|Day's Range||3.5000 - 3.5000|
General Electric bears can't support their negative outlooks for GE stock without vastly underestimating the value of GE's massive -- and highly profitable -- aviation business.
Wind energy giants Vestas and GE on Tuesday settled their patent fight over key technologies helping wind turbines manage connections to the electrical grid. Vestas, the Danish company whose Vestas-American Wind Technology Inc. manufactures turbines at four plants in Colorado, reached a cross-licensing arrangement with GE (NYSE: GE) covering the technologies in dispute. “The cross-license applies globally to the parties’ and their affiliates’ respective onshore and offshore wind businesses and ensures that they can use the technology covered by such patents,” the settlement announcement said.
The unions said the handshake agreement with GE "includes several general wage increases spread over four years and controls employee healthcare costs."
Pass by any stock exchange and you're likely to see numbers and letters flying by, but do you know what they are? Ticker symbols serve as the base language of any stock exchange and it's important to understand them if you plan to invest. Learn more about what a ticker symbol is, why they are important, and how they can help you invest smarter.
The lawsuit, filed be GE, Current Lighting Solutions and Consumer Lighting, came in April, at a vulnerable time for Cree, which was working to close the sale of its entire lighting division to Ideal Industries in a $310 million deal that has since closed.
(Bloomberg Opinion) -- Oil and gas producer stocks are deeply unpopular. Oilfield services stocks, on the other hand, are deeply, deeply unpopular:The oily water in which the services companies swim is the money that exploration and production firms spend – and it has dried up. Analysts at Morgan Stanley have just reduced their forecasts for upstream capital expenditure. In the title of the report, “Global Upstream Capex: Growth Still in the Cards,” that “Still” does most of the work.At around $65 a barrel, oil remains well below those triple-digit salad days of early 2014. Still, it’s about double where it was in early 2016, and yet there’s precious little sign of that in E&P capex budgets. Something structural has happened.E&P stocks are unpopular because a decade of high spending did wonders for oil and gas output, “energy dominance” and C-suite pay, but little for investors. So the latter have gone on strike, demanding evidence of a change of heart on the part of management teams, chiefly in the form of tighter spending and more generous payouts to shareholders. You can see the problem for oilfield services, which profited nicely from the E&P sector’s pre-2014 largesse.At the same time, E&P companies still like to grow, so the pressure to do more with less remains high (especially as activists have begun beating the drum on this). Last year’s surge in U.S. oil and gas production was the biggest achieved by any country ever, according to BP Plc, even as upstream capex there was still 22% below the level of 2014.E&P companies depend on their services providers to help achieve the productivity gains that have fueled the shale “miracle.” Yet the rewards for this – such as they are - have flowed overwhelmingly to the client, not the contractor. A decade ago, the oilfield services sector earned a return on capital employed that was more than 13 percentage points higher than the E&P sector, according to analysts at Evercore ISI. By 2018, the sectors had switched places, with services earning 7 percentage points less than their clients. That is some transfer of value.The oilfield services industry shares some pathologies with the E&P business. Contractors invested too heavily in the boom, creating excess capacity and bloated cost structures. When the crash hit, they prioritized market share, the standard response in expectation of an eventual rebound – and the rebound hasn’t taken off. General Electric Co.’s ill-timed foray into the business via Baker Hughes and Weatherford International Ltd.’s meandering shuffle into chapter 11 have provided unwelcome narratives for all this. Today, despite deals such as the recently announced merger between Keane Group Inc. and C&J Energy Services Inc., the sector remains fragmented, particularly in those areas such as pressure pumping that service the U.S. shale industry.Shale is a blessing and a curse. On one hand, it has accounted for all of the growth in global upstream capex since the trough in 2016 and is set to contribute 29% of the forecast growth from here through 2022. On the other, it is a fragmented corner of the business that is highly sensitive to oil prices and has flattened the cost curve across the global industry. Besides trade-war concerns, expectations of frackers taking advantage of any geopolitical spike in oil prices to boost production have helped to keep a lid on that spike, despite numerous provocations.The upshot is a very narrow band in oil prices between celebration and belt-tightening. Morgan Stanley estimates $50 oil in 2020, as opposed to $60, would cut expected cash flow from operations in the global upstream business by a fifth, translating to a 13% drop in capex – which would take it below 2016 levels.Faced with such sensitivities, investors aren’t willing to pay a premium. Bellwethers Halliburton Co. and Schlumberger Ltd. trade at Ebitda multiples similar to where they were in 2015, when spending was headed down, rather than being priced for growth. Spending should grind higher from here; even so, the sector faces a deep-rooted challenge. For E&P companies to win favor with investors again, they must adhere to a regimen that won’t help their contractors win any popularity contests.To contact the author of this story: Liam Denning at email@example.comTo contact the editor responsible for this story: Mark Gongloff at firstname.lastname@example.orgThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Liam Denning is a Bloomberg Opinion columnist covering energy, mining and commodities. He previously was editor of the Wall Street Journal's Heard on the Street column and wrote for the Financial Times' Lex column. He was also an investment banker.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
General Electric is making major changes after a brutal couple of years. Here is what the fundamentals and technical analysis say about buying GE stock now.
