Pepsi in Cuba
Pepsi in Cuba
5. How attractive to PepsiCo is the proposal to buy 30% of Deltex for 1.1B pesos (US$360M)?
Based on the information in the case, Pepsi could invest US$360 million in exchange for 30% equity of Deltex. So we have to calculate the value of 30% equity of Deltex. First, we calculated the discount factor by using average unlevered beta of US independent bottlers, US 10 year Treasury bond as risk free rate and assuming market risk premium 10%. We came up with 9.83% of WACC. Next, we calculated Deltex free cash flow and terminal value and then converted them into US dollar value. Now with WACC and total cash flow, we had NPV of the company. So we deducted current debt from NPV and came up with the value of US$360M investment equal to 59.99% of Deltex equity. So the proposal to buy 30% of Deltex with US$360M is too expensive to PepsiCo and not attractive to PepsiCo.
If we look at the sensitivity analysis, we find as WACC increases, the percentage of US$360M investment in Deltex also increases. When WACC is 5.8%, the percentage of US$360M investment in Deltex is equal to 30% equity of Deltex.
Percentage of Equity
19.35%
31.35%
45.25%
61.44%
80.39%
102.69%
129.18%
160.96%
6. As Suarez, would you invest in the Sanchez/ Deltex joint venture as proposed in the case? Why or why not? Can you suggest a joint venture arrangement that is more attractive to both PepsiCo and Deltex?
In deciding whether to invest in Deltex, we have to consider some advantages and disadvantages of this deal first.
Advantages and Opportunities for Pepsi
Pepsi needed a strong regional partner. Pepsi had been falling behind to Coke in Mexican market. However, changes in the regulatory environment had cut Coke’s advantage and would provide Pepsi an opportunity to catch up with Coke. Deltex has showed strong performances in previous years. It had increased its market share to about 50% in each of its regional markets and remained highly profitable. Deltex was also one of the few Pepsi bottlers in Mexico whose share had risen since the 1960s.
Deltex was in the most populated region in Mexico. Densely populated and allowed centralized access to a large number of potential customers. It was a market that Pepsi could not miss.
Pepsi distribution system had become inefficiency and fragmented and lacked scale advantages. It needed to consolidate its bottling group, to build new packaging capacity and expand new territorial scope. Deltex could help Pepsi to achieve this goal. It already had