTENDED WARRANTY CONTRACTS - The Company's dealerships offer extended warranty
contracts on new and used vehicles sold. These contracts generally provide
extended coverage for periods of one year or 12,000 miles up to six years or
100,000 miles, whichever comes first. The Company accounts for the sale of its
extended warranty contracts in accordance with FASB Technical Bulletin No. 90-1,
ACCOUNTING FOR SEPARATELY PRICED EXTENDED WARRANTY AND PRODUCT MAINTENANCE
CONTRACTS, which requires that revenues from sales of extended warranty
contracts be recognized ratably over the lives of the contracts. Costs directly
related to sales of extended warranty contracts are deferred and charged to
expense proportionately as the revenues are recognized. A loss is recognized on
extended warranty contracts if the sum of the expected costs of providing
services under the contracts exceeds related unearned revenue. The Company also
sells extended service contracts on behalf of unrelated third parties.
Commission revenue for the unrelated third-party extended service contracts is
recognized at the time of sale. Revenue and commissions recognized from the
F-9
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
sale of extended warranty contracts are classified as other operating revenue
and the related costs of parts and service associated therewith are classified
as cost of sales in the accompanying combined statement of operations.
ACCOUNTING FOR STOCK-BASED COMPENSATION - In October 1995, the FASB issued FAS
No. 123, ACCOUNTING FOR STOCK-BASED COMPENSATION ("FAS 123"), which is effective
for fiscal years beginning after December 15, 1995. Effective January 1, 1996,
the Company will adopt FAS 123 which establishes financial accounting and
reporting standards for stock-based employee compensation plans. The
pronouncement defines a fair value based method of accounting for an employee
stock option or similar equity instrument and encourages all entities to adopt
that method of accounting for all of their employee stock option compensation
plans. However, it also allows an entity to continue to measure compensation
cost for those plans using the intrinsic value based method of accounting as
prescribed by Accounting Principles Board Opinion No. 25, ACCOUNTING FOR STOCK
ISSUED TO EMPLOYEES ("APB 25"). Entities electing to remain with the accounting
in APB 25 must make pro forma disclosures of net income and earnings per share
as if the fair value based method of accounting defined in FAS 123 had been
applied. The Company will account for stock-based employee compensation plans
under the intrinsic method pursuant to APB 25 and will make the disclosures in
its footnotes as required by FAS 123.
INCOME TAXES - Deferred taxes are provided on the liability method whereby
deferred tax assets are recognized for deductible temporary differences and
operating loss carryforwards and deferred tax liabilities are recognized for
taxable temporary differences. Temporary differences are the differences between
the reported amounts of assets and liabilities and their tax bases. Deferred tax
assets are reduced by a valuation allowance when, in the opinion of management,
it is more likely than not that some portion or all of the deferred tax assets
will not be realized. Deferred tax assets and liabilities are adjusted for the
effects of changes in tax laws and rates on the date of enactment. The
operations of each of the dealerships have historically filed separate tax
returns from the Control Group.
FAIR VALUE OF FINANCIAL INSTRUMENTS - The fair value of financial statements is
determined by reference to various market data and other valuation techniques,
as appropriate. Unless otherwise disclosed, the fair value of financial
instruments approximates their recorded values due primarily to the short-term
nature of their maturities.
EARNINGS PER SHARE - Earnings per share data is not presented, as the historical
capital structure prior to the Offering is not comparable to the capital
structure that will exist after the Offering.
OTHER OPERATING REVENUE - Other operating revenue primarily consists of finance
fees, insurance commissions, sales for parts and service and revenue recognized
from the sale of extended warranty contracts.
PERVASIVENESS OF ESTIMATES - The preparation of financial statements in
conformity with generally accepted accounting principles requires management to
make estimates and assumptions that affect the reported amounts of assets and
liabilities, and related revenues and expenses, and disclosure of gain and loss
contingencies at the date of the financial statements. Actual results could
differ from those estimates.
NOTE 3 - ACQUISITIONS
Effective February 2, 1995, the Company acquired Performance Nissan, Inc.
(formerly Jim Glover Nissan, Inc.). Performance Nissan is engaged in the retail
sales of new and used vehicles and in the retail and wholesale of replacement
parts and vehicle servicing. The total purchase price of approximately $1.4
million
F-10
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
was funded originally by bank debt and was subsequently refinanced with GMAC.
The acquisition has been accounted for as a purchase, and the results of
Performance Nissan have been included in the accompanying combined statements of
operations since the date of acquisition. The cost of the acquisition has been
allocated on the basis of the estimated fair market value of the assets acquired
and the liabilities assumed.
A summary of the purchase price allocation for Performance Nissan is presented
below (in thousands):
<TABLE>
<S> <C>
Net working capital $ 76
Equipment 61
Excess of cost over fair value of net assets acquired 1,300
---------
Total $ 1,437
---------
---------
</TABLE>
Effective December 4, 1995, the Company acquired Performance Dodge, Inc.
(formerly Jim Glover Dodge, Inc.). Performance Dodge is engaged in the retail
sales of new and used automobiles and in the retail and wholesale of replacement
parts and vehicle servicing. The total purchase price of approximately $5.9
million was financed with debt proceeds of $3.7 million and a mortgage of $1.85
million, both of which were provided by GMAC. The remaining purchase price
approximating $302,000 was provided with available cash from existing
dealerships. The acquisition has been accounted for as a purchase, and the
results of Performance Dodge have been included in the accompanying combined
statements of operations since the date of the acquisition. The cost of the
acquisition has been allocated on the basis of the estimated fair market value
of the assets acquired and the liabilities assumed.
A summary of the purchase price allocation for Performance Dodge is presented
below (in thousands):
<TABLE>
<S> <C>
Net working capital $ 1,160
Property and equipment 1,992
Excess of cost over fair value of net assets acquired 2,700
---------
Total $ 5,852
---------
---------
</TABLE>
The unaudited combined statement of operations data is presented below on a pro
forma basis as though Performance Nissan and Performance Dodge had been acquired
as of the beginning of 1994 and 1995 (in thousands):
<TABLE>
<CAPTION>
1994 1995
---------- ----------
<S> <C> <C>
Sales and operating revenues $ 287,849 $ 298,312
---------- ----------
---------- ----------
Net income $ 2,884 $ 2,600
---------- ----------
---------- ----------
</TABLE>
The pro forma results of operations information is not necessarily indicative of
the operating results that would have occurred had the acquisitions been
consummated as of the beginning of each period, nor is it necessarily indicative
of future operations.
In March 1993, the Company acquired the remaining 40% minority interest in
Westgate Chevrolet, Inc. for $1.0 million, resulting in additional goodwill of
$773,000 which is being amortized over 40 years. Minority interest for the two
months ended February 28, 1993 approximated $30,000.
NOTE 4 - MAJOR SUPPLIERS AND FRANCHISE AGREEMENTS
F-11
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
The Company owns and operates three GM, two Nissan and one Dodge automobile
dealerships. The Company enters into agreements ("Dealer Agreements") with the
automakers that supply new vehicles and parts to its dealerships. The Company's
overall sales could be impacted by the automakers' ability or unwillingness to
supply the dealerships with an adequate supply of popular models. The Company's
existing GM Dealer Agreements have remaining terms of approximately five years,
expiring in 2000. The Nissan and Dodge Dealership Agreements have no stated
expiration date. Management currently believes that it will be able to renew all
the GM Dealer Agreements upon expiration; however, there can be no assurance
that the GM Dealer Agreements will be renewed.
The Dealer Agreements generally limit locations of dealerships and retain
automaker approval rights over changes in dealership management and ownership
greater than 20%. The Dealer Agreement with Dodge stipulates that the Company
could lose its Dodge dealership upon any change in ownership of a controlling
number of shares in the Company. Each automaker also is entitled to terminate
the dealership agreement if the dealership is in material breach of the terms.
In addition, under the June 1996 agreements with GM, the Company has agreed to
comply with GM's Network 2000 Channel Strategy ("Project 2000"). Project 2000
includes a plan to eliminate 1,500 GM dealerships by the year 2000, primarily
through dealership buybacks and approval by GM of interdealership acquisitions,
and encourages dealers to align GM divisions' brands as may be requested by GM.
The June 1996 agreements require that the Company bring any GM dealership
acquired after the Offering into compliance with the Project 2000 plan within
one year of the acquisition. Failure to achieve such compliance will result in
termination of the Dealer Agreement and a buyback of the related dealership
assets by GM. The Company believes that this aspect of the June 1996 agreements
does not present a significant risk to its business or future operating results.
Additionally, Nissan has the right to terminate the Company's Nissan franchises
if, without Nissan's prior approval, Mr. Gilliland's ownership of common stock
decreases below 20% of the total number of shares of common stock issued and
outstanding or Mr. Gilliland ceases to be the Chief Executive Officer of the
Company.
The Company's ability to expand operations depends, in part, on obtaining the
consent of the automakers to the acquisition or establishment of additional
dealerships.
