99.68 0.00 (0.00%)
After hours: 5:24PM EDT
|Bid||99.63 x 1000|
|Ask||117.97 x 1100|
|Day's range||94.63 - 100.50|
|52-week range||64.00 - 163.64|
|Beta (5Y monthly)||1.89|
|PE ratio (TTM)||5.40|
|Earnings date||29 Apr 2020|
|Forward dividend & yield||4.80 (5.06%)|
|Ex-dividend date||26 Feb 2020|
|1y target est||110.50|
Whirlpool (WHR) withdraws 2020 guidance in the wake of the adverse impact of COVID-19 on its businesses. Also, it pulls out $2.2 billion from its current revolving credit facility.
Best Buy's stores have been packed amid the rush to buy work-from-home gear during the coronavirus pandemic.
Dividends are one of the best benefits to being a shareholder, but finding a great dividend stock is no easy task. Does Whirlpool (WHR) have what it takes? Let's find out.
Some investors rely on dividends for growing their wealth, and if you're one of those dividend sleuths, you might be...
Here at Zacks, our focus is on the proven Zacks Rank system, which emphasizes earnings estimates and estimate revisions to find great stocks. Nevertheless, we are always paying attention to the latest value, growth, and momentum trends to underscore strong picks.
Investors in Whirlpool Corporation (NYSE:WHR) had a good week, as its shares rose 5.1% to close at US$154 following...
Whirlpool's (WHR) fourth-quarter 2019 earnings benefits from operating margin growth despite soft top line. The company outlines a favorable view for 2020.
U.S. equities closed sharply lower on Monday, as Coronavirus claimed more lives and investors remained worried about the impact of the fast-spreading illness on the global economy.
Whirlpool (WHR) delivered earnings and revenue surprises of 14.19% and -2.69%, respectively, for the quarter ended December 2019. Do the numbers hold clues to what lies ahead for the stock?
Chief Executive Officer Marc Bitzer told CNBC that the company will maintain the high prices. Whirlpool said it expects full-year 2020 profit to be between $16.00 per share and $17.00 per share, the mid-point of which is above analysts' average estimate of $16.34, according to IBES data from Refinitiv. Meanwhile, U.S. President Donald Trump last week announced adjustments to tariff-rate quotas (TRQ) on large residential washers, saying that domestic producers had begun to do better in the face of foreign competitors but more was left to be done.
Whirlpool CEO Marc Bitzer chats with Yahoo Finance following the appliance maker's fourth quarter earnings report.
Today we are going to look at Whirlpool Corporation (NYSE:WHR) to see whether it might be an attractive investment...
Whirlpool (WHR) doesn't possess the right combination of the two key ingredients for a likely earnings beat in its upcoming report. Get prepared with the key expectations.
Whirlpool's (WHR) fourth-quarter 2019 results are likely to reflect the impacts of softness in Latin America and EMEA. However, cost-containment efforts and margin expansion in North America bode well.
