Strategic Report for
Lennar Corporation
Casey Hamilton
Tom Church
Rhett Dornbach-Bender
April 22, 2009
Lennar Corporation (NYSE: LEN)
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Table of Contents
Executive Summary...........................................................................................................................................3
Company Overview...........................................................................................................................................5
History ............................................................................................................................................................5
Business Model..............................................................................................................................................7
Real Estate/Land Acquisition.................................................................................................................8
Development.............................................................................................................................................9
Sale ..............................................................................................................................................................9
Financing..................................................................................................................................................10
Competitive Analysis.......................................................................................................................................11
Internal Rivalry ............................................................................................................................................11
Entry/Exit....................................................................................................................................................15
Substitutes.....................................................................................................................................................18
Foreclosures.............................................................................................................................................18
Complements ...............................................................................................................................................21
Mortgage Market.....................................................................................................................................21
Buyer Power.................................................................................................................................................22
Supplier Power.............................................................................................................................................23
Financial Analysis.............................................................................................................................................24
Stock Performance......................................................................................................................................24
Price Performance ..................................................................................................................................24
Analyst Coverage ....................................................................................................................................25
Industry Performance .................................................................................................................................26
Financial Performance................................................................................................................................29
Segment Performance.................................................................................................................................31
Homebuilding..........................................................................................................................................31
Financial Services....................................................................................................................................35
SWOT Analysis ................................................................................................................................................36
Strengths .......................................................................................................................................................36
Weaknesses...................................................................................................................................................36
Opportunities...............................................................................................................................................37
Threats ..........................................................................................................................................................37
Strategic Recommendations ...........................................................................................................................39
Targeting New First-time Homebuyers ...................................................................................................39
Financial Positioning...................................................................................................................................39
Homebuilding Segment Analysis ..............................................................................................................40
Financial Services Segment Analysis ........................................................................................................41
Conclusion....................................................................................................................................................42
Appendix A: The Beaumont Developments ...............................................................................................44
End Notes.........................................................................................................................................................47
Lennar Corporation (NYSE: LEN)
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Executive Summary
The economic downturn, mortgage market crisis, and burst of the housing bubble has adversely
affected homebuilders, and Lennar is no exception. Today, the housing market is unstable, showing
no clear signs of bottoming out, nor offering any indication of when it will recover. Stabilizing the
housing market requires two separate components to occur: (1) a stemming of the flow of home
foreclosures; and (2) a program to jump-start demand stimulus. Through these housing fixes, a floor
in home values will be re-established, resulting in fewer families sliding into the burden of
underwater mortgages and thus, there will be fewer defaults. Materially lower interest rates will
enable existing homeowners to refinance at affordable fixed rates and stabilized values will enable
appraisers to support refinances. While, the stabilization of the housing market depends primarily on
outside forces, most significantly, the United States Government, Lennar’s internal corporate
strategies are crucial to the short-run and long-run performance of the company, as well as its
emergence from the economic downturn as a viable competitor going forward.
In the past, Lennar’s strategy involved strategic expansion during a downturn and conservative
reconsolidation of debt during an upswing. However, like many other homebuilders, Lennar over
expanded during the most recent housing bubble, and as a result, Lennar must adjust its activities in
an effort to regain its original strategic methods. Thus, broadly, Lennar must remain conservative in
its operations, downsizing where possible, as well as cutting costs and SG&A expenses, in order to
regain a healthy cash base. Additionally, as one of Lennar’s strategic advantages is its access to land
and its land acquisitions, Lennar must seek to maintain its developable real estate for future
development.