NOTE 5 - ACCOUNTS RECEIVABLE
Contracts in transit and vehicle receivables primarily represent receivables
from financial institutions such as GMAC, Chrysler Credit Corporation, and
regional banks which provide funding for customer vehicle financing. These
receivables are normally collected in less than 30 days of the sale of the
vehicle. Trade receivables primarily relate to the sale of parts to commercial
customers and finance fees representing amounts due from financial institutions
earned from arranging financing with the Company's customers. Amounts due from
automakers represent receivables for parts and service work performed on
vehicles pursuant to the automakers' warranty coverage. Receivables from
automakers also include amounts due from automakers in connection with the
purchase of vehicles ("holdback") pursuant to the dealership agreement; such
amounts are generally remitted to the Company on a quarterly basis.
F-12
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
The accounts receivable balances at December 31, 1994 and 1995 are comprised of
the following (in thousands):
<TABLE>
<CAPTION>
1994 1995
--------- ---------
<S> <C> <C>
Contracts in transit and vehicle receivables $ 2,099 $ 4,837
Trade 1,345 2,596
Due from automakers 1,085 1,923
Other 129 162
--------- ---------
4,658 9,518
Less: allowance for doubtful accounts (135) (135)
--------- ---------
Total accounts receivable $ 4,523 $ 9,383
--------- ---------
--------- ---------
</TABLE>
NOTE 6 - CONCENTRATIONS OF CREDIT RISK
Financial instruments, which potentially subject the Company to concentration of
credit risk, consist principally of cash and cash equivalents and accounts
receivable. The Company invests a substantial portion of its excess cash with
GMAC and, to a lesser extent, with financial institutions with strong credit
ratings. Cash invested with GMAC can be withdrawn at any time. At December 31,
1995, amounts invested approximated $7,705,000, with the interest rate
approximating 8.5%. At times, amounts invested with financial institutions may
be in excess of FDIC insurance limits. As of December 31, 1995, the Company has
not experienced any losses on its cash equivalents.
Concentrations of credit risk with respect to customer receivables are limited
primarily to automakers and financial institutions such as GMAC and regional
banks. Credit risk arising from receivables from commercial customers is minimal
due to the large number of customers comprising the Company's customer base.
However, they are concentrated in the Company's two market areas in the Texas
Panhandle and central Oklahoma.
NOTE 7 - PROVISION FOR FINANCE FEES AND INSURANCE COMMISSION CHARGEBACKS
Presented below is the change in the allowance for estimated finance fees and
insurance commission chargebacks for the years ended December 31, 1993, 1994 and
1995 (in thousands):
<TABLE>
<CAPTION>
1993 1994 1995
--------- --------- ---------
<S> <C> <C> <C>
Balance at January 1 $ 1,131 $ 1,523 $ 1,595
Provision 1,292 1,252 1,917
Actual chargebacks (900) (1,180) (1,456)
--------- --------- ---------
Ending allowance balance at December 31 $ 1,523 $ 1,595 $ 2,056
--------- --------- ---------
--------- --------- ---------
</TABLE>
F-13
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
NOTE 8 - INCOME TAX MATTERS
Components of income tax expense consist of the following (in thousands):
<TABLE>
<CAPTION>
YEAR ENDED DECEMBER 31,
-------------------------------
1993 1994 1995
--------- --------- ---------
<S> <C> <C> <C>
Paid or payable on currently taxable income:
Federal $ 941 $ 1,160 $ 1,910
State 135 178 265
Net increase (decrease) due to deferred income taxes 97 13 (865)
--------- --------- ---------
Total income tax expense $ 1,173 $ 1,351 $ 1,310
--------- --------- ---------
--------- --------- ---------
</TABLE>
Income tax expense for the years ended December 31, 1993, 1994 and 1995 is
different than the amount computed by applying the U.S. federal income tax rate
to income before income taxes. The reasons for these differences are as follows
(in thousands except percentages):
<TABLE>
<CAPTION>
1993 1994 1995
--------- --------- ---------
<S> <C> <C> <C>
Income before income taxes $ 3,168 $ 3,733 $ 3,505
Statutory tax rate 34% 34% 34%
--------- --------- ---------
Federal income tax at statutory rate 1,077 1,269 1,192
State income tax, net of federal benefit 91 103 97
Other 5 (21) 21
--------- --------- ---------
Total income tax expense $ 1,173 $ 1,351 $ 1,310
--------- --------- ---------
--------- --------- ---------
Effective tax rate 37.0% 36.2% 37.4%
--------- --------- ---------
--------- --------- ---------
</TABLE>
Net deferred tax liabilities consist of the following components as of December
31, 1994 and 1995 (in thousands):
<TABLE>
<CAPTION>
1994 1995
--------- ---------
<S> <C> <C>
Deferred tax liabilities:
Goodwill amortization $ (514) $ (500)
Inventory (3,723) (3,990)
Other -- (37)
--------- ---------
(4,237) (4,527)
--------- ---------
Deferred tax assets:
Accrued compensation -- 401
Deferred warranty revenue 1,624 2,069
Chargeback allowance 588 761
Net operating loss carryforward 141 244
Other 63 96
--------- ---------
2,416 3,571
--------- ---------
Net deferred tax liability $ (1,821) $ (956)
--------- ---------
--------- ---------
</TABLE>
F-14
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
As of December 31, 1995, the Company has net operating loss carryforwards
totaling $677,000, which expire in 2004 through 2010. Management believes that
it is more likely than not that the Company will utilize all of these loss
carryforwards; accordingly, no valuation allowance has been provided.
The Company is changing its tax basis method of valuing inventories from the
LIFO method to the FIFO and specific identification methods in 1996. The balance
of the LIFO reserve as of December 31, 1995 will be amortized into taxable
income over a three to six year period, thereby increasing current taxes
payable. This amortization will create a corresponding reduction in the deferred
tax liability related to inventory and will not impact the Company's effective
tax rate.
NOTE 9 - INVENTORIES
The inventory balances are comprised of the following (in thousands):
<TABLE>
<CAPTION>
DECEMBER 31,
--------------------
1994 1995
--------- --------- JUNE 30, 1996
-------------
(unaudited)
<S> <C> <C> <C>
Inventories at cost:
New vehicles and demonstrators $ 15,887 $ 32,502 $ 27,112
Used vehicles 6,067 9,316 9,390
Parts and accessories 1,289 1,913 1,914
--------- --------- -------------
Total inventory $ 23,243 $ 43,731 $ 38,416
--------- --------- -------------
--------- --------- -------------
</TABLE>
NOTE 10 - DEBT
Notes payable and long-term debt (in thousands):
<TABLE>
<CAPTION>
1994 1995
---------- ----------
<S> <C> <C>
Floor plan notes payable to GMAC with interest at prime, collateralized by
vehicle inventory. The prime interest rate at December 31, 1994 and 1995
was 8.50%. $ 18,964 $ 39,088
Mortgage loans at prime rate, maturing in 2000 and 2002, monthly principal
payments aggregating $45,500 plus interest inclusive of principal and
interest, collateralized by related property. 6,727 8,154
Notes payable to GMAC with interest at prime, collateralized by property and
inventory, quarterly principal payments aggregating $255,000 with interest
and maturing from 1996 through 2002. 1,078 5,230
Due to affiliates on demand, with an average rate of 8.50% at December 31,
1994 and 1995. 2,225 5,954
---------- ----------
28,994 58,426
Debt payable within one year:
Floor plan notes payable (18,964) (39,088)
Due to affiliates (2,225) (5,954)
Current maturities and notes payable (655) (1,525)
---------- ----------
Total long-term debt $ 7,150 $ 11,859
---------- ----------
---------- ----------
</TABLE>
Substantially all the Company's debt is unconditionally guaranteed by the
Control Group.
F-15
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
Maturities of long-term debt for the five years subsequent to December 31, 1995
are as follows (in thousands):
<TABLE>
<S> <C>
1996........................................................ $ 1,525
1997........................................................ 1,345
1998........................................................ 1,345
1999........................................................ 1,345
2000........................................................ 1,592
2001 and thereafter......................................... 6,232
</TABLE>
Management believes that the fair value of the Company's long-term debt
approximates its recorded value based on the floating nature of the related
interest rates.