Markets are expecting the Federal Reserve to cut rates this year after gradual increases since 2015. While broader markets rose after the Fed took a dovish approach in last week’s meeting, does the central bank have the pill to address a slowdown?
(Bloomberg) -- Follow Bloomberg on LINE messenger for all the business news and analysis you need.Singapore’s Trax is acquiring Shopkick, adding the U.S. rewards app to its growing stable of retail technology.Redwood City, California-based Shopkick lets shoppers earn rewards and gift cards by browsing online offers, watching videos, walking into stores or scanning product barcodes on shelves. Trax didn’t disclose how much it’s paying but seller SK Telecom Co. acquired the Californian outfit for $200 million in 2014, the Wall Street Journal has reported.Shopkick’s programs help provide data and insights into customer behavior and loyalty for clients from EBay Inc. and General Electric Co. to Lego and Unilever. “Bringing together shelf and shopper data will deliver new and powerful insights to consumer-packaged-goods brands and retailers,” Trax Chief Executive Officer Joel Bar-El said in a statement.The transaction comes as Trax finalizes a deal to raise $100 million at a pre-money valuation of about $1.1 billion. The round was aimed at financing acquisitions, including of LenzTech Co., a Beijing computer vision startup it recently purchased. Trax is also in advanced talks to buy a European competitor, Bar-El has said.Shopkick, which employs about 150 people in California, will operate as an independent unit of Trax.The Singapore startup plans an initial public offering in 18 to 24 months and it’s in talks with Singapore Exchange Ltd. for a potential dual listing after the local bourse approached the company, the CEO said in an interview last month.Bar-El and partner Dror Feldheim co-founded Trax in Singapore in 2010. The firm works with retailers and brands in more than 50 countries and counts New York-based private equity firm Warburg Pincus, Chinese private equity firm Boyu Capital and Singapore’s sovereign wealth fund GIC Pte among its shareholders.Read more: Singapore Startup Trax Raising Funds at $1.1 Billion Value (1)(Updates with acquisition details from the fifth paragraph.)To contact the reporter on this story: Yoolim Lee in Singapore at email@example.comTo contact the editors responsible for this story: Edwin Chan at firstname.lastname@example.org, Colum MurphyFor more articles like this, please visit us at bloomberg.com©2019 Bloomberg L.P.
United Technologies (UTX) is diversified manufacturer operating in the building and aerospace industries. UTX???s branches include the well-known Otis Elevators, Carrier HVAC, and aerospace engine builder Pratt-and-Whitney.
General Electric (GE) closed the most recent trading day at $10.29, moving -1.86% from the previous trading session.
JPMorgan analyst Stephen Tusa has been receiving "pushback" around his take on GE at the Paris Air Show, which most peers deem a "win." GE stock fell.
Lufthansa Systems and GE Aviation are the first providers in the airline market to offer a solution that allows for the inflight synchronization of the flight plan between the GE Aviation flight management system (FMS) and Lufthansa Systems pilot applications directly on-aircraft. The first demonstration of the connected FMS using operational use cases will be presented this week at the EFB Users Forum in Chicago (June 25 – 27).
