Table of Contents

 

 

 

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C.  20549

 

FORM 10-K

 

ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d)

OF THE SECURITIES EXCHANGE ACT OF 1934

For the fiscal year ended December 31, 2008

 

Commission file number 0-20797

 

RUSH ENTERPRISES, INC.

(Exact name of registrant as specified in its charter)

 

Texas

 

74-1733016

(State or other jurisdiction of incorporation or organization)

 

(I.R. S. Employer Identification No.)

 

 

 

555 IH 35 South, New Braunfels, TX

 

78130

(Address of principal executive offices)

 

(Zip Code)

 

Registrant’s telephone number, including area code:  (830) 626-5200

 

Securities registered pursuant to Section 12(b) of the Act:

None

 

Securities registered pursuant to Section 12(g) of the Act:

Class A and Class B Common Stock, $.01 par value

(Title of Class)

 

Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.

 

Yes o

No x

 

Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Exchange Act.

 

Yes o

No x

 

Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.

 

Yes x

No o

 

Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this Form 10-K.  o

 

Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, or a non-accelerated filer.  See the definitions of “large accelerated filer,” “accelerated filer” and smaller reporting company in Rule 12b-2 of the Exchange Act.

Large accelerated filer o

Accelerated filer x

Non-accelerated filer o

Smaller Reporting Company o

 

Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).

 

Yes o

No x

 

The aggregate market value of common stock held by non-affiliates of the registrant as of June 30, 2008 was approximately $481,933,449 based upon the last sales price on June 30, 2008 on The NASDAQ Global Select MarketSM of $14.48 for the registrant’s Class A common stock and $13.96 for the registrant’s Class B common stock.  Shares of common stock held by each executive officer and director and by each shareholder affiliated with a director or an executive officer have been excluded from this calculation because such persons may be deemed to be affiliates.  This determination of affiliate status is not necessarily a conclusive determination for other purposes.

 

The registrant had 26, 307,584 shares Class A common stock and 10,685,144 shares of Class B common stock outstanding on March 9, 2009.

 

DOCUMENTS INCORPORATED BY REFERENCE

 

Portions of registrant’s definitive proxy statement for the registrant’s 2009 Annual Meeting of Shareholders, to be filed with the Securities and Exchange Commission not later than April 30, 2009, are incorporated by reference into Part III of this Form 10-K.

 

 

 



Table of Contents

 

 

RUSH ENTERPRISES, INC.

 

Index to Form 10-K

 

Year ended December 31, 2008

 

 

 

Page No.

Part I

 

 

 

Item 1

Business

2

Item 1A

Risk Factors

13

Item 1B

Unresolved Staff Comments

19

Item 2

Properties

19

Item 3

Legal Proceedings

19

Item 4

Submission of Matters to a Vote of Security Holders

19

 

 

 

Part II

 

 

 

Item 5

Market for Registrant’s Common Equity, Related Shareholder Matters and Issuer Purchases of Equity Securities

20

Item 6

Selected Financial Data

22

Item 7

Management’s Discussion and Analysis of Financial Condition and Results of Operations

23

Item 7A

Quantitative and Qualitative Disclosures about Market Risk

38

Item 8

Financial Statements and Supplementary Data

40

Item 9

Changes in and Disagreements with Accountants on Accounting and Financial Disclosure

69

Item 9A

Controls and Procedures

69

Item 9B

Other Information

72

 

 

 

Part III

 

 

 

Item 10

Directors and Executive Officers of the Registrant

72

Item 11

Executive Compensation

72

Item 12

Security Ownership of Certain Beneficial Owners and Management and Related Shareholder Matters

72

Item 13

Certain Relationships and Related Transactions

72

Item 14

Principal Accountant Fees and Services

72

 

 

 

Part IV

 

 

 

Item 15

Exhibits and Financial Statement Schedules

73

 

 



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NOTE REGARDING FORWARD-LOOKING STATEMENTS

 

Certain statements contained in this Form 10-K (or otherwise made by the Company or on the Company’s behalf from time to time in other reports, filings with the Securities and Exchange Commission, news releases, conferences, website postings or otherwise) that are not statements of historical fact constitute “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Exchange Act of 1934, as amended(the “Exchange Act”), notwithstanding that such statements are not specifically identified. Forward-looking statements include statements about the Company’s financial position, business strategy and plans and objectives of management of the Company for future operations.  These forward-looking statements reflect the best judgments of the Company about the future events and trends based on the beliefs of the Company’s management as well as assumptions made by and information currently available to the Company’s management.  Use of the words “may,” “should,” “continue,” “plan,” “potential,” “anticipate,” “believe,” “estimate,” “expect” and “intend” and words or phrases of similar import, as they relate to the Company or its subsidiaries or Company management, are intended to identify forward-looking statements but are not the exclusive means of identifying such statements.  Forward-looking statements reflect the current view of the Company with respect to future events and are subject to risks and uncertainties that could cause actual results to differ materially from those in such statements. Important factors that could cause actual results to differ materially from those in the forward-looking statements include, but are not limited to, those set forth under Item 1A—Risk Factors as well as future growth rates and margins for certain of our products and services, future demand for our products and services, risks associated with the current global economic crisis and its impact on capital markets and liquidity, competitive factors, general economic conditions, cyclicality, economic conditions in the new and used truck and equipment markets, customer relations, relationships with vendors, the interest rate environment, governmental regulation and supervision, seasonality, distribution networks, product introductions and acceptance, technological change, changes in industry practices, one-time events and other factors described herein and in the Company’s quarterly and other reports filed with the Securities and Exchange Commission (collectively, “Cautionary Statements”). Although the Company believes that its expectations are reasonable, it can give no assurance that such expectations will prove to be correct. Based upon changing conditions, should any one or more of these risks or uncertainties materialize, or should any underlying assumptions prove incorrect, actual results may vary materially from those described in any forward-looking statements. All subsequent written and oral forward-looking statements attributable to the Company or persons acting on its behalf are expressly qualified in their entirety by the applicable Cautionary Statements. All forward-looking statements speak only as the date on which they are made and the Company undertakes no duty to update or revise any forward-looking statements.

 

NOTE REGARDING INCORPORATION BY REFERENCE

 

The Securities and Exchange Commission (“SEC”) allows us to disclose important information to you by referring you to other documents we have filed with the SEC. The information we refer to is “incorporated by reference” into this Form 10-K. Please read that information.

 

NOTE REGARDING TRADEMARKS USED IN THIS FORM 10-K

 

Peterbilt® is a registered trademark of Peterbilt Motors Company. PACCAR® is a registered trademark of PACCAR, Inc. GMC® is a registered trademark of General Motors Corporation. Hino® is a registered trademark of Hino Motors, Ltd. UD® is a registered trademark of Nissan Diesel Motor Co., Ltd. Isuzu® is a registered trademark of Isuzu Motors Limited. John Deere® is a registered trademark of Deere & Company. Kenworth® is a registered trademark of PACCAR, Inc. doing business as Kenworth Truck Company. Volvo® is a registered trademark of Volvo Trademark Holding AB. Freightliner® is a registered trademark of Freightliner Corporation. Mack® is a registered trademark of Mack Trucks, Inc. Navistar® is a registered trademark of Navistar International Corporation. Caterpillar® is a registered trademark of Caterpillar, Inc. Cummins® is a registered trademark of Cummins Engine Company, Inc. PacLease® is a registered trademark of PACCAR Leasing Corporation. CitiCapital® is a registered trademark of Citicorp. Ford® is a registered trademark of Ford Motor Company.  Cummins® is a registered trademark of Cummins Intellectual Property, Inc.  Eaton is a registered trademark of Eaton Corporation.  Arvin Meritor® is a registered trademark of Meritor Technology, Inc.®  Case is a registered trademark of Case Corporation.  Komatsu® is a registered trademark of Kabushiki Kaisha Komatsu Seisakusho Corporation Japan.  The CIT Group® is a registered trademark of CIT Group Holdings, Inc.  JPMorgan Chase® is a registered trademark of JP Morgan Chase & Co.  SAP® is a registered trademark of SAP Aktiengesellschaft.  International® is a registered trademark of Navistar International Transportation Corp. Blue Bird® is a registered trademark of Blue Bird Investment Corporation.

 

 

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Table of Contents

 

 

PART I

 

Item 1.  Business

 

References herein to “the Company,” “Rush Enterprises,” “Rush,” “we,” “our” or “us” mean Rush Enterprises, Inc., a Texas corporation, its subsidiaries and Associated Acceptance, Inc., the insurance agency affiliated with the Company, unless the context requires otherwise.

 

Access to Company Information

 

Rush electronically files annual reports, quarterly reports, and special reports with the SEC.  You may read and copy any of the materials that we have filed with the SEC at the SEC’s Public Reference Room at 450 Fifth Street, NW, Washington, DC 20549. You may obtain information about the Public Reference Room by calling the SEC at 1-800-SEC-0330.  Our filings are also available to you on the SEC’s website at www.sec.gov.

 

Rush makes certain of our SEC filings available, free of charge, through our website, including annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K and all amendments to these reports.  These filings are available as soon as reasonably practicable after such material is electronically filed with or furnished to the SEC.  Rush’s website address is www.rushenterprises.com.  The information contained on our website, or on other websites linked to our website, is not part of this document.

 

General

 

Rush Enterprises, Inc. was incorporated in Texas in 1965 and currently consists of two reportable segments: the Truck Segment and the Construction Equipment Segment.  The Company conducts business through numerous subsidiaries, all of which it wholly owns, directly or indirectly.  Its principal offices are located at 555 IH 35 South, New Braunfels, Texas 78130.

 

The Company is a full-service, integrated retailer of premium transportation and construction equipment and related services.  The Company’s Rush Truck Centers sell vehicles manufactured by Peterbilt Motors Company (a division of PACCAR, Inc.), International, Volvo, GMC, Hino, UD, Ford, Isuzu and Blue Bird.  The Company also operates John Deere construction equipment dealerships at its Rush Equipment Centers in Southeast Texas. Through its strategically located network of Rush Truck Centers and its Rush Equipment Centers, the Company provides one-stop service for the needs of its customers, including retail sales of new and used trucks and construction equipment, aftermarket parts sales, service and repair facilities, and financing, leasing and rental, and insurance products.

 

The Company’s Rush Truck Centers are principally located in high traffic areas throughout the southern United States.  Since commencing operations as a Peterbilt heavy-duty truck dealer in 1966, the Company has grown to operate more than 50 Rush Truck Centers in Alabama, Arizona, California, Colorado, Florida, Georgia, New Mexico, North Carolina, Oklahoma, Tennessee and Texas.

 

Our business strategy consists of providing our customers with competitively priced products supported with timely and reliable service through our integrated dealer network. We intend to continue to implement our business strategy, reinforce customer loyalty and remain a market leader by continuing to develop our Rush Truck Centers and Rush Equipment Centers as we extend our geographic focus through strategic acquisitions of new locations and expansions of our existing facilities and product lines.

 

Rush Truck Centers.  Our Rush Truck Centers are located in Alabama, Arizona, California, Colorado, Florida, Georgia, New Mexico, North Carolina, Oklahoma, Tennessee and Texas.  The following chart reflects our franchises and parts, service and body shop operations by location.

 

 

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Rush Truck Center
Location

 

Heavy-Duty
Franchise(s)

 

Medium-Duty and Bus
Franchise(s)

 

Parts

 

Service

 

Body
Shop

 

 

 

 

 

 

 

 

 

 

 

Alabama:

 

 

 

 

 

 

 

 

 

 

Mobile

 

Peterbilt

 

Peterbilt

 

Yes

 

Yes

 

Yes

 

 

 

 

 

 

 

 

 

 

 

Arizona:

 

 

 

 

 

 

 

 

 

 

Flagstaff

 

None

 

None

 

Yes

 

Yes

 

No

Phoenix

 

Peterbilt

 

Peterbilt, GMC, Hino

 

Yes

 

Yes

 

Yes

Tucson

 

Peterbilt

 

Peterbilt, GMC, Hino

 

Yes

 

Yes

 

No

 

 

 

 

 

 

 

 

 

 

 

California:

 

 

 

 

 

 

 

 

 

 

El Centro

 

Peterbilt

 

Peterbilt

 

Yes

 

Yes

 

No

Escondido

 

Peterbilt

 

Peterbilt, Hino

 

Yes

 

Yes

 

No

Fontana Heavy-Duty

 

Peterbilt

 

Peterbilt

 

Yes

 

Yes

 

Yes

Fontana Medium-Duty

 

None

 

Peterbilt, GMC, Hino, Isuzu, UD

 

Yes

 

Yes

 

No

Pico Rivera

 

Peterbilt

 

Peterbilt, UD (parts only)

 

Yes

 

Yes

 

Yes

San Diego

 

Peterbilt

 

Peterbilt, GMC, Hino

 

Yes

 

Yes

 

Yes

San Luis Obispo

 

None

 

None

 

Yes

 

Yes

 

No

Sylmar

 

Peterbilt

 

Peterbilt, UD

 

Yes

 

Yes

 

No

 

 

 

 

 

 

 

 

 

 

 

Colorado:

 

 

 

 

 

 

 

 

 

 

Denver Heavy-Duty

 

Peterbilt

 

Peterbilt

 

Yes

 

Yes

 

Yes

Denver Medium-Duty

 

None

 

Ford, Isuzu

 

Yes

 

Yes

 

No

Greeley

 

Peterbilt

 

Peterbilt

 

Yes

 

Yes

 

No

Pueblo

 

Peterbilt

 

Peterbilt

 

Yes

 

Yes

 

No

 

 

 

 

 

 

 

 

 

 

 

Florida:

 

 

 

 

 

 

 

 

 

 

Haines City

 

Peterbilt

 

Peterbilt

 

Yes

 

Yes

 

Yes

Tampa

 

Peterbilt

 

Peterbilt

 

Yes

 

Yes

 

No

Winter Garden

 

Peterbilt

 

Peterbilt, GMC, Isuzu, UD

 

Yes

 

Yes

 

No

Jacksonville

 

Peterbilt

 

Peterbilt, Hino

 

Yes

 

Yes

 

Yes

 

 

 

 

 

 

 

 

 

 

 

Georgia:

 

 

 

 

 

 

 

 

 

 

Atlanta

 

None

 

GMC, Hino, Isuzu, UD

 

Yes

 

Yes

 

No

 

 

 

 

 

 

 

 

 

 

 

New Mexico:

 

 

 

 

 

 

 

 

 

 

Albuquerque

 

Peterbilt

 

Peterbilt, UD

 

Yes

 

Yes

 

Yes

Las Cruces

 

None

 

None

 

Yes

 

Yes

 

No

 

 

 

 

 

 

 

 

 

 

 

North Carolina:

 

 

 

 

 

 

 

 

 

 

Charlotte

 

Peterbilt

 

Peterbilt, Hino, Isuzu

 

Yes

 

Yes

 

No

Charlotte

 

International

 

International

 

Yes

 

Yes

 

Yes

 

 

 

 

 

 

 

 

 

 

 

Oklahoma:

 

 

 

 

 

 

 

 

 

 

Ardmore

 

Peterbilt

 

Peterbilt

 

Yes

 

Yes

 

No

Oklahoma City

 

Peterbilt

 

Peterbilt, GMC, Hino

 

Yes

 

Yes

 

Yes

Tulsa

 

Peterbilt, Volvo

 

Peterbilt, GMC, Hino

 

Yes

 

Yes

 

Yes

 

 

 

 

 

 

 

 

 

 

 

Tennessee:

 

 

 

 

 

 

 

 

 

 

Nashville

 

Peterbilt

 

Peterbilt

 

Yes

 

Yes

 

Yes

 

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Table of Contents

 

 

Rush Truck Center
Location

 

Heavy-Duty
Franchise(s)

 

Medium-Duty and Bus
Franchise(s)

 

Parts

 

Service

 

Body
Shop

 

 

 

 

 

 

 

 

 

 

 

Texas:

 

 

 

 

 

 

 

 

 

 

Abilene

 

Peterbilt

 

Peterbilt

 

Yes

 

Yes

 

No

Alice

 

Peterbilt

 

Peterbilt, Blue Bird

 

Yes

 

Yes

 

No

Austin

 

Peterbilt

 

Peterbilt, GMC, Hino, Isuzu, UD, Blue Bird

 

Yes

 

Yes

 

No

Dallas Heavy-Duty

 

Peterbilt

 

Peterbilt, Blue Bird

 

Yes

 

Yes

 

Yes

Dallas Medium-Duty

 

None

 

Peterbilt, GMC, Hino, UD, Blue Bird

 

Yes

 

Yes

 

No

El Paso

 

Peterbilt

 

Peterbilt, GMC, Hino (service only)

 

Yes

 

Yes

 

Yes

Fort Worth

 

Peterbilt

 

Peterbilt, UD, Blue Bird

 

Yes

 

Yes

 

No

Houston

 

Peterbilt

 

Peterbilt, GMC, Hino, Blue Bird

 

Yes

 

Yes

 

Yes

Laredo

 

Peterbilt

 

Peterbilt, Blue Bird

 

Yes

 

Yes

 

Yes

Lufkin

 

Peterbilt

 

Peterbilt, Blue Bird

 

Yes

 

Yes

 

Yes

Pharr

 

Peterbilt

 

Peterbilt, Hino, UD, Blue Bird

 

Yes

 

Yes

 

Yes

San Antonio

 

Peterbilt

 

Peterbilt, GMC, Hino, Blue Bird

 

Yes

 

Yes

 

Yes

Sealy

 

Peterbilt

 

Peterbilt, Blue Bird

 

Yes

 

Yes

 

No

Texarkana

 

Peterbilt

 

Peterbilt, GMC, Hino, Isuzu, Blue Bird

 

Yes

 

Yes

 

No

Tyler

 

Peterbilt

 

Peterbilt, Blue Bird

 

Yes

 

Yes

 

No

Waco

 

Peterbilt

 

Peterbilt, GMC, Hino, Isuzu, Blue Bird

 

Yes

 

Yes

 

No

 

Rush Equipment Center. Our Rush Equipment Centers in Southeast Texas, provide a full line of John Deere construction equipment, including backhoe loaders, hydraulic excavators, crawler-dozers and four-wheel drive loaders.