NOTE 11 - ACCRUED EXPENSES AND OTHER LIABILITIES (IN THOUSANDS)
<TABLE>
<CAPTION>
DECEMBER 31,
--------------------
1994 1995
--------- ---------
<S> <C> <C>
Payroll and bonuses $ 2,150 $ 1,787
Deferred warranty revenue - current portion 1,736 2,109
Chargeback allowance 1,595 2,056
Other 1,485 1,543
--------- ---------
$ 6,966 $ 7,495
--------- ---------
--------- ---------
</TABLE>
NOTE 12 - PROPERTY AND EQUIPMENT (IN THOUSANDS)
<TABLE>
<CAPTION>
DECEMBER 31,
--------------------
1994 1995
--------- ---------
<S> <C> <C>
Land $ 1,673 $ 1,858
Buildings 7,390 10,041
Furniture, fixtures and equipment 4,288 4,830
--------- ---------
13,351 16,729
Less: accumulated depreciation (4,068) (4,622)
--------- ---------
$ 9,283 $ 12,107
--------- ---------
--------- ---------
</TABLE>
NOTE 13 - EMPLOYEE BENEFIT PLANS
The Company's defined contribution plan, available to substantially all
employees, permits eligible participants to contribute from 1% to 15% of their
annual compensation. The Company may make voluntary contributions to the plan as
well. The Company has not made any contributions to the plan for the three years
ended December 31, 1995.
F-16
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
The Company currently anticipates implementing the following employee benefit
plans upon completion of the Offering:
The Company expects to implement its 1996 Stock Option Plan (the "Plan")
immediately prior to completion of the Offering. The Company anticipates
granting options to purchase 7,692 shares of common stock to a certain executive
officer immediately prior to the Offering exercisable at the initial public
offering price. The Plan requires that the per share exercise price of incentive
stock options granted must equal at least 100% of the fair market value at date
of grant or 110% in the case of incentive stock options granted to employees
owning more than 10% of the outstanding common stock. The Company intends to
reserve 1,380,000 authorized but unissued shares of common stock for issuance
under the Plan.
The Company may grant shares of restricted stock, which are subject to
forfeiture to the Company, under such conditions and for such period of time
(not less than one year) as the Company may determine. The conditions or
restrictions of any restricted stock awards may include restrictions on
transferability, requirements of continued employment, individual performance or
the Company's financial performance.
NOTE 14 - STOCKHOLDERS' RIGHTS AGREEMENT
Immediately prior to the completion of the Offering, the Company's Rights
Agreement (the "Rights Agreement") will take effect. Pursuant to the Rights
Agreement, each shareholder of the Company will be issued one right for each
share of common stock owned. Until a right is exercised, the holder thereof, as
such, will have no rights as a stockholder of the Company. Each right becomes
exercisable upon certain events involving the acquisition of or stated intention
by an entity to acquire 19.9% of the Company's common stock. Upon the occurrence
of such an event, each right entitles its holder to purchase common stock of the
Company or, in certain circumstances, of the acquiror, worth twice as much as
the exercise price. The Company may, at the discretion of the Board of Directors
lower this threshold of 19.9% to 10% of the common stock then outstanding. If
the Company is unable to issue a sufficient number of shares of common stock to
permit the exercise in full of the rights for common stock, it will issue shares
of junior preferred stock upon exercise of the rights. The junior preferred
stock is non-redeemable and junior to any other preferred stock of the Company.
The provisions of the junior preferred stock are designed to provide that each
one one-hundredth of a share of junior preferred stock issuable upon exercise of
a right approximates the value of one share of common stock. Each whole share of
junior preferred stock will accrue a quarterly dividend of $1 and a dividend
equal to 100 times any dividend paid on the common stock. Upon liquidation of
the Company, each whole share of junior preferred stock will have a liquidation
preference of $100 plus an amount equal to 100 times the amount paid on any
shares of common stock. Each share of junior preferred stock will entitle its
holder to 100 votes on matters submitted to the Company's stockholders, which
votes will be cast with the votes of the holders of common stock. If the Company
were merged, consolidated or involved in a similar transaction, each share of
junior preferred stock would entitle its holder to receive 100 times the amount
received by holders of common stock in the merger or similar transaction.
NOTE 15 - COMMITMENTS AND CONTINGENCIES
The Company is a party to various legal actions arising in the ordinary course
of its business. The liability, if any, associated with these matters was not
determinable at December 31, 1995. While it is not feasible to determine the
outcome of these actions, the Company's information, including discussions with
legal counsel, at this time does not indicate that these matters will have a
material adverse effect upon financial condition, results of operations or cash
flows.
F-17
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
The Company is also subject to federal and state environmental regulations,
including rules relating to air and water pollution and the storage and disposal
of gasoline, oil, other chemicals and waste. Local, state and federal
regulations also affect automobile dealerships' advertising, sales, service and
financing activities. The Company believes that it complies with all applicable
laws relating to its business.
The Company has certain financial guarantees outstanding representing
conditional commitments issued by the Company to guarantee the payment of
certain customers' loans. These financial guarantees have historically
represented an immaterial portion of its sales. The Company's exposure for
financial guarantees is less than the customer's full contractual obligations
outstanding under such financial guarantees which at December 31, 1995
approximated $14.4 million. No material loss is anticipated as a result of such
guarantees.
Pursuant to an agreement dated April 1, 1996 between Mr. Ezra P. Mager, Vice
Chairman and Director, and GGFP, Mr. Mager has agreed to purchase 3% (equal to
303,750 shares) of the common stock of the Company on a fully diluted basis for
$250,000. Additionally, pursuant to such agreement, upon the closing of the
Offering the Company is obligated to grant to Mr. Mager options to purchase 1%
(approximately 138,000 shares inclusive of the 7,692 shares issuable under
grants as described in Note 13) of the shares of common stock that will then be
outstanding, on a fully diluted basis, with an exercise price equal to the
initial public offering price. The option becomes exercisable 90 days from the
date of grant. In the second quarter of 1996, the Company recorded compensation
expense of $1,099,000, which represents the difference between the estimated
fair value, as of April 1, 1996, of the common stock purchased ($1,349,000) and
the cash consideration paid.
NOTE 16 - SUPPLEMENTAL CASH FLOW INFORMATION (IN THOUSANDS)
<TABLE>
<CAPTION>
DECEMBER 31,
-------------------------------
1993 1994 1995
--------- --------- ---------
<S> <C> <C> <C>
Interest paid $ 2,104 $ 2,398 $ 3,697
Income taxes paid $ 658 $ 2,034 $ 1,707
</TABLE>
Additionally, the Company acquired two dealerships during 1995, both of which
were financed primarily with debt (see Note 3).
NOTE 17 - RELATED PARTY TRANSACTIONS
The Company receives services provided by GGFP which include treasury, risk
management, tax compliance, employee benefits administration and other
miscellaneous services. The costs associated with these services have been
allocated to the Company as described in Note 1. During fiscal 1993, 1994 and
1995, allocated expenses from GGFP to the Company approximated $419,000,
$508,000 and $1,090,000, respectively. During the unaudited six months ended
June 30, 1995 and 1996, allocated expenses to the Company approximated $422,000
and $615,000, respectively. These allocations are classified as selling, general
and administrative expense in the accompanying combined statement of operations.
In connection with its business travel, the Company from time to time uses an
airplane that is owned and operated by Plains Air, Inc. Plains Air, Inc. is
owned by Bill A. Gilliland and Robert W. Hall, Chairman and Senior Vice
Chairman, respectively. Currently, the Company pays Plains Air, Inc. $13,050 per
month plus a
F-18
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
fee of approximately $488 per hour for use of the airplane. During 1993, 1994
and 1995 the Company paid Plains Air, Inc. an aggregate of $131,000, $154,000
and $199,000, and $98,000 and $120,000 for the unaudited six months ended June
30, 1995 and 1996, respectively, for the use of the airplane.
In addition to the above corporate allocations, the Company has paid the Control
Group a management fee for executive management services. This fee was generally
based upon the profits earned and the level of executive management services
rendered. These fees are shown separately on the face of the accompanying
statement of operations. Commencing in 1996, the Company will no longer pay
management fees to the Control Group. Effective July 1, 1996, the senior
management group consisting of the Chairman, Senior Vice Chairman, Vice
Chairman, and Senior Vice President and Chief Operating Officer, will receive
annual base salaries approximating $1,020,000, may receive restricted stock if
certain performance objectives are met and may also receive grants of stock
options. In conjunction with the Reorganization, the Company has agreed to pay
one of its executive officers a bonus of $600,000. This bonus has been expensed
in the first six months ended June 30, 1996.
In general, the Company is required to pay for all vehicles purchased from the
automakers upon delivery of the vehicles to the Company. GMAC provides financing
for all new vehicles and used vehicles that are less than five years old and
have been driven less than 70,000 miles. This type of financing is known as
"floor plan financing" or "flooring." Under this arrangement with GMAC, the
Company may deposit funds with GMAC in an amount up to 75% of the amount of the
floor plan financing. Such funds earn interest at the same rate charged by GMAC
to the Company for its flooring. From time to time, the Control Group and other
affiliates will advance funds to the Company primarily for the purpose of
investing their excess cash with GMAC. The Company acts only as an intermediary
in this process. At December 31, 1994 and 1995 and at June 30, 1996, funds
advanced and outstanding from affiliates approximated $1,323,000, $2,895,000 and
$4,153,000 (unaudited), respectively. Aggregate amounts outstanding pursuant to
these arrangements at December 31, 1994 and 1995 and at June 30, 1996 are
included in Due to Affiliates in the accompanying balance sheet. The amount of
interest accrued pursuant to these arrangements during 1993, 1994, 1995 and for
the unaudited six months ended June 30, 1995 and 1996 approximated $10,000,
$122,000, $226,000, $129,000 and $191,000, respectively.