(Bloomberg Opinion) -- FedEx Corp. may finally be waking up to the threat Amazon.com Inc. poses to its business model.The logistics company is offering big discounts to help fill the planes in its Express delivery network with more e-commerce shipments, according to the Wall Street Journal, which cited people familiar with the matter. The deals are being used to woo customers away from rival United Parcel Service Inc., or to convince them to switch from FedEx’s cheaper ground offerings, the newspaper said, citing people familiar with the matter. For some customers, shipping goods via FedEx’s two-day air service may now cost about the same as shipping them through the ground division.(1)A FedEx spokeswoman told the Wall Street Journal that the company hasn't changed its pricing strategy, adding that the two-day Express service “has been very successful and continues to deliver tremendous value to small and medium businesses competing in the e-commerce market.” Reports of the discounts come just weeks after FedEx said its domestic Express air-delivery unit was dropping Amazon as a customer to focus on "serving the broader e-commerce market." FedEx dropped Amazon as a customer for its Express air-delivery unit to focus on “serving the broader e-commerce market.” The charitable interpretation of that move is that FedEx had found a bit of backbone and was holding a firmer line on pricing with Amazon in an effort to bolster its profit margins. The other possibility is that FedEx recognized that Amazon’s efforts to bring more of its logistics operations in house were real, and that it may want to start the process of breaking up with Amazon before Amazon decides to break up with it. While FedEx CEO Fred Smith has repeatedly painted any notion of Amazon disrupting the logistics industry as “fantastical,” his actions increasingly suggest otherwise. The share of capacity devoted to the time-sensitive legal documents and medical supplies that the FedEx Express network was originally built for will likely continue to shrink. But it’s uneconomical for the division’s fleet – which numbered 670 leased and owned planes at the end of 2018 – to fly partially full or not at all. Meanwhile, FedEx expects U.S. e-commerce demand to grow to 100 million packages per day by 2026. It’s been adamant that Amazon only directly accounts for a small percentage of its overall sales. But Amazon has forever changed the world’s expectations around shopping and delivery. So whether or not its own sales are in the mix, FedEx will be forced to drink more deeply from the firehose of e-commerce shipments to keep its network humming along. And that will come at a cost to margins.FedEx’s decision to prioritize shipments from the likes of Walmart Inc., Target Corp. and Walgreens Boots Alliance Inc. gave some analysts hope that it would deliver a greater share of packages to higher-paying business customers and add more density to its delivery routes. But there’s some debate as to whether the Express air-delivery unit as currently constituted still makes sense. Amazon relies on a network of fulfillment and sorting centers close to metropolitan areas to rapidly complete and ship orders, a model that many rival retailers are mimicking in some shape or form as they try to stay competitive. If you’re only going to deliver a package 25 or 50 miles, you’re not going to use a plane to do that. Indeed, when FedEx’s decision to drop Amazon as a U.S. Express customer was first announced, Seaport Global Holdings analyst Kevin Sterling wondered to Bloomberg News whether it was a precursor to the Express unit eventually fading out.Planes still have a role to play: Amazon last week announced an agreement to lease 15 additional Boeing Co. 737-800 converted freighters from General Electric Co.’s jet-lessor arm, adding to an existing agreement for five planes. But FedEx’s reported need to offer discounts to keep the planes it has full calls into question the company’s decision to devote a significant amount of its capital expenditure budget to refreshing its airplane fleet. Management has been clear it’s not expanding capacity at the Express unit, but rather replacing its planes with more efficient options to improve productivity and costs. Downsizing the fleet and reallocating those resources could be a smarter move. The reported pricing cuts – coupled with FedEx’s recently announced plan to offer delivery seven days a week by 2020 and add a fleet of flexible, part-time drivers – reinforce a point both I and my colleague Shira Ovide have long argued: Amazon doesn’t need to steal customers away from FedEx and UPS en masse to be a threat. It’s already forcing both companies to rethink the way they operate. The revenue lost from removing Amazon as an Express customer is relatively minor, but the world the e-commerce giant has created isn’t a hospitable one for the package-delivery incumbents’ profit margins and capital-spending budgets. (1) News of the discounts weighed on shares Monday, as did a separate shipping issue: FedExhad to issue a second apology to Huawei Technologies over the misrouting of packages, and some reports indicate China is contemplating black-listing it.To contact the author of this story: Brooke Sutherland at email@example.comTo contact the editor responsible for this story: Beth Williams at firstname.lastname@example.orgThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Brooke Sutherland is a Bloomberg Opinion columnist covering deals and industrial companies. She previously wrote an M&A column for Bloomberg News.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