 

Leasing and Rental Services.  Through certain of our Rush Truck Centers and three stand-alone Rush Truck Leasing stores, we provide a broad line of product selections for lease or rent, including Class 4, Class 5, Class 6, Class 7 and Class 8 trucks, heavy-duty cranes and refuse haulers.  Our lease and rental fleets are offered on a daily, monthly or long-term basis.

 

Financial and Insurance Products.  At our dealerships we offer third-party financing to assist customers in purchasing new and used trucks and construction equipment. Additionally, we sell, as agent, a complete line of property and casualty insurance, including collision and liability insurance on trucks, cargo insurance and credit life insurance.

 

Perfection Equipment.  Our Perfection Equipment subsidiary operates out of two locations in Oklahoma City.  Perfection Equipment offers installation of equipment, equipment repair, parts installation, and paint and body repair to owners of commercial vehicles.  Perfection Equipment carries over 120 lines of truck and industrial parts and over 100 lines of equipment.  Perfection Equipment specializes in up-fitting a variety of trucks used by oilfield service providers and other specialized service providers.

 

World Wide Tires.  We operate World Wide Tires stores in four locations in Texas.  World Wide Tires primarily sells tires for use on Class 8 trucks.

 

Industry

 

See Part II, Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations — Industry” for a description of our industry and the markets in which we operate.

 

 

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Our Business Strategy

 

Operating Strategy.  Our strategy is to operate an integrated dealer network that primarily markets Peterbilt heavy-duty trucks, medium-duty trucks from various manufacturers, Blue Bird buses and John Deere construction equipment and provides complementary products and services. Our strategy includes the following key elements:

 

·                  One-Stop Centers. We have developed our truck and construction equipment dealerships as “one-stop centers” where, at one convenient location, our customers can do the following: purchase new and used trucks, buses or construction equipment; finance, lease or rent trucks or construction equipment; purchase aftermarket parts and accessories; and have service performed by certified technicians. We believe that this full-service strategy also helps to mitigate cyclical economic fluctuations because the parts and service sales at our dealerships generally tend to be less volatile than our new and used truck and construction equipment sales.

 

·                  Branding Program. We employ a branding program for our dealerships through distinctive signage and uniform marketing programs to take advantage of our existing name recognition and to communicate the standardized high quality of our products and reliability of our services throughout our dealership network.

 

·                  Management by Dealership Units. At each of our dealerships, we operate one or more of the following business units: new sales, used sales, financial services, parts, service or body shop. Our general managers measure and manage the operations of each of our dealerships according to the specific business units operating at that location. We believe that this system enhances the profitability of all aspects of a dealership and increases our overall operating margins. Operating goals for each business unit at each of our dealerships are established annually and managers are rewarded for performance.

 

·                  Integrated Management Information Systems. In order to efficiently operate separate business units within each dealership, we rely upon our management information systems to determine and monitor appropriate inventory levels and product mix at each Rush Truck Center.  Each Rush Truck Center can access a centralized real-time inventory tracking system that is accessible simultaneously by all locations. Our parts reordering system assists each Rush Truck Center in maintaining the proper inventory levels and typically permits inventory delivery to each location, or directly to customers, within 24 hours from the time the order is placed. In addition, by actively monitoring market conditions, assessing product and expansion strategies and remaining abreast of changes within the market, we are able to proactively address market-by-market changes by realigning and, if necessary, adding product lines and models.

 

Growth Strategy.  Through our expansion and acquisition initiatives, we have grown to operate a large, multistate, full-service network of truck dealerships. As described below, we intend to continue to grow our business internally and through acquisitions by expanding into new geographic areas, expanding our product offerings and opening new one-stop truck and equipment centers in existing markets.

 

·                  Expansion Into New Geographic Areas. We plan to continue to expand our Rush Truck Center network and build a Rush Equipment Center network by acquiring additional dealerships in geographic areas contiguous to our current operations. We have successfully expanded our presence from our Texas base into a coast-to-coast network of Rush Truck Centers. We believe the geographic diversity of our Rush Truck Center network has significantly expanded our customer base while reducing the effects of local economic cycles. Geographic diversification supports the sale of trucks and parts by allowing us to allocate our inventory among the geographic regions we serve based on market demand within these regions.

 

·                  Expansion of Product Offerings. We intend to continue to expand our product lines within our Rush Truck Centers and our Rush Equipment Centers by adding product categories that are both complementary to our existing product lines and well suited to our operating model.

 

We believe that there are many additional product and service offerings that would complement our primary product lines. We expect any product category expansion that we pursue to satisfy our requirements that:

 

 

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·                  the products serve a commercial customer base;

 

·                  the products provide opportunities for incremental income through related aftermarket sales, service or financing; and

 

·                  Rush operating controls can be implemented to enhance the financial performance of the business.

 

·                  Open New Rush Truck and Equipment Centers in Existing Areas of Operation. We believe that there are opportunities to increase our share of the heavy-duty truck market by introducing our one-stop centers to underserved markets within our current areas of operation.  The introduction of additional one-stop centers enables us to enhance revenues from our existing customer base as well as increase the awareness of the “Rush” brand name for new customers.

 

In identifying new areas for expansion, we analyze the target market’s level of new truck registrations, customer buying and leasing trends and the existence of competing franchises. We also assess the potential performance of a parts and service center to determine whether a market is suitable for a Rush Truck Center. After a market has been strategically reviewed, we survey the region for a well-situated location. Whether we acquire existing dealerships or open a new Rush Truck Center, we will introduce our branding program and implement our integrated management system.

 

Management of Our Dealerships

 

We manage our dealerships as described below.

 

Rush Truck Centers

 

Our Rush Truck Centers are responsible for sales of new and used heavy- and medium-duty trucks, as well as related parts and services.

 

New Truck Sales.   New heavy-duty truck sales represent the largest portion of our revenue, accounting for approximately $665.5 million, or 40.2%, of our total revenues in 2008. New Class 8 heavy-duty Peterbilt truck sales accounted for approximately 73.6% of our new truck revenues for 2008.

 

Our Rush Truck Centers that sell new and used Class 8 heavy-duty trucks also sell Class 6 and Class 7 medium-duty Peterbilt trucks.  Certain Rush Truck Centers also sell medium-duty trucks manufactured by GMC, Hino, Isuzu, Ford or UD and buses manufactured by Blue Bird (see Part I, Item 1, “General — Rush Truck Centers” for a description of our industry and the markets in which we operate).  New medium-duty truck sales, excluding new bus sales, accounted for approximately $202.7 million, or 12.2% of our total revenues for 2008, and 22.7% of our new truck revenues for 2008. Our customers use heavy- and medium-duty trucks to haul various materials, including general freight, petroleum, wood products, refuse and construction materials.  In 2008, we acquired the Blue Bird bus franchise for the majority of Texas.  New bus sales accounted for approximately $19.4 million, or 1.2% of our total revenues for 2008, and 2.2% of our new truck revenues for 2008.

 

A significant portion of our new truck sales are to fleet customers (customers who purchase more than five trucks in any 12-month period).  Because of the size of our Rush Truck Center network, our strong relationships with our fleet customers and our ability to handle large quantities of used truck trade-ins, we are able to successfully market and sell to fleet customers nationwide.  We believe that we have a competitive advantage over most other dealers in that we can absorb multi-unit trade-ins often associated with fleet sales and effectively disperse the used trucks for resale throughout our dealership network.  We believe that our attention to customer service and our broad range of trucking services, including our ability to offer truck financing and insurance to our customers, has resulted in a high level of customer loyalty.

 

Used Truck Sales.  Used truck sales accounted for approximately $149.9 million, or 9.1%, of our total revenues for 2008.  We sell used heavy- and medium-duty trucks at most of our Rush Truck Centers.  We believe that we are well positioned to market used heavy-duty trucks due to our ability to recondition them for resale utilizing the parts and service departments of our Rush Truck Centers and our ability to move used trucks between Rush Truck Centers to satisfy customer demand. The majority of our used truck fleet consists of trucks taken as trade-ins from new truck customers, but we supplement our used truck fleet by purchasing used trucks from third parties for resale.

 

 

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Truck Parts and Service.  Truck-related parts and service revenues accounted for approximately $457.6 million, or 27.6%, of our total revenues for 2008.  The parts business enhances our sales and service functions and is a source of recurring revenue. Most Rush Truck Centers carry a wide variety of Peterbilt and other truck parts in its inventory.  We also have field service trucks and technicians who are capable of making on-site repairs at our customers’ locations.

 

Certain Rush Truck Centers also feature fully equipped service and body shop facilities, the combination and configuration of which varies by location, capable of handling a broad range of truck repairs on most makes and classes of trucks.  Each Rush Truck Center is a warranty service center for the truck manufacturers represented at that location and most are also authorized service centers for other manufacturers, including the following: Caterpillar, Cummins, Eaton and Arvin Meritor. We have more than 900 service and body shop bays, including 23 paint booths, throughout our Rush Truck Center network.

 

We perform both warranty and nonwarranty service work on heavy- and medium-duty trucks and components. The cost of warranty work is generally reimbursed by the applicable manufacturer at retail consumer rates.  A majority of the service technicians at our Rush Truck Centers have been certified by various truck or component manufacturers.

 

Truck Leasing and Rental.   Truck leasing and rental revenues accounted for approximately $54.8 million, or 3.3%, of our total revenues for 2008.  At our Rush Truck Leasing locations, we engage in full-service truck leasing under the PacLease trade name at eleven locations and are the largest PacLease dealer in the United States.  During 2008, we acquired an Idealease franchise in Charlotte, North Carolina.  Leasing and rental customers contribute to additional parts sales and service work at Rush Truck Centers because most of our leases require service and maintenance for the leased trucks to be performed at our facilities (or at facilities outside our service area, as we direct). Rented trucks are also generally serviced at our facilities.  We had 2,570 units in our lease and rental fleet as of December 31, 2008 compared to 2,404 units as of December 31, 2007.  As of December 31, 2008, we owned approximately 83% of our lease and rental fleet, and leased the remaining trucks in our fleet primarily from PACCAR Leasing Company (“PACCAR Leasing”). Currently, the average age of the trucks in our lease and rental fleet is approximately 31 months.  Generally, we hold trucks in our lease and rental fleet for approximately 6 years, depending on the type of truck, and then sell them through the used sales operations at our Rush Truck Centers.  Historically, we have realized gains on the sale of used lease trucks in excess of the cost of the purchase option contained in our leases with PACCAR Leasing or the book value of trucks owned by the Company.

 

Rush Equipment Center

 

Our Rush Equipment Centers are responsible for sales of new and used construction equipment and related parts and service.

 

New Construction Equipment Sales.   New construction equipment sales accounted for approximately $59.0 million, or 3.6%, of our total revenues for 2008.  Our Rush Equipment Centers carry a complete line of John Deere construction equipment. A new piece of John Deere construction equipment typically ranges in price from $50,000 for a backhoe to $500,000 for an excavator.  We carry a full line of complementary construction equipment manufactured by other suppliers to enhance our John Deere product line.  We sell construction equipment to a diverse customer base including residential and commercial construction contractors, utility companies, government agencies, and various petrochemical, industrial and material supply businesses.

 

We believe that John Deere’s reputation for manufacturing high quality construction equipment attracts new and repeat customers who value lower maintenance and repair costs and a higher residual value at trade-in.  We attempt to increase this brand loyalty with an operating strategy that is similar to the operating strategy used by our Rush Truck Centers and focuses on providing fast, reliable service.  We believe that our operating strategy will enable us to both increase our customer base and generate repeat business for all product offerings.

 

Used Construction Equipment Sales.   Used construction equipment sales accounted for approximately $3.2 million, or 0.2%, of our total revenues for 2008.  We sell used construction equipment manufactured by several manufacturers, including John Deere, Case, Caterpillar, and Komatsu.  Our used construction equipment inventory is derived from trade-ins from our construction equipment customers and purchases from third parties.

 

Construction Equipment Parts and Service.   Construction equipment related parts and service revenues accounted for approximately $20.8 million, or 1.3%, of our total revenues for 2008.  Our Rush Equipment Centers carry a wide variety of John Deere and other parts in its inventory, which consists of over 7,000 items from more than 15 suppliers.  We are an

 

 

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authorized John Deere construction equipment parts and accessories supplier in the Houston, Texas area.  We maintain a fully equipped service operation capable of handling repairs on John Deere construction equipment and most other brands of construction equipment at our Rush Equipment Centers.  We enhance our service presence with field service trucks and technicians who are capable of making on-site repairs at our customers’ locations.

 

Additional information related to these operating segments for 2008, 2007 and 2006 is included in Note 20 — Segments in the Notes to the Company’s Consolidated Financial Statements in Item 8.

 

Financial and Insurance Products

 

We sell, as agent, a complete line of property and casualty insurance to our truck customers and other truck owners.  Our agency is licensed to sell truck liability, general liability, collision and comprehensive, workers’ compensation, cargo, credit life and occupational accident insurance coverage.  We serve as sales representatives for a number of leading insurance companies including the Great American Insurance Companies, Hartford Insurance Group and American General Financial Group. Our renewal rate during 2008 was 80%.

 

At our Rush Truck Centers and our Rush Equipment Centers we have personnel responsible for arranging third-party financing for our product offerings.  We also have licensed insurance agents at some of our dealerships in Alabama, California, Colorado, Florida, New Mexico, North Carolina, Tennessee and Texas who arrange insurance for our customers.  The sale of financial and insurance products accounted for approximately $12.3 million, or 0.7%, of our total revenue for 2008.  Finance and insurance revenues have minimal direct costs and, therefore, contribute a disproportionate share of our operating profits.

 

New and Used Truck Financing.  We arranged customer financing through various commercial lending sources for approximately 30% of our new and used truck sales in 2008 and 2007.  Generally, truck finance contracts are memorialized through the use of installment contracts, which are secured by the trucks financed, and require a down payment of 10% to 30% of the value of the financed truck, with the remaining balance financed over a two to five-year period. The majority of finance contracts are sold without recourse to the Company.  The Company’s recourse liability related to finance contracts sold with recourse to the Company ranges from 5% to 100% of the outstanding amount of each note initiated on behalf of the finance company (see “Management’s Discussion and Analysis of Financial Condition and Results of Operations — Critical Accounting Policies”).  The Company provides an allowance for repossession losses and early repayment penalties.

 

New and Used Construction Equipment Financing.  We arranged customer financing through various commercial lending sources for approximately $32.7 million of our new and used construction equipment sales in 2008, a decrease of 31.2% from approximately $47.5 million in 2007.  Generally, construction equipment finance contracts are memorialized through the use of installment or lease contracts, which are secured by the construction equipment financed, and generally require a down payment of 0% to 10% of the value of the financed piece of construction equipment, with the remaining balance being financed over a three to five-year period.  All finance contracts for construction equipment are assigned without recourse.

 

Sales and Marketing

 

Our established expansion and acquisition strategy and long history of operations in the heavy- and medium-duty truck business have resulted in a strong customer base that is diverse in terms of geography, industry and scale of operations.  Rush Truck Centers’ customers include owner operators, regional and national truck fleets, corporations and local governments.  During 2008, no single customer of our Rush Truck Centers accounted for more than 10% of our total truck sales by dollar volume.  Our Rush Equipment Centers’ customer base is similarly diverse and, during 2008, no single Rush Equipment Center customer accounted for more than 10% of our total construction equipment sales by dollar volume.  We generally promote our products and related services through direct customer contact by our sales personnel, advertisements in trade magazines and attendance at industry shows.

 

We believe that the consistently reliable service received by our customers, our longevity and our geographic diversity have resulted in increased market recognition of the “Rush” brand name and have served to reinforce customer loyalty.  In an effort to enhance our name recognition and to communicate the standardized high level of quality products and services provided at our Rush Truck Centers and our Rush Equipment Centers, we implement our “Rush” brand name concept at each of our dealerships.  Each of our dealerships is identified as either a Rush Truck Center or Rush Equipment Center.

 

 

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Facility Management

 

                Personnel.  Each Rush Truck Center and Rush Equipment Center is typically managed by a general manager who oversees the operations, personnel and the financial performance of the location, subject to the direction of our corporate office. Additionally, each Rush Truck Center is typically staffed by a sales manager, parts manager, service manager, sales representatives, parts employees, and other service and makeready employees, as appropriate, given the services offered.  The sales staff of each Rush Truck Center and Rush Equipment Center is compensated on a salary plus commission basis, with a high percentage of their compensation consisting of commission, while the general manager, parts manager and service manager receive a combination of salary and performance bonus, with a high percentage of their compensation consisting of the performance bonus.  We believe that our employees are among the highest paid in their respective industry which enables us to attract and retain qualified personnel.

 

                On an annual basis, general managers prepare detailed monthly profit and loss forecasts based upon historical information and projected trends. A portion of each general manager’s performance bonus is based upon whether they meet or exceed their operating plans. During the year, general managers regularly review their facility’s progress with senior management and make appropriate adjustments as needed.  Most of our employees receive annual performance evaluations.

 

                We have been successful in retaining our senior management and general managers.  To promote communication and efficiency in operating standards, general managers and members of senior management attend company-wide strategy sessions each year. In addition, management personnel attend various industry-sponsored leadership and management seminars and receive continuing education on the products we distribute, marketing strategies and management information systems.

 

                Members of senior management regularly travel to each location to provide on-site management and support.  Each location is audited regularly for compliance with corporate policies and procedures.  These routine unannounced internal audits, objectively measure dealership performance with respect to corporate expectations in the management and administration of sales, truck and equipment inventory, parts inventory, parts sales, service sales, body shop sales, corporate policy compliance, human resources compliance, and environmental and safety compliance matters.  The Company has instituted succession planning pursuant to which employees in each Rush Truck Center and Rush Equipment Center are groomed as assistant managers to assume management responsibilities in existing and future dealerships.

 

                Purchasing and Suppliers.  We believe that pricing is an important element of our marketing strategy.  Because of our size, our Rush Truck Centers benefit from volume purchases at favorable prices that permit them to achieve a competitive pricing position in the industry. We purchase our truck inventory and parts and accessories directly from the manufacturer. All other manufacturers’ parts and accessories, including those of Caterpillar, Cummins and other component manufacturers, are purchased through wholesale vendors or from PACCAR, which buys such products in bulk for resale to the Company and other Peterbilt dealers. All purchasing commitments are negotiated by personnel at our corporate headquarters. We have been able to negotiate favorable pricing levels and terms, which enables us to offer competitive prices for our products. We purchase all of our John Deere construction equipment inventory and John Deere parts directly from John Deere.