During 1994, GGFP advanced the Company $1.05 million to fund the relocation of
one of its dealerships. During 1995, GGFP advanced funds aggregating $2.6
million to the Company for working capital purposes at the dealerships acquired
in 1995. At December 31, 1994 and 1995 and at June 30, 1996, the amount
outstanding pursuant to these advances approximated $.9 million, $3.1 million
and $.5 million (unaudited), respectively.
GGFP was the contracting agent for the construction of certain facilities for
the Company during 1995. The total cost of the facilities approximated $570,000
which included approximately $52,000 as payment to GGFP for architectural and
construction management fees.
The Company leases its corporate offices from GGFP under a five-year lease
extending through June 2001 for an annual rent of approximately $64,800.
GGFP also subleases to the Company the real estate on which the Company's
Performance Nissan dealership is located. Annual rent under the sublease is
$228,000, which is the same amount payable by GGFP under the principal lease for
the property.
F-19
<PAGE>
CROSS-CONTINENT AUTO RETAILERS, INC.
NOTES TO COMBINED FINANCIAL STATEMENTS (CONTINUED)
NOTE 18 - LEASES
The Company leases, under operating leases, certain of the land and buildings
relating to certain of its dealerships and certain computer equipment. The
property leases expire in 1998 through 2002 and have renewal options ranging
from 5 to 7 years. The Company has an option to purchase the property on which
Performance Nissan, Inc. operates for $2.2 million upon the expiration of the
lease in 2002. Additionally, the Company has an option to purchase a portion of
the property on which Quality Nissan, Inc. operates for $400,000 upon expiration
of that lease in 1998. The total rent expense under all operating leases
approximated $301,000 in 1995.
The aggregate minimum rental commitments for all noncancellable operating leases
are as follows (in thousands):
<TABLE>
<S> <C>
Fiscal year:
1996...................................................... $ 385
1997...................................................... 385
1998...................................................... 385
1999...................................................... 385
2000...................................................... 279
Thereafter................................................ 209
---------
$ 2,028
---------
---------
</TABLE>
NOTE 19 - SUBSEQUENT EVENT
Effective June 17, 1996, the Company executed a purchase and sale agreement in
which it has agreed to purchase Lynn Hickey Dodge, Inc. in Oklahoma City for
cash consideration of approximately $13.1 million for fixed assets and
intangible assets, plus an estimated $750,000 for parts inventory. The Company
currently intends to use proceeds from the Offering to fund the purchase price.
In addition, the Company will acquire the new vehicle inventory at cost and may
acquire the used vehicle inventory at a negotiated value, which will be funded
by floor plan financing. The purchase is subject to customary closing conditions
as well as the Company's successful completion of the Offering and upon approval
of the change in ownership by Dodge. The dealership's revenue for 1995
approximated $122.2 million. The Company will account for this acquisition as a
purchase and consolidate its results of operations from the date of consummation
of the purchase.
F-20
<PAGE>
REPORT OF INDEPENDENT ACCOUNTANTS
To the Board of Directors of
Cross-Continent Auto Retailers, Inc.
In our opinion, the accompanying balance sheets and the related statements of
operations, of changes in stockholders' equity and of cash flows present fairly,
in all material respects, the financial position of Jim Glover Dodge, Inc. at
November 30, 1994 and 1995 and the results of their operations and their cash
flows for the years then ended in conformity with generally accepted accounting
principles. These financial statements are the responsibility of management of
Jim Glover Dodge, Inc.; our responsibility is to express an opinion on these
financial statements based on our audits. We conducted our audits of these
statements in accordance with generally accepted auditing standards which
require that we plan and perform the audit to obtain reasonable assurance about
whether the financial statements are free of material misstatement. An audit
includes examining, on a test basis, evidence supporting the amounts and
disclosures in the financial statements, assessing the accounting principles
used and significant estimates made by management, and evaluating the overall
financial statement presentation. We believe that our audits provide a
reasonable basis for the opinion expressed above.
PRICE WATERHOUSE LLP
Fort Worth, Texas
June 4, 1996
F-21
<PAGE>
JIM GLOVER DODGE, INC.
STATEMENTS OF OPERATIONS
(IN THOUSANDS)
<TABLE>
<CAPTION>
YEAR ENDED NOVEMBER
30,
--------------------
1994 1995
--------- ---------
<S> <C> <C>
Revenues:
Vehicle sales $ 56,719 $ 55,498
Other operating revenue 8,178 8,419
--------- ---------
Total revenues 64,897 63,917
--------- ---------
Cost of sales and expenses:
Cost of sales 56,867 55,370
Selling, general and administrative 6,272 7,268
Interest expense 270 367
--------- ---------
63,409 63,005
--------- ---------
Net income $ 1,488 $ 912
--------- ---------
--------- ---------
</TABLE>
The accompanying notes are an integral
part of these financial statements.
F-22
<PAGE>
JIM GLOVER DODGE, INC.
BALANCE SHEETS
(IN THOUSANDS)
ASSETS
<TABLE>
<CAPTION>
NOVEMBER 30,
--------------------
1994 1995
--------- ---------
<S> <C> <C>
Current assets:
Cash $ 4 $ 632
Accounts receivable 2,653 2,267
Inventories 9,348 7,475
--------- ---------
Total current assets 12,005 10,374
Property and equipment, net of accumulated depreciation of $121,000 and $164,000,
respectively 91 130
--------- ---------
$ 12,096 $ 10,504
--------- ---------
--------- ---------
LIABILITIES AND STOCKHOLDERS' EQUITY
Current liabilities:
Floor plan notes payable $ 8,240 $ 6,688
Accounts payable and accrued expenses 696 292
Due to affiliates - 552
--------- ---------
Total current liabilities 8,936 7,532
--------- ---------
Stockholders' equity:
Common stock, $1 par value - 250,000 shares authorized and outstanding 250 250
Retained earnings 2,910 2,722
--------- ---------
3,160 2,972
--------- ---------
Commitments and contingencies (Notes 6, 7 and 8)
Total liabilities and stockholders' equity $ 12,096 $ 10,504
--------- ---------
--------- ---------
</TABLE>
The accompanying notes are an integral
part of these financial statements.
F-23
<PAGE>
JIM GLOVER DODGE, INC.
STATEMENT OF CHANGES IN STOCKHOLDERS' EQUITY
FOR THE TWO YEARS ENDED NOVEMBER 30, 1995
(IN THOUSANDS)
<TABLE>
<CAPTION>
COMMON RETAINED
STOCK EARNINGS TOTAL
----------- ----------- ---------
<S> <C> <C> <C>
Balance at November 30, 1993 $ 250 $ 1,902 $ 2,152
Net income - 1,488 1,488
Distributions to stockholders - (480) (480)
----- ----------- ---------
Balance at November 30, 1994 250 2,910 3,160
Net income - 912 912
Distributions to stockholders - (1,100) (1,100)
----- ----------- ---------
Balance at November 30, 1995 $ 250 $ 2,722 $ 2,972
----- ----------- ---------
----- ----------- ---------
</TABLE>
The accompanying notes are an integral
part of these financial statements.
F-24
<PAGE>
JIM GLOVER DODGE, INC.
STATEMENTS OF CASH FLOWS
(IN THOUSANDS)
<TABLE>
<CAPTION>
YEAR ENDED NOVEMBER
30,
--------------------
1994 1995
--------- ---------
<S> <C> <C>
Cash flows from operating activities:
Net income $ 1,488 $ 912
Adjustments to reconcile net income to net cash provided by operating activities:
Depreciation 22 24
(Increase) decrease in:
Accounts receivable (300) 385
Inventory (149) 1,872
Increase (decrease) in:
Accounts payable and accrued expenses (617) (404)
--------- ---------
Net cash provided by operating activities 444 2,789
--------- ---------
Cash flows from investing activities:
Investment of property and equipment (34) (62)
--------- ---------
Cash flows from financing activities:
Change in floor plan notes payable 113 (1,551)
Advance from affiliates (44) 552
Distributions to stockholders (480) (1,100)
--------- ---------
Net cash used by financing activities (411) (2,099)
--------- ---------
Increase (decrease) in cash (1) 628
Cash at beginning of period 5 4
--------- ---------
Cash at end of period $ 4 $ 632
--------- ---------
--------- ---------
Cash paid for interest $ 274 $ 305
--------- ---------
--------- ---------
</TABLE>
The accompanying notes are an integral
part of these financial statements.
F-25
<PAGE>
JIM GLOVER DODGE, INC.
NOTES TO FINANCIAL STATEMENTS
NOTE 1 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
BUSINESS OPERATIONS - Jim Glover Dodge, Inc.'s ("Jim Glover") principal business
is the retail sales of new Dodge automobiles obtained through an exclusive
dealer agreement with the manufacturer/distributor and the sale of used cars.
