This site is not affiliated with AGCO Inc., Duluth GA., Allis-Chalmers Co., Milwaukee, WI., or any surviving or related corporate entity. All trademarks remain the property of their respective owners. All information presented herein should be considered the result of an un-moderated public forum with no responsibility for its accuracy or usability assumed by the users and sponsors of this site or any corporate entity.
The Forum Parts and Services Unofficial Allis Store Tractor Shows Serial Numbers History
Forum Home Forum Home > Allis Chalmers > Farm Equipment
  New Posts New Posts
  FAQ FAQ  Forum Search   Events   Register Register  Login Login


Deere Reports Record First Quarter Earnings $514m

 Post Reply Post Reply
Author
Message
Greg (Hillsboro, OH) View Drop Down
Orange Level
Orange Level
Avatar

Joined: 11 Sep 2009
Location: Hillsboro, OH
Points: 1182
Post Options Post Options   Thanks (0) Thanks(0)   Quote Greg (Hillsboro, OH) Quote  Post ReplyReply Direct Link To This Post Topic: Deere Reports Record First Quarter Earnings $514m
    Posted: 16 Feb 2011 at 1:16pm

Looks like while AGCO is eliminating choices the Green One is making inroads.  This was on the John Deere Website today.

 

Deere Reports Record First-Quarter Earnings of $514 million

  • Income more than doubles on 27% increase in net sales and revenues.
  • Results aided by strong demand for farm machinery and improved conditions in construction and forestry markets.
  • Profit forecast for year increased to about $2.5 billion.

MOLINE, Illinois (February 16, 2011) — Net income attributable to Deere & Company was $513.7 million, or $1.20 per share, for the first quarter ended January 31, compared with $243.2 million, or $0.57 per share, for the same period last year.

Worldwide net sales and revenues for the first quarter increased 27 percent, to $6.119 billion, compared with $4.835 billion last year. Net sales of the equipment operations were $5.514 billion for the quarter compared with $4.237 billion a year ago.

"John Deere's first-quarter results reflect improving demand for our innovative lines of equipment coupled with the skillful execution of our business plans," said Samuel R. Allen, chairman and chief executive officer. "Our actions are helping attract customers through advanced new products and technologies." Sales of large farm machinery, particularly in the United States and Canada, are continuing to make a major impact, while construction equipment shipments are experiencing some degree of recovery, Allen noted. "Our record first-quarter performance is especially gratifying in light of market conditions that remain below normal levels in certain key sectors."

Summary of Operations

Net sales of the worldwide equipment operations rose 30 percent for the quarter. Sales included price increases of 2 percent. Equipment net sales in the United States and Canada increased 35 percent for the quarter. Outside the U.S. and Canada, net sales were up 22 percent for the quarter, with an unfavorable currency-translation effect of 1 percent.

Deere's equipment operations reported operating profit of $646 million for the quarter, compared with $315 million last year. Benefiting the quarter were higher shipment and production volumes as well as improved price realization, partially offset by increases in raw material costs and higher incentive-compensation expenses.

Financial services reported net income attributable to Deere & Company of $118.2 million for the quarter compared with $85.1 million last year. Results increased for the quarter primarily due to portfolio growth and a lower provision for credit losses.

Company Outlook & Summary

Company equipment sales now are projected to be up 18 to 20 percent for fiscal 2011 and up about 25 percent for the second quarter compared with the same periods of the previous year. Included is a favorable currency-translation impact of about 2 percent for the year and the quarter. Net income attributable to Deere & Company is anticipated to be approximately $2.5 billion for the full year.

With Deere's strong first-quarter performance and positive outlook for 2011, the company remains well-positioned to capitalize on positive global economic trends while providing significant value to investors, Allen said. "Our balanced approach to cash flow management means we will continue setting the stage for future sales and earnings gains through the aggressive funding of organic growth while also remaining focused on returning cash directly to shareholders," noted Allen. "We're confident this approach will produce solid value for our customers, investors and other constituents over the long term."