 

                Management Information Systems.  Each Rush Truck Center and Rush Equipment Center maintains a centralized real-time inventory tracking system which is accessible simultaneously by all locations and by our corporate office. We utilize our management information systems to monitor the inventory level of trucks and parts at each of our dealerships. From information assimilated from management information systems, management has developed a model reflecting historic sales levels of different product lines. This model enables management to identify the appropriate level and combination of inventory and forms the basis of our operating plan. Our management information systems and databases are also used to monitor market conditions and sales information and assess product and expansion strategies.

 

                Information received from manufacturers, industry analysts and industry contacts allows us to determine market share statistics and gross volume sales numbers for our products as well as those of competitors. This information impacts ongoing operations because management remains aware of changes within the markets we service and is able to react accordingly by realigning product lines and by adding new product lines and models.

 

                Distribution and Inventory Management.  We utilize a real-time inventory tracking system to maintain a close link between each Rush Truck Center.  This link allows for timely and cost-effective sharing of managerial and sales information as well as the prompt transfer of inventory among various locations. The transfer of inventory reduces delays in delivery, helps maximize inventory turns and assists in controlling problems created by overstock and understock

 

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 situations. We are linked directly to our major suppliers, including Peterbilt, GMC, and John Deere, via real-time communication links for purposes of ordering and inventory management. These automated reordering and communication systems allow us to maintain proper inventory levels and permit us to have inventory delivered to our locations, or directly to customers, typically within 24 hours of an order being placed.

 

Recent Acquisitions and Dispositions

 

                In June 2008, the Company acquired certain assets of Capital Bus Sales and Service of Texas, Inc., which included a Blue Bird bus franchise for the majority of Texas.  The Company is selling buses at most Rush Truck Centers throughout Texas.  The transaction was valued at approximately $5.6 million, with the purchase price paid in cash.

 

                In May 2008, the Company acquired certain assets of Peterbilt Carolina, Inc., which included a Peterbilt, Hino and Isuzu heavy- and medium-duty truck dealership in Charlotte, North Carolina.  The Company is operating the facility as a full-service Rush Truck Center offering Peterbilt heavy-duty and medium-duty trucks as well as medium-duty trucks manufactured by Hino and Isuzu, and parts and service.  The transaction was valued at approximately $13.4 million, with the purchase price paid in cash.

 

                In May 2008, the Company also acquired the common stock of Adams International Trucks, Inc., an International heavy- and medium-duty truck and Workhorse Custom Chassis dealership in Charlotte, North Carolina.  The Company is operating the facility as a full-service Rush Truck Center offering International heavy-duty and medium-duty trucks, parts and service and leasing.  The transaction was valued at approximately $20.1 million, with the purchase price paid in cash.  Included in the acquisition was the purchase of Adams Collision Center.  The Company also purchased the real estate used in the operations of Adams International Trucks, Inc. for $6.2 million.

 

                In August 2007, the Company purchased certain assets of San Luis Truck Service Garage, Inc., which consisted of a parts and service center in San Luis Obispo, California.  The Company is operating the facility as a Rush Truck Center offering parts and service.  The transaction was valued at approximately $0.8 million, with the purchase price paid in cash.

 

                In March 2007, the Company purchased certain assets of Allen-Jensen, Inc., which consisted of a GMC and Isuzu truck dealership in Waco, Texas.  The Company is operating the facility as a full-service Rush Truck Center offering Peterbilt heavy- and medium-duty trucks as well as medium-duty trucks manufactured by GMC and Isuzu, and parts and service.  The transaction was valued at approximately $6.3 million, with the purchase price paid in cash.

 

                In March 2007, the Company purchased certain assets of Advanced Transportation Insurance Services, Inc., an insurance agency headquartered in Laguna Niguel, California.  In connection with this acquisition, the Company also purchased the stock of Advance Premium Finance, Inc., a premium finance company associated with Advanced Transportation Insurance Services, Inc.  The total transaction was valued at approximately $2.1 million, with the purchase price financed with cash of $0.6 million and notes payable of $1.5 million.

 

                See Note 17 of the Notes to Consolidated Financial Statements for a detailed discussion of the allocation of the purchase price of these acquisitions.

 

Competition

 

                There is, and will continue to be, significant competition both within our current markets and in new markets we may enter. We anticipate that competition between us and other dealers will continue to increase in our current markets and on a national level based on the following:

 

·                  the accessibility of dealership locations;

 

·                  the number of dealership locations;

 

·                  price, value, quality and design of the products sold; and

 

·                  attention to customer service (including technical service).

 

                Our new truck products compete with trucks made by other manufacturers and sold through competing independent and factory-owned truck dealerships, including trucks manufactured by Navistar, Mack, Freightliner,

 

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Kenworth, Volvo, Western Star Truck Holdings, Ltd., and other manufacturers. Kenworth heavy-duty trucks are also manufactured by PACCAR, Peterbilt’s parent company, but are distributed through a different network of competing dealers. Our construction equipment products compete with construction equipment manufactured by Case, Caterpillar, Komatsu and other manufacturers. We believe that our dealerships are able to compete with manufacturer-owned dealers, independent dealers, wholesalers, rental service companies and industrial auctioneers in distributing our products because of the following: the overall quality and reputation of the products we sell; “Rush” brand name recognition and reputation for quality service; and our ability to provide comprehensive parts and service support, as well as financing, insurance and other customer services.

 

Dealership Agreements

 

                Peterbilt.  We have entered into nonexclusive dealership agreements with Peterbilt which authorize us to act as a dealer of Peterbilt heavy- and medium-duty trucks. Our Peterbilt areas of responsibility currently encompass areas in the states of Alabama, Arizona, California, Colorado, Florida, New Mexico, North Carolina, Oklahoma, Tennessee and Texas. These dealership agreements currently have terms expiring between March 2009 and May 2011 and impose certain operational obligations and financial requirements upon us and our dealerships. The Company’s dealership agreements with Peterbilt may be terminable by Peterbilt in the event the aggregate voting power of W. Marvin Rush, W.M. “Rusty” Rush, other members of the Rush family and certain executives of the Company decreases below 30%.  These agreements also grant Peterbilt rights of first refusal under certain circumstances relating to any sale or transfer of our dealership locations or if certain Rush family members desire to sell more than 100,000 shares of our voting common stock within a 12-month period to anyone other than family members or certain other specified persons.  Any termination or non-renewal of these dealership agreements by Peterbilt must follow certain guidelines established by both state and federal legislation designed to protect motor vehicle dealers from arbitrary termination or non-renewal of franchise agreements. The Automobile Dealers Day in Court Act and other similar state laws provide that the termination or non-renewal of a motor vehicle dealership agreement must be done in “good faith” and upon a showing of “good cause” by the manufacturer for such termination or non-renewal, as such terms have been defined by statute and interpreted in case law.

 

                Other Truck Suppliers.  In addition to our truck dealership agreements with Peterbilt, various Rush Truck Centers have entered into dealership agreements with other commercial vehicle manufacturers including Ford, GMC, Hino, Isuzu, UD, International, Blue Bird and Volvo.

 

                Sales of non-Peterbilt medium-duty trucks and buses accounted for approximately 8.1% of our total revenues for 2008.  These dealership agreements currently have terms expiring between May 2009 and August 2013.  These dealership agreements impose operating requirements upon us and require consent from the affected supplier for sale or transfer of such dealership agreement.

 

                John Deere.  We have entered into a nonexclusive dealership agreement with John Deere which authorizes us to act as a dealer of John Deere construction, utility and forestry equipment. This John Deere dealership agreement has no specified term or duration. Our current area of responsibility for the sale of John Deere construction equipment is the greater Houston, Texas metropolitan area. The John Deere dealership agreement imposes operational obligations and financial requirements of the Company. Similar to the dealership agreements with Peterbilt, the dealership agreement with John Deere is terminable if the outstanding aggregate voting power of W. Marvin Rush and other executives of the Company falls below 25%, grants limited rights of first refusal and imposes certain financial requirements upon us and our dealership.  Although some protections exist, construction equipment dealers are not protected from arbitrary termination or non-renewal of dealership agreements by the legislation enacted to protect motor vehicle dealers discussed above.

 

                Other Construction Equipment Suppliers.  In addition to John Deere, we are an authorized dealer for suppliers of other construction equipment. The terms of such arrangements vary, but most of these dealership agreements contain termination provisions allowing the supplier to terminate the agreement after a specified notice period (usually 180 days).

 

Floor Plan Financing

 

                Trucks.  We finance substantially our entire new truck inventory and the loan value of our used truck inventory under a floor plan arrangement with General Electric Capital Corporation (“GE Capital”).  Effective August 1, 2007, the Company entered into an Amended and Restated Wholesale Security Agreement with GE Capital.  Interest under the floor plan financing agreement is payable monthly and the rate varies from LIBOR plus 1.15% to 1.50% depending on the average aggregate month-end balance of debt.  As of December 31, 2008, we had approximately $266.0 million outstanding

 

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under our GE Capital floor plan arrangement.  GE Capital may terminate this agreement without cause upon 120 days notice.

 

                Construction Equipment.  We finance substantially our entire new construction equipment inventory under floor plan facilities with John Deere and JPMorgan Chase (“Chase”).  Our John Deere facility has no set expiration date and its interest rate is the prime rate plus 1.5%.  The facility with Chase expires in June 2009 and the interest rate is the prime rate less 1.5%.  As of December 31, 2008, we had $3.7 million outstanding under the floor plan arrangement with John Deere and $13.0 million outstanding under the floor plan arrangement with Chase.

 

Product Warranties

 

                The manufacturers we represent provide retail purchasers of their products with a limited warranty against defects in materials and workmanship, excluding certain specified components that are separately warranted by the suppliers of such components. We do not undertake to provide any warranty to our customers.

 

                We generally sell used trucks and construction equipment in “as is” condition without manufacturer’s warranty, although manufacturers sometimes will provide a limited warranty on their used products if such products have been properly reconditioned prior to resale or if the manufacturer’s warranty on such product is transferable and has not expired. We do not provide any warranty on used trucks or used construction equipment.

 

Trademarks

 

                The Peterbilt, John Deere, Volvo, GMC, Hino, Isuzu, Ford, International, Blue Bird and UD trademarks and trade names, which are used in connection with our marketing and sales efforts, are subject to limited licenses included in our dealership agreements with each manufacturer. The licenses are for the same periods as our dealership agreements. These trademarks and trade names are recognized internationally and are important in the marketing of our products. Each licensor engages in a continuous program of trademark and trade name protection.  We hold registered trademarks from the U.S. Patent and Trademark Office for the names “Rush Enterprises,” “Rush Truck Center,” “Rush Equipment Center,” “Associated Truck Insurance Services” and “Chrome Country.”  We currently have trademark applications for “Rig Tough” pending before the U.S. Patent and Trademark Office.

 

Employees

 

                On December 31, 2008, the Company had 2,706 employees. The Company has no contracts or collective bargaining agreements with labor unions and has never experienced work stoppages.  The Company considers its relations with its employees to be good.

 

Seasonality

 

The Company’s heavy-duty truck business is moderately seasonal. Seasonal effects on new truck sales related to the seasonal purchasing patterns of any single customer type are mitigated by the diverse geographic locations of our dealerships and the Company’s diverse customer base, including regional and national fleets, local governments, corporations and owner operators. However, truck parts and service operations historically have experienced higher sales volumes in the second and third quarters.

 

                Seasonal effects in the construction equipment business are primarily driven by the weather.  Seasonal effects on construction equipment sales related to the seasonal purchasing patterns of any single customer type are mitigated by the Company’s diverse customer base that includes contractors for residential and commercial construction, utility companies, federal, state and local government agencies, and various petrochemical, industrial and material supply type businesses that require construction equipment in their daily operations.

 

Backlog

 

On December 31, 2008, the Company’s backlog of truck orders was approximately $106.2 million as compared to a backlog of truck orders of approximately $216.0 million on December 31, 2007. The Company includes only confirmed orders in its backlog.  The delivery time for a custom-ordered truck varies depending on the truck specifications and demand for the particular model ordered, however, the Company expects to fill all of its backlog orders during 2009.  The

 

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Company sells the majority of its new trucks by customer special order, with the remainder sold out of inventory. Orders from a number of the Company’s major fleet customers are included in the Company’s backlog as of December 31, 2008.

 

Environmental Standards and Other Governmental Regulations

 

                Our operations are subject to numerous federal, state and local laws and regulations, including laws and regulations designed to protect the environment by regulating the discharge of materials into the environment. EPA emission guidelines have traditionally had a major impact on our operations.

 

                EPA emissions guidelines regarding nitrous oxides are scheduled to go into effect for all diesel engines built subsequent to January 1, 2010.  Based on current economic and market conditions, the Company does not expect a strong pre-buy of Class 8 trucks to occur in 2009. The magnitude of any pre-buy will be largely dependent upon general economic conditions in the U.S.  The EPA has also passed regulations requiring manufacturers to install on-board diagnostic systems that monitor the functioning of emission control components and alert the vehicle operator to any detected need for emission-related repair on 2010 and later heavy- and medium-duty trucks, which could also impact demand for trucks.

 

Item 1A.  Risk Factors

 

An investment in our common stock is subject to risks inherent to our business.  In addition to the other information contained in this Form 10-K, we recommend that you carefully consider the following risk factors in evaluating our business.  If any of the following risks actually occur, our financial condition and results of operations could be materially and adversely affected. If this were to happen, the value of our common stock could decline significantly, and you could lose all or part of your investment.  Please note that additional risks not presently known to us or that we currently deem immaterial may also impair our business and operations.  This report is qualified in its entirety by these risk factors.

 

Risks Related to Our Business

 

Our results of operations and financial condition have been and could continue to be adversely affected by the conditions in the credit markets and the declining economic conditions in the United States.

 

The recent turmoil in the credit markets has resulted in tighter credit conditions and has adversely impacted our business. In the commercial vehicle and construction equipment finance markets, tight credit conditions have resulted in a decrease in the availability of commercial vehicle and construction equipment loans and have led to more stringent lending restrictions.  The decrease in availability of credit has adversely impacted demand for new and used construction equipment.  Additionally, the declining economic conditions in the United States have adversely impacted general demand for new and used commercial vehicles and construction equipment. As a result, our new and used commercial vehicle and construction equipment sales and margins have been adversely impacted.  If the unfavorable economic conditions continue and the availability of financing options remains limited, we anticipate that our commercial vehicle and construction equipment sales and margins will continue to be adversely impacted.

 

Market conditions could also make it more difficult for us to raise additional capital or obtain additional financing to fund capital expenditure projects or acquisitions.  We cannot be certain that additional funds will be available if needed and to the extent required or, if available, on acceptable terms. If we cannot raise necessary additional funds on acceptable terms, there could be an adverse impact on our business and operations. We also may not be able to fund expansion, take advantage of future opportunities or respond to competitive pressures or unanticipated requirements.

 

We are substantially dependent upon PACCAR for the supply of Peterbilt trucks and parts, the sale of which generate a substantial part of our revenues.

 

                We currently operate as a dealer of Peterbilt trucks and parts pursuant to dealership agreements with Peterbilt. Peterbilt is a division of PACCAR.  During 2008, a significant portion of our revenues resulted from sales of trucks purchased from Peterbilt and parts purchased from PACCAR. Due to our dependence on PACCAR and its Peterbilt division, we believe that the long-term success of our Rush Truck Centers depends, in large part, on the following:

 

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·                  maintaining our relationship with PACCAR;

 

·                  the manufacture and delivery of competitively-priced, high quality Peterbilt trucks and parts by PACCAR in quantities sufficient to meet our requirements;

 

·                  the overall success of PACCAR and Peterbilt;

 

·                  PACCAR’s continuation of its Peterbilt division;

 

·                  the goodwill associated with the Peterbilt trademark, which can be adversely affected by decisions made by PACCAR and the owners of other Peterbilt dealerships; and

 

·                  the management of the Peterbilt dealership system by PACCAR; and

 

·                  continued policy of no direct sales by Peterbilt.

 

We have no control over the management or operation of PACCAR or Peterbilt dealerships that we do not own.

 

Our dealership agreements may be terminable upon a change of control and we cannot control whether or not our controlling shareholder and management maintain their current positions.

 

                We have entered into nonexclusive dealership agreements with Peterbilt that authorize us to act as a dealer of Peterbilt trucks. Peterbilt may terminate our dealership agreements in the event of a change of control of the Company or if we violate any number of provisions in the dealership agreements. Under our Peterbilt dealership agreements, a change of control occurs if (i) with respect to the election of directors, the aggregate voting power held by W. Marvin Rush, W. M. “Rusty” Rush, W. Marvin Rush’s family members and other executives of the Company decreases below 30% (such persons currently control 34.8% of the aggregate voting power with respect to the election of directors); or (ii) any person or entity other than W. Marvin Rush, W. M. “Rusty” Rush and other Rush executives or any person or entity who has been approved in writing by PACCAR, owns common stock with a greater percentage of the voting power with respect to the election of our directors than W. Marvin Rush and W. M. “Rusty” Rush and other executives of the Company, in the aggregate, or any person other than W. Marvin Rush, W. M. “Rusty” Rush, Robin M. Rush or any person who has been approved in writing by PACCAR holds the office of Chairman of the Board, President or Chief Executive Officer of the Company. We have no control over the transfer or disposition by W. Marvin Rush or by his estate of his common stock. If W. Marvin Rush were to sell his Class B common stock or bequest his Class B common stock to nonfamily members or if his estate is required to liquidate his Class B common stock to pay estate taxes or otherwise, the change of control provisions of the Peterbilt dealership agreements may be triggered and cause us to lose our critical right to sell Peterbilt products. Our John Deere dealership agreement and some of our medium-duty truck dealership agreements are also terminable if the aggregate voting power of W. Marvin Rush and his family falls below certain percentages, typically 25%.  If our dealership agreements with any manufacturer we currently represent are terminated, we will lose the right to purchase such manufacturer’s products and the right to use certain trademarks, which would have a material adverse effect on our operations, revenues and profitability.