Jim Glover operates in the Oklahoma City area. In addition, Jim Glover retails
and wholesales replacement parts and provides vehicle servicing.
MAJOR SUPPLIER AND DEALER AGREEMENT - Jim Glover purchases substantially all of
its new vehicles and parts inventory from Chrysler Motor Company, Inc. at the
prevailing prices charged by the automobile manufacturer/distributor to all
franchised dealers.
Jim Glover's overall sales could be impacted by the automaker's ability or
unwillingness to supply the dealership with an adequate supply of popular
models. Management currently believes that it will be able to renew the Dealer
Agreement upon expiration. However, there can be no assurance that the Dealer
Agreement will be renewed.
The Dealer Agreement generally limits the location of the dealership and retains
automaker approval rights over changes in dealership management and ownership.
CONCENTRATION OF CREDIT RISK - Financial instruments that potentially subject
Jim Glover to concentrations of credit risk consist principally of cash
deposits. Jim Glover generally limits its exposure to credit risks from balances
on deposit in financial institutions in excess of the FDIC-insured limit.
However, at November 30, 1995, cash in excess of the FDIC-insured limit
approximated $532,000.
REVENUE RECOGNITION - Revenues from vehicle and parts sales and from service
operations are recognized at the time the vehicle is delivered to the customer
or service is completed.
ACCOUNTS RECEIVABLE - An allowance for doubtful accounts is provided for
accounts that are deemed to be uncollectible.
INVENTORIES - Vehicles are stated at the lower of cost or market, cost being
determined on a specific identification basis. Parts are stated at the lower of
cost or market, cost being determined on the first-in, first-out (FIFO) basis.
PROPERTY AND EQUIPMENT - Property and equipment are stated at cost. Depreciation
is computed using the straight-line method over the respective lives of the
assets.
RECOGNITION OF FINANCE FEES AND INSURANCE COMMISSIONS - Jim Glover arranges
financing for its customers' vehicle purchases and insurance in connection
therewith. Financing contracts are reviewed by the dealership and are forwarded
to Chrysler Financial Corp. and other financial institutions. Jim Glover
receives a fee from the financial institution for arranging the financing and
receives a commission for the sale of an insurance policy. Jim Glover is charged
back for a portion of this fee should the customer terminate the finance
contract before its scheduled term. Finance fees and insurance commissions, net
of chargebacks, are classified as other operating revenue in the accompanying
statement of operations. See Note 2 for an analysis of the reserve for estimated
future chargebacks.
F-26
<PAGE>
JIM GLOVER DODGE, INC.
NOTES TO FINANCIAL STATEMENTS (CONTINUED)
FEDERAL INCOME TAXES - Jim Glover is organized as a sub-chapter S-Corporation
under the Internal Revenue Code; therefore, the income earned by Jim Glover is
reported on the personal tax returns of the stockholders. Consequently, no
provision for income taxes has been recorded in the accompanying financial
statements.
ADVERTISING AND PROMOTIONAL COSTS - Advertising and promotional costs are
expensed as incurred and are included in selling, general and administrative
expense in the accompanying combined statement of operations. Total advertising
and promotional expenses approximated $1,260,000 and $1,436,000 in 1994 and
1995, respectively.
FAIR VALUE OF FINANCIAL INSTRUMENTS - The fair value of financial instruments
approximates their recorded values due primarily to the short-term nature of
their maturities.
PERVASIVENESS OF ESTIMATES - The preparation of financial statements in
conformity with generally accepted accounting principles requires management to
make estimates and assumptions that affect the reported amounts of assets,
liabilities, revenues and expenses and disclosure of gain and loss contingencies
at the date of the financial statements. The actual outcome of the estimates
could differ from the estimates made in the preparation of the financial
statements.
NOTE 2 - PROVISION FOR FINANCE FEE AND INSURANCE COMMISSION CHARGEBACKS
Presented below is the change in the reserve for estimated finance and insurance
chargebacks for the fiscal years 1994 and 1995 (in thousands):
<TABLE>
<CAPTION>
1994 1995
--------- ---------
<S> <C> <C>
Beginning reserve balance at December 1 $ 152 $ 93
Provision 453 525
Actual chargebacks (512) (510)
--------- ---------
Ending reserve balance at November 30 $ 93 $ 108
--------- ---------
--------- ---------
</TABLE>
NOTE 3 - CONTRACTS IN TRANSIT AND ACCOUNTS RECEIVABLE
Contracts in transit and vehicle receivables primarily represent receivables
from financial institutions such as Chrysler Financial Corp. and regional banks
which provide funding for customer vehicle financing. These receivables are
normally collected in less than 30 days of the sale of the vehicle. Trade
receivables primarily relate to the sale of parts to commercial customers and
finance fees representing amounts due from financial institutions earned from
arranging financing with Jim Glover's customers. Amounts due from auto
manufacturers primarily represent receivables for parts and service work
performed on vehicles pursuant to the auto manufacturer's warranty coverage.
F-27
<PAGE>
JIM GLOVER DODGE, INC.
NOTES TO FINANCIAL STATEMENTS (CONTINUED)
The accounts receivable balance at November 30 is comprised of the following (in
thousands):
<TABLE>
<CAPTION>
1994 1995
--------- ---------
<S> <C> <C>
Trade $ 487 $ 437
Contracts in transit 1,823 1,370
Due from manufacturer 249 322
Due from finance companies 94 138
--------- ---------
Total accounts receivable $ 2,653 $ 2,267
--------- ---------
--------- ---------
</TABLE>
NOTE 4 - INVENTORIES
The November 30 inventory balance is comprised of the following (in thousands):
<TABLE>
<CAPTION>
1994 1995
--------- ---------
<S> <C> <C>
New vehicles and demonstrators $ 5,988 $ 5,386
Used vehicles 2,602 1,343
Parts and accessories 758 746
--------- ---------
$ 9,348 $ 7,475
--------- ---------
--------- ---------
</TABLE>
NOTE 5 - FLOOR PLAN NOTES PAYABLE
The manufacturer/distributor finances new and used vehicle purchases by Jim
Glover. Floor plan notes payable bear interest at the finance company's prime
rate (approximately 9.5% at November 30, 1995). The notes are collateralized by
all of Jim Glover's tangible and intangible personal property, including, but
not limited to, substantially all new, used and demonstrator vehicles, parts and
accessories inventory, accounts receivable, and all machinery and equipment. The
notes are generally due within ten days of the sale of the vehicles or within
three days after receiving the sales proceeds, whichever is sooner. Accordingly,
floor plan notes payable have been classified as current in the accompanying
balance sheet.
NOTE 6 - COMMITMENTS AND CONTINGENCIES
OPERATING LEASES - Jim Glover leases the facility on which it conducts its
retail automobile business. In connection with the sale of its business and
inventory to Performance Dodge, Inc. (as more fully discussed in Note 9), the
owners of Performance Dodge, Inc. acquired Jim Glover's primary dealership
facility and continued to lease the facility to Jim Glover. This lease expired
upon the sale of the business and inventory to Performance Dodge, Inc. Two other
land and building leases require annual rent payments of $24,000 and $13,200 and
expire in May 1997 and March 2000, respectively.
Rent expense on all operating leases was approximately $235,000 and $236,000 for
the years ended November 30, 1994 and November 30, 1995, respectively.
Additionally, Jim Glover is liable for property taxes and insurance.
F-28
<PAGE>
JIM GLOVER DODGE, INC.
NOTES TO FINANCIAL STATEMENTS (CONTINUED)
NOTE 7 - LITIGATION
From time to time, Jim Glover is named in claims involving the manufacture and
sale of automobiles, contractual disputes and other matters arising in the
ordinary course of business. Currently, no legal proceedings are pending against
or involve Jim Glover that, in the opinion of management, could be expected to
have a material adverse effect on the financial condition, results of operations
or cash flows of Jim Glover in the year of ultimate settlement.
Jim Glover is also subject to federal and state environmental regulations,
including rules relating to air and water pollution and the storage and disposal
of gasoline, oil and other chemicals and waste. Jim Glover is not aware of any
pending environmental matters or matters of noncompliance with all applicable
environmental laws relating to its business.
In limited circumstances, Jim Glover will either partially or fully guarantee
finance contracts of customers with the financial institutions issuing the
credit. The amount of outstanding finance contracts on which Jim Glover has
either partially or fully guaranteed the financial performance of the customer
approximated $418,000 and $203,000 at November 30, 1994 and November 30, 1995,
respectively.
NOTE 8 - RELATED PARTY TRANSACTIONS
During fiscal 1994 and 1995, Jim Glover leased the primary building and land
from an affiliate of Jim Glover. Jim Glover has accounted for this lease as an
operating lease. During fiscal 1994 and 1995, Jim Glover paid rent of $120,000
and $100,000, respectively, to this affiliate.