3M (NYSE:MMM) stock price has begun to recover from one of the more significant drops in company history. An earnings miss related to the trade war and speculation about the security of the dividend of 3M stock have hammered the shares.Source: Shutterstock Both factors have added significant risk to a company most regard as stable. Although 3M stock price should recover, unusual risk factors make MMM stock suitable for only income-oriented, risk-tolerant investors. * 7 Top S&P 500 Stocks of 2019 (So Far) Threats to 3M's Dividend Hit 3M stockIn late April, 3M stock price went into free-fall following a massive earnings miss. The stock plunged by about 13% following the announcement. Warnings about the stability of the company's dividend caused MMM stock further pain.InvestorPlace - Stock Market News, Stock Advice & Trading TipsLast month, analyst Stephen Tusa of JPMorgan Chase (NYSE:JPM) kept his "underweight" rating on 3M stock and took his price target on MMM stock down to $143 per share. He also warned that the company could cut its dividend. Tusa's note led to a further decline in 3M stock price over the next month. The drop would take MMM stock from a high of almost $220 per share to a low just above $159 per share.Any time analysts talk about the end of a 60-year streak of dividend increases, it is a serious matter. Such an action could bring years of devastation and stagnation to 3M stock.For now, traders have shrugged off the underweight rating. Just three weeks after hitting its 52-week low, the 3M stock price has risen to nearly $174 per share. 3M Is a ConglomerateIf only scotch tape and post-it notes held this company together, I would be wary of the move higher by 3M stock. However, much like another well-known conglomerate named Johnson & Johnson (NYSE:JNJ), 3M's products extend across several divisions and industries. Health Care, 3M's only division to report revenue growth last quarter, will likely receive a boost from the company's recent $6.7 billion acquisition of Acelity.Still, this diversification does not make 3M stock bulletproof. All one has to do is study the decline of General Electric (NYSE:GE) to know that older industrial conglomerates can face devastation and even fail. I see Tusa's call on the dividend as extreme. However, if the U.S.-China trade war persists long enough, the dividend could be cut. Do Not Forget the Trade War, Culture RiskIt is the trade war that I see as the most significant risk to 3M stock. The Asia-Pacific region, which includes both China and Japan, accounted for 31.3% of 3M's overall revenue in 2018. The trade war has lasted longer than almost anyone thought it would.Investors also need to consider cultural factors that statistics cannot quantify. China's President, Xi Jinping, basically runs China as a dictatorship. While an end to the trade war would benefit both the Chinese people and 3M stock, dictators often act contrary to their people's interest.Another factor involves Chinese culture itself. The Chinese consider saving face quite important. This makes China unlikely to sign a trade deal that will make it appear to be the loser. As a result, not only must U.S. negotiators sign an agreement that works for America, but they must also create an arrangement that at least appears to benefit the Chinese.This creates a conundrum for the owners of 3M stock, as such a deal could happen tomorrow, two years from now, or perhaps never. Still, I see reasons to buy MMM stock for those who can handle risk. The current price-earnings ratio of 3M stock is 18.5, which is below the historical average of 23.2. Moreover, most analysts believe the company's earnings will resume growing next year, although their profit estimates likely factor in an end to the trade war.Further, thanks to the decline of 3M stock price, 3M's dividend yield now stands at about 3.3%. 3M pays out 58.6% of its income in dividends. If that percentage moves closer to 100%, the payout would be endangered. However, 3M has some cushion before it has to resort to ending its streak of payout hikes. Final Thoughts on 3M Stock3M stock carries culture-based risk which investors rarely consider. Consequently, MMM stock best suits investors who can tolerate risk and need income. JPMorgan's Tusa may have exaggerated the threat to 3M's dividend. Nonetheless, the trade war appears unlikely to end soon, and China accounts for a large percentage of 3M's revenues.But complicating an end to the trade war is China itself. Due to 3M's dependence on China, the future of 3M depends heavily on a dictator who's intent on saving face. This factor could make 3M stock riskier than it's ever been.MMM stock pays a generous, growing dividend. It also trades at a low multiple. However, with the future of the stock hanging on geopolitics and Chinese culture, only those willing to deal with those risk factors should buy the shares.As of this writing, Will Healy did not hold a position in any of the aforementioned stocks. You can follow Will on Twitter at @HealyWriting. More From InvestorPlace * 2 Toxic Pot Stocks You Should Avoid * 7 Telecom Stocks to Set on Speed Dial * 6 Stocks to Sell in the Back Half of 2019 * 7 Top S&P 500 Stocks of 2019 (So Far) Compare Brokers The post How Chinese Culture Could Affect the Future of 3M Stock appeared first on InvestorPlace.
On the lips of Wall Street analysts, a new expression is taking hold as speculation mounts that the U.S. economy might be slowing down: the "late-cycle" trade. It's a jargony way of describing a simple concept: Investors can make fast money by betting on companies with high-risk strategies if the current economic cycle extends its 10-year-old expansion, already tied for the longest in U.S. history. to provide credit cards to shoppers with poor credit histories.
