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Sam and Lori Runco enjoying the pool.


05.24.2007 — Runco International is known as much for creating "the world's finest home theater products" as throwing the world's greatest parties hosted by founders Sam and Lori Runco. The company announced yesterday it would be acquired by Planar Systems, Inc. (NASDAQ: PLNR), a publicly traded company with considerably less sex appeal.

Runco dealers everywhere want to know: Is this the end of their annual junket to Mexico?

"Book your flights now," says Scott Hix, vice president and general manager of Planar’s Home Theater business unit, which will absorb the Runco and Vidikron brands. "I can't turn my head that Runco is still part of a public company, but the CEO, the CFO, and the board of directors understand that the interest in the brand ties as much to emotion as to [the products]."

He says the Planar group recognizes that the "secret mojo" that makes Runco so successful must be "carefully protected."

In fact, says Runco president Bob Hana, the Runco personality has already spilled onto the suits at Planar. "You know how we dress, with Hawaiian clothes?" he says. "Now they're all dressing like that."

Hix points out, "We're only a $220 million company. We're not that big that we can't be nimble and fun."

Runco, by comparison, had net sales of $54.6 million in the 12 months ending March 31, 2007. Planar's resources are not lost on John Bishop, a manufacturer's rep for Runco. "Today, we take 25 or 30 dealers to Mexico. What happens if you take 200? You could really create a club."

More than a Party


Besides throwing bigger parties, Planar can help take Runco to places it couldn't go before with its relatively limited resources.

Hana was brought into Runco four years ago to help strengthen the family-run organization. He says the company has improved its infrastructure to support growth, "but there are still limitations," he says. "We still need more."

Planar brings much-needed infrastructure to Runco, says Hix. "We've got the logistics and the quality control, with Planar being an ISO company."

Those resources extend beyond North America.

Currently, Runco is heavily focused on the North American market, where it does about 80% of its business. Planar, on the other hand, derives more than 35 percent of its revenues outside of North America.

"We have factories in Finland, and infrastructure in Europe in Asia," Hix says. "We have local call centers where they speak Italian, they speak German, they speak Spanish …"

Planar plans to exploit the infrastructure to expand Runco's international presence.

On the product side, Runco's core strategy and its dealer base will remain unchanged, Hix says, "Hopefully we will augment the current technology segments," which today includes high-end home theater projectors, and plasma and LCD displays.

Longer term, however, Planar plans to contribute some of its own technologies to the Runco repertoire, "to be additive to the Runco brand," Hix says. He declines to elaborate but says, "There are some interesting things I think Runco can be a part of."


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Julie Jacobson, Editor-at-large, CE Pro
As a co-founder of EH Publishing in 1994, Julie has edited and contributed to all of the company's publications at one time or another. An authority on home automation, networking, integration, digital convergence and the CE pro channel, Julie speaks often about these subjects at industry events. She graduated with a B.A. in Economics from the University of Michigan, and received an MBA from the University of Texas at Austin. Julie is a washed-up Ultimate Frisbee player.
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Comments

Posted by Lee Distad  on  06/04  at  06:28 AM

Congratulations for Mr Runco and all, but as I mentioned here:

http://businessopinions.blogspot.com/2007/05/runco-sold-to-planar-for-oddly-small.html

Maybe I’m unsophisticated, but paying $36.7mm for a $54.6mm company seems oddly low in a buyout environment where right now CE firms are being bought at often steep premiums.

Additionally, digging into PLNR’s fundamentals as I was earlier, they seem to be adrift, and lacking real focus or direction. I hope the aquisition of Runco is a kickstart that puts them back onto a winning path, as opposed to being a costly distraction from their main business.

Posted by ted_g  on  06/04  at  02:17 PM

Only time will tell in regards to how this marriage works out. As an industry marketing consultant…I can see the “potential” synergy (to borrow an overused term) of this matchup. However, reality is harsh in the acquisition business…most acquisitions do not work out in the long run.

It is very hard to do any serious analysis as Runco/Vidikron was a private company and Planar as an industrial display company is in a different business (which can be a red flag). However, I have spoken to some who suggest the purchase price is too low. This of course is impossible to determine without a review of the Runco financials…it could conceivably be high!

I do know this, although the deal PR says nothing will change (step ONE from the acquisition playbook)...I can assure you much will change. Whether this change is for the better or worse won’t be known for some time. In fact, if you read the question-and-answer piece on this deal elsewhere on CEPro, you can see that key executives honestly admit that they have more homework to do before even THEY know what will or won’t change.

Ted Green
The Stratecon Group, Inc.
Strategic Concepts in Marketing
http://www.stratecongroup.com

Posted by allht.com  on  06/04  at  02:18 PM

This analysis is somewhat speculative…

Planar said the acquisition would be “slightly dilutive”. Let’s assume $6M in acquisition-related expenses in 2007 (integration, interest on $22M extra debt + goodwill writeoffs). For the acquisition to be dilutive, incremental EPS would be LESS than these expected costs.

This implies Planar expects the “Runco division” to contribute an EBIT of less than $1.5M per quarter or $6M per year.

Sales were growing 11%, so figure FY2008 incremental sales at $60M. If you accept $6M incremental EBITDA, the price paid ($36.7M) is = 6X forward earnings, a premium but not excessive for a “high-end” margin, growing business.

Posted by ted_g  on  06/04  at  02:19 PM

With not much to go on relative to the specifics of this deal, the “tea leaves” could be read many ways. I suspect that the “strategic” components of this potential partnership were more heavily weighed than the strict financial impact and ramifications.

Just a guess…

Ted Green
The Stratecon Group, Inc.
Strategic Concepts in Marketing
http://www.stratecongroup.com

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