Several affiliated corporations advanced Jim Glover funds during fiscal 1995.
These advances bear interest at 9.5% and are due upon demand. Accordingly, these
advances have been classified as a current liability in the accompanying balance
sheet. The balance of these advances at November 30, 1995 approximated $552,000.
There were no outstanding advances from affiliates at November 30, 1994.
NOTE 9 - SUBSEQUENT EVENT
Effective December 4, 1995, Jim Glover sold substantially all its assets to
Performance Dodge, Inc. for the assumption of its floor plan liability and cash
consideration of approximately $5.9 million. Performance Dodge, Inc. is a
wholly-owned subsidiary of Cross-Continent Auto Retailers, Inc.
F-29
<PAGE>
REPORT OF INDEPENDENT ACCOUNTANTS
To the Board of Directors
Cross-Continent Auto Retailers, Inc.
In our opinion, the accompanying balance sheets and the related statements of
operations, of changes in stockholder's equity and of cash flows present fairly,
in all material respects, the financial position of Lynn Hickey Dodge, Inc. at
December 31, 1994 and 1995 and the results of its operations and its cash flows
for the two years then ended, in conformity with generally accepted accounting
principles. These financial statements are the responsibility of management of
Lynn Hickey Dodge, Inc.; our responsibility is to express an opinion on these
financial statements based on our audits. We conducted our audits of these
statements in accordance with generally accepted auditing standards which
require that we plan and perform the audit to obtain reasonable assurance about
whether the financial statements are free of material misstatement. An audit
includes examining, on a test basis, evidence supporting the amounts and
disclosures in the financial statements, assessing the accounting principles
used and significant estimates made by management, and evaluating the overall
financial statement presentation. We believe that our audits provide a
reasonable basis for the opinion expressed above.
PRICE WATERHOUSE LLP
Fort Worth, Texas
July 3, 1996
F-30
<PAGE>
LYNN HICKEY DODGE, INC.
STATEMENTS OF OPERATIONS
(IN THOUSANDS)
<TABLE>
<CAPTION>
YEAR ENDED SIX MONTHS ENDED
DECEMBER 31, JUNE 30,
---------------------- --------------------
1994 1995 1995 1996
---------- ---------- --------- ---------
(UNAUDITED)
<S> <C> <C> <C> <C>
Revenues:
Vehicle sales $ 155,406 $ 111,113 $ 57,504 $ 63,539
Other operating revenue 12,104 11,108 5,371 7,139
---------- ---------- --------- ---------
Total revenues 167,510 122,221 62,875 70,678
---------- ---------- --------- ---------
Cost and expenses:
Cost of sales 146,551 106,826 55,518 59,838
Selling, general and administrative 18,452 13,149 6,205 6,863
Depreciation and amortization 341 346 164 133
---------- ---------- --------- ---------
165,344 120,321 61,887 66,834
---------- ---------- --------- ---------
2,166 1,900 988 3,844
Other income (expense):
Interest income 177 402 148 273
Interest expense (1,750) (1,737) (969) (831)
---------- ---------- --------- ---------
Net income $ 593 $ 565 $ 167 $ 3,286
---------- ---------- --------- ---------
---------- ---------- --------- ---------
</TABLE>
The accompanying notes are an integral
part of these financial statements.
F-31
<PAGE>
LYNN HICKEY DODGE, INC.
BALANCE SHEETS
(IN THOUSANDS)
ASSETS
<TABLE>
<CAPTION>
DECEMBER 31,
--------------------
1994 1995
--------- --------- JUNE 30,
1996
-------------
(UNAUDITED)
<S> <C> <C> <C>
Current assets:
Cash and cash equivalents $ 3,854 $ 6,002 $ 8,323
Accounts receivable 3,129 4,495 4,113
Inventories 21,527 15,234 16,119
Due from affiliates 841 903 360
--------- --------- -------------
Total current assets 29,351 26,634 28,915
Property and equipment, at cost, less accumulated depreciation 2,085 1,943 1,856
--------- --------- -------------
Total assets $ 31,436 $ 28,577 $ 30,771
--------- --------- -------------
--------- --------- -------------
LIABILITIES AND STOCKHOLDER'S EQUITY
Current liabilities:
Floor plan financing $ 18,737 $ 14,900 $ 15,187
Line of credit - - 5,000
Accounts payable 4,429 2,653 2,289
Accrued expenses and other liabilities 3,434 2,432 1,990
--------- --------- -------------
Total current liabilities 26,600 19,985 24,466
--------- --------- -------------
Line of credit - 5,000 -
Deferred warranty revenue - long-term portion 249 571 932
--------- --------- -------------
Total long-term liabilities 249 5,571 932
--------- --------- -------------
Stockholder's equity:
Preferred stock, $100 par value, 1,500 shares authorized, none issued - - -
Common stock, $100 par value, 1,500 shares authorized, 915 shares issued
and outstanding 92 92 92
Paid-in capital 339 339 339
Retained earnings 4,156 2,590 4,942
--------- --------- -------------
Total stockholder's equity 4,587 3,021 5,373
--------- --------- -------------
Commitments and contingencies (Notes 2 and 8) - - -
--------- --------- -------------
Total liabilities and stockholder's equity $ 31,436 $ 28,577 $ 30,771
--------- --------- -------------
--------- --------- -------------
</TABLE>
The accompanying notes are an integral
part of these financial statements.
F-32
<PAGE>
LYNN HICKEY DODGE, INC.
STATEMENTS OF CHANGES IN STOCKHOLDER'S EQUITY
FOR THE TWO YEARS ENDED DECEMBER 31, 1995 AND
SIX MONTHS ENDED JUNE 30, 1996
(IN THOUSANDS)
<TABLE>
<CAPTION>
PREFERRED STOCK COMMON STOCK
--------------------- ------------------------ PAID-IN RETAINED
SHARES AMOUNT SHARES AMOUNT CAPITAL EARNINGS TOTAL
--------- ---------- ----------- ----------- ----------- --------- ---------
<S> <C> <C> <C> <C> <C> <C> <C>
Balance at December 31, 1993 $ 915 $ 92 $ 339 $ 4,835 $ 5,266
Net income 593 593
Distributions to stockholder (1,272) (1,272)
--------- ---------- ----- --- ----- --------- ---------
Balance at December 31, 1994 915 92 339 4,156 4,587
Net income 565 565
Distributions to stockholder (2,131) (2,131)
--------- ---------- ----- --- ----- --------- ---------
Balance at December 31, 1995 915 92 339 2,590 3,021
Net income (unaudited) 3,286 3,286
Distributions to stockholder (unaudited) (934) (934)
--------- ---------- ----- --- ----- --------- ---------
Balance at June 30, 1996 (unaudited) $ 915 $ 92 $ 339 $ 4,942 $ 5,373
--------- ---------- ----- --- ----- --------- ---------
--------- ---------- ----- --- ----- --------- ---------
</TABLE>
The accompanying notes are an integral
part of these financial statements.
F-33
<PAGE>
LYNN HICKEY DODGE, INC.
STATEMENTS OF CASH FLOWS
(IN THOUSANDS)
<TABLE>
<CAPTION>
YEAR ENDED SIX MONTHS ENDED
DECEMBER 31, JUNE 30,
-------------------- --------------------
1994 1995 1995 1996
--------- --------- --------- ---------
(UNAUDITED)
<S> <C> <C> <C> <C>
Cash flows from operating activities:
Net income $ 593 $ 565 $ 167 $ 3,286
Adjustments to reconcile net income to net cash provided (used) by
operating activities:
Depreciation and amortization 341 346 164 133
Proceeds from extended warranty sales 526 1,389 818 989
Amortization of deferred warranty revenue (47) (555) (265) (615)
(Increase) decrease in:
Accounts receivable 1,542 (1,367) (7) 382
Inventory 1,268 6,293 4,081 (886)
Due from affiliates 737 (61) 313 543
Increase (decrease) in:
Accounts payable (89) (1,776) (1,878) (364)
Accrued expenses and other liabilities 854 (1,514) (1,093) (455)
--------- --------- --------- ---------
Net cash provided (used) by operating activities 5,725 3,320 2,300 3,013
--------- --------- --------- ---------
Cash flows from investing activities:
Acquisition of property and equipment (206) (204) (114) (46)
--------- --------- --------- ---------
Cash flows from financing activities:
Change in floor plan financing (2,651) (3,837) (3,070) 287
Line of credit proceeds - 5,000 - -
Distributions to stockholder (1,272) (2,131) (1,052) (933)
--------- --------- --------- ---------
Net cash provided (used) by financing activities (3,923) (968) (4,122) (646)
--------- --------- --------- ---------
Increase (decrease) in cash and cash equivalents 1,596 2,148 (1,936) 2,321
Cash and cash equivalents at beginning of period 2,258 3,854 3,854 6,002
--------- --------- --------- ---------
Cash and cash equivalents at end of period $ 3,854 $ 6,002 $ 1,918 $ 8,323
--------- --------- --------- ---------
--------- --------- --------- ---------
</TABLE>
The accompanying notes are an integral
part of these financial statements.