General Electric turned in a strong showing at the Paris air show, but it wasn’t enough to change bears’ minds. Analyst Stephen Tusa went so far as to call the large order figures GE racked up a “smoke screen.”
General Electric Company (GE) is looking like an interesting pick from a technical perspective, as the company is seeing favorable trends on the moving average crossover front.
The deal could turn Pratt & Whitney's geared turbofan aircraft engines into more robust challengers to GE's market-leading engines.
Shares of General Electric Co. surged Thursday, to achieve a technical breakout that would confirm a bullish technical tone, after the industrial conglomerate said its aviation unit announced record orders at the Paris Air Show this week.
General Electric Co said on Friday it plans to demolish a large power plant it owns in California this year after only one-third of its useful life because the plant is no longer economically viable in a state where wind and solar supply a growing share of inexpensive electricity. The 750-megawatt natural-gas-fired plant, known as the Inland Empire Energy Center, uses two of GE’s H-Class turbines, developed only in the last decade, before the company’s successor gas turbine, the flagship HA model, which uses different technology. The closure illustrates stiff competition in the deregulated energy market as cheap wind and solar supply more electricity, squeezing out fossil fuels.
(Bloomberg Opinion) -- Clouds of worry have been gathering over the commercial aviation industry, but the sun was shining in Paris this week as planemakers and suppliers gathered for the biennial Air Show.I mean that both literally — it was hot — and figuratively, with every executive I talked to adopting the same tone of cautious optimism. They conceded the market is slowing: Amid sputtering air traffic growth, weakening airline profits and a slowing global economy, orders at the Paris Air Show trailed the tally from last year’s Farnborough Air Show on both a unit and dollar basis, according to an analysis by Bloomberg Intelligence’s George Ferguson and Francois Duflot. And the orders that were announced weren’t always written in stone. Vertical Research Partners analyst Rob Stallard counted about 610 commitments for new planes between Boeing Co. and Airbus SE (short of his forecast for 800), but only about 160 of those are firm orders for large aircraft and all of those belong to Airbus.(1) Some orders for Airbus’s new A321XLR — a longer-range version of its top-selling narrow-body jet that was unveiled as expected this week — were converted from existing commitments for previous A320-family models. But there were orders, including a surprise bid from British Airways parent IAG SA for Boeing’s embattled 737 Max jets (more on that later). While everyone no doubt would have preferred a stronger showing, no one was panicking, either.Global growth in demand for commercial aviation is likely to slow to a pace of about 5% this year from around 7.5% to 8% in the past few years, according to the International Air Transport Association. “That’s still a pretty good place to be — look at what many other industries are doing,” Tony Wood, CEO of aircraft braking and fire-protection equipment maker Meggitt Plc, said in an interview. “It’s certainly quicker than the world is growing.” Tim Mahoney, CEO of Honeywell International Inc.’s aerospace unit, pointed out that airlines are filling the capacity they lost when two fatal crashes prompted a global grounding of Boeing’s Max through leases and older aircraft that are staying in service longer than planned. Jet Airways India Ltd. suspended operations in April after running out of cash and is heading to bankruptcy court, but some of its fleet has already been reallocated, Mahoney said. “It’s a validation that the demand from the flying public is there and it continues to grow,” he said. Boeing, meanwhile, now expects the commercial aviation market to need 44,040 new jets and $9.1 trillion of services over the next 20 years. That compares with last year’s prediction of 42,730 jets and $8.8 trillion of services.So, Boeing and Airbus’s backlogs are likely safe in their robustness for the time being. But as I said going into the show, the question is whether they’ve already saturated the market and whether those backlogs will continue to grow. Executives from CFM International, the engine joint venture between General Electric Co. and Safran SA, weren’t super enthusiastic about production rate increases for Airbus’s A320 family. It’s not clear that the supply chain is capable of handling a more aggressive pace, particularly the forging and casting companies, which have been the primary source of delays over the past few years. At a media briefing on Saturday, CFM executives said they also want to be sure any production rate increase is sustainable and will serve the market over the long-term — not just at its peak. The relative dearth of orders at this year’s Air Show would seem to support their cautious stance.ALL’S FAIR IN LOVE AND THE MAXBoeing’s Air Show order tally fell about $10 billion short of Airbus’s haul, but IAG’s commitment to buy 200 Max