Equipment Division Performance

  • Agriculture & Turf. Sales increased 21 percent for the quarter largely due to higher shipment volumes and improved price realization. Operating profit was $558 million compared with $352 million for the quarter last year. The improvement was primarily due to higher shipment and production volumes as well as improved price realization, partially offset by increased raw-material costs and higher incentive-compensation expenses.

  • Construction & Forestry. Construction and forestry sales climbed 81 percent, resulting in operating profit of $88 million. Last year the division had an operating loss of $37 million for the quarter. Contributing to the increase were significantly higher shipment and production volumes as well as improved price realization, partially offset by increased raw-material costs and higher incentive-compensation expenses.

Market Conditions & Outlook

  • Agriculture & Turf. Worldwide sales of agriculture and turf equipment are forecast to increase by about 16 percent for full-year 2011, benefiting from favorable global farm conditions. Farmers in many of the company's markets are experiencing solid levels of income due to strong global demand for agricultural commodities, low grain stocks in relation to use, and rising prices for crops such as corn, wheat, soybeans, sugar and cotton. Farm commodity prices have escalated sharply since the beginning of the year, lending further support to the outlook.

    After staging a healthy advance in 2010, industry farm-machinery sales in the U.S. and Canada are forecast to be up about 5 percent for 2011. Overall conditions remain positive and demand for high-horsepower equipment continues to be strong. However, production limits and transitional issues associated with the broad launch of Interim Tier 4 emissions-compliant equipment are expected to have a moderating effect on near-term sales potential.

    Industry sales in the EU 27 nations of Western and Central Europe are forecast to increase by about 10 percent, while sales in the Commonwealth of Independent States are expected to see moderate gains in relation to the prior year's depressed level. Farm conditions are strengthening in the European and CIS markets. Industry sales in Asia also are forecast to grow moderately after last year's robust improvement.

    In South America, industry sales for the year are projected to be comparable with the strong levels of 2010. Deere's own sales in the region are expected to benefit from a broader lineup of recently introduced products.

    Industry sales of turf and utility equipment in the U.S. and Canada are expected to be flat after experiencing modest recovery in 2010.

  • Construction & Forestry. Deere's worldwide sales of construction and forestry equipment are forecast to rise by about 35 percent for 2011. The increase reflects market conditions that are somewhat improved in relation to the prior year's low level. In addition, construction equipment sales to independent rental companies are expected to see further growth. World forestry markets are expected to experience further improvement for the year as a result of strong wood and pulp prices.

  • Financial Services. Full-year 2011 net income attributable to Deere & Company for the financial services operations is forecast to be approximately $400 million, reflecting continued growth in the portfolio.

John Deere Capital Corporation

The following is disclosed on behalf of the company's credit subsidiary, John Deere Capital Corporation (JDCC), in connection with the disclosure requirements applicable to its periodic issuance of debt securities in the public market.

Net income attributable to John Deere Capital Corporation was $83.8 million for the first quarter, compared with $63.9 million last year. Results were better for the quarter primarily due to growth in the portfolio and a lower provision for credit losses.

Net receivables and leases financed by JDCC were $20.749 billion at January 31, 2011, compared with $18.510 billion last year.

Safe Harbor Statement

Safe Harbor Statement under the Private Securities Litigation Reform Act of 1995:
Statements under "Company Outlook & Summary," "Market Conditions & Outlook," and other forward-looking statements herein that relate to future events, expectations, trends and operating periods involve certain factors that are subject to change, and important risks and uncertainties that could cause actual results to differ materially. Some of these risks and uncertainties could affect particular lines of business, while others could affect all of the company's businesses.

The company's agricultural equipment business is subject to a number of uncertainties including the many interrelated factors that affect farmers' confidence. These factors include worldwide economic conditions, demand for agricultural products, world grain stocks, weather conditions (including its effects on timely planting and harvesting), soil conditions, harvest yields, prices for commodities and livestock, crop and livestock production expenses, availability of transport for crops, the growth of non-food uses for some crops (including ethanol and biodiesel production), real estate values, available acreage for farming, the land ownership policies of various governments, changes in government farm programs and policies (including those in the U.S., Russia, and Brazil), international reaction to such programs, global trade agreements, animal diseases and their effects on poultry, beef and pork consumption and prices, crop pests and diseases, and the level of farm product exports (including concerns about genetically modified organisms).