 

If state dealer laws are repealed or weakened, our dealerships will be more susceptible to termination, nonrenewal or renegotiation of their dealership agreements.

 

                Our truck dealership agreements impose certain operational obligations and financial requirements on us. State dealer laws generally provide that a manufacturer may not terminate or refuse to renew a dealership agreement unless it has first provided the dealer with written notice setting forth good cause and stating the grounds for termination or nonrenewal. Manufacturers’ lobbying efforts may lead to the repeal or revision of state motor vehicle dealer laws. If motor vehicle dealer laws are repealed in the states in which we operate dealerships, our manufacturers may be able to terminate our vehicle dealership agreements without providing advance notice, an opportunity to cure or a showing of good cause. Without the protection of state dealer laws, or if such laws are weakened, we will be subject to higher risk of termination or non-renewal of our vehicle dealership agreements. Termination or non-renewal of our vehicle dealership agreements could have a material adverse effect on our operations, revenues and profitability.

 

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Our dealership agreements have relatively short terms which could result in non-renewal or imposition of less favorable terms upon renewal.

 

                Our Peterbilt dealership agreements have current terms expiring between March 2009 and May 2011.  Our Volvo dealership agreement has a current term expiring August 2010.  Our International dealership agreement has a current term expiring May 2013.  Our dealership agreements with GMC, Hino, UD, Ford, Isuzu, and Blue Bird for the sale of medium-duty trucks and buses have current terms expiring between September 2009 and August 2013.  Upon expiration of each agreement, we must request and negotiate a renewal. In many states state dealer franchise laws restrict the manufacturer’s ability to refuse to renew dealership agreements or to impose new terms upon renewal. To the extent such laws do permit non-renewal or imposition of new terms, the relatively short terms will give the manufacturers the opportunity to exercise such rights. Any non-renewal or imposition of less favorable terms upon renewal could have an adverse impact on our business.

 

We depend on relationships with component suppliers for sales incentives, discounts and similar programs which are material to our operations.

 

Each truck we sell is custom-built and each of our customers can choose components from any one of several component suppliers to construct their truck. Therefore, our dealerships depend on the component suppliers for sales incentives, discounts, warranties and other programs that are intended to promote our use of their components. Most of the incentives and discounts are individually negotiated and not always the same as those made available to our competitors. These incentives and discounts are material to our operations. A reduction or discontinuation of a component supplier’s incentive program, or our component suppliers making the same incentives and discounts available to our competitors, could materially adversely affect our profitability.

 

Substantial competition may affect our profitability.

 

                We face vigorous competition for customers and for suitable dealership locations. We compete with a large number of independent and factory-owned dealers, some of which operate in more than one location, but most of which operate in a single location. There is significant competition both within the markets we currently serve and in markets that we may enter. Moreover, our Peterbilt dealership agreements and our dealership agreements with other manufacturers do not contractually provide us with exclusive dealerships in any territory. Manufacturers we represent could elect to create additional dealers in our market areas in the future. While our dealership agreements generally restrict dealers from operating sales or service facilities outside their assigned territory, such agreements do not restrict fleet or other sales or marketing activity outside the assigned territory. Accordingly, we engage in fleet sales and other marketing activities outside our assigned territories and other dealers may engage in similar activities within our territories. Dealer competition continues to increase and is affected by a number of factors including the accessibility of dealership locations, the number of dealership locations, product pricing, product value, product quality, product design and customer service (including technical service). We anticipate that we will continue to face strong competition in the future.

 

We could incur substantial business interruptions during our dealer management system conversion.

 

We will continue to implement SAP enterprise software and a new SAP dealership management system throughout the organization during 2009 and 2010.  The estimated cost of the implementation is approximately $30.0 million to $32.0 million.  SAP’s dealership management system will become our sole dealership management system for our existing Rush Truck Centers.  We currently operate on a KARMAK Legend Enterprise Solution and our Rush Truck Centers operate on KARMAK Legend dealer management system.  By implementing SAP, we believe that we will be able to standardize operational processes throughout our network of Rush Truck Centers.  However, if our implementation of SAP is unsuccessful, we could incur substantial business interruptions, including the inability to perform routine business transactions, which could have a significant impact on our financial performance.

 

If we lose key personnel or are unable to attract additional qualified personnel, our business could be adversely affected because we rely on the industry knowledge and relationships of our key personnel.

 

                We believe that our success depends significantly upon the efforts and abilities of our executive management and key employees, including, in particular, W. Marvin Rush and W. M. “Rusty” Rush.  Additionally, our business is dependent upon our ability to continue to attract and retain qualified personnel, such as executive officers, managers and sales personnel.  The loss of the services of one or more members of our senior management team, including, in particular, W. Marvin Rush or W. M. “Rusty” Rush, could have a material adverse effect on us and materially impair the efficiency and

 

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productivity of our operations.  In addition, the loss of any of our key employees or the failure to attract additional qualified executive officers, managers and sales personnel could have a material adverse effect on our business and may materially impact the ability of our dealerships to conduct their operations in accordance with our business strategy.

 

Our growth is subject to a number of economic risks.

 

During economic downturns, new and used commercial vehicle and construction equipment retail sales tend to experience periods of decline characterized by oversupply and weak demand. The commercial vehicle and construction equipment retail industries may experience sustained periods of decline in commercial vehicle and construction equipments sales in the future. Any decline or change of this type could materially affect our business, financial condition and results of operations.

 

As previously discussed, our business is subject to the adverse economic conditions currently present in the United States, including, without limitation, decreased levels of business activity, decreased freight demand, decreased construction activity, interest rate volatility, and limited credit availability.  These adverse economic conditions could materially affect our business, financial condition and results of operations.

 

Our new commercial vehicle and construction equipment sales may differ from industry sales, due to particular economic conditions and other factors in the geographic markets in which we operate. Adverse regional economic and competitive conditions in these areas could materially affect our business, financial condition and results of operations.

 

Economic conditions and the other factors described above also may materially adversely impact our sales of finance and insurance products, and parts and repair services.

 

We may be required to obtain additional financing to maintain adequate inventory levels.

 

                Our business requires inventories held for sale to be maintained at dealer locations in order to facilitate immediate sales to customers on demand. We generally purchase inventories with the assistance of floor plan financing agreements. Our floor plan financing agreements are with companies that have exposure to many different industries and counterparties, and routinely execute transactions with counterparties in the financial services industry, including brokers and dealers, commercial banks, investment banks and other institutional clients.  Additionally, our floor plan providers may have exposure to financial institutions in the form of equity investments and unsecured debt instruments. Write-downs of mortgage-backed securities, credit default swaps and other derivative securities, have caused many financial institutions to seek additional capital, to merge with larger and stronger institutions and, in some cases, to fail. Many lenders and institutional investors have reduced, and in some cases, ceased to provide funding to borrowers including other financial institutions such as our floor plan providers. In the event that our floor plan financing becomes insufficient to satisfy our future requirements or our floor plan providers are unable to continue to extend credit under our floor plan agreements, we would need to obtain similar financing from other sources. There is no assurance that such additional floor plan financing or alternate financing could be obtained or, if obtained, that it will be on commercially reasonable terms.

 


Changes in interest rates could have a material adverse effect on our profitability.

 

Our floor plan financing agreements and some of our other debt are subject to variable interest rates. Therefore, our interest expense would rise with any increase in interest rates. A rise in interest rates may also have the effect of depressing demand in the interest rate sensitive aspects of our business, particularly new and used commercial vehicle and construction equipment sales, because many of our customers finance these large purchases. As a result, a rise in interest rates may have the effect of simultaneously increasing our costs and reducing our revenues, which could materially affect our business, financial condition and results of operations. See “Quantitative and Qualitative Disclosures about Market Risk” for a discussion regarding our interest rate sensitivity.

 

Natural disasters and adverse weather events can disrupt our business.

 

Our dealerships are concentrated in states and regions in the United States in which actual or threatened natural disasters and severe weather events (such as hurricanes, earthquakes and hail storms) may disrupt our store operations, which may adversely impact our business, results of operations, financial condition and cash flows. In addition to business interruption, our business is subject to substantial risk of property loss due to the significant concentration of property at dealership locations. Although we have, subject to certain limitations and exclusions, substantial insurance, we cannot

 

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assure you that we will not be exposed to uninsured or underinsured losses that could have a material adverse effect on our business, financial condition, results of operations or cash flows.

 

The dollar amount of our backlog, as stated at any given time, is not necessarily indicative of our future earnings.

 

As of December 31, 2008, our backlog of new truck orders was approximately $106.2 million. Our backlog is determined quarterly by multiplying the number of new trucks for each particular type of truck on order at our Rush Truck Centers by the recent average selling price for that type of truck.

 

                We only include confirmed orders in our backlog.  However, such orders are subject to cancellation.  In the event of order cancellation, we have no contractual right to the total revenues reflected in our backlog.  The delivery time for a custom-ordered truck varies depending on the truck specifications and demand for the particular model ordered.  We sell the majority of our new heavy-duty trucks by customer special order, with the remainder sold out of inventory.  Orders from a number of our major fleet customers are included in our backlog as of December 31, 2008.  There can be no assurance that our major fleet customers will not cancel these orders.

 

                Reductions in backlog due to cancellation by a customer or for other reasons adversely affect, potentially to a material extent, the revenue and profit we actually receive from orders projected in our backlog. If we were to experience significant cancellations of orders in our backlog, our financial condition could be significantly adversely affected.

 

Our dealerships are subject to federal, state and local environmental regulations that may result in claims and liabilities, which could be material.

 

                We are subject to a wide range of federal, state and local environmental laws and regulations, including those governing discharges into the air and water; the operation and removal of underground and aboveground storage tanks; the use, handling, storage and disposal of hazardous substances and other materials; and the investigation and remediation of contamination. As with truck or construction equipment dealerships generally, and service, parts and body shop operations in particular, our business involves the use, storage, handling and contracting for recycling or disposal of hazardous materials or wastes and other environmentally sensitive materials. Operations involving the management of hazardous and nonhazardous materials are subject to requirements of the Resource Conservation and Recovery Act, or RCRA, and comparable state statutes. Our business also involves the operation of storage tanks containing such materials. Storage tanks are subject to periodic testing, containment, upgrading and removal under RCRA and comparable statutes. Furthermore, investigation or remediation may be necessary in the event of leaks or other discharges from current or former underground or aboveground storage tanks. We may also have liability in connection with materials that were sent to third-party recycling, treatment, or disposal facilities under the Comprehensive Environmental Response, Compensation and Liability Act, and comparable state statutes, which impose liability for investigation and remediation of contamination without regard to fault or the legality of the conduct that contributed to the contamination. Similar to many of our competitors, we have incurred and will continue to incur, capital and operating expenditures and other costs in complying with such laws and regulations.

 

                Soil and groundwater contamination is known to exist at some of our current properties.  Further, environmental laws and regulations are complex and subject to change. In addition, in connection with acquisitions, it is possible that we will assume or become subject to new or unforeseen environmental costs or liabilities, some of which may be material. In connection with our dispositions, or prior dispositions made by companies we acquire, we may retain exposure for environmental costs and liabilities, some of which may be material. Compliance with current or amended, or new or more stringent, laws or regulations, stricter interpretations of existing laws or the future discovery of environmental conditions could require additional expenditures by us, and those expenditures could be material.

 

Negative conditions in global credit markets may impair our investments in auction rate securities.

 

Auction rate securities (“ARS”) are long-term debt instruments with interest rates reset through periodic short-term auctions.  Holders of ARS can either sell into the auction or bid based on a desired interest rate or hold and accept the reset rate.  If there are insufficient buyers, then the auction fails and holders are unable to liquidate their investment through the auction.  A failed auction is not a default of the debt instrument, but does set a new interest rate in accordance with the original terms of the debt instrument.  The result of a failed auction is that the ARS continues to pay interest in accordance with its terms; however, liquidity for holders is limited until there is a successful auction or until such time as another market for ARS develops.  ARS are generally callable at any time by the issuer.  Auctions continue to be held as scheduled until the ARS matures or until it is called.

 

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As a result of the recent conditions in the global credit markets, we have been unable to liquidate our holdings of certain ARS because the amount of securities submitted for sale has exceeded the amount of purchase orders for such securities and the auctions failed.  As of December 31, 2008, the Company holds approximately $7.6 million in ARS.  For failed auctions, we continue to earn interest on these investments at the contractual rate.  In the event we need to access these funds, we will not be able to do so until a future auction is successful, the issuer redeems the securities, a buyer is found outside of the auction process or the securities mature.  If these ARS are unable to successfully clear at future auctions or issuers do not redeem the securities, we may be required to adjust the carrying value of the securities and record an impairment charge.  If we determine that the fair value of these ARS is temporarily impaired, we would record a temporary impairment within other comprehensive income, a component of stockholders’ equity.  If it is determined that the fair value of these securities is other than temporarily impaired, we would record a loss in our Consolidated Statements of Income, which could materially adversely impact our results of operations and financial condition.  Additionally, it may become necessary to classify failed ARS holdings as long-term investments in our Consolidated Balance Sheets in future periods.  For further discussion of the risks related to our auction rate securities, see Note 7 — Investments of the Notes to Consolidated Financial Statements and Item 7A — Quantitative and Qualitative Disclosures about Market Risk.

 

Risks Related to Our Common Stock

 

We are controlled by a single shareholder and his affiliates.

 

W. Marvin Rush owns approximately 0.1% of our issued and outstanding shares of Class A common stock and 38.2% of our issued and outstanding Class B common stock.  W. Marvin Rush and W. M. “Rusty” Rush control more than 34.8% of the aggregate voting power of our outstanding shares and voting power which is superior to that of any other person or group. As a result of such ownership, W. Marvin Rush and W. M. “Rusty” Rush have the power to effectively control the Company, including the election of directors, the determination of matters requiring shareholder approval and other matters pertaining to corporate governance.

 

The Class A common stock has limited voting power.

 

Each share of Class A common stock ranks substantially equal to each share of Class B common stock with respect to receipt of any dividends or distributions declared on shares of common stock and the right to receive proceeds on liquidation or dissolution of us after payment of our indebtedness and liquidation preference payments to holders of preferred shares. However, holders of Class A common stock have 1/20th of one vote per share on all matters requiring a shareholder vote, while holders of Class B common stock have one full vote per share.

 

Our dealership agreements could discourage another company from acquiring us and impede our ability to issue additional stock to raise capital or as consideration for future acquisitions.

 

A number of our dealership agreements impose restrictions on the sale and transfer of our common stock. These restrictions also may prevent or deter prospective acquirers from acquiring control of us and, therefore, may adversely impact the value of our common stock. For example, under the Peterbilt dealership agreements, except as may be otherwise approved from time to time by Peterbilt, W. Marvin Rush, W. M. “Rusty” Rush, W. Marvin Rush’s family members and other of our executives, in the aggregate, are required to retain control of at least 30% of the aggregate voting power of our outstanding shares and voting power equal or superior to that of any other person or group.

 

In addition, W. Marvin Rush and members of his immediate family have granted Peterbilt a right of first refusal to purchase their respective shares of common stock in the event that any of such individuals desire to transfer in excess of 100,000 shares in any 12-month period to any person other than an immediate family member, an associate or a Dealer Principal (as defined in the Peterbilt dealership agreements). This right of first refusal, the number of shares owned by W. Marvin Rush and the requirement in our dealership agreements that certain dealer principals retain a controlling interest in us, combined with the ability of the Board of Directors to issue shares of preferred stock without further vote or action by the shareholders, may discourage, delay or prevent a change in control without further action by our shareholders, which could adversely affect the market price of our common stock or prevent or delay a merger or acquisition that our shareholders may consider favorable. We do not have the right to waive the right of first refusal or the terms of its dealership agreements in order to accept a favorable offer, but our Board of Directors may redeem the rights under the rights plan to accept a favorable offer.

 

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Actions by our shareholders or prospective shareholders that would violate any of the above restrictions on our dealership agreements are generally outside our control. If we are unable to renegotiate these restrictions, we may be forced to terminate or sell one or more of our dealerships, which could have a material adverse effect on us. This may also inhibit our ability to acquire additional dealerships. These restrictions also may impede our ability to raise required capital or to issue our stock as consideration for future acquisitions.

 

Item 1B.  Unresolved Staff Comments

 

None

 

Item 2.  Properties

 

The Company’s corporate headquarters are currently located in New Braunfels, Texas.  As of December 2008, the Company also owns or leases numerous facilities relating to our operations in the following states:  Alabama, Arizona, California, Colorado, Florida, Georgia, New Mexico, North Carolina, Oklahoma, Tennessee and Texas.  A Rush Truck Center or Rush Equipment Center may be comprised of one or more locations, generally in close proximity, in the same metropolitan area.  These facilities consist primarily of office space, display lots, service facilities, parking lots and offices.  The Company believes that its facilities are sufficient for its current needs and are in good condition in all material respects.

 

The Company’s insurance agency occupies approximately 7,000 square feet of leased space in San Antonio, Texas; 2,000 square feet of leased space in Winter Garden, Florida; 525 square feet of leased space in Austin, Texas; 800 square feet of leased space in Chino, California; and 2,440 square feet of leased space in Laguna Niguel, California. The Company leases a hangar in New Braunfels, Texas for the corporate aircraft.  The Company also owns and operates a hunting ranch of approximately 9,500 acres in Cotulla, Texas.  The Company uses the ranch for client development purposes and sells hunting trips on the ranch.

 

Item 3.  Legal Proceedings

 

From time to time, we are involved in litigation arising out of the Company’s operations in the ordinary course of business. We maintain liability insurance, including product liability coverage, in amounts deemed adequate by management. To date, aggregate costs to us for claims, including product liability actions, have not been material. However, an uninsured or partially insured claim, or claim for which indemnification is not available, could have a material adverse effect on the Company’s financial condition. We believe that there are no claims or litigation pending, the outcome of which could have a material adverse effect on the Company’s financial position or results of operations. However, due to the inherent uncertainty of litigation, there can be no assurance that the resolution of any particular claim or proceeding would not have a material adverse effect on the Company’s results of operations for the fiscal period in which such resolution occurred.