jets means more for the company than the final total. IAG CEO Willie Walsh, a former 737 pilot, said he would feel comfortable boarding a Max tomorrow. He can’t actually do that because the planes remain grounded globally, but it was a huge vote of confidence when Boeing needed one desperately. That kind of endorsement most likely didn’t come cheap: the list price for the planes IAG intends to buy is $24 billion, but the true price is likely much lower after adjusting for standard discounts and probably a few extra incentives. It’s not a done deal just yet. IAG only signed a letter of intent, which gives it an out in case the Max runs into more problems or if Airbus comes up with a better offer. Airbus sales chief Christian Scherer said his company was never invited to bid on the deal but would very much like to. Either way, IAG’s willingness to back the Max gets Boeing out of the aviation industry’s version of timeout. This was always inevitable. Customers have been resolute in their confidence that Boeing will make the fuel-efficient Max safe to fly again. IAG had previously relied largely on Airbus models for its shorter hauls, so the fact that it’s the one stepping up with a Max order is a testament to airlines’ desire to maintain competition between the two companies. But I do wonder whether that kind of dynamic properly incentivizes Boeing to address the transparency, communication and oversight issues that allowed the Max’s shortcomings to morph into a full-blown crisis. Meanwhile, a good chunk of Airbus’s orders were for the freshly rolled-out XLR, with American Airlines Group Inc. agreeing to buy 20 of the planes and convert existing orders into 30 more. Boeing’s sales chief Ihssane Mounir said in a closing press conference that the XLR addressed only a “sliver” of the middle market and that there’s still an untapped opportunity for a rival offering it’s contemplating. That was backed up by comments from the CEOs of JetBlue Airways Corp. (which ordered 13 XLRs) and Norwegian Air Shuttle ASA (which is thinking about buying the Airbus jet), with both advocating for the range advantages of a possible Boeing new middle-market aircraft. But while Boeing CEO Dennis Muilenburg said there was no plan to accelerate the development of a successor to the 737 model, the Max crisis and advances in manufacturing and engine technology may force it to give that kind of project precedence over a middle-market jet. MEGADEAL SHOWCASEFor all the optimism about continuing growth, I thought it was interesting that Raytheon Co.’s CEO Tom Kennedy and CFO Toby O’Brien chose to cast their company’s merger with United Technologies Corp. as a bet on the long-term value of resiliency. Eventually, the booming growth the aerospace and defense sector have enjoyed simultaneously the past few years is going to come to an end; it’s rare that the two sectors move in tandem. Revenue for the combined United Technologies-Raytheon will split nearly equally between commercial and defense products and between domestic and international markets. “We didn’t have to do this,” O’Brien said. But the combination “makes for a really resilient company through all cycles. If you’re in it for the long haul, why wouldn’t you want that?” Kennedy said he’s not concerned about a slowdown in defense spending in the near-term, given governments’ continuing concerns about geopolitical turmoil. He pointed to backing from both the U.S. House of Representatives and the Senate for more increases in the Defense Department’s budget for research, development, test and evaluation. The deal with United Technologies will help Raytheon compete more aggressively for the next generation of military franchises by giving it new technological capabilities, Kennedy and O’Brien said. The potential for advancements in compact, high-energy power generation, thermal management and hypersonics is intriguing, and the combined company’s $8 billion annual R&D budget will give it an exorbitant amount of money to play with. But revenue synergies are notoriously more fungible than cold hard cost cuts. So the companies’ willingness to share about half of the $1 billion-plus in annual cost savings they’re targeting with the U.S. government may prove the bigger competitive advantage.The synergies number struck analysts as quite low at only about 1% of the combined company’s $74 billion in sales. O’Brien acknowledged the figure is conservative but said the deal was light on integration work because the Raytheon businesses will continue largely as their own units rather than having their contents strewn about between existing United Technologies operations. While that limits the cost savings, it also makes it harder for United Technologies to foul up the deal as it juggles the Raytheon purchase with the continuing integration of Rockwell Collins Inc. and a pending three-way split. With plenty of time and opportunity for something to go wrong here, United Technologies’ wager on scale is relatively untested and GE and Honeywell aren’t so sure that a bigger aerospace and defense company is necessarily going to be a better one. Both argue they have technology advantages that will keep