F-34
<PAGE>
LYNN HICKEY DODGE, INC.
NOTES TO FINANCIAL STATEMENTS
NOTE 1 - SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
BUSINESS OPERATIONS - Lynn Hickey Dodge, Inc.'s ("Hickey Dodge") principal
business is the retail sales of new Dodge automobiles obtained through an
exclusive dealer agreement with Dodge and the sale of used cars. In addition,
Hickey Dodge retails and wholesales replacement parts and provides vehicle
servicing. Hickey Dodge operates in the Oklahoma City area.
UNAUDITED INTERIM PERIODS - The following notes, insofar as they are applicable
to June 30, 1996 and the six-month periods ended June 30, 1995 and 1996, are
unaudited. These interim financial statements have been prepared on the same
basis as the annual financial statements included herewith. In the opinion of
management, all adjustments, consisting only of ordinary recurring accruals
considered necessary to fairly state the unaudited financial position at June
30, 1996 and the unaudited results of operations and cash flows for the six
months ended June 30, 1995 and 1996, have been included. Results for the six
months ended June 30, 1995 and 1996 are not necessarily indicative of results
which may be expected for any other interim period or for any year as a whole.
MAJOR SUPPLIER AND DEALER AGREEMENT - Hickey Dodge purchases substantially all
of its new vehicles and parts inventory from Chrysler Motor Company, Inc. at the
prevailing prices charged by the automaker to all franchised dealers. Hickey
Dodge's overall sales could be impacted by the automaker's ability or
unwillingness to supply the dealership with an adequate supply of popular
models. Management believes that 1995 sales were negatively impacted by an
unfavorable allocation of vehicles from the automaker.
The Dealer Agreement generally limits the location of the dealership and retains
automaker approval rights over changes in dealership management and ownership.
The automaker is also entitled to terminate the dealership agreement if the
dealership is in material breach of the terms.
CASH AND CASH EQUIVALENTS - Cash and cash equivalents include cash on hand and
all highly liquid investments with maturities of three months or less when
purchased.
CONCENTRATION OF CREDIT RISK - Financial instruments that potentially subject
Hickey Dodge to concentrations of credit risk consist principally of cash
deposits.
Concentrations of credit risk with respect to customer receivables are limited
primarily to Chrysler Financial Corp. and financial institutions such as
regional banks. Credit risk arising from receivables from commercial customers
is minimal due to the large number of customers comprising Hickey Dodge's
customer base; however, they are concentrated in Hickey Dodge's only market area
located in the central Oklahoma vicinity.
REVENUE RECOGNITION - Revenues from vehicle and parts sales and from service
operations are recognized at the time the vehicle is delivered to the customer
or service is completed.
INVENTORIES - Vehicles are stated at the lower of cost or market, cost being
determined on a specific identification basis. Parts are stated at the lower of
cost or market, cost being determined on the first-in, first-out (FIFO) basis.
PROPERTY AND EQUIPMENT - Property and equipment are stated at cost. Depreciation
is computed using the straight-line method over the respective lives of the
assets.
F-35
<PAGE>
LYNN HICKEY DODGE, INC.
NOTES TO FINANCIAL STATEMENTS (CONTINUED)
RECOGNITION OF FINANCE FEES AND INSURANCE COMMISSIONS - Hickey Dodge arranges
financing for its customers' vehicle purchases and arranges insurance in
connection therewith. Financing contracts are reviewed by the dealership and are
forwarded to Chrysler Financial Corp. and other financial institutions. Hickey
Dodge receives a fee from the financial institution for arranging the financing
and receives a commission for the sale of an insurance policy. Hickey Dodge is
charged back ("chargebacks") for a portion of this fee should the customer
terminate the finance or insurance contract before its scheduled term. Finance
fees and insurance commissions, net of chargebacks, are classified as other
operating revenue in the accompanying statement of operations. See Note 2 for an
analysis of the allowance for estimated future chargebacks.
EXTENDED WARRANTY CONTRACTS - Prior to late 1994, Hickey Dodge sold extended
service contracts on behalf of unrelated third parties. Commission revenue for
the unrelated third-party extended service contracts is recognized at the time
of sale. Commencing in late 1994, Hickey Dodge began offering its own extended
warranty contracts on new and used vehicles sold and continued to offer extended
warranty contracts on behalf of unrelated third parties. These contracts
generally provide extended coverage for periods of two years or 24,000 miles up
to seven years or 70,000 miles, whichever comes first. Hickey Dodge accounts for
the sale of its extended warranty contracts in accordance with FASB Technical
Bulletin No. 90-1, Accounting for Separately Priced Extended Warranty and
Product Maintenance Contracts, which requires that revenues from sales of
extended warranty contracts be recognized ratably over the lives of the
contracts. Costs directly related to sales of extended warranty contracts are
deferred and charged to expense proportionately as the revenues are recognized.
A loss is recognized on extended warranty contracts if the sum of the expected
costs of providing services under the contracts exceed related unearned revenue.
Revenue and commissions recognized from the sale of extended warranty contracts
are classified as other operating revenue and the related costs of parts and
service associated therewith are classified as cost of sales in the accompanying
combined statement of operations.
FEDERAL INCOME TAXES - Hickey Dodge is organized as a sub-chapter S-Corporation
under the Internal Revenue Code; therefore, the income earned by Hickey Dodge is
reported on the personal tax returns of the stockholders. Consequently, no
provision for income taxes has been recorded in the accompanying financial
statements.
ADVERTISING AND PROMOTIONAL COSTS - Advertising and promotional costs are
expensed as incurred and are included in selling, general and administrative
expense in the accompanying statement of operations. Total advertising and
promotional expenses approximated $3,063,000 and $2,151,000 in 1994 and 1995,
respectively.
FAIR VALUE OF FINANCIAL INSTRUMENTS - The fair value of financial instruments
approximates their recorded values due primarily to the short-term nature of
their maturities or the floating nature of the related interest rates.
OTHER OPERATING REVENUE - Other operating revenue primarily consists of finance
fees, insurance commissions, sales for parts and service and revenue recognized
from the sale of extended warranty contracts.
PERVASIVENESS OF ESTIMATES - The preparation of financial statements in
conformity with generally accepted accounting principles requires management to
make estimates and assumptions that affect the reported amounts of assets,
liabilities, revenues and expenses and disclosure of gain and loss contingencies
at the date of the financial statements. The actual outcome of the estimates
could differ from the estimates made in the preparation of the financial
statements.
F-36
<PAGE>
LYNN HICKEY DODGE, INC.
NOTES TO FINANCIAL STATEMENTS (CONTINUED)
NOTE 2 - ALLOWANCE FOR FINANCE FEE AND INSURANCE AND WARRANTY COMMISSION
CHARGEBACKS
Presented below is the change in the allowance for estimated finance and
insurance chargebacks for 1994 and 1995 (in thousands):
<TABLE>
<CAPTION>
1994 1995
--------- ---------
<S> <C> <C>
Balance January 1 $ 488 $ 635
Provision 856 344
Actual chargebacks (709) (629)
--------- ---------
Balance at December 31 $ 635 350
--------- ---------
--------- ---------
</TABLE>
NOTE 3 - CONTRACTS IN TRANSIT AND ACCOUNTS RECEIVABLE
Contracts in transit and vehicle receivables primarily represent receivables
from financial institutions such as Chrysler Financial Corp., and regional banks
who provide funding for customer vehicle financing. These receivables are
normally collected in less than 30 days of the sale of the vehicle. Trade
receivables primarily relate to the sale of parts to commercial customers and
finance fees representing amounts due from financial institutions earned from
arranging financing with Hickey Dodge's customers. Amounts due from automaker
represent receivables for parts and service work performed on vehicles pursuant
to the automaker's warranty coverage. Receivables from the automaker also
include amounts due from the automaker in connection with the purchase of
vehicles ("holdback") pursuant to the dealership agreement; such amounts are
generally remitted to Hickey Dodge on a quarterly basis.
The accounts receivable balance at December 31 is comprised of the following (in
thousands):
<TABLE>
<CAPTION>
1994 1995
--------- ---------
<S> <C> <C>
Trade $ 658 $ 899
Contracts in transit and vehicle receivables 2,081 3,172
Due from automaker 202 196
Due from finance companies 41 127
Other 147 101
--------- ---------
Total accounts receivable $ 3,129 $ 4,495
--------- ---------
--------- ---------
</TABLE>
NOTE 4 - INVENTORIES
The December 31 inventory balance is comprised of the following (in thousands):
<TABLE>
<CAPTION>
1994 1995
--------- ---------
<S> <C> <C>
New vehicles and demonstrators $ 12,231 $ 7,845
Used vehicles 8,595 6,724
Parts and accessories 701 665
--------- ---------
$ 21,527 $ 15,234
--------- ---------
--------- ---------
</TABLE>
F-37
<PAGE>
LYNN HICKEY DODGE, INC.