 

Item 4.  Submission of Matters to a Vote of Security Holders

 

No matters were submitted to a vote of the Company’s shareholders during the fourth quarter of the fiscal year ended December 31, 2008.

 

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PART II

 

Item 5.  Market for Registrant’s Common Equity, Related Shareholder Matters, and Issuer Purchases of Equity Securities

 

Our common stock trades on The NASDAQ Global Select MarketSM under the symbols RUSHA and RUSHB.

 

The following table sets forth the high and low sales prices for the Class A common stock and Class B common stock for the fiscal periods indicated and as quoted on The NASDAQ Global Select MarketSM.

 

 

 

2008

 

2007

 

 

 

High

 

Low

 

High

 

Low

 

Class A Common Stock

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

First Quarter

 

$

18.78

 

$

14.00

 

$

13.65

 

$

11.07

 

Second Quarter

 

17.27

 

11.90

 

17.12

 

12.66

 

Third Quarter

 

15.14

 

10.66

 

19.95

 

14.55

 

Fourth Quarter

 

12.69

 

5.29

 

18.85

 

13.97

 

 

 

 

 

 

 

 

 

 

 

Class B Common Stock

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

First Quarter

 

$

18.25

 

$

13.41

 

$

12.93

 

$

10.34

 

Second Quarter

 

16.16

 

10.35

 

16.23

 

11.93

 

Third Quarter

 

14.04

 

9.56

 

18.86

 

14.09

 

Fourth Quarter

 

12.70

 

5.75

 

18.58

 

13.81

 

 

As of March 4, 2008, there were approximately 44 record holders of the Class A common stock and approximately 50 record holders of the Class B common stock and approximately 3,101 beneficial holders of the Class A common stock and approximately 775 beneficial holders of the Class B common stock.

 

On September 20, 2007, our Board of Directors declared a 3-for-2 stock split of the Class A common stock and Class B common stock, to be effected in the form of a stock dividend. On October 10, 2007, Rush Enterprises, Inc. distributed one additional share of stock for every two shares of Class A common stock and Class B common stock held by shareholders of record as of October 1, 2007.  The high and low sales prices set forth above have been adjusted and restated to reflect the stock dividend as if it occurred on the first day of the earliest period presented.

 

Other than the stock dividend in connection with the stock split described above, the Company did not pay dividends during the fiscal year ended December 31, 2008 or the fiscal year ended December 31, 2007.  The Board of Directors intends to retain any earnings of the Company to support operations and to finance expansion and does not intend to pay cash dividends in the foreseeable future. Any future determination as to the payment of dividends will be at the discretion of the Board of Directors of the Company and will depend on the Company’s financial condition, results of operations, capital requirements and such other factors as the Board of Directors deems relevant.

 

The Company has not sold any securities in the last three years that were not registered under the Securities Act.

 

A  summary of the repurchase activity for the Company’s fourth quarter of 2008 is as follows:

 

Period

 

Total Number of Shares Purchased (1)

 

Average Price Paid Per Share (1)

 

Total Number of Shares Purchased as Part of Publicly Announced Plans or Programs (2)

 

Approximate Dollar Value of Shares that May Yet be Purchased Under the Plans or Programs (3)

 

October 1 — October 31, 2008

 

860,628

 

$

9.13

 

860,628

 

$

2,093,321

 

November 1 — November 30, 2008

 

 

 

 

2,093,321

 

December 1 — December 31, 2008

 

 

 

 

2,093,321

 

Total

 

860,628

 

 

 

860,628

 

$

2,093,321

 

 

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(1)         The calculation of the average price paid per share does not give effect to any fees, commissions or other costs associated with the repurchase of such shares.

 

(2)         The shares represent Class B common stock repurchased by the Company.

 

(3)         The Company repurchased shares under a program announced on July 23, 2008, which authorized the repurchase of up to $20,000,000 of its shares of Class A common stock and/or Class B common stock.  The stock repurchase program has no expiration date and may be suspended or discontinued at any time.

 

Information regarding the Company’s equity compensation plans is incorporated by reference from Item 12, “Security Ownership of Certain Beneficial Owners and Management and Related Shareholder Matters,” of this annual report on Form 10-K, and should be considered an integral part of this Item 5.

 

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Item 6.  Selected Financial Data

 

The information below was derived from the audited consolidated financial statements included in this report and reports we have previously filed with the SEC. This information should be read together with those consolidated financial statements and the notes to those consolidated financial statements. These historical results are not necessarily indicative of the results to be expected in the future. The selected financial data presented below may not be comparable between periods in all material respects or indicative of the Company’s future financial position or results of operations due primarily to acquisitions and discontinued operations which occurred during the periods presented. See Note 17 to the Company’s Consolidated Financial Statements for a discussion of such acquisitions.  The selected financial data presented below should be read in conjunction with the Company’s other financial information included elsewhere herein.

 

 

 

Year Ended December 31,

 

 

 

2008

 

2007

 

2006

 

2005

 

2004

 

SUMMARY OF INCOME STATEMENT DATA

 

(in thousands, except per share amounts)

 

Revenues

 

 

 

 

 

 

 

 

 

 

 

New and used truck sales

 

$

1,041,189

 

$

1,393,253

 

$

1,780,418

 

$

1,400,736

 

$

738,225

 

Parts and service

 

478,439

 

480,611

 

441,424

 

365,908

 

285,206

 

Construction equipment sales

 

62,168

 

74,986

 

59,545

 

41,692

 

32,305

 

Lease and rental

 

54,813

 

52,103

 

41,776

 

33,975

 

27,193

 

Finance and insurance

 

12,291

 

21,663

 

19,197

 

15,356

 

7,909

 

Other

 

6,056

 

8,163

 

8,163

 

7,103

 

4,141

 

Total revenues

 

1,654,956

 

2,030,779

 

2,350,523

 

1,864,770

 

1,094,979

 

Cost of products sold

 

1,358,244

 

1,678,711

 

1,997,856

 

1,582,078

 

909,837

 

Gross profit

 

296,712

 

352,068

 

352,667

 

282,692

 

185,142

 

Selling, general and administrative

 

228,057

 

240,661

 

230,056

 

188,667

 

141,947

 

Depreciation and amortization

 

15,878

 

14,935

 

12,889

 

10,487

 

9,119

 

Operating income from continuing operations

 

52,777

 

96,472

 

109,722

 

83,538

 

34,076

 

Interest expense, net

 

7,830

 

14,909

 

15,718

 

12,895

 

5,950

 

Gain on sale of assets

 

140

 

239

 

54

 

495

 

624

 

Income from continuing operations before income taxes

 

45,087

 

81,802

 

94,058

 

71,138

 

28,750

 

Provision for income taxes

 

16,222

 

30,310

 

35,272

 

26,513

 

11,574

 

Income from continuing operations

 

28,865

 

51,492

 

58,786

 

44,625

 

17,176

 

(Loss) from discontinued operations, net

 

0

 

0

 

0

 

0

 

(260

)

Net income

 

$

28,865

 

$

51,492

 

$

58,786

 

$

44,625

 

$

16,916

 

 

 

 

 

 

 

 

 

 

 

 

 

Earnings Per Share:

 

 

 

 

 

 

 

 

 

 

 

Earnings per Common Share — Basic

 

 

 

 

 

 

 

 

 

 

 

Income from continuing operations

 

$

0.76

 

$

1.35

 

$

1.57

 

$

1.23

 

$

0.73

 

Net income

 

$

0.75

 

$

1.35

 

$

1.57

 

$

1.23

 

$

0.72

 

Earnings per Common Share — Diluted

 

 

 

 

 

 

 

 

 

 

 

Income from continuing operations

 

$

0.76

 

$

1.33

 

$

1.55

 

$

1.19

 

$

0.69

 

Net income

 

$

0.75

 

$

1.33

 

$

1.55

 

$

1.19

 

$

.068

 

 

 

 

 

 

 

 

 

 

 

 

 

Basic weighted average shares

 

38,089

 

38,059

 

37,476

 

36,303

 

23,526

 

Diluted weighted average shares and assumed conversions

 

38,587

 

38,746

 

37,890

 

37,436

 

24,911

 

 

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Year Ended December 31,

 

 

 

2008

 

2007

 

2006

 

2005

 

2004

 

OPERATING DATA

 

 

 

 

 

 

 

 

 

 

 

Number of locations —

 

54

 

54

 

52

 

48

 

39

 

Unit truck sales —

 

 

 

 

 

 

 

 

 

 

 

New trucks

 

9,289

 

12,712

 

16,492

 

12,918

 

7,140

 

Used trucks

 

3,234

 

4,101

 

4,005

 

3,677

 

2,716

 

Total unit trucks sales

 

12,523

 

16,813

 

20,497

 

16,595

 

9,856

 

Truck lease and rental units

 

2,570

 

2,404

 

2,345

 

1,798

 

1,427

 

 

 

 

December 31,

 

 

 

2008

 

2007

 

2006

 

2005

 

2004

 

 

 

(in thousands)

 

BALANCE SHEET DATA

 

 

 

 

 

 

 

 

 

 

 

Working capital

 

$

177,117

 

$

197,805

 

$

156,297

 

$

126,137

 

$

138,241

 

Inventories

 

362,234

 

365,947

 

484,696

 

338,212

 

189,792

 

Total assets

 

1,056,790

 

1,031,591

 

1,128,410

 

840,234

 

565,933

 

 

 

 

 

 

 

 

 

 

 

 

 

Floor plan notes payable

 

282,702

 

273,653

 

446,354

 

315,985

 

168,002

 

Line-of-credit borrowings

 

 

 

 

2,755

 

2,434

 

Long-term debt, including current portion

 

209,677

 

198,945

 

192,124

 

133,152

 

96,056

 

Capital lease obligations, including current portion

 

14,820

 

17,543

 

17,732

 

16,905

 

 

Shareholders’ equity

 

416,041

 

399,577

 

339,608

 

273,620

 

222,807

 

 

Item 7.  Management’s Discussion and Analysis of Financial Condition and Results of Operations

 

General

 

The ongoing weakness in the economy and deteriorating credit markets continue to impact consumer confidence and spending, and ultimately, our financial performance.  These factors also make it extremely difficult for the Company to forecast future results of operations.

 

A.C.T. Research Co., LLC (“A.C.T. Research”), a truck industry data and forecasting service provider, currently predicts U.S. retail sales of Class 8 trucks of approximately 124,600 units in 2009, a 10.9% decline from the number of deliveries in 2008.  However, the Company expects that 2009 sales of Class 8 units could be as low as 110,000 to 120,000 units.  The Company expects the first quarter of 2009 to be the weakest quarter since the truck market downturn began in 2007.  Based on current economic and market conditions, the Company does not expect a significant pre-buy of Class 8 trucks to occur in 2009 as a result of diesel emissions regulations that go into effect in 2010.  However, the Company expects demand for new Class 8 trucks to gradually increase due to the age of vehicles in operation and impending 2010 diesel emissions regulations.

 

Medium-duty truck sales declined 31% in 2008 as compared to 2007.  A.C.T. Research currently predicts U.S. retail sales of Class 4, 5, 6, and 7 medium-duty trucks of approximately 167,500 units in 2009, a 5% decline from the number of deliveries in 2008.  The Company believes U.S. retail sales of medium-duty trucks in 2009 could be off as much as 15% compared to 2008.

 

The Company’s parts, service and body shop sales decreased 0.5% in 2008 compared to 2007.  The Company’s truck dealerships overall absorption rate was 105.5%, in 2008 compared to 104.5% in 2007, while same store absorption rate increased to 106.2% for 2008.

 

In 2008, the Company’s construction equipment segment revenue decreased by 13.8%.  This decrease was largely attributable to the weakening construction market in the Houston area.  Current industry forecasts suggest that construction equipment sales will decline approximately 30% in the Company’s area of responsibility during 2009.

 

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The Company is continuing its strategic focus to improve the quality of earnings by building a network that is diverse in product offerings, customer base and geography.

 

Stock Dividend

 

On September 20, 2007, our shareholders approved an amendment to Rush Enterprises, Inc.’s Restated Articles of Incorporation increasing the total number of authorized shares of Class A common stock from 40,000,000 to 60,000,000 and total number of authorized shares of Class B common stock from 10,000,000 to 20,000,000.  On the same date, our Board of Directors declared a 3-for-2 stock split of the Class A common stock and Class B common stock, to be effected in the form of a stock dividend. On October 10, 2007, Rush Enterprises, Inc. distributed one additional share of stock for every two shares of Class A common stock and Class B common stock held by shareholders of record as of October 1, 2007.  All share and per share data (except par value) in this Form 10-K have been adjusted and restated to reflect the stock dividend as if it occurred on the first day of the earliest period presented.

 

Critical Accounting Policies and Estimates

 

The Company’s discussion and analysis of its financial condition and results of operations are based on the Company’s consolidated financial statements, which have been prepared in accordance with U.S. generally accepted accounting principles. The preparation of these consolidated financial statements requires the Company to make estimates and assumptions that affect the reported amounts of assets and liabilities at the date of the consolidated financial statements and the reported amounts of revenues and expenses during the reporting period. There can be no assurance that actual results will not differ from those estimates. The Company believes the following accounting policies, which are also described in Note 2 of the Notes to the Consolidated Financial Statements, affect its more significant judgments and estimates used in the preparation of its consolidated financial statements.

 

Inventories

 

Inventories are stated at the lower of cost or market value.  Cost is determined by specific identification of new and used truck and construction equipment inventory and by the first-in, first-out method for tires, parts and accessories.  An allowance is provided when it is anticipated that cost will exceed net realizable value plus a reasonable profit margin.

 

Goodwill

 

As stated in Note 2 of the Notes to the Consolidated Financial Statements, the Financial Accounting Standards Board’s (the “FASB”) Statement No. 142, “Goodwill and Other Intangible Assets” (“SFAS 142”) requires that goodwill and other intangible assets that have indefinite lives not be amortized but instead be tested at least annually by reporting unit for impairment, or more frequently when events or changes in circumstances indicate that the asset might be impaired, and intangible assets that have finite useful lives should continue to be amortized over their useful lives.  For indefinite lived intangible assets, impairment is tested by comparing the carrying value of the asset to the fair value of the reporting unit, which is the same as the segment to which they are assigned.

 

For its goodwill impairment tests, the Company determines the fair value of its reporting units using the discounted cash flow method.  The discounted cash flow method uses various assumptions and estimates regarding future revenue, expenses and cash flow projections.  The analysis is based upon available information regarding expected future cash flows of each reporting unit discounted at rates consistent with the cost of capital specific to the reporting unit.  If the carrying amount of the reporting unit exceeds the estimated fair value determined using the discounted cash flow method, then goodwill impairment may be present.

 

Goodwill was tested for impairment during the fourth quarter of 2008 and no impairment write down was required.  However, the Company cannot predict the occurrence of certain events that might adversely affect the reported value of goodwill in the future.  Such events may include, but are not limited to, strategic decisions made in response to economic and competitive conditions or the impact of the current economic environment.

 

Revenue Recognition Policies

 

Income on the sale of a truck or a piece of construction equipment is recognized when the customer executes a purchase contract with us, the unit has been delivered to the customer and there are no significant uncertainties related to financing or collectability.  Lease and rental income is recognized over the period of the related lease or rental agreement.

 

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Parts and service revenue is recognized at the time the Company sells the parts to its customers or at the time the Company completes the service work order related to service provided to the customer’s unit. Payments received on prepaid maintenance plans are deferred as a component of accrued expenses and recognized as income when the maintenance is performed.

 

Finance and Insurance Revenue Recognition

 

Finance income related to the sale of a unit is recognized when the finance contract is sold to a finance company.  During 2008, 2007 and 2006, finance contracts were not retained by the Company for any significant length of time because finance contracts are generally sold to finance companies concurrent with the sale of the related unit. The Company arranges financing for customers through various retail funding sources and receives a commission from the lender equal to either the difference between the interest rates charged to customers over the predetermined interest rates set by the financing institution or a commission for the placement of contracts. The Company also receives commissions from the sale of various insurance products to customers.  Revenue is recognized by the Company upon the sale of such finance and insurance contracts to the finance and insurance companies net of a provision for estimated repossession losses and interest charge-backs on finance contracts. The Company is not the obligor under any of these underlying contracts. In the case of finance contracts, a customer may prepay, or fail to pay, thereby terminating the underlying contract. If the customer terminates a retail finance contract or other insurance product prior to scheduled maturity, a portion of the commissions previously paid to the Company may be charged back to the Company depending on the terms of the relevant contracts. The estimate of ultimate charge-back exposure is based on the Company’s historical charge-back expense arising from similar contracts, including the impact of refinance and default rates on retail finance contracts and cancellation rates on other insurance products. The actual amount of historical charge-backs has not been significantly different than the Company’s estimates.

 

Insurance Accruals

 

The Company is partially self-insured for medical, workers compensation, and property and casualty insurance and calculates a reserve for those claims that have been incurred but not reported and for the remaining portion of those claims that have been reported. The Company uses information provided by third-party administrators to determine the reasonableness of the calculations it performs.

 

Accounting for Income Taxes

 

Significant management judgment is required to determine the provisions for income taxes and to determine whether deferred tax assets will be realized in full or in part.  Deferred income tax assets and liabilities are measured using enacted tax rates expected to apply to taxable income in the years in which those temporary differences are expected to be recovered or settled.  When it is more likely than not that all or some portion of specific deferred income tax assets will not be realized, a valuation allowance must be established for the amount of deferred income tax assets that are determined not to be realizable.  The Company has a valuation allowance related to deferred tax assets in certain states.  Accordingly, the facts and financial circumstances impacting state deferred income tax assets are reviewed quarterly and management’s judgment is applied to determine the amount of valuation allowance required in any given period.

 

Additionally, despite the Company’s belief that its tax return positions are consistent with applicable tax law, management believes that certain positions may be challenged by taxing authorities.  Settlement of any challenge can result in no change, a complete disallowance, or some partial adjustment reached through negotiations.