Beyond the broad suggestions above, this report touches on a few of Lennar’s most prevalent issues:
targeting new first-time homebuyers, its financial positioning, its homebuilding segment operations,
and its financial services segment operations. This report recommends that Lennar target its new
developments to new first-time homebuyers by offering smaller, low-priced homes or through the
development of multi-residential buildings. Additionally, this report recommends that Lennar act
conservatively with regard to its finances, eliminating its high risk joint-venture exposure. Next, this
report recommends that Lennar, given declining homebuilding segment revenues, should continue
to downsize, in addition to concentrating on reducing construction and SG&A costs in order to
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raise its profit margins and maximize cash flow. Finally, this report recommends that Lennar take
steps in preparing for the passage of the final rule by taking advantage of the face-to-face and
convenience advantages that Lennar enjoys, essentially increasing the accessibility of its financial
consultants to create a "one stop shop” for homebuyers.
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Company Overview
History
Founded in 1954 by Gene Fisher and Arnold Rosen, Lennar began as a local Miami, Florida
homebuilder by the name of F & R Builders, delivering a modest 50 homes. In 1956, Leonard Miller
replaced Fisher in the partnership, investing $10,000 into the company. Throughout the early 1960s
the company began a process of expansion which culminated in its 1969 entrance into commercial
real estate. All the while, F & R strategically expanded its operations in the state of Florida, growing
from selling 350 homes in 1961, at an average sales price of $16,000, to the top homebuilder in
Dade County, earning revenues of $11 million.
In 1971, Lennar became a public company under the corporate banner of Lennar, a combination of
Miller and Rosen’s first names (Leonard and Arnold). At its incorporation, Miller was appointed
president and CEO of Lennar. It was then that Lennar’s principles of Integrity, Quality, and Value
became an integral part of the company’s core value foundation going forward. Originally, in its first
public year, Lennar’s stocks were sold over the counter, followed by on the American Exchange. In
1972, Lennar received an invitation from the New York Stock Exchange, adopting the ticker symbol
LEN.
A few years after going public, in 1979, Lennar expanded into its first out-of state market, Phoenix,
Arizona, through the acquisition of Mastercraft Homes and Womack Development Company. As
the company matured, Lennar sought to expand its services beyond construction and home
management in order to become a full service provider, and in the early 1980s, Lennar entered into
real estate investment and financial services, such as mortgage financing, closing services, and title
insurance. Lennar began offering mortgage services in 1984, originating what would become Lennar
Financial Services, Inc. Additionally, in 1984, Lennar liquidated all of its construction assets and
began to exclusively subcontract its work. This represented an important shift in focus, and to this
day Lennar does not construct its own homes.
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Through timely debt reduction and a counter-cyclical land purchasing strategy, Lennar was
comparatively very strong throughout the recession of the late 1980s. Conservative behavior during
boom times maximized the profit of existing holdings at the expense of rapid expansion, which
placed Lennar in a position of great strength as the economy faltered. While most of its competitors
were struggling to meet costs and stay in business, Lennar was able to take on debt and purchase
land and projects at a significant discount. Home builders struggled during the early 1990s, as
construction costs rose, the economy struggled, and demographics shifted. Coinciding with the
failing savings and loan industry, a new market niche was developing: the market for low and
medium priced homes made available to the newly spend-thrifty home buyers; a niche that Lennar
had already mastered in its business model. Lennar profited from the new movement, recording its
highest earnings gain in its history in 1991, while many competitors were going out of business. This
allowed Lennar to acquire competing companies at bottom dollar while the rival builders struggled
to endure the changing market. Lennar was in a prime position, increasing its revenues while the rest
of the American economy was only beginning to recover in 1993, earning $666.9 million, a 55%
improvement over its revenues of 1992. Earnings increased by 80% during this period, amounting
to $52.5 million in 1993.
At the close of the 20
th
Century, Lennar engaged in an aggressive expansion, entering Dallas, Texas
in 1991, California in 1995, Nevada in 1997, and the Pacific Northwest in 1998. In 1997, Stuart
Miller replaced his father as president and CEO of the company and spun off Lennar’s commercial
real estate operations as LNR Property, in order to focus entirely on homebuilding and mortgage
services. The purchase of U.S. Home Corporation in 2000 for $1.1 billion made Lennar a national
heavyweight, doubling its size. In 2001, Lennar became one of Forbes’ 500 largest companies, and in
2003 and 2004, Lennar earned Fortune’s most admired home building company title. Recently,
Lennar was recognized as the top new-home seller in Los Angeles County, California, surpassing
Kaufman & Broad Home Corporation--the reigning leader for many decades.