NOTES TO FINANCIAL STATEMENTS (CONTINUED)
NOTE 5 - PROPERTY AND EQUIPMENT (IN THOUSANDS)
<TABLE>
<CAPTION>
DECEMBER 31,
--------------------
1994 1995
--------- ---------
<S> <C> <C>
Land $ 76 $ 76
Buildings 2,249 2,315
Furniture, fixtures and equipment 1,416 1,553
--------- ---------
3,741 3,944
Less: accumulated depreciation 1,656 2,001
--------- ---------
$ 2,085 $ 1,943
--------- ---------
--------- ---------
</TABLE>
NOTE 6 - NOTES PAYABLE
The automaker finances new and used vehicle purchases by Hickey Dodge. Floor
plan financing bears interest at prime plus 1% (approximately 9.5% at December
31, 1995). The notes are collateralized by all of Hickey Dodge's tangible and
intangible personal property, including, but not limited to, substantially all
new, used and demonstrator vehicles, parts and accessories inventory, accounts
receivable, and all machinery and equipment. The notes are generally due within
ten days of the sale of the vehicles or within three days after receiving the
sales proceeds, whichever is sooner. Accordingly, floor plan financing is
classified as current in the accompanying balance sheet.
Hickey Dodge also has a $5,000,000 revolving credit note outstanding from
Chrysler Financial Corp. which was scheduled to mature on April 15, 1996; in
April 1996, the maturity date was extended to April 15, 1997. As a result of
this extension, the amount outstanding pursuant to the line of credit has been
classified as long-term in the December 31, 1995 accompanying balance sheet. The
note is secured by a pledge of Hickey Dodge's stock and accrues interest at a
rate equal to LIBOR plus 2.75% (8.47% at December 31, 1995).
NOTE 7 - ACCRUED EXPENSES AND OTHER LIABILITIES (IN THOUSANDS)
<TABLE>
<CAPTION>
DECEMBER 31,
--------------------
1994 1995
--------- ---------
<S> <C> <C>
Deferred warranty revenue - current portion $ 229 $ 742
Chargeback allowance 635 350
Allowance for financial guarantees 1,387 419
Other 1,183 921
--------- ---------
$ 3,434 $ 2,432
--------- ---------
--------- ---------
</TABLE>
NOTE 8 - COMMITMENTS AND CONTINGENCIES
OPERATING LEASES - Hickey Dodge leases its dealership facility from various
lessors, but principally from Rolynn's Ltd. ("Rolynn's"), an entity controlled
by Lyndel Hickey (see Note 9). These lease agreements are generally renewed
annually. The Company also leases certain equipment for terms ranging from 2 to
5 years.
Rent expense on all operating leases was approximately $833,000 and $846,000 for
the years ended December 31, 1994 and 1995, respectively. Additionally, Hickey
Dodge is liable for property taxes and insurance.
F-38
<PAGE>
LYNN HICKEY DODGE, INC.
NOTES TO FINANCIAL STATEMENTS (CONTINUED)
Future aggregate minimum rental commitments for noncancellable operating leases
are immaterial.
From time to time, Hickey Dodge will either partially or fully guarantee the
payment of certain customers' loans relating to the purchase of vehicles from
Hickey Dodge. A portion of these customer loans are purchased by Dakota Finance
(see Note 9). As of December 31, 1994 and 1995, Hickey Dodge had full guarantees
on outstanding loans with a principal balance of $14,421,000 and $7,780,000,
respectively. Additionally, as of December 31, 1994 and 1995, Hickey Dodge had
partial guarantees on outstanding customer loans with total principal balances
of $7,313,000 and $3,896,000, respectively. Partial guarantees are for an
agreed-upon amount less than the face value of the loan. Hickey Dodge records an
allowance for estimated future losses on such guarantees. Below is an analysis
of the allowance for estimated losses on such guarantees (in thousands).
<TABLE>
<CAPTION>
1994 1995
--------- ---------
<S> <C> <C>
Balance at January 1 $ 1,120 $ 1,387
Provision 1,626 309
Actual losses relating to guarantees (1,359) (1,277)
--------- ---------
Balance at December 31 $ 1,387 $ 419
--------- ---------
--------- ---------
</TABLE>
Hickey Dodge is a party to various legal actions arising in the ordinary course
of its business. The liability, if any associated with these matters was not
determinable at December 31, 1995. While it is not feasible to determine the
outcome of these actions, Hickey Dodge's information, including discussions with
legal counsel, at this time does not indicate that these matters will have a
material adverse effect upon the financial condition, results of operations or
cash flows.
Hickey Dodge is also subject to federal and state environmental regulations,
including rules relating to air and water pollution and the storage and disposal
of gasoline, oil, and other chemicals and waste. Local, state and federal
regulations also affect automobile dealership's advertising, sales, service and
financing activities. Hickey Dodge believes that it complies with all applicable
laws relating to its business.
NOTE 9 - RELATED PARTY TRANSACTIONS
Dakota Finance ("Dakota") is a finance company owned 50% by Lyndel Hickey, the
sole stockholder of Hickey Dodge, and 50% by Wade Hickey, Vice President of
Hickey Dodge. In assisting its customers with their vehicle purchases, the
Company arranges financing through various lenders, including Dakota. Hickey
Dodge receives no finance commission for customer loans arranged with Dakota and
generally guarantees the customer's loan. During 1994 and 1995 and the unaudited
six months ended June 30, 1995 and 1996, Dakota financed $2,592,000, $2,175,000,
$1,067,000 and $1,244,000, respectively, of Hickey Dodge's sales. As of December
31, 1995 and June 30, 1996, Dakota had $2,164,000 and $1,856,000 (unaudited) in
outstanding loans receivable which were guaranteed by Hickey Dodge. During 1994
and 1995, and the unaudited six months ended June 30, 1995 and 1996, Hickey
Dodge recognized losses of $260,000, $176,000, $102,000 and $119,000,
respectively, relating to nonperformance under such guarantees. An allowance for
estimated future losses relating to these financial guarantees has been included
in the allowance for financial guarantees discussed in Note 8 above.
As of December 31, 1995 and June 30, 1996, Hickey Dodge had committed to advance
Dakota up to $5,000,000 at a rate of LIBOR plus 3%. This commitment was
scheduled to expire in April 1996; however, it has been extended on month to
month basis. Hickey Dodge advanced, primarily under this line of credit,
$3,226,000, $1,660,000 and $287,000 (unaudited) to Dakota in 1994, 1995 and the
six months ended June 30,
F-39
<PAGE>
LYNN HICKEY DODGE, INC.
NOTES TO FINANCIAL STATEMENTS (CONTINUED)
1996, respectively, for working capital purposes. Interest charged relating to
the line of credit advances accrued at 8.5% per annum and LIBOR plus 3% per
annum. Interest income of $43,000, $31,000, $26,000 and $7,000 was recognized on
the advances during the years ended December 31, 1994 and 1995 and for the
unaudited six months ended June 30, 1995 and 1996, respectively. As of December
31, 1994, 1995, and June 30, 1996, $800,000, $802,000 and $360,000 (unaudited),
respectively, was outstanding relating to such advances.
Hickey Dodge arranges credit life and accident and disability insurance for its
customers in connection with their purchase of new and used vehicles. These
insurance contracts are arranged on behalf of Mega Life and Health Insurance
Company, which reinsures a portion of the risk with a company owned by Lyndel
Hickey. During 1994 and 1995, insurance premiums received from customers totaled
$1.6 million and $0.8 million of which 60% was paid to Mega Life and 40% was
retained by Hickey Dodge as commission.
As more fully discussed in Note 8, Hickey Dodge leases most of its operating
facilities from Rolynn's, an entity controlled by Lyndel Hickey, who owns 100%
of Hickey Dodge's stock. Rent expense under this lease was $780,000 during 1994
and 1995.
NOTE 10 - SUBSEQUENT EVENTS
Hickey Dodge has executed a purchase and sale agreement whereby it has agreed to
sell substantially all of its assets to Cross-Continent Auto Retailers, Inc. The
purchase price will consist of cash consideration of approximately $13.1 million
for fixed assets and intangible assets, plus an estimated $750,000 for parts
inventory. In addition, the purchaser will acquire the new vehicle inventory at
cost and may acquire the used vehicle inventory at a negotiated value. The sale
is subject to customary closing conditions as well as the purchaser's successful
completion of its initial public offering and approval of the change in
ownership by Dodge.
F-40
<PAGE>
(This page has been left blank intentionally.)
<PAGE>
[Photographs]
Insert Photo of Service Central at Westgate Insert Photo of Quality Nissan
Chevrolet
Insert Photo of Customer Taking Delivery Insert Photo of Performance Dodge
of New Chevrolet
Insert Photo of Midway Chevrolet Insert Photo of Lynn Hickey Dodge
<PAGE>
[LOGO]