Factors affecting the outlook for the company's turf and utility equipment include general economic conditions, consumer confidence, weather conditions, customer profitability, consumer borrowing patterns, consumer purchasing preferences, housing starts, infrastructure investment, spending by municipalities and golf courses, and consumable input costs.

General economic conditions, consumer spending patterns, real estate and housing prices, the number of housing starts and interest rates are especially important to sales of the company's construction and forestry equipment. The levels of public and non-residential construction also impact the results of the company's construction and forestry segment. Prices for pulp, paper, lumber and structural panels are important to sales of forestry equipment.

All of the company's businesses and its reported results are affected by general economic conditions in the global markets in which the company operates, especially material changes in economic activity in these markets; customer confidence in general economic conditions; foreign currency exchange rates and their volatility, especially fluctuations in the value of the U.S. dollar; interest rates; and inflation and deflation rates. General economic conditions can affect demand for the company's equipment as well. The current economic conditions and outlook in certain sectors have dampened demand for certain equipment.

Customer and company operations and results could be affected by changes in weather patterns; the political and social stability of the global markets in which the company operates; the effects of, or response to, terrorism and security threats; wars and other conflicts and the threat thereof; and the spread of major epidemics.

Significant changes in market liquidity conditions and any failure to comply with financial covenants in credit agreements could impact access to funding and funding costs, which could reduce the company's earnings and cash flows. Market conditions could also negatively impact customer access to capital for purchases of the company's products; borrowing and repayment practices; and the number and size of customer loan delinquencies and defaults. A sovereign debt crisis, in Europe or elsewhere, could negatively impact currencies, global financial markets, social and political stability, funding sources and costs, customers, and company operations and results. State debt crises also could negatively impact customers, suppliers, demand for equipment, and company operations and results. The company's investment management activities could be impaired by changes in the equity and bond markets, which would negatively affect earnings.

Additional factors that could materially affect the company's operations, access to capital and results include changes in and the impact of governmental trade, banking, monetary and fiscal policies, including financial regulatory reform, and governmental programs in particular jurisdictions or for the benefit of certain industries or sectors (including protectionist policies and trade and licensing restrictions that could disrupt international commerce); actions by the U.S. Federal Reserve Board and other central banks; actions by the U.S. Securities and Exchange Commission (SEC), the U.S. Commodity Futures Trading Commission and other financial regulators; actions by environmental, health and safety regulatory agencies, including those related to engine emissions (in particular Interim Tier 4 and Final Tier 4 emission requirements), noise and the risk of climate change; changes in labor regulations; changes to accounting standards; changes in tax rates and regulations; and actions by other regulatory bodies including changes in laws and regulations affecting the sectors in which the company operates.

Other factors that could materially affect results include production, design and technological innovations and difficulties, including capacity and supply constraints and prices; the availability and prices of strategically sourced materials, components and whole goods; delays or disruptions in the company's supply chain due to weather, natural disasters or financial hardship or the loss of liquidity by suppliers; start-up of new plants and new products; the success of new product initiatives and customer acceptance of new products; changes in customer product preferences and sales mix whether as a result of changes in equipment design to meet government regulations or for other reasons; oil and energy prices and supplies; the availability and cost of freight; actions of competitors in the various industries in which the company competes, particularly price discounting; dealer practices especially as to levels of new and used field inventories; labor relations; acquisitions and divestitures of businesses, the integration of new businesses; the implementation of organizational changes; difficulties related to the conversion and implementation of enterprise resource planning systems that disrupt business, negatively impact supply or distribution relationships or create higher than expected costs; changes in company declared dividends and common stock issuances and repurchases.

Company results are also affected by changes in the level of employee retirement benefits, changes in market values of investment assets and the level of interest rates, which impact retirement benefit costs, and significant changes in health care costs including those which may result from governmental action.

The liquidity and ongoing profitability of John Deere Capital Corporation and other credit subsidiaries depend largely on timely access to capital to meet future cash flow requirements and fund operations and the costs associated with engaging in diversified funding activities and to fund purchases of the company's products. If market uncertainty increases and general economic conditions worsen, funding could be unavailable or insufficient. Additionally, customer confidence levels may result in declines in credit applications and increases in delinquencies and default rates, which could materially impact write-offs and provisions for credit losses.