them competitive. But GE again made interesting noises about possible M&A, with aviation head David Joyce noting that he didn’t feel compelled to act by the United Technologies-Raytheon tie-up but “wouldn’t rule out anything.” SOMETHING TO PROVEWith the United Technologies-Raytheon merger looming large and questions mounting about cash flow for GE’s aviation unit, Joyce used the Paris Air Show to strike back at critics. GE Aviation and its CFM engine joint venture tallied $55 billion orders for engines and services at the event. Not all of that was technically new, but the haul was anchored by a legitimately impressive $20 billion order for Leap engines and services from Indian budget carrier IndiGo, which had previously relied exclusively on United Technologies jet engines to power its Airbus A320neo fleet. Joyce also laid out the most in-depth road map for a unit’s free cash flow that I’ve ever seen GE provide. But in what has become an unfortunate pattern for GE, what was probably a well-intentioned attempt at transparency sparked only more questions. Analysts continued to pick apart whether the aviation unit’s $4.2 billion in free cash flow last year reflects the full tax, pension and overhead cost burden it would bear if the business were to stand alone. While GE hasn’t voiced any plans to spin off the aviation unit — and I’m highly doubtful it would be able to do that given continuing challenges in the power and long-term care insurance operations — many investors rely on a sum-of-the-parts analysis to determine the stock’s appropriate valuation. So the legitimacy of that $4.2 billion number as the basis for an independent aviation unit is at the crux of the debate over where the share price goes from here. After walking through the numbers with GE, I feel more comfortable about how they arrived at the $4.2 billion number. But no one knows for sure how all the numbers would shake out if aviation was ever detached from the mothership and the financial benefits inherent in that structure. United Technologies is taking about 18 months to split itself into three parts, and its structure is arguably less difficult to untangle. So I don’t think this debate is going away.QUICK NOTE ON GECASGE’s jet-lessor arm announced a deal to lease 15 additional Boeing 737-800 converted cargo aircraft to Amazon.com Inc., expanding on an earlier agreement to provide the retail giant with five planes. Amazon aims to have 70 aircraft flying on its network by 2021 in just the latest reminder that its logistics aspirations are a real and growing threat to FedEx Corp. and United Parcel Service Inc. In a presentation announcing the latest deal with Amazon, GECAS executives said it costs about $8 million to convert a Boeing 737-800 into a cargo plane. In a separate conversation, Sarah Rhoads, the director of Amazon Air, said the company put out requests for proposals to other lessors and that its ultimate choice had to be cost-effective. She said she felt good about partnering with GECAS. In a meeting with analysts this week, Alec Burger, who heads GECAS, acknowledged that the forecast for the air-cargo market was flat in 2019 amid escalating trade tensions but said the continuing shift to online shopping will continue to support demand in the long term and he’s looking to “modestly grow” the share of the lessor’s portfolio that’s devoted to that market. He said Amazon is not a “must-win account.”DEALS, ACTIVISTS AND CORPORATE GOVERNANCECrane Co. is following through on its threat to take its $45-a-share takeover offer directly to Circor International Inc.’s shareholders. It’s rare to see a true hostile tender offer, so for the M&A nerd in me, this is exciting. Circor’s board said on Monday that it would review the offer and make a recommendation to shareholders within 10 business days. It had previously rebuffed Crane’s offer as opportunistic and said it undervalued the company, a point of view that some shareholders pushed back on, given the choppy — and lately lower — stock price. Mario Gabelli, whose Gamco Investors Inc. is the largest shareholder of Circor, has also criticized the company’s lack of transparency in disclosing Crane’s interest. We are still awaiting the release of a business plan that Circor promised would show a path to greater valuation creation, but Crane’s willingness to go hostile forces Circor into an even tighter corner. Delta Air Lines Inc. bought a 4.3% stake in Hanjin Kal Corp., the largest shareholder in Korean Air Lines Co. Delta and Korean Air have a trans-Pacific joint venture that allows the two carriers to coordinate on flights in Asia and the U.S. Delta expects to boost its stake to 10% over time. The stake purchase is the latest in a string of similar deals with other partners including Brazil’s Gol Linhas Aereas Inteligentes SA and China Eastern Airlines Corp. But the deal also puts Delta in the middle of an activist shareholder’s campaign to push Hanjin Kal to provide more transparency and improve corporate governance. Shares of Hanjin Kal, whose operations also span logistics services, plunged on news of Delta’s investment in an apparent sign that investors see the company’s stake as a