Clarion Group: with Low Interest Rates, Food Service Contractors Are Now More Generous in Offering Financial Investments to Potential College and University Clients
Kingston, NH, September 14, 2013 --(PR.com)-- With low interest rates and the Federal Reserve’s easy money policy, the major food service contractors have been more generous in offering financial investments to potential college and university clients, according to Tom Mac Dermott, president of Clarion Group, a food service consulting firm.
“We have seen recent seven-figure investment offers to college clients where the apparent profitability to the contractor doesn’t merit such large sums,” Mac Dermott said. “Clearly, the contractors are seeing a return on investment (ROI) that’s not apparent to the client.”
“A food service contractor needs a 20% ROI – total annual profit – to justify a large investment,” he says. “That means, for a $1 million investment, its annual profit must be at least $200,000 a year for five years.”
A minimal profit for the contractor is about 8% – 5% to cover its general and administrative expenses and 3% net, pre-tax profit, according to Mac Dermott. It would take $2.5 million in annual sales to generate that level of profitability.
“Some contractors have offered investments that on the surface don’t come close to yielding a 20% ROI,” he says. “Their actual profit is far above 8% or whatever profit margin they show to their clients on their budgets and financial statements.”
Recent Clarion Group reviews of college food service financial statements indicate where the additional profit comes from. There are at least three principal areas, Mac Dermott says he has found.
Vendor rebates: Contractors no longer deny that they receive rebates and discounts from their vendors. “An audit by the New York State Attorney General found contractors were withholding rebates equal to 14% of purchases from state university and public school clients. Other documents we have reviewed indicate the rebates may be as high as 18% of purchases,” he said.
Wage-related taxes, benefits and insurance: Contractors typically charge between 30% and 40% of direct payroll (salaries, wages, overtime and paid time off) on their operating statements. “A college administrator may not question this cost because the college’s own payroll tax and benefits package may run as high as 50% of payroll,” Mac Dermott says. “The food service contractor’s actual cost is about 25% to 27% of payroll. The contractor retains the difference as part of its profit.”
Low-wage food service employees often can’t afford their share of the cost of the contractor’s health insurance; young employees don’t think they need insurance, and some have a spouse with better coverage, he explained. Typically, half or fewer of full-time hourly employees – and none of the student or other part-time employees – accept the company’s benefits package.
Liability insurance: Contractors typically charge between 1% and 1.8% of total sales for liability insurance, although their actual cost is about 0.5% of sales; up to 0.8% for small contractors, Mac Dermott reports he has found.
“Contractors typically ask for five- to ten-year contracts when they make an investment, and sometimes longer, if the investment is large,” he says. “This may seem like a minor consideration when the college is seeking the investment dollars, but it can prove to be disadvantageous. The operating contract will require the college to refund the undepreciated balance of the investment if the contract is terminated by either party for any reason before the contract term has expired.”
“This means,” he warns, “that if a college that accepted a $1 million investment, depreciated over a 10-year contract and by the fifth year, the college is dissatisfied with the operation of the campus food services, it must pay back $500,000 to terminate the contract. Few colleges have the resources to make such a repayment.”
“Colleges should be cautious about asking for or accepting large investments from food service contractors,” he adds. “Their services may not live up to the promises they made to secure the contract. Measuring the value of food service contractors by the size of their investment offers shuts out the smaller, but often more capable, regional and local food service companies from consideration.”
About Clarion Group
Clarion Group is a consulting firm that advises companies, professional firms, colleges and universities, independent schools and institutions in the management, operation and improvement of their in-house employee/student food services, catering, conference, lodging and related hospitality services throughout the U.S. and Canada.
For information, contact:
Tom Mac Dermott, FCSI, President
Clarion Group
PO Box 158, Kingston, NH 03848-0158
603/642-8011 or TWM@clariongp.com
Website: www.clariongp.com
“We have seen recent seven-figure investment offers to college clients where the apparent profitability to the contractor doesn’t merit such large sums,” Mac Dermott said. “Clearly, the contractors are seeing a return on investment (ROI) that’s not apparent to the client.”
“A food service contractor needs a 20% ROI – total annual profit – to justify a large investment,” he says. “That means, for a $1 million investment, its annual profit must be at least $200,000 a year for five years.”
A minimal profit for the contractor is about 8% – 5% to cover its general and administrative expenses and 3% net, pre-tax profit, according to Mac Dermott. It would take $2.5 million in annual sales to generate that level of profitability.
“Some contractors have offered investments that on the surface don’t come close to yielding a 20% ROI,” he says. “Their actual profit is far above 8% or whatever profit margin they show to their clients on their budgets and financial statements.”
Recent Clarion Group reviews of college food service financial statements indicate where the additional profit comes from. There are at least three principal areas, Mac Dermott says he has found.
Vendor rebates: Contractors no longer deny that they receive rebates and discounts from their vendors. “An audit by the New York State Attorney General found contractors were withholding rebates equal to 14% of purchases from state university and public school clients. Other documents we have reviewed indicate the rebates may be as high as 18% of purchases,” he said.
Wage-related taxes, benefits and insurance: Contractors typically charge between 30% and 40% of direct payroll (salaries, wages, overtime and paid time off) on their operating statements. “A college administrator may not question this cost because the college’s own payroll tax and benefits package may run as high as 50% of payroll,” Mac Dermott says. “The food service contractor’s actual cost is about 25% to 27% of payroll. The contractor retains the difference as part of its profit.”
Low-wage food service employees often can’t afford their share of the cost of the contractor’s health insurance; young employees don’t think they need insurance, and some have a spouse with better coverage, he explained. Typically, half or fewer of full-time hourly employees – and none of the student or other part-time employees – accept the company’s benefits package.
Liability insurance: Contractors typically charge between 1% and 1.8% of total sales for liability insurance, although their actual cost is about 0.5% of sales; up to 0.8% for small contractors, Mac Dermott reports he has found.
“Contractors typically ask for five- to ten-year contracts when they make an investment, and sometimes longer, if the investment is large,” he says. “This may seem like a minor consideration when the college is seeking the investment dollars, but it can prove to be disadvantageous. The operating contract will require the college to refund the undepreciated balance of the investment if the contract is terminated by either party for any reason before the contract term has expired.”
“This means,” he warns, “that if a college that accepted a $1 million investment, depreciated over a 10-year contract and by the fifth year, the college is dissatisfied with the operation of the campus food services, it must pay back $500,000 to terminate the contract. Few colleges have the resources to make such a repayment.”
“Colleges should be cautious about asking for or accepting large investments from food service contractors,” he adds. “Their services may not live up to the promises they made to secure the contract. Measuring the value of food service contractors by the size of their investment offers shuts out the smaller, but often more capable, regional and local food service companies from consideration.”
About Clarion Group
Clarion Group is a consulting firm that advises companies, professional firms, colleges and universities, independent schools and institutions in the management, operation and improvement of their in-house employee/student food services, catering, conference, lodging and related hospitality services throughout the U.S. and Canada.
For information, contact:
Tom Mac Dermott, FCSI, President
Clarion Group
PO Box 158, Kingston, NH 03848-0158
603/642-8011 or TWM@clariongp.com
Website: www.clariongp.com
Contact
Clarion Group
Tom Mac Dermott
603-642-8011
www.ClarionGP.com
Tom Mac Dermott
603-642-8011
www.ClarionGP.com
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