In re Tyson Foods, Inc.

275 F. Supp. 3d 970
CourtDistrict Court, W.D. Arkansas
DecidedJuly 26, 2017
DocketCase No. 5:16-cv-05340
StatusPublished
Cited by3 cases

This text of 275 F. Supp. 3d 970 (In re Tyson Foods, Inc.) is published on Counsel Stack Legal Research, covering District Court, W.D. Arkansas primary law. Counsel Stack provides free access to over 12 million legal documents including statutes, case law, regulations, and constitutions.

Bluebook
In re Tyson Foods, Inc., 275 F. Supp. 3d 970 (W.D. Ark. 2017).

Opinion

[973]*973MEMORANDUM OPINION

TIMOTHY L. BROOKS, UNITED STATES DISTRICT JUDGE

I. BACKGROUND

The ready-to-cook chicken that you buy at your local grocery store is called a [974]*974broiler chicken. Demand for broiler chicken has remained relatively constant, rising slightly but steadily since the 1950s. Furthermore, demand for broiler chicken has been inelastic; that is, insensitive to changes in price. The price for chicken may rise or drop, but the number of consumers who buy chicken remains about the same. As a result, industry-wide profitability is closely tethered to the price of chicken, rather than to expanding or contracting market demand.

This characteristic of the market has historically caused a problem for chicken producers. When the price of chicken is high, producing broiler chicken becomes more profitable. Producers thus bring more chicken to market, increasing supply. The increased supply, coupled with the stable demand, then drives down the formerly-high price. Broiler chickens become less profitable, producers are forced to cut supply, and the price eventually rises again. The cyclical nature of the industry causes “brutal swings” in price, leading to “death matches between chicken producers.” (Doc. 43, ¶ 34 (alteration and quotation omitted)).

Defendant Tyson Foods, Inc. is the nation’s largest chicken producer, and was traditionally not immune to its industry’s volatility. Indeed, for the ten-year period preceding the Great Recession, Tyson’s chicken margins fluctuated between 1.2% and 7.0%, and in no two consecutive years was Tyson able to sustain an increase, in profit margin. During this time, or more specifically from 2001-2008, the average price per chicken was $0.696/lb for “WOG Broilers”1 and $0.615Ab for “grade A whole birds.” Id. at ¶206. But something changed for the industry and Tyson as the Recession took hold and the nation began its slow road to economic recovery. Industry chicken prices increased steadily, hitting an average of $0.967/lb for WOG Broilers and $0.852fib for grade A whole birds between 2009 to mid-2016. Tyson’s chicken margins increased substantially as well. For example, in 2014, Tyson achieved a 7.9% margin. A year later it had increased its margin to 12.0%, and in each of the first three quarters of 2016, Tyson posted margins above 13.0%.

Tyson’s .financials and its stock prices increased significantly along with these improved margins, From fiscal year 2011 to fiscal year 2014, Tyson’s chicken segment’s annual operating income “rose from $164 million to $883 million, a more than fiver fold increase.” Id. at ¶38. “In 2013 and 2014, Tyson’s chicken segment achieved best-in-history earnings and record-breaking earnings per share.” Id. Tyson’s-$778 million profit in 2013, in fact, was a record high for the company. Id at ¶205. On November 23, 2015, Tyson reported its fiscal year 2015 financial results. They included “full year chicken segment revenues of $il.39 billion and overall revenues of $41.3 billion, chicken segment net income of $1.36 billión and overall net income of $2.17 billion.” Id. at ¶281. The market responded favorably to these results, and Tyson’s stock price rose from $48.65 on November 20, 2015, to $48.09 by close of market on November 23. Id. at ¶ 288.

l)yson’s' record results continued into the next year. On February 5, 2016, Tyson announced its first quarter financials. It reported “chicken segment revenues of $2.63 billion, overall revenues of $9.15 billion, chicken segment net' income of $358 million, [and] overall net income of $776 million.” Id. at ¶ 292. Once again the market responded favorably, and Tyson’s stock price shot up from $51.95 on February 4, 2016, to $57.10 on the 5th. Id. at ¶302. Tyson’s .second quarter financials were similarly impressive. It achieved- “chicken [975]*975segment revenues of $2.73 billion,: overall revenues of $9.17 billion, chicken segment net income of $347 million, [and] overall net income of $704 million.” Id. at ¶ 304. And, Tyson’s third quarter results followed suit. Its August 8, 2016 disclosures listed “chicken segment revenues of $2.74 billion, overall revenues of $9.4 billion, chicken segment net income of $380 million, [and] overall net income of $767 million.” Id. at ¶ 323. In the days following this announcement, Tyson’s stock price topped $76.00. Id. at U333. By September 22, 2016, its stock had reached a high of $76.76. Id. at If 7.

A. Tyson Credits Financial Success to New Strategy

Tyson and certain of its executives attributed this financial success to a variety of factors. One was Tyson’s decision to improve its “product mix” by increasing its offerings of “value-added products”; that is, processed chicken products that can be sold for a higher price than commodity chicken parts. Id. at ¶ 42. Frozen chicken fingers might be an example of such a product. As Defendant Donald J. Smith, Tyson’s former President and CEO, explained in a 2015 conference call with investors, Tyson’s “chicken business model is primarily value-added as a large branded component and is anchored' in consumer insights and demand, and has only a small amount of commodity exposure.” M at ¶ 283. Defendant Noel White, Tyson’s COO and former President of Poultry, echoed this sentiment in a 2016 press release, stating that Tyson had “upgraded its product mix into more branded, value-added items.” Id. at 11321. Smith reiterated in early 2016 that Tyson was “finding ways to upgrade ... raw material into value-added,, high margin . opportunities.” Id. at ¶298. Defendant Donnie King, who was Tyson’s President of North American Operations and who Smith labelled “the architect” who had “led the charge” in expanding Tyson’s chicken margins, declared in May of 2016 that Tyson “made a conscious decision” to change its business model to be “in a number one brand position” and to “add value to products.” Id. at ¶314. Defendant Dennis Leatherby, Tyson’s CFO, described Tyson’s business model as being in “a much better position,” in August of 2016, “because [Tyson has] the value-added mix.” Id. at ¶ 328.

Coupled with its efforts to change its product mix to include more branded, value-added items, Tyson implemented a newly developed “buy-versus-grow” strategy. Formerly, Tyson would grow—that is, raise from egg to slaughter—substantially all of the chicken it brought to market, rather than purchasing some of its chicken from competing producers. Indeed, as late as 2008, Tyson’s then-CFO openly rejected the idea of purchasing some of its supply, stating, “we’re not going to .... go out and buy open market meat to subsidize other people’s growth.”- Id. at 11158 (alteration omitted, ellipses in original) (quoting Tyson’s then-CFO, Wade Miquelon). But by 2012, Tyson had adopted a markedly different strategy: it began buying chicken from other producers to re-sell to its customers. For example, where Tyson’s value-added products called for just a part of the chicken—say, a breast—Tyson would purchase the part from another producer, rather than growing the whole chicken itself. By 2014, this- strategy led Tyson to purchase over 4 million pounds of broiler chicken' on the open market per week. This figure increased to approximately 10% of Tyson’s chicken sales by late 2015, or about 17.6 million pounds per week. Id. at ¶ 160-61.

The buy-versus-grow strategy, according to Tyson executives, had important benefits.

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275 F. Supp. 3d 970, Counsel Stack Legal Research, https://law.counselstack.com/opinion/in-re-tyson-foods-inc-arwd-2017.