roadblock to the activists’ goals. Mitsubishi Heavy Industries Ltd. appears to be moving forward with its interest in acquiring Bombardier Inc.’s CRJ regional jet program. A takeover “would make a lot of sense,” Steve Haro, vice president in charge of global marketing and strategy at Mitsubishi Aircraft Corp., told Bloomberg News at the Paris Air Show. He said news about “new strategic partnerships” would be forthcoming. Recall that Nikkei had reported earlier this month that Mitsubishi wanted to only carve out the aircraft maintenance network of the CRJ program, but Bombardier had insisted on the unit being sold in its entirety.BONUS READING New York Fed Factory Gauge Drops by Record to Two-Year Low Siemens to Cut 2,700 Jobs at Energy Unit Due for Listing Fight for Survival on Doomed Jet Came Down to Two Cockpit Wheels Southwest Pilots to Seek Recovery of 737 Max Costs From Boeing Airbus Says It Must Slash A350 Costs to Win Wide-Body Price War Craft Breweries Are Booming Even as Americans Drink Less BeerIf you’d like to get these weekly industrial insights delivered to your inbox, please email me directly at email@example.com, and ask to join the list. Thanks!(1) Stallard excludes announcements for options or future purchase rights and planes that will be taken throughaircraft lessors.To contact the author of this story: Brooke Sutherland at firstname.lastname@example.orgTo contact the editor responsible for this story: Daniel Niemi at email@example.comThis column does not necessarily reflect the opinion of the editorial board or Bloomberg LP and its owners.Brooke Sutherland is a Bloomberg Opinion columnist covering deals and industrial companies. She previously wrote an M&A column for Bloomberg News.For more articles like this, please visit us at bloomberg.com/opinion©2019 Bloomberg L.P.
As the Trump administration puts tariffs on a range of imported goods and pushes a replacement deal for Nafta, lobbying on trade-related issues could set a new record this year.
For the first time in a long time, General Electric (GE) news isn’t about its restructuring process.The company on Tuesday made headlines from the Paris Air Show, as many in the aircraft industry are saying Boeing’s (BA) 737 Max will be ready to fly soon. The Max was grounded earlier in 2019 after two fatal crashes came within six months of each other, with blame pointed to the MCAS safety system. With the grounding, Boeing announced it would seriously cut production of the Max aircraft, which had a ripple effect down the supply chain, including with GE who manufactures its LEAP engine. But with the Max expected back in the air soon, production — and sourcing from GE — should ramp up.Analyst Andrew Obin of Merrill Lynch isn’t changing his tune, though, as he keeps his Neutral rating on General Electric stock, with $12 price target. (To watch Obin's track record, click here)GE saw good news in the form of increased orders of its LEAP engine, manufactured by the company through a joint venture with Safran. Indian carrier IndiGo ordered $20 billion of the LEAP engines to be used on its Airbus A320 and A321 aircraft. GE also picked picked up a victory with IAG placing 200 orders for the Boeing 737, which uses the CFM56 engine, also manufactured by GE through its joint venture.On the Max, Obin says GE management was “more optimistic than other suppliers...at the show about 737 MAX re-certification ‘sooner rather than later.’” But while optimistic, the analyst says GE “expects about $300 million of working capital outflow in 2Q due to the grounding.” As cash flow is a major challenge for GE and focus for investors, many will keep an eye on this moving forward.Overall, the 737 Max is providing GE with an external challenge, one that isn’t too common for the company right now. The main focus for GE is restructuring. CEO Larry Culp is being praised for his efforts to this point, as the company has rebounded from a terrible 2018 and is showing promise that it is returning to a stable stock. The Boeing challenge is expected to be short-term, as many on Wall Street continue to focus on the bigger picture of restructuring.All in all, with the Max airplane expected to return to service soon and restructuring moving well, analysts are becoming more confident with GE stock. TipRanks analysis of 10 analyst ratings shows a consensus Moderate Buy rating, with four analysts rating Buy, four rating Hold and two suggesting Sell. However, the average price target of $10.86 suggests a slight upside from current levels.Read more on GE: * Not Out of Woods Yet, But Is General Electric (GE) Stock a Buy? * General Electric (GE) Stock Is Still Poised for a Comeback * Wall Street Remains Divided on Buying General Electric (GE) Stock * Putting General Electric Management Under the Microscope Is Bad News for GE Stock More recent articles from Smarter Analyst: * Apple & Google’s Vision of the Future Contrasted by Developer Resources * Last Minute Thought: Buy or Sell Micron (MU) Stock Before Q3’19 Earnings? * Canopy Growth (CGC): Recent Licence from Health Canada Ain't Going to Help the Stock * Micron (MU) Stock Remains a Longer-Term Value Play, Says Analyst Ahead of Earnings