 

Effective January 1, 2007, the Company adopted FIN 48.  This interpretation clarified the accounting for uncertainty in income taxes recognized in the financial statements by prescribing a recognition threshold and measurement attribute for a tax position taken or expected to be taken in a tax return.  FIN 48 prescribes how a company should recognize, measure, present and disclose uncertain tax positions that the company has taken or expects to take in its income tax returns.  FIN 48 requires that only income tax benefits that meet the “more likely than not” recognition threshold be recognized or continue to be recognized on its effective date.  The Company’s income tax expense includes the impact of reserve provisions and changes to reserves that it considers appropriate, as well as related interest.  Unfavorable settlement of any particular issue would require use of the Company’s cash and a charge to income tax expense.  Favorable resolution would be recognized as a reduction to income tax expense at the time of resolution.

 

For additional information regarding the adoption of FIN 48, see Note 15 of Notes to the Consolidated Financial Statements.

 

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Stock Based Compensation

 

The Company accounts for stock-based compensation in accordance with Statement of Financial Accounting Standards No. 123 (revised 2004), “Share-Based Payment,” (“SFAS 123(R)”), which requires the measurement and recognition of compensation expense for all share-based payment awards made to the Company’s employees and directors including employee stock options, restricted share awards and employee stock purchases related to the Employee Stock Purchase Plan based on estimated fair values.

 

The Company adopted SFAS 123(R) using the modified prospective transition method, which requires the application of the accounting standard as of January 1, 2006.  The Company’s Consolidated Financial Statements reflect the impact of SFAS 123(R).  Stock-based compensation expense related to stock options and employee stock purchases under SFAS 123(R) for the year ended December 31, 2008, was $3.6 million, for the year ended December 31, 2007, was $3.4 million and for the year ended December 31, 2006, was $2.6 million.

 

SFAS 123(R) requires companies to estimate the fair value of share-based payment awards on the date of grant using an option-pricing model.  The fair value of the portion of the award that is ultimately expected to vest is recognized as expense over the requisite service periods in the Company’s Consolidated Statements of Income.  Stock-based compensation expense is based on the fair value of the portion of share-based payment awards that is ultimately expected to vest during the period.  In conjunction with the adoption of SFAS 123(R), compensation expense for all share-based payment awards is recognized using the straight-line single-option method.  As stock-based compensation expense recognized in the Consolidated Statements of Income is based on awards ultimately expected to vest, it has been reduced for estimated forfeitures.  SFAS 123(R) requires forfeitures to be estimated at the time of grant and revised, if necessary, in subsequent periods if actual forfeitures differ from those estimates.

 

The Company continues to use the Black-Scholes option-pricing model.  For additional information, see Note 12.  The Company’s determination of fair value of share-based payment awards on the date of grant using an option-pricing model is affected by the Company’s stock price as well as assumptions regarding a number of highly complex and subjective variables.  These variables include, but are not limited to, the Company’s expected stock price volatility over the term of the awards, and actual and projected stock option exercise behaviors.  Option-pricing models were developed for use in estimating the value of traded options that have no vesting or hedging restrictions and are fully transferable.  Because the Company’s stock options have certain characteristics that are significantly different from traded options, and because changes in the subjective assumptions can materially affect the estimated value, in management’s opinion, the existing valuation models may not provide an accurate measure of the fair value of the Company’s stock options.  Although the fair value of stock options is determined in accordance with SFAS 123(R) using an option-pricing model, that value may not be indicative of the fair value observed in a market transaction between a willing buyer and a willing seller.

 

New Accounting Standards

 

In December 2007, the FASB issued SFAS No. 141(R), “Business Combinations” (“SFAS 141(R)”), which establishes principles and requirements for how the acquirer:  (a) recognizes and measures in its financial statements the identifiable assets acquired, the liabilities assumed, and any noncontrolling interest in the acquiree; (b) recognizes and measures the goodwill acquired in the business combination or a gain from a bargain purchase; and (c) determines what information to disclose to enable users of the financial statements to evaluate the nature and financial effects of the business combination.  SFAS 141(R) requires contingent consideration to be recognized at its fair value on the acquisition date and, for certain arrangements, changes in fair value to be recognized in earnings until settled.  SFAS 141(R) also requires acquisition-related transaction and restructuring costs to be expensed rather than treated as part of the cost of the acquisition.  SFAS 141(R) applies prospectively to business combinations for which the acquisition date is on or after the beginning of the first annual reporting period beginning on or after December 15, 2008.  The Company does not expect the adoption of SFAS 141(R) to have a significant impact on its consolidated results of operations and financial position, but will impact accounting for any business combinations that close on or after January 1, 2009.

 

In June 2008, the FASB issued FASB Staff Position EITF 03-6-1, “Determining Whether Instruments Granted in Share-Based Payment Transactions are Participating Securities.”  EITF 03-6-1 requires unvested share-based payment awards that contain non-forfeitable rights to dividends or dividend equivalents to be treated as participating securities as defined in EITF Issue No. 03-6, “Participating Securities and the Two-Class Method under FASB Statement No. 128,” and, therefore, included in the earnings allocation in computing earnings per share under the two-class method described in FASB Statement No. 128, “Earnings per Share.”  Upon adoption, all previously reported earnings per share data should be

 

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adjusted retrospectively to conform with the requirements of EITF 03-6-1.  The Company is required to adopt EITF 03-6-1 starting in 2009.  The Company does not expect EITF 03-6-1 to have an effect on its consolidated financial statements.

 

Key Performance Indicator

 

Absorption Rate. The management of the Company uses several performance metrics to evaluate the performance of its dealerships.  The Company considers its “absorption rate” to be of critical importance.  Absorption rate is calculated by dividing the gross profit from the parts, service and body shop departments by the overhead expenses of all of a dealership’s departments, except for the selling expenses of the new and used truck departments and carrying costs of new and used truck inventory.  When 100% absorption is achieved, then gross profit from the sale of a truck, after sales commissions and inventory carrying costs, directly impacts operating profit.  In 1999, the Company’s truck dealerships’ absorption rate was approximately 80%.  The Company has made a concerted effort to increase its absorption rate since then.  The Company’s truck dealerships achieved a 104.5% absorption rate for the year in 2007 and 105.5% absorption rate for the year in 2008.

 

Results of Operations

 

The following discussion and analysis includes the Company’s historical results of operations for 2008, 2007 and 2006.

 

The following table sets forth for the years indicated certain financial data as a percentage of total revenues:

 

 

 

Year Ended December 31,

 

 

 

2008

 

2007

 

2006

 

 

 

 

 

 

 

 

 

New and used truck sales

 

62.9

%

68.6

%

75.8

%

Parts and service

 

28.9

 

23.7

 

18.8

 

Construction equipment sales

 

3.8

 

3.7

 

2.5

 

Lease and rental

 

3.3

 

2.5

 

1.8

 

Finance and insurance

 

0.7

 

1.1

 

0.8

 

Other

 

0.4

 

0.4

 

0.3

 

Total revenues

 

100.0

 

100.0

 

100.0

 

 

 

 

 

 

 

 

 

Cost of products sold

 

82.0

 

82.7

 

85.0

 

Gross profit

 

18.0

 

17.3

 

15.0

 

 

 

 

 

 

 

 

 

Selling, general and administrative

 

13.8

 

11.9

 

9.8

 

Depreciation and amortization

 

1.0

 

0.7

 

0.5

 

Operating income

 

3.2

 

4.7

 

4.7

 

Interest expense, net

 

0.5

 

0.7

 

0.7

 

Income before income taxes

 

2.7

 

4.0

 

4.0

 

Income taxes

 

1.0

 

1.5

 

1.5

 

Net income

 

1.7

%

2.5

%

2.5

%

 

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The following table sets forth the unit sales and revenue for new heavy-duty, new medium-duty and used trucks and the absorption rate for the years indicated (revenue in millions):

 

 

 

 

 

 

 

 

 

% Change

 

 

 

2008

 

2007

 

2006

 

2008
vs
2007

 

2007
vs
2006

 

Truck unit sales:

 

 

 

 

 

 

 

 

 

 

 

New heavy-duty trucks

 

5,516

 

7,230

 

11,799

 

-23.7

%

-38.7

%

New medium-duty trucks

 

3,773

 

5,482

 

4,693

 

-31.2

%

16.8

%

Total new truck unit sales

 

9,289

 

12,712

 

16,492

 

-26.9

%

-22.9

%

 

 

 

 

 

 

 

 

 

 

 

 

Used trucks

 

3,234

 

4,101

 

4,005

 

-21.1

%

2.4

%

 

 

 

 

 

 

 

 

 

 

 

 

Truck revenue:

 

 

 

 

 

 

 

 

 

 

 

New heavy-duty trucks

 

$

665.5

 

$

871.8

 

$

1,317.9

 

-23.7

%

-33.8

%

New medium-duty trucks

 

222.1

 

289.4

 

253.0

 

-23.3

%

14.4

%

Total new truck revenue

 

$

887.6

 

$

1,161.2

 

$

1,570.9

 

-23.6

%

-26.1

%

 

 

 

 

 

 

 

 

 

 

 

 

Used truck revenue

 

$

149.9

 

$

211.7

 

$

191.9

 

-29.2

%

10.3

%

 

 

 

 

 

 

 

 

 

 

 

 

Other truck revenue(1)

 

$

3.7

 

$

20.4

 

$

17.6

 

-81.9

%

15.9

%

 

 

 

 

 

 

 

 

 

 

 

 

Truck dealership absorption rate:

 

105.5

%

104.5

%

105.2

%

1.0

%

-0.7

%


(1) Includes sales of glider kits, truck bodies, trailers and other new equipment.

 

Industry

 

We currently operate in the heavy- and medium-duty truck and construction equipment markets. There has historically been a high correlation in both of these markets between new product sales, the rate of change in U.S. industrial production and the U.S. gross domestic product.

 

Heavy-Duty Truck Market

 

The Company serves the southern U.S. retail heavy-duty truck market, which is affected by a number of factors relating to general economic conditions, including fuel prices, government regulation, interest rate fluctuations, economic recessions and customer business cycles. In addition, unit sales of new trucks have historically been subject to substantial cyclical variation based on such general economic conditions.  According to data published by A.C.T. Research, in recent years total U.S. retail sales of new Class 8 trucks have ranged from a low of approximately 140,000 in 2001 and 2008 to a high of approximately 291,000 in 2006.  Class 8 trucks are defined by the American Automobile Association as trucks with a minimum gross vehicle weight rating above 33,000 pounds.  The Company’s share of the U.S. Class 8 truck sales market decreased approximately 15% to 3.9% in 2008, down from 4.6% in 2007.  We attribute the majority of this decrease in market share to the fact that most of our major fleet customers did not purchase any vehicles in 2008.  We believe that our share of the U.S. Class 8 truck sales market should return to approximately 4.3% to 4.6% when our large fleet customers resume normal purchasing practices.

 

Typically, Class 8 trucks are assembled by manufacturers utilizing certain components manufactured by other companies, including engines, transmissions, axles, wheels and other components. As trucks and truck components have become increasingly complex, the ability to provide state-of-the-art service for a wide variety of truck equipment has become a competitive factor in the industry. The ability to provide such service requires a significant capital investment in diagnostic and other equipment, parts inventory and highly trained service personnel. Environmental Protection Agency (“EPA”) and U.S. Department of Transportation (“DOT”) regulatory guidelines for service processes, including body shop, paint work and waste disposal, require sophisticated operating and testing equipment to ensure compliance with environmental and safety standards. Additionally, we believe that more of our customers will lease Class 8 trucks as fleets, particularly private fleets, seek to establish full-service leases or rental contracts, which provide for turnkey service including parts, maintenance and, potentially, fuel, fuel tax reporting and other services. Differentiation between truck dealers has become less dependent on pure price competition and is increasingly based on a dealer’s ability to offer a wide variety of services to their clients. Such services include the following: efficient, conveniently located and easily accessible truck service centers with an adequate supply of replacement parts; financing for truck purchases; leasing and rental

 

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programs; and the ability to accept multiple unit trade-ins related to large fleet purchases. We believe our one-stop center concept and the size and geographic diversity of our dealer network gives us a competitive advantage in providing these services.

 

A.C.T. Research currently estimates approximately 124,600 new Class 8 trucks will be sold in the United States in 2009, compared to approximately 140,000 new trucks sold in 2008.  However, the Company believes that 2009 sales of Class 8 trucks could be as low as 110,000 to 120,000.  A.C.T. Research currently forecasts sales of Class 8 trucks in the U.S. to be approximately 170,000 in 2010.  The Company expects the first quarter of 2009 to be the weakest quarter since the truck market downturn began in 2007.  Based on current economic and market conditions, the Company does not expect a significant pre-buy of Class 8 trucks to occur in 2009 as a result of diesel emissions regulations that go into effect in 2010. However, the Company believes that demand for new Class 8 trucks will gradually increase throughout 2009 due to the age of vehicles in operation and impending 2010 diesel emissions regulations if general economic conditions begin to improve.

 

Medium-Duty Truck Market

 

Many of our Rush Truck Centers sell medium-duty trucks manufactured by Peterbilt, International, GMC, Hino, UD, Ford or Isuzu, and all of our Rush Truck Centers provide parts and service for medium-duty trucks. Medium-duty trucks are principally used in short-haul, local markets as delivery vehicles. Medium-duty trucks typically operate locally and generally do not venture out of their service areas overnight.

 

A.C.T. Research currently forecasts sales of Class 4 through 7 trucks in the U.S. to be approximately 167,500 in 2009 compared to 176,000 in 2008.  The Company believes that U.S. retail sales of medium-duty trucks could be off as much as 15% compared to 2008, resulting in sales of only approximately 150,000 medium-duty trucks in 2009.  A.C.T. Research currently forecasts sales of Class 4 through 7 trucks in the U.S. to be approximately 176,500 in 2010.  See Note 17 to the Company’s Consolidated Financial Statements for a discussion of the Company’s medium-duty acquisitions in 2008.

 

Construction Equipment Market

 

Our Rush Equipment Centers are authorized John Deere construction equipment dealers serving Southeast Texas.  According to data compiled by John Deere, approximately 2,404 units of construction equipment were put into use in our area of responsibility in 2008 compared to 2,949 in 2007.  In 2008, we expect new construction equipment unit sales to decrease approximately 25% to 30% in our area of responsibility to approximately 1,800 units.  John Deere’s market share in the Houston area construction equipment market, which includes shipments of John Deere equipment to customers that did not purchase such equipment from a Rush Equipment Center, decreased to 18.2% in the in 2008 from 22.2% in 2007.  The Company’s market share in the Houston area construction equipment market decreased to 16.9% in 2008 from 18.4% in 2007.  This decrease in market share was largely attributable to other manufacturer’s dealers purchasing large quantities of equipment to add to their rental fleets.  Our Rush Equipment Centers have the right to sell new John Deere construction equipment and parts within its assigned area of responsibility, which means competition within its market comes primarily from dealers of competing manufacturers and rental companies.

 

John Deere equipment users are a diverse group that includes residential and commercial construction businesses, independent rental companies, utility companies, government agencies, and various petrochemical, industrial and material supply businesses. Industry statistics suggest that a majority of all construction equipment is owned by a relatively small percentage of the customer base. Accordingly, John Deere and its dealer group, including Rush Equipment Center, are aggressively developing more sophisticated ways to serve large equipment fleet owners.

 

Market factors affecting the construction equipment industry include the following:

 

·                  levels of commercial, residential, and public construction activities; and

 

·                  state and federal highway and road construction appropriations.

 

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Year Ended December 31, 2008 Compared to Year Ended December 31, 2007

 

Revenues

 

Revenues decreased $375.8 million, or 18.5%, in 2008 compared to 2007.  Sales of new and used trucks decreased $352.1 million, or 25.3%, in 2008 compared to 2007.  Uncertain economic conditions, the weak freight environment, slowing construction markets, historically high fuel prices and tight credit markets contributed to decreased demand for Class 8, medium-duty and used trucks in 2008.

 

The Company sold 5,516 heavy-duty units in 2008, a 23.7% decrease compared to 7,230 heavy-duty trucks in 2007.  According to A.C.T. Research, the U.S. Class 8 truck market decreased 11.2% in 2008 compared to 2007. The Company’s share of the U.S. Class 8 truck sales market decreased approximately 15% to 3.9% in 2008, down from 4.6% in 2007.  The Company expects its share to range between 3.9% and 4.1% of the U.S. Class 8 truck market in 2009, which would result in the sale of approximately 4,400 to 4,800 Class 8 trucks based on our current retail sales estimates of 110,000 to 120,000 units.  These estimates are based on our assumption that most of our large fleet customers will not resume normal purchasing practices until 2010.

 

The Company sold 3,773 medium-duty trucks in 2008, a 31.2% decrease compared to 5,482 medium-duty trucks in 2007.  Overall, new medium-duty truck sales revenue decreased approximately $67.3 million, or 23.3%, in 2008 compared to 2007.  A.C.T. Research estimates that unit sales of Class 4 through 7 trucks in the U.S. decreased approximately 27% in 2008 compared to the 2007.  In 2008, the Company achieved a 2.1% share of the Class 4 through 7 truck sales market in the U.S down from 2.2% in 2007.  The Company expects its share to range between 1.9% to 2.0% of the U.S. Class 4 through 7 truck sales market in 2009, which would result in the sale of approximately 3,200 to 3,500 Class 4 through 7 trucks based on A.C.T. Research’s current 2009 U.S. retail sales estimates of approximately 167,500 units.

 

The Company sold 3,234 used trucks in 2008, a 21.1% decrease compared to 4,101 used trucks in 2007.  Used truck average revenue per unit decreased by approximately 10.2% in 2008.  For 2009, used truck sales volumes and prices will be primarily driven by general economic conditions, fuel prices and the availability of credit, which collectively have had a severe impact on this market during 2008.  The Company does not believe that demand for used trucks will increase until general economic conditions begin to improve and credit is made available to a wider range of buyers on reasonable terms.  The Company is hopeful this will happen in the second half of 2009.  Accordingly, the Company expects to sell approximately 2,800 to 3,200 used trucks in 2009.

 

Parts and service sales decreased $2.2 million, or 0.5%, in 2008 compared to 2007.  Same store parts and service sales decreased $19.9 million, or 4.1%, in 2008 compared to 2007 primarily due to weakening economic conditions.    The Company expects parts and service sales to decrease slightly during 2009 relative to 2008.