The company's outlook is based upon assumptions relating to the factors described above, which are sometimes based upon estimates and data prepared by government agencies. Such estimates and data are often revised. The company, except as required by law, undertakes no obligation to update or revise its outlook, whether as a result of new developments or otherwise. Further information concerning the company and its businesses, including factors that potentially could materially affect the company's financial results, is included in the company's other filings with the SEC (including, but not limited to, the factors discussed in Item 1A. Risk Factors of the company's most recent annual report on Form 10-K and quarterly reports on Form 10-Q).

Back to Top
Sponsored Links


Back to Top
BStone View Drop Down
Orange Level
Orange Level
Avatar

Joined: 15 Sep 2009
Location: Texas
Points: 2847
Post Options Post Options   Thanks (0) Thanks(0)   Quote BStone Quote  Post ReplyReply Direct Link To This Post Posted: 16 Feb 2011 at 1:33pm
They have a good product and they run a good business.
Back to Top
Greg (Hillsboro, OH) View Drop Down
Orange Level
Orange Level
Avatar

Joined: 11 Sep 2009
Location: Hillsboro, OH
Points: 1182
Post Options Post Options   Thanks (0) Thanks(0)   Quote Greg (Hillsboro, OH) Quote  Post ReplyReply Direct Link To This Post Posted: 16 Feb 2011 at 2:37pm
Is Deere's product and business that good, or is their MARKETING Department that good?  I believe that as John Deere has marketed their name so well/much, they have created a product image, not necessarily a product.
This will probably get many comments, but Harley Davidson has done the same thing.  They have marketed their logo/image onto so many things.  Everyone wants a Harley shirt of cap, but not a Honda/Yamaha, etc.  The Harley is not the most reliable or best bike out there, just the best marketed image.  I think the same applies to John Deere.
 
That said, John Deere hasn't bitten the hand that feeds them like AGCO has done to it's base customers and heritage.
Back to Top
AC720 View Drop Down
Bronze Level
Bronze Level


Joined: 09 Feb 2011
Points: 30
Post Options Post Options   Thanks (0) Thanks(0)   Quote AC720 Quote  Post ReplyReply Direct Link To This Post Posted: 16 Feb 2011 at 2:52pm
 
Deere is definately great at marketing, as well as a strong dealernet work and parts avaliblity, thus said there are some exceptional AGCO dealers out there as well, but if AGCO's marketing was much stronger in NA with stronger dealer networks I think sales figures might be different who knows. Agco's got some great products out there as well. I have a few Deere mowers that I cut grass with and am really pleased with them, but still love my Agco mowers as well. I looked at an Agco ST-22A compact this past winter and it was a really nice unit but the asking price was way too much, and I got a great deal on a Deere 2305 compact that I bought privately.
 
Still, I really like AGCO's CVT transmission in the big farm tractors and in my opnion GLEANER has one of the BEST Rotary combines on the market. I have been out to several feild demonstrations and could not believe how clean of sample those R series Gleaners put in the bin. I wish more guys in the area would give Gleaner a chance, but its even harder now with the orange tractors gone. The local Agco( formerly AC dealer) at one time sold like 28 Gleaners in one year back in the early 70's, and now I am lucky to see 3 or 4 new Gleaners out there.
"Allis -Chalmers- The Rising Power in Farming"

"If you want it cleaner get a GLEANER"
Back to Top
Byron WC in SW Wi View Drop Down
Orange Level
Orange Level
Avatar

Joined: 11 Sep 2009
Location: Wisconsin
Points: 1635
Post Options Post Options   Thanks (0) Thanks(0)   Quote Byron WC in SW Wi Quote  Post ReplyReply Direct Link To This Post Posted: 16 Feb 2011 at 4:26pm
AGCO has tractors that are every bit as refined and equiped as Deere.  AGCO has some innovative technologies with the CVT but they've bought just about every technology they have so who knows if they can innovate down the road.  Deere copies everyone.  I can't think of any piece they have that I say man that's different and I'd like it.  CNH on the other hand has the bi-directional tractor, came out with the new 8N which is cool and are developing a fuel cell tractor. 