Today, through organic and inorganic growth, Lennar has expanded to become the nation’s fourth
largest homebuilder (measured by revenues), operating in 17 states across the United States.
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Acquisitions by Lennar Corporation
Date Acquisition Significance of Acquisition
1979
Mastercraft Homes, Inc.
Womack Development Company
Acquired homebuilding operations in Phoenix, AZ
10/31/1984
H Miller & Sons Inc. Acquired company building 5000+ units in FL & TX
3/29/1991
North American Title Co. Acquired a CA based title insurance company
6/13/1991
AmeriStar Finl-CA Mortgage Acquired CA wholesale mortgage origination assets
7/2/1992
AmeriFirst & Sky Financial Acquired real estate portfolio including 1100+ properties
9/6/1994
North American Title Insurance Acquired title company with operations in AZ, CA, & CO
12/7/1995
Friendswood Development Acquired homebuilding operations in Houston, TX
1/28/1996
Winncrest Homes Acquired a leading homebuilder in the Sacramento, CA market
9/9/1997
West Venture Homes Acquired builder in Southern CA
10/31/1997
Pacific Greystone Corp. Merged with one of the largest homebuilders in CA
1/16/1998
North American Title Group Acquired one of the largest title companies in CA
6/2/1998
Colrich Communities Acquired homebuilder in San Diego, CA
6/30/1998
Polygon Communities Acquired homebuilder in Orange County & Inland Empire, CA
5/2/2000
US Home Corp. Acquired homebuilder of 33 Sun Belt markets
12/21/2001
Sunstar Homes Acquired homebuilding operations in NC & SC
1/18/2002
Patriot Homes Acquired homebuilding operations in Baltimore, MD & DC
6/24/2002
Fortress Group Inc. Acquired homebuilder with operations in TX, AZ, & CO
7/1/2002
B Andrews & Co. Acquired homebuilding operations in MD
7/11/2002
Cambridge Homes Acquired homebuilding operations in Fresno, CA
7/11/2002
Pacific Century Homes Acquired homebuilder operations in Temecula, CA
8/15/2002
Concord Homes Acquired homebuilder in Chicago, IL
10/16/2002
Summit Homes Illinois Acquisition expanded its Chicago-area homebuilders
1/30/2003
Seppala Homes Acquired homebuilder in SC
5/1/2003
Coleman Homes Inc. Acquired nationwide homebuilding & real estate development company
6/30/2003
Mid America Title Co. Acquired title company based in IL
1/27/2004
Newhall Land & Farming Co. Acquired land management company in Valencia, CA
6/7/2004
Classic American Homes Inc. Acquired homebuilder in Jacksonville, FL
3/22/2005
Roseland Property Co. Acquired residential units in the greater NY & Boston areas
11/23/2005
Admiral Homes LLC Acquired local homebuilder in Jacksonville, FL
5/6/2006
Barker Coleman Acquired homebuilding operations in Reno, NV
12/3/2007
Morgan Stanley Real Estate Formed strategic land venture in 32 communities nationwide
Source: Alacra, Inc.