 

Sales of new and used construction equipment decreased $12.8 million, or 17.1%, in 2008 compared to 2007.  This decrease was largely attributable to the weakening construction market in the Houston area.  John Deere’s rolling twelve month average market share in the Houston area construction equipment market decreased to 18.2% as of December 31, 2008 from a rolling twelve month average of 22.2% as of December 31, 2007.  This decrease in market share was largely attributable to other manufacturer’s dealers purchasing large quantities of equipment to add to their rental fleets.  In 2009, the Company expects new construction equipment unit sales in our area of responsibility to decrease approximately 25% to 30%, compared to 2008.

 

Truck lease and rental revenues increased $2.7 million, or 5.2%, in 2008 compared to 2007.  This increase in lease and rental revenue is consistent with management’s expectations, considering the increased number of units put into service in the rental fleet during 2008, which was primarily due to the acquisition of an Idealease location in North Carolina.  The lease and rental fleet increased approximately 6.9% to 2,570 units at December 31, 2008 from 2,404 units at December 31, 2007.  The Company expects lease and rental revenue to increase approximately 2% to 5% in 2009 compared to 2008.

 

Finance and insurance revenues decreased $9.4 million, or 43.3%, in 2008 compared to 2007.  The decrease in finance and insurance revenue is a direct result of the decline in truck sales and the tight credit market.  The Company expects finance and insurance revenue to fluctuate proportionately with the new Class 8 truck market in 2009.  Finance and insurance revenues have limited direct costs and, therefore, contribute a disproportionate share of the Company’s operating profits.

 

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Other income decreased $2.1 million, or 25.8% in 2008 compared to 2007.  Other income consists primarily of the gain on sale realized on trucks from the lease and rental fleet, commissions earned from John Deere for direct manufacturer sales into our area of responsibility, document fees related to truck sales and purchase discounts.

 

Gross Profit

 

Gross profit decreased $55.4 million, or 15.7%, in 2008 compared to 2007.  Gross profit as a percentage of sales increased to 18.0% in 2008 from 17.3% in 2007.  This increase is primarily a result of a change in our product sales mix.  Truck sales, a lower margin revenue item, decreased as a percentage of total revenue to 62.9% in 2008 from 68.6% in 2007. Parts and service revenue, a higher margin revenue item, increased as a percentage of total revenue to 28.9% in 2008 from 23.7% in 2007.

 

Gross margins on Class 8 truck sales decreased to 7.7% in 2008 from 8.6% in 2007.  A large portion of the decrease in gross margins on Class 8 trucks was due to write-downs on the value of new truck inventory throughout 2008.  Gross margins on Class 8 truck sales were also negatively impacted by decreased demand for new trucks as a result of uncertain economic conditions, the weak freight environment, historically high fuel prices throughout most of 2008, and tightening credit markets.  In 2009, the Company expects overall gross margins from Class 8 truck sales of approximately 6.0% to 7.0%.  The Company continually evaluates its reserve for new truck valuation losses.  The Company recorded expense of $5.2 million to increase its new heavy-duty truck valuation allowance in 2008 and $3.3 million in 2007.

 

Gross margins on medium-duty truck sales decreased to 5.1% in 2008 from 5.5% in 2007.  Medium-duty gross margins were negatively impacted by the same factors that adversely impacted gross margins on Class 8 truck sales in 2008.  Gross margins on medium-duty trucks are difficult to forecast accurately because gross margins vary significantly depending upon the mix of fleet and non-fleet purchasers and types of medium-duty trucks sold.  For 2009, the Company expects overall gross margins from medium-duty truck sales of approximately 5.0% to 5.5%.  The Company recorded expense of $1.7 million to increase its new medium-duty truck valuation allowance in 2008 and $2.8 million in 2007.

 

Gross margins on used truck sales decreased to 3.6% in 2008 from 8.6% in 2007.  Write-downs of used truck inventory values throughout 2008 caused gross margins on used truck sales to decrease in 2008 compared to 2007.  The write-downs were necessary because of decreased demand for used trucks as a result of worsening general economic conditions, decreased freight demand, and the tight credit market.  The Company is hopeful that margins on used trucks will be in the range of approximately 6.5% to 8.5% during 2009, but this will largely depend upon general economic conditions and the availability of credit.  The Company continually evaluates its reserve for used truck valuation losses.  The Company recorded expense of $8.5 million to increase its used truck valuation allowance in 2008 and $2.9 million in 2007.

 

Gross margins from the Company’s parts, service and body shop operations increased to 41.1% in 2008 from 40.9% in 2007.  Gross profit for the parts, service and body shop departments decreased slightly to $196.5 million in 2008 from $196.7 million in 2007.  The Company expects gross margins on parts, service and body shop operations of approximately 39.0% to 41.0% during 2009.

 

Gross margins on new and used construction equipment sales decreased to 9.8% in 2008 from 11.0% in 2007.  This decrease in gross margin is primarily attributable to decreased demand for construction equipment in the Houston market and our continued efforts to increase John Deere’s market share.  The Company expects 2009 gross margins to remain in a range of approximately 9.0% to 11.0% as the Company continues efforts to increase its market share.

 

Gross margins from truck lease and rental sales decreased to 14.5% in 2008 from approximately 15.4% in 2007.  The decrease in the gross margin from lease and rental sales is primarily due to the decreased utilization of crane-mounted trucks in our rental fleet.  The Company expects gross margins from lease and rental sales of approximately 15.0% to 18.0% during 2008.  The Company’s policy is to depreciate its lease and rental fleet using a straight line method over the customer’s contractual lease term.  The lease unit is depreciated to a residual value that approximates fair value at the expiration of the lease term.  This policy results in the Company realizing reasonable gross margins while the unit is in service and a corresponding gain or loss on sale when the unit is sold at the end of the lease term.

 

Finance and insurance revenues and other income, as described above, have limited direct costs and, therefore, contribute a disproportionate share of gross profit.

 

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Selling, General and Administrative Expenses

 

Selling, General and Administrative (“SG&A”) expenses decreased $12.6 million, or 5.2%, in 2008 compared to 2007.  SG&A expenses as a percentage of sales increased to 13.8% in 2008 from 11.9% in 2007.  SG&A expenses as a percentage of sales have historically ranged from 10.0% to 15.0%.  In 2008, the selling portion of SG&A expenses, which consists primarily of commissions on truck and construction equipment sales, decreased 28.7% and the general and administrative portion of SG&A decreased 2.3% compared to 2007.  In 2009, the Company expects the selling portion of SG&A expenses to be approximately 25% to 28% of new and used truck gross profit.  The selling portion of SG&A varies based on the gross profit derived from truck sales.  The Company took action throughout 2008 to reduce overhead expenses to a level more appropriate to serve the current market.  For 2009, the Company will continue to adjust the general and administrative portion of SG&A in accordance with market conditions.

 

Interest Expense, Net

 

Net interest expense decreased $7.1 million, or 47.5%, in 2008 compared to 2007.  In 2008, floor plan interest expense decreased compared to 2007 primarily due to the decrease in floor plan notes payable throughout most of 2008 and lower floor plan interest rates.  If floor plan interest rates remain at current levels, the Company expects net interest expense in 2009 to decrease approximately 10.0% compared to 2008.

 

Income Before Income Taxes

 

Income before income taxes decreased $36.7 million, or 44.9%, in 2008 compared to 2007, as a result of the factors described above.  The Company believes that income before income taxes in 2009 will decrease compared to 2008 based on the factors described above.

 

Income Taxes

 

Income taxes decreased $14.1 million, or 46.5%, in 2008 compared to 2007.  The Company provided for taxes at a 36.0% effective rate in 2008 and expects the effective tax rate to be approximately 37.0% in 2009.  The decrease in the Company’s effective tax rate results from the application of tax credits for sales of alternative fuel vehicles to tax-exempt municipalities that claim the tax credits.  During 2009, the Company expects to continue to apply for alternative fuel vehicle tax credits for sales of alternative fuel vehicles to tax-exempt municipalities.  These transactions will increase the Company’s SG&A expense because the Company passes a portion of these credits on to these tax-exempt municipalities in the form of a discretionary rebate.  As a result, the Company’s effective tax rate may vary significantly depending on the number of alternative fuel vehicles sold to tax-exempt entities.

 

Year Ended December 31, 2007 Compared to Year Ended December 31, 2006

 

Revenues

 

Revenues decreased $319.7 million, or 13.6%, in 2007 compared to 2006.  Sales of new and used trucks decreased $387.2 million, or 21.7%, in 2007 compared to 2006.  This decrease in new and used truck revenue was primarily due to decreased sales of new Class 8 trucks due to the diesel engine emissions guidelines that caused a pre-buy of Class 8 trucks in 2006 and resulted in decreased demand for new Class 8 trucks with engines built subsequent to January 1, 2007. Uncertain economic conditions in the U.S. and decreased freight demand also contributed to decreased demand for Class 8 trucks in 2007.  The decrease was offset by increased sales of medium-duty trucks in 2007 primarily due to acquisitions, and increased demand for used trucks.

 

Unit sales of new Class 8 trucks decreased 38.7% in 2007 compared to 2006.  According to A.C.T. Research, the U.S. Class 8 truck market decreased 46.2% in 2007 compared to 2006.  In 2007, the Company’s share of the U.S. Class 8 truck market increased to 4.6% compared to 4.1% in 2006.

 

Unit sales of new medium-duty trucks increased 16.8% in 2007 compared to 2006Acquisitions contributed to this increase in unit sales of medium-duty trucks.  Overall, new medium-duty truck sales revenue increased approximately $36.4 million, or 14.4%, in 2007 compared to 2006.

 

Unit sales of used trucks increased 2.4% in 2007 compared to 2006.  Used truck average revenue per unit increased by approximately 7.7%.

 

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Parts and service sales increased $39.2 million, or 8.9%, in 2007 compared to 2006.  Same store parts and service sales increased $25.7 million, or 5.8%, in 2007 compared to 2006.

 

Sales of new and used construction equipment increased $15.4 million, or 25.9%, in 2007 compared to 2006.  During 2007, the Company continued its concerted effort to increase its market share in the Houston area.  According to data compiled by John Deere, approximately 2,949 units of construction equipment were put into use in our area of responsibility in 2007 compared to 2,585 in 2006.

 

Truck lease and rental revenues increased $10.3 million, or 24.7%, in 2007 compared to 2006.  This increase in lease and rental revenue was consistent with management’s expectations, considering the increased number of units put into service in the rental fleet during the last quarter of 2006.  The lease and rental fleet increased approximately 2.5% to 2,404 units at December 31, 2007 from 2,345 units at December 31, 2006.

 

Finance and insurance revenues increased $2.5 million, or 12.8%, in 2007 compared to 2006.  This increase was due to the Company arranging financing on a higher percentage of trucks it sold during 2007 than during 2006 and to a $1.4 million nonrecurring reserve release related to the Company’s early repayment charge back program.  The Company expected finance income from new Class 8 truck sales to decrease during 2007 compared to 2006 because of the expected decline in new Class 8 truck sales.  However, this decrease was offset by increases in finance revenue from medium-duty truck sales, the nonrecurring reserve release, and insurance revenue resulting from product expansion and acquisitions.

 

Other income remained flat at $8.2 million in 2007 compared to 2006.  Other income consists of the gain on sale realized on trucks from the lease and rental fleet, commissions earned from John Deere for direct manufacturer sales into our area of responsibility, document fees related to truck sales and purchase discounts.

 

Gross Profit

 

Gross profit decreased $0.6 million, or 0.2%, in 2007 compared to 2006.  Gross profit as a percentage of sales increased to 17.3% in 2007 from 15.0% in 2006.  This increase was primarily a result of a change in our product sales mix.  Truck sales, a lower margin revenue item, decreased as a percentage of total revenue to 68.6% in 2007 from 75.7% in 2006.  Parts and service revenue, a higher margin revenue item, increased as a percentage of total revenue to 23.7% in 2007 from 18.8% in 2006.

 

Gross margins on Class 8 truck sales increased to 8.6% in 2007 from 7.2% in 2006.  The Company’s 2007 gross margins on Class 8 trucks increased because a larger percentage of sales were to non-fleet customers.  The Company recorded expense of $3.3 million to increase its new heavy-duty truck valuation allowance in 2007 and $1.3 million in 2006.

 

Gross margins on medium-duty truck sales decreased to 5.5% in 2007 from 5.7% in 2006.  The Company recorded expense of $2.8 million to increase its new medium-duty truck valuation allowance in 2007 and $1.6 million in 2006.

 

Gross margins on used truck sales decreased to 8.6% in 2007 from 9.1% in 2006.  The Company recorded expense of $2.9 million to increase its used truck valuation allowance in 2007 and $0.4 million in 2006.

 

Gross margins from the Company’s parts, service and body shop operations decreased to 40.9% in 2007 from 41.1% in 2006.  Gross profit for the parts, service and body shop departments increased to $196.7 million in 2007 from $181.6 million in 2006.

 

Gross margins on new and used construction equipment sales decreased to 11.0% in 2007 from 11.8% in 2006.  The lower gross margins for 2007 were due to the Company’s efforts to increase its market share in the Houston area.  Additionally, gross margins on new and used construction equipment can fluctuate depending on the mix of products sold.

 

Gross margins from truck lease and rental sales decreased to 15.4% in 2007 from approximately 21.9% in 2006.    The decrease in the gross margin from lease and rental sales was primarily due to the decline in the utilization of the rental fleet, which is a result of the additions to our rental fleet in 2006.

 

Finance and insurance revenues and other income, as described above, have limited direct costs and, therefore, contribute a disproportionate share of gross profit.

 

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Selling, General and Administrative Expenses

 

Selling, General and Administrative (“SG&A”) expenses increased $10.6 million, or 4.6%, in 2007 compared to 2006.  SG&A expenses as a percentage of sales increased to 11.9% in 2007 from 9.8% in 2006.  In 2007, the selling portion of SG&A expenses, which consists primarily of commissions on truck sales, decreased 12.6% and the general and administrative portion of SG&A increased 7.3% compared to 2006.

 

Interest Expense, Net

 

Net interest expense decreased $0.8 million, or 5.1%, in 2007 compared to 2006.  In 2007, floor plan interest expense decreased compared to 2006 primarily due to the decrease in floor plan notes payable.  To take advantage of increased truck demand in 2006, the Company maintained higher levels of truck inventory than it has traditionally maintained, which increased the Company’s floor plan notes payable in 2006 and the first half of 2007.  The decrease in net interest expense in 2007 was compounded by earnings on the Company’s investment of available cash.

 

Income Before Income Taxes

 

Income before income taxes decreased $12.3 million, or 13.0%, in 2007 compared to 2006, as a result of the factors described above.

 

Income Taxes

 

Income taxes decreased $5.0 million, or 14.1%, in 2007 compared to 2006.  The Company provided for taxes at a 37.0% effective rate in 2007.

 

Liquidity and Capital Resources

 

The Company’s short-term cash requirements are primarily for working capital, inventory financing, the improvement and expansion of existing facilities, the implementation of SAP enterprise software and dealership management system, and the construction of new facilities.  Historically, these cash requirements have been met through the retention of profits and borrowings under our floor plan arrangements. As of December 31, 2008, the Company had working capital of approximately $177.1 million, including $146.4 million in cash available to fund our operations.  The Company believes that these funds are sufficient to meet its short-term and long-term cash requirements.

 

The Company may request working capital advances in the minimum amount of $100,000 from GE Capital, its primary truck lender.  However, such working capital advances may not cause the total indebtedness owed GE Capital to exceed an amount equal to the wholesale advances made against the then current inventory less any payment reductions then due.  There were no working capital advances outstanding under this agreement at December 31, 2008.

 

The Company has a secured line of credit that provides for a maximum borrowing of $8.0 million.  There were no advances outstanding under this secured line of credit at December 31, 2008, however, $5.9 million was pledged to secure various letters of credit related to self-insurance products, leaving $2.1 million available for future borrowings as of December 31, 2008.

 

The Company’s long-term real estate debt agreements require the Company to satisfy various financial ratios such as the debt to worth ratio and the fixed charge coverage ratio.  The Company’s floor plan financing agreement with GE Capital does not contain financial covenants.  At December 31, 2008, the Company is in compliance with all debt covenants.  The Company does not anticipate any breach of the covenants in the foreseeable future.

 

Titan Technology Partners is currently implementing SAP enterprise software and a new SAP dealership management system for the Company.  The total cost of the SAP software and implementation is estimated to be approximately $30.0 million to $32.0 million.  As of December 31, 2008, the Company had expenditures of $20.9 million related to the SAP project.  The Company expects to spend approximately $7.0 million to $8.0 million related to the SAP project in 2009.

 

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The Company is currently constructing a new facility for its Rush Truck Center location in Oklahoma City, Oklahoma at an estimated cost of $12.0 million.  As of December 31, 2008, the Company had expenditures of $3.1 million related to the construction of the new facility.

 

On July 22, 2008, the Company’s Board of Directors approved a stock repurchase program authorizing the Company to repurchase, from time to time, up to an aggregate of $20,000,000 of its shares of Class A common stock and/or Class B common stock.  Repurchases will be made at times and in amounts as the Company deems appropriate and will be made through open market transactions, privately negotiated transactions and other lawful means. The manner, timing and amount of any repurchases will be determined by the Company based on an evaluation of market conditions, stock price and other factors, including those related to the ownership requirements of its dealership agreements with manufacturers it represents. The stock repurchase program has no expiration date and may be suspended or discontinued at any time.  While the stock repurchase program does not obligate the Company to acquire any particular amount or class of common stock, the Company anticipates that it will be repurchasing primarily shares of its Class B common stock.  As of December 31, 2008, the Company has repurchased 1,639,843 shares of its Class B common stock at a cost of $17.9 million.

 

The Company has no other material commitments for capital expenditures as of December 31, 2008, except that the Company will continue to purchase vehicles for its lease and rental division and authorize capital expenditures for improvement and expansion of its dealership facilities based on market opportunities.  The Company expects to purchase trucks worth approximately $30.0 million for its leasing operations in 2009, depending on customer demand.