Deere sells a lot because of customer loyalty and marketing.  Their customers are attracted to a stable US company with products made in US that have a fairly stable resale.  They've built that marketing empire on a logo and green and yellow coloring.  AGCO has absolutely NO concept of customer loyalty and has gone out of it's way to devalue it's name, (doesn't put it on MF or Sunfllower equipment), and has gotten rid of it's best selling color by a 4 to 1 margin in NA.  How idiotic.

I'm glad Deere is doing well mostly because their an American company and because it makes AGCO's mistake at dropping orange glare in the spotlight.


Back to Top
JohnCO View Drop Down
Orange Level
Orange Level
Avatar

Joined: 11 Sep 2009
Location: Niwot Colo
Points: 8992
Post Options Post Options   Thanks (0) Thanks(0)   Quote JohnCO Quote  Post ReplyReply Direct Link To This Post Posted: 16 Feb 2011 at 11:45pm
JD almost ran themselves out of business in the '50's, if they hadn't come up with the "New Generation" tractors.  One of their saving graces was the brand loyalty, even when the tractors were 20 years behind AC and a few others.
Aren't their CVT transmissions are made in Coffeeville, Ks in a plant they co own with someone, Case IH maybe?
A couple years ago I thought AGCO had a great chance to get big but anymore it just looks like they are on their way out, at least in NA. 
"If at first you don't succeed, get a bigger hammer"
Allis Express participant
Back to Top
powertech84 View Drop Down
Silver Level
Silver Level
Avatar

Joined: 17 Oct 2009
Location: Wisconsin
Points: 467
Post Options Post Options   Thanks (0) Thanks(0)   Quote powertech84 Quote  Post ReplyReply Direct Link To This Post Posted: 17 Feb 2011 at 6:49am
Originally posted by JohnCO JohnCO wrote:

  One of their saving graces was the brand loyalty, even when the tractors were 20 years behind AC and a few others.
 
Thats a little off.
Back to Top
Lonn View Drop Down
Orange Level
Orange Level
Avatar

Joined: 16 Sep 2009
Location: Назарово,Russia
Points: 29792
Post Options Post Options   Thanks (0) Thanks(0)   Quote Lonn Quote  Post ReplyReply Direct Link To This Post Posted: 17 Feb 2011 at 6:55am
Originally posted by powertech84 powertech84 wrote:

Originally posted by JohnCO JohnCO wrote:

  One of their saving graces was the brand loyalty, even when the tractors were 20 years behind AC and a few others.
 
Thats a little off.

When you compare a D17 to a 620 or 720 it's not so far off.
-- --- .... .- -- -- .- -.. / .-- .- ... / .- / -- ..- .-. -.. . .-. .. -. --. / -.-. .... .. .-.. -.. / .-. .- .--. .. ... -
Wink
I am a Russian Bot
Back to Top
Dave in il View Drop Down
Orange Level
Orange Level
Avatar

Joined: 22 Sep 2009
Location: Manville Il
Points: 1748
Post Options Post Options   Thanks (0) Thanks(0)   Quote Dave in il Quote  Post ReplyReply Direct Link To This Post Posted: 17 Feb 2011 at 7:51pm

John Deere is a master at marketing, however they do make a product their customer wants.

AGCO hasn't figured this out, when your customers are buying orange tractors with AGCO on the side 4 to 2 of their other offerings why not give them more of what they are buying and drop the less popular lines?
 
It's really hard to convince consumers to buy something new in a market where they're already loyal to another product. It's even harder to convince them to switch to a product they already have a negative opinion of.
Back to Top
AC720 View Drop Down
Bronze Level
Bronze Level


Joined: 09 Feb 2011
Points: 30
Post Options Post Options   Thanks (0) Thanks(0)   Quote AC720 Quote  Post ReplyReply Direct Link To This Post Posted: 17 Feb 2011 at 8:19pm
Originally posted by JohnCO JohnCO wrote:

JD almost ran themselves out of business in the '50's, if they hadn't come up with the "New Generation" tractors.  One of their saving graces was the brand loyalty, even when the tractors were 20 years behind AC and a few others.
Aren't their CVT transmissions are made in Coffeeville, Ks in a plant they co own with someone, Case IH maybe?
A couple years ago I thought AGCO had a great chance to get big but anymore it just looks like they are on their way out, at least in NA. 
  