(Bloomberg Opinion) -- I’m used to getting emails touting some startup’s plan for world domination. So when I got one from the CEO of a wind-energy firm with the subject line “Heading for the cliff,” I actually read it. It helped I had spoken already with Jereme Kent, who founded and runs One Energy Enterprises LLC, about a year ago. But it was more what you might call the radical candor of the message that got my attention.Based in Findlay, Ohio, One Energy designs, installs and runs distributed wind turbines and associated high-voltage site networks at industrial facilities. Distributed wind power — as opposed to big wind farms of multiple turbines — accounts for only about 1% of the overall wind fleet but capacity rose almost four-fold in the 10 years through 2018(1). One Energy has been around for a decade and installed roughly 40 megawatts of capacity so far, with appliance-maker Whirlpool Corp. and cement giant LafargeHolcim Ltd. among its clients. It touts the benefits of, among other things, reliability, hedged power costs, optimized energy use and, of course, green bragging rights. With turbines running at $3 million apiece, and maybe 1-3 per site, these aren’t utility-scale projects, but they are big-ticket items for a startup nonetheless, with contracts paying out over 20 years or more. So liquidity and access to capital mean everything. As Kent put it to me on a recent call: “Look, you have to learn about money and finance because if you’re an engineer who figures out how to cure cancer, but you can’t finance it, cancer’s not cured.”In 2016, One Energy needed a step-change in funding to fuel its next phase of growth. Having tried (and failed) to securitize projects with wind bonds, the company announced in January 2017 it had closed on an $80 million package of institutional funding, structured as senior and subordinated debt. This seemingly addressed both of One Energy’s broad financing needs, with the majority earmarked for projects and some to run the business too. Rather than financial covenants, it stipulated a certain pace of development in terms of project installations.The problem with this approach began to dawn on One Energy relatively quickly: namely, lack of flexibility. According to Kent, a delay of several months in the delivery of some turbines put the company in default on its installations covenant. This was waived, but it wasn’t the last time.In each instance, One Energy had to recalibrate itself to get back on schedule, ultimately creating a “growth at all costs mindset,” as Kent puts it. Growth is essential, of course, but the risk is spiraling costs and strains on operations. While Kent says “we didn’t have kombucha in the fountains,” the growth imperative had a negative impact in other ways. For example, with the emphasis on getting any new projects executed as fast as possible, the company hired preemptively to have people in place ahead of new contracts being signed. This was a change of pace from the prior approach, inevitably raising overhead (and compounding the default). Kent says that while turnover was low at the operating level, all executives hired after 2016 ultimately left. That’s a lot of invested time and money slipping out the door.One Energy has spent much of the past year or so trying to find new investors to take out the existing debt facility and provide a new source of project financing. Besides the distraction involved, when potential new funding deals fell through — one on closing day — that meant suspending new sales and, ultimately, firing more than half the employees. It’s the definition of a spiral.The nub of the problem here was One Energy’s reliance on debt, in effect treating the higher-cost subordinated tranche in its original financing round as something approximating equity. However, while equity tends to be patient about stuff like project delays, debt is debt — and default is toxic. Ideally, the company would have raised a big slug of project finance to feed the project pipeline and then hustled up an equity buffer to fund the business and absorb the inevitable setbacks.Rob Day is a partner at Spring Lane Capital, a Boston-based fund that invests project equity and corporate funding in startups operating distributed assets in sustainability-linked industries like energy and water. “Rarely have I seen in clean-tech that companies fail because they picked a bad market or the tech didn’t work out. What hits these companies more often than not is financing,” he says. A particular problem, according to Day, is a relative dearth of funding options between venture capital and traditional project finance targeting large-scale projects.Apart from describing the gap Spring Lane aims to fill, that also pretty much sums up One Energy’s struggle to secure a capital structure that fits its in between model: small-but-big-ticket and poised between initial projects and accelerated expansion. Competition between centralized and distributed resources is a defining characteristic of today’s energy market, with the narrative often framed in terms of this or that technology. One Energy’s experience is a reminder that new entrants need as much innovation on the money front as they do in the workshop.(1) Source: Department of Energy's "2018 Distributed Wind Market Report".To contact the author of this story: Liam Denning at firstname.lastname@example.orgTo contact the editor responsible for this story: Mark Gongloff at email@example.comThis column does not necessarily reflect the opinion of Bloomberg LP and its owners.Liam Denning is a Bloomberg Opinion columnist covering energy, mining and commodities. He previously was editor of the Wall Street Journal's Heard on the Street column and wrote for the Financial Times' Lex column. He was also an investment banker.For more articles like this, please visit us at bloomberg.com/opinionSubscribe now to stay ahead with the most trusted business news source.©2020 Bloomberg L.P.
Whirlpool recall: is your machine a fire risk, and what should you do?Owners of more than 500,000 Hotpoint and Indesit units have been told they could be affected
Whirlpool (WHR) benefits from solid innovation, robust product pipeline and cost-productivity efforts. However, the company is grappling with softness across its Latin America segment.