 

Cash Flows

 

Cash and cash equivalents decreased by $40.6 million during the year ended December 31, 2008 and increased by $25.5 million during the year ended December 31, 2007.  The major components of these changes are discussed below.

 

Cash Flows from Operating Activities

 

Cash flows from operating activities include net income adjusted for non-cash items and the effects of changes in working capital.  During 2008, operating activities resulted in net cash provided by operations of $83.1 million.  Cash provided by operating activities was primarily impacted by the decreased levels of new truck inventory, offset by decreases in accounts payable and accrued expenses.  The majority of truck inventory is financed through the Company’s floor plan financing provider.  During 2007, operating activities resulted in net cash provided by operations of $258.7 million.

 

Cash flows from operating activities as adjusted for all draws and (payments) on floor plan notes (“Adjusted Cash Flows from Operating Activities”) was $88.9 million for the year ended December 31, 2008 and $86.0 million for the year ended December 31, 2007.  Generally, all vehicle and construction equipment dealers finance the purchase of vehicles and construction equipment with floor plan borrowings, and our agreements with our floor plan providers require us to repay amounts borrowed for the purchase of such vehicles and equipment immediately after they are sold.  As a result, changes in floor plan notes payable are directly linked to changes in vehicle and construction equipment inventory.  However, as reflected in our consolidated statements of cash flows, changes in inventory are recorded as cash flows from operating activities, and draws and (payments) on floor plan notes are recorded as cash flows from financing activities.

 

The Company’s management believes that information about Adjusted Cash Flows from Operating Activities provides investors with a relevant measure of liquidity and a useful basis for assessing the Company’s ability to fund its activities and obligations from operating activities.  Floor plan notes payable is classified as a current liability and, therefore, is included in the working capital amounts discussed above.

 

Adjusted Cash Flows from Operating Activities is a non-GAAP financial measure and should be considered in addition to, and not as a substitute for, cash flows from operating activities as reported in our consolidated statements of cash flows in accordance with U.S. GAAP.  Additionally, this measure may vary among other companies; thus, Adjusted Cash Flows from Operating Activities as presented herein may not be comparable to similarly titled non-GAAP financial measures of other companies.  Set forth below is a reconciliation of cash flow from operating activities as reported in our consolidated statement of cash flows, as if all changes in floor plan notes payable were classified as an operating activity (in thousands).

 

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Table of Contents

 

 

 

Year Ended December 31,

 

 

 

2008

 

2007

 

 

 

 

 

 

 

Net cash provided by operating activities (GAAP)

 

$

83,059

 

$

258,701

 

Draws (payments) on floor plan notes payable

 

5,864

 

(172,701

)

 

 

 

 

 

 

Adjusted Cash Flows from Operating Activities (Non-GAAP)

 

$

88,923

 

$

86,000

 

 

Cash Flows from Investing Activities

 

Cash flows from investing activities consist primarily of cash used for capital expenditures and business acquisitions.  During 2008, the Company used $111.0 million in investing activities. Capital expenditures consisted of purchases of property and equipment, and improvements to our existing dealership facilities of $68.2 million.  Of this amount, $31.2 million was used to purchase additional units for the rental and leasing operations during 2008, which was directly offset by borrowings of long-term debt.  The Company expects truck purchases of approximately $30.0 million for its leasing operations in 2009 depending on customer demand.  During 2009, the Company expects to make capital expenditures for recurring items such as computers, shop equipment and vehicles of approximately $10.0 million, in addition to $7.0 million to $8.0 million for the SAP software implementation described above.  Cash used in business acquisitions was $37.4 million during the year ended December 31, 2008.  See Note 17 of the Notes to Consolidated Financial Statements for a detailed discussion of these acquisitions.

 

During 2007, cash used in investing activities was $67.5 million.  Capital expenditures consisted of purchases of property and equipment, and improvements to our existing dealership facilities of $65.3 million. Of this amount, $37.6 million was used to purchase additional units for the rental and leasing operations during 2007 which was directly offset by borrowings of long-term debt.  Cash used in business acquisitions was $7.9 million during the year ended December 31, 2007.  See Note 17 of the Notes to Consolidated Financial Statements for a detailed discussion of these acquisitions.

 

Cash Flows from Financing Activities

 

Cash flows used in financing activities include borrowings and repayments of long-term debt and net payments of floor plan notes payable.  Cash used in financing activities was $12.6 million during the year ended December 31, 2008. The Company had borrowings of long-term debt of $46.7 million and repayments of long-term debt of $43.3 million during the year ended December 31, 2008.   The Company had net draws of floor plan notes payable of $5.9 million during the year ended December 31, 2008.  The borrowings of long-term debt are primarily related to the increase in the lease and rental fleet and real estate refinancing.  During the year ended December 31, 2008, the Company repurchased 1,639,843 shares of Class B common stock at a cost of $17.9 million pursuant to a stock repurchase program approved by the Company’s Board of Directors.  See Note 13 of the Notes to Consolidated Financial Statements for a detailed discussion of the stock repurchase program.

 

Cash used in financing activities was $165.7 million during the year ended December 31, 2007. The Company had borrowings of long-term debt of $43.2 million and repayments of long-term debt of $37.9 million during the year ended December 31, 2007.   The Company had net payments of floor plan notes payable of $172.7 million during the year ended December 31, 2007.  The borrowings of long-term debt are primarily related to the increase in the lease and rental fleet and real estate refinancing.

 

Substantially all of the Company’s truck purchases are made on terms requiring payment within 15 days or less from the date the trucks are invoiced from the factory.  Effective August 1, 2007, the Company entered into an Amended and Restated Wholesale Security Agreement with GE Capital, which can be terminated by GE Capital with 120 days notice at any time.  Interest under the floor plan financing agreement is payable monthly and the rate varies from LIBOR plus 1.15% to LIBOR plus 1.50% depending on the average aggregate month-end balance of debt.  The Company finances substantially all of the purchase price of its new truck inventory, and the loan value of its used truck inventory under the floor plan financing agreement with GE Capital, under which GE Capital pays the manufacturer directly with respect to new trucks. The Company makes monthly interest payments to GE Capital on the amount financed, but is not required to commence loan principal repayments on any vehicle until such vehicle has been floor planned for 12 months or is sold.

 

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The floor plan financing agreement allows for prepayments and working capital advances with monthly adjustments to the interest due on outstanding advances.  On December 31, 2008, the Company had approximately $266.0 million outstanding under its floor plan financing agreement with GE Capital.  In connection with the Amended and Restated Wholesale Agreement with GE Capital, the Company executed a Continuing Guaranty in favor of GE Capital to a maximum principal amount of $600 million, plus unpaid interest and reasonable costs of collection.  Except for the procedures and other terms and conditions set forth in the Amended and Restated Wholesale Agreement, the Company is not aware of any limitation on the Company’s ability to access capital through this facility.

 

Substantially all of the Company’s new construction equipment purchases are financed by John Deere and JPMorgan Chase (“Chase”).  The agreement with John Deere provides an interest-free financing period after which time the amount financed is required to be paid in full.  When construction equipment is sold prior to the expiration of the interest-free finance period, the Company is required to repay the principal within approximately ten days of the sale. If the construction equipment financed by John Deere is not sold within the interest-free finance period, it is transferred to the Chase floor plan.  The Company makes principal payments for sold inventory to Chase on the 15th day of each month. Construction equipment is financed to a maximum of book value under the floor plan financing agreement with Chase.  The Company makes monthly interest payments on the amount financed and is required to commence loan principal repayments on construction equipment as book value is reduced.  Principal payments for sold used construction equipment are made no later than the 15th day of each month following the sale. The loans are collateralized by a lien on the construction equipment.  The Company’s floor plan financing agreement with Chase permits financing of up to $20.0 million in construction equipment and expires in June 2009.  On December 31, 2008, the Company had $3.7 million outstanding under its floor plan financing agreement with John Deere and $13.0 million outstanding under its floor plan financing agreement with Chase.

 

Cyclicality

 

The Company’s business is dependent on a number of factors relating to general economic conditions, including fuel prices, interest rate fluctuations, credit availability, economic recessions, environmental and other government regulations and customer business cycles. Unit sales of new trucks have historically been subject to substantial cyclical variation based on these general economic conditions. According to data published by A.C.T. Research, in recent years total U.S. retail sales of new Class 8 trucks have ranged from a low of approximately 140,000 in 2001 and 2008 to a high of approximately 291,000 in 2006.  Through geographic expansion, concentration on higher margin parts and service operations and diversification of its customer base, the Company believes it can reduce the negative impact on the Company’s earnings of adverse general economic conditions or cyclical trends affecting the heavy-duty truck industry.

 

Effects of Inflation

 

The Company believes that the relatively moderate rates of inflation over the last few years have not had a significant impact on revenues or profitability. The Company does not expect inflation to have any near-term material effects on the sale of its products and services.

 

Off-Balance Sheet Arrangements

 

The Company does not have any obligation under any transaction, agreement or other contractual arrangement to which an entity unconsolidated with the Company is a party, that has or is reasonably likely to have a material effect on the Company’s financial condition, changes in financial condition, revenues or expenses, results of operations, liquidity, capital expenditures or capital resources that is material to investors.

 

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Contractual Obligations

 

The Company has certain contractual obligations that will impact its short and long-term liquidity. At December 31, 2008, such obligations were as follows:

 

 

 

Payments Due by Period

 

Contractual Obligations

 

Total

 

Less than 1
year

 

1-3
years

 

3-5
years

 

More than 5
years

 

 

 

(in thousands)

 

Long-term debt obligations (1)

 

$

209,676

 

$

37,665

 

$

103,214

 

$

60,272

 

$

8,525

 

Capital lease obligations(2)

 

16,893

 

4,631

 

7,020

 

4,490

 

752

 

Operating lease obligations(3)

 

38,130

 

8,074

 

12,463

 

7,030

 

10,563

 

Floor plan debt obligation

 

282,702

 

282,702

 

 

 

 

Interest obligations (4)

 

39,082

 

20,187

 

14,137

 

4,486

 

272

 

Purchase obligations(5)

 

12,131

 

9,947

 

1,248

 

936

 

 

Total

 

$

598,614

 

$

363,206

 

$

138,082

 

$

77,214

 

$

20,112

 


(1)           Refer to Note 8 of Notes to Consolidated Financial Statements.

 

(2)           Refer to Note 11 of Notes to Consolidated Financial Statements.  Amounts include interest.

 

(3)           Refer to Note 11 of Notes to Consolidated Financial Statements.

 

(4)           In computing interest expense, the Company used its weighted average interest rate outstanding on fixed rate debt to estimate its interest expense on fixed rate debt.  The Company used its weighted average variable interest rate on outstanding variable rate debt at December 31, 2008 and added 0.25 percent per year to estimate its interest expense on variable rate debt.

 

(5)           Purchase obligations represent non-cancelable contractual obligations at December 31, 2008.  Our non-cancelable contractual obligations are related to the construction projection for our Oklahoma City facility and our SAP implementation.

 

Item 7A. Quantitative and Qualitative Disclosures about Market Risk

 

Market risk represents the risk of loss that may impact the financial position, results of operations, or cash flows of the Company due to adverse changes in financial market prices, including interest rate risk, and other relevant market rate or price risks.

 

The Company is exposed to some market risk through interest rates related to our floor plan financing agreements, variable rate debt and discount rates related to finance sales.  Floor plan borrowings are based on LIBOR and are used to meet working capital needs.  As of December 31, 2008, the Company had floor plan borrowings of approximately $282.7 million.  Assuming an increase in LIBOR of 100 basis points, annual interest expense could increase by approximately $2.8 million.  The Company provides all customer financing opportunities to various finance providers. The Company receives all finance charges in excess of a negotiated discount rate from the finance providers in the month following the date of the financing. The negotiated discount rate is variable, thus subject to interest rate fluctuations. This interest rate risk is mitigated by the Company’s ability to pass discount rate increases to customers through higher financing rates.

 

The Company is also exposed to some market risk through interest rates related to the investment of our current cash and cash equivalents which totaled $146.4 million on December 31, 2008.  These funds are generally invested in variable interest rate instruments in accordance with the Company’s investment policy.  As such instruments mature and the funds are reinvested, we are exposed to changes in market interest rates. This risk is mitigated by management’s ongoing evaluation of the best investment rates available for current and noncurrent high quality investments. If market interest rates were to increase or decrease immediately and uniformly by 100 basis points, the Company’s annual interest income could correspondingly increase or decrease by approximately $1.5 million.

 

In the past, the Company invested in interest-bearing short-term investments consisting of investment-grade auction rate securities classified as available-for-sale.  As a result of the recent liquidity issues experienced in the global credit and capital markets, auctions for investment grade securities held by the Company have failed.  The auction rate securities continue to pay interest in accordance with the terms of the underlying security; however, liquidity will be limited until there is a successful auction or until such time as other markets for these investments develop.

 

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As of December 31, 2008, the Company holds $7.6 million of auction rate securities with underlying tax-exempt municipal bonds with stated maturities of 22 years.  Given the current market conditions in the auction rate securities market, if the Company determines that the fair value of these securities has temporarily decreased by 10%, the Company’s equity could correspondingly decrease by approximately $0.8 million.  If it is determined that the fair value of these securities is other-than-temporarily impaired by 10%, the Company could record a loss on its Consolidated Statements of Income of approximately $0.8 million.  For further discussion of the risks related to our auction rate securities, see Note 18 — Investments of the Notes to Consolidated Financial Statements and Item 1A — Risk Factors.

 

The Company has not used derivative financial instruments in our investment portfolio.

 

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Item 8.  Financial Statements and Supplementary Data

 

Report of Independent Registered Public Accounting Firm

41

 

 

Consolidated Balance Sheets as of December 31, 2008 and 2007

42

 

 

Consolidated Statements of Income for the Years Ended December 31, 2008, 2007 and 2006

43

 

 

Consolidated Statements of Shareholders’ Equity for the Years Ended December 31, 2008, 2007 and 2006

44

 

 

Consolidated Statements of Cash Flows for the Years Ended December 31, 2008, 2007 and 2006

45

 

 

Notes to Consolidated Financial Statements

46

 

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Report of Independent Registered Public Accounting Firm

 

The Board of Directors and Shareholders of Rush Enterprises, Inc.

 

We have audited the accompanying consolidated balance sheets of Rush Enterprises, Inc. and subsidiaries (“the Company”) as of December 31, 2008 and 2007, and the related consolidated statements of income, shareholders’ equity, and cash flows for each of the three years in the period ended December 31, 2008.  These financial statements are the responsibility of the Company’s management.  Our responsibility is to express an opinion on these financial statements based on our audits.

 

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement. An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements. An audit also includes assessing the accounting principles used and significant estimates made by management, as well as evaluating the overall financial statement presentation. We believe that our audits provide a reasonable basis for our opinion.

 

In our opinion, the financial statements referred to above present fairly, in all material respects, the consolidated financial position of Rush Enterprises, Inc. and subsidiaries at December 31, 2008 and 2007, and the consolidated results of their operations and their cash flows for each of the three years in the period ended December 31, 2008, in conformity with U.S. generally accepted accounting principles.

 

As discussed in Note 2 to the financial statements, in 2006 the Company changed its method of accounting for share based payments and in 2007 the Company changed its method for accounting for income taxes.

 

We also have audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States), Rush Enterprises, Inc.’s internal control over financial reporting as of December 31, 2008, based on criteria established in Internal Control-Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission and our report dated March 10, 2009 expressed an unqualified opinion thereon.

 

/s/ Ernst & Young LLP

 

San Antonio, Texas

March 10, 2009

 

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RUSH ENTERPRISES, INC. AND SUBSIDIARIES

CONSOLIDATED BALANCE SHEETS

(In Thousands, Except Shares and Per Share Amounts)

 

 

 

December 31,

 

 

 

2008

 

2007

 

Assets

 

 

 

 

 

Current assets:

 

 

 

 

 

Cash and cash equivalents

 

$

146,411

 

$

187,009

 

Investments

 

7,575

 

 

Accounts receivable, net

 

55,274

 

48,781

 

Inventories, net

 

362,234

 

365,947

 

Prepaid expenses and other

 

3,369

 

1,699

 

Deferred income taxes, net

 

6,730

 

7,028

 

 

 

 

 

 

 

Total current assets

 

581,593

 

610,464

 

 

 

 

 

 

 

Property and equipment, net

 

332,147

 

299,013

 

 

 

 

 

 

 

Goodwill, net

 

141,904

 

120,582

 

 

 

 

 

 

 

Other assets, net

 

1,146

 

1,532

 

 

 

 

 

 

 

Total assets

 

$

1,056,790

 

$

1,031,591

 

 

 

 

 

 

 

Liabilities and shareholders’ equity

 

 

 

 

 

Current liabilities:

 

 

 

 

 

Floor plan notes payable

 

$

282,702

 

$

273,653

 

Current maturities of long-term debt

 

37,665

 

33,593

 

Current maturities of capital lease obligations

 

3,454

 

4,444

 

Trade accounts payable

 

31,530

 

40,452

 

Accrued expenses

 

49,125

 

60,517

 

Total current liabilities

 

404,476

 

412,659

 

 

 

 

 

 

 

Long-term debt, net of current maturities

 

172,011

 

165,352

 

Capital lease obligations, net of current maturities

 

11,366

 

13,099

 

Deferred income taxes, net

 

52,896

 

40,904

 

 

 

 

 

 

 

Shareholders’ equity:

 

 

 

 

 

Preferred stock, par value $.01 per share; 1,000,000 shares authorized; 0 shares outstanding in 2008 and 2007

 

 

 

Common stock, par value $.01 per share; 60,000,000 class A shares and 20,000,000 class B shares authorized; 26,327,734 class A shares and 12,324,987 class B shares issued and 26,255,974 class A shares and 10,685,144 class B shares outstanding in 2008; 26,070,595 class A shares and 12,265,437 class B shares issued and outstanding in 2007

 

386

 

383

 

Additional paid-in capital

 

183,818

 

178,274

 

Treasury stock, at cost: 1,639,843 shares

 

(17,948

)

 

Retained earnings

 

249,785

 

220,920

 

 

 

 

 

 

 

Total shareholders’ equity

 

416,041

 

399,577

 

 

 

 

 

 

 

Total liabilities and shareholders’ equity