 
 
If I recall, I do remember a 4H leader telling me a story about back in the 1930's that Deere was nearly bought out by Allis-Chalmers during the Great Depression, I am not 100% sure if he was correct on this or if it was all a Myth.  Had Deere not brought out the New Generation tractors like you mentioned. they probably would not be where they are today.
"Allis -Chalmers- The Rising Power in Farming"

"If you want it cleaner get a GLEANER"
Back to Top
powertech84 View Drop Down
Silver Level
Silver Level
Avatar

Joined: 17 Oct 2009
Location: Wisconsin
Points: 467
Post Options Post Options   Thanks (0) Thanks(0)   Quote powertech84 Quote  Post ReplyReply Direct Link To This Post Posted: 17 Feb 2011 at 8:52pm
Originally posted by Lonn Lonn wrote:

Originally posted by powertech84 powertech84 wrote:

Originally posted by JohnCO JohnCO wrote:

  One of their saving graces was the brand loyalty, even when the tractors were 20 years behind AC and a few others.
 
Thats a little off.

When you compare a D17 to a 620 or 720 it's not so far off.
Aside from the whole two cylinder vs. four, (which has been argued for 50 years without movement) i'm not sure how you could make that argument. Not saying i wouldn't rather have a d17 though. 
Back to Top
Rick of HopeIN View Drop Down
Orange Level
Orange Level
Avatar

Joined: 11 Sep 2009
Location: Hope, Indiana
Points: 1324
Post Options Post Options   Thanks (0) Thanks(0)   Quote Rick of HopeIN Quote  Post ReplyReply Direct Link To This Post Posted: 17 Feb 2011 at 9:02pm
I am OK with any US company that can stay in the black and provide good jobs.
1951 B, 1937 WC, 1957 D14, -- Thanks and God Bless
Back to Top
JohnCO View Drop Down
Orange Level
Orange Level
Avatar

Joined: 11 Sep 2009
Location: Niwot Colo
Points: 8992
Post Options Post Options   Thanks (0) Thanks(0)   Quote JohnCO Quote  Post ReplyReply Direct Link To This Post Posted: 18 Feb 2011 at 12:45am
Don't most of you think that if JD had gone to a "normal" 4 or 6 cylinder engine in the late '30's they might  have taken over the market?  They had the dealer network, they had a good line of machinery and they had a good reputation.  Their weak point, in my opinion, is the two cylinder engines.  Lots of farmers just didn't like the sound/power flow and many didn't like the basic design, with the engine so far back that the front end was light.  Also the hand clutch was loosing support in favor of foot operated ones.  If they had made a deal with Ferguson instead of Ford, there might have been very few choices by the late 1950's other then IH and maybe AC.  My opinion is worth exactly what I charge for it. LOL 

Edited by JohnCO - 18 Feb 2011 at 12:47am
"If at first you don't succeed, get a bigger hammer"
Allis Express participant
Back to Top
BStone View Drop Down
Orange Level
Orange Level
Avatar

Joined: 15 Sep 2009
Location: Texas
Points: 2847
Post Options Post Options   Thanks (0) Thanks(0)   Quote BStone Quote  Post ReplyReply Direct Link To This Post Posted: 18 Feb 2011 at 5:51am
We can go on forever talking about that big word...IF.DRoyal.....if ifs' and buts ' were hickory nuts christmas would come everyday.I agree, I hated the 2cyl. popping johnys'.Weather they copied,stole,or what ever JD has gotten to where they are now and that is successful.
Back to Top
 Post Reply Post Reply
  Share Topic   

Forum Jump Forum Permissions View Drop Down

Forum Software by Web Wiz Forums® version 11.10
Copyright ©2001-2017 Web Wiz Ltd.

This page was generated in 0.129 seconds.


Help Support the
Unofficial Allis Forum