i
Business Model
Lennar operates as one of the nation’s largest homebuilders and provider of financial services,
primarily focusing on the construction and sale of single-family attached and detached homes, and
to a lesser extent, multi-level residential buildings, in communities targeted to first-time, move-up,
and active adult homebuyers. Lennar operates in seventeen states, which are separated into five
reporting segments: Homebuilding East, Homebuilding Central, Homebuilding West, Homebuilding
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Houston, Texas, and Homebuilding Other. The states, and cities, in which Lennar operates, are
outlined below:
Lennar Homebuilding Operation Locations
Arizona
Phoenix
Tucson
California
Bakersfield
Fresno/Central Valley
Los Angeles/Valencia
Orange County
Palm Springs/
Coachella
Riverside County
Sacramento
San Bernardino
San Diego
San Francisco/Bay
Area
Colorado
Colorado Springs
Denver
Delaware
Millsboro
Florida
Clermont
Ft. Lauderdale
Jacksonville/ St. Augustine
Lakeland
Melbourne/Palm Bay
Miami
Naples/Ft. Myers
Orlando
Sarasota/Manatee
Tampa
Treasure Coast/Palm
Beach
Illinois
Chicago
Maryland
Baltimore
Eastern Shore
MD/DC Metro
Massachusetts
Boston
Minnesota
Minneapolis/St.
Paul
Nevada
Las Vegas
Reno
New Jersey
Edison Township
Mays Landing
Monroe Township
Rockaway
Township
Waretown
Weehawken
Woolwich
Township
New York
Dutchess County
Orange County
Rockland County
North Carolina
Charlotte
Raleigh
Pennsylvania
Lancaster
York County
South Carolina
Charleston
Charlotte
Greenville
Myrtle Beach
Texas
Austin
Dallas/ Ft.
Worth
Houston
San Antonio
Virginia
Southern
Virginia
VA/DC Metro
Source: Lennar Investor Relations
ii
Though Lennar operates primarily under the Lennar brand name, other brand names include
Cambridge, Greystone, NuHome, Patriot, U.S. Home, and Village Builders. Lennar’s financial
service products and services originate primarily from its financial service subsidiaries, Universal
American Mortgage Company, LLC and Eagle Home Mortgage, LLC, which are located, with few
exceptions, in the same states as its homebuilding operations.
Real Estate/Land Acquisition
Lennar employs a diversified program of property acquisition consisting of the following:
Acquiring land directly from individual land owners/developers or homebuilders;
Acquiring local or regional homebuilders that own, or have options to purchase, land in
strategic markets;
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Acquiring land through option contracts; and
Acquiring parcels of land through joint ventures.
Unique to Lennar’s business model was a focus on the use of joint ventures in land acquisition,
primarily as a means of reducing and sharing risk, as well as expanding Lennar’s access to land which
may otherwise not have been accessible. While this strategy was beneficial to the homebuilder in the
past, the homebuilding market deterioration, beginning in 2006, coupled with asset impairments
resulting in the loss of equity, gave rise to some of Lennar’s joint venture partners becoming
financially unable or unwilling to fulfill their obligations, and as such, Lennar’s current strategy has
shifted to actively reducing the number of joint ventures in which it participates in order to curtail its
joint venture exposure.
At November 30, 2008, Lennar owned 74,681 homesites and had access through option contracts to
an additional 38,589 homesites, of which 12,718 were through option contracts with third parties
and 25,871 were through option contracts with unconsolidated entities in which Lennar has
investments, compared with November 30, 2007, in which Lennar owned 62,801 homesites and had
access through option contracts to an additional 85,870 homesites, of which 22,877 were through
option contracts with third parties and 62,993 were through option contracts with unconsolidated
entities in which Lennar has investments.
Development
Lennar actively supervises and controls the development of land and the design and building of its
residential communities. Virtually all site improvements and home construction Lennar subcontracts
out under arrangements that the subcontractors will complete specified work in accordance with
price schedules and applicable building codes and laws. Construction and land development
activities are financed primarily with cash generated from operations and public debt issuances, as
well as cash borrowed under Lennar’s revolving credit facility.
Sale
Lennar employs sales associates who are paid salaries, commissions, or both to complete on-site
sales of homes. Lennar also sells homes through independent brokers. Lennar provides a warranty
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for all new homes against defective materials and workmanship for a minimum period of one year
after the date of closing.
Financing
Lennar primarily originates conforming conventional, FHA-insured, VA-guaranteed residential
mortgage loan products and other products to its homebuyers and others through its financial
service subsidiaries, Universal American Mortgage Company, LLC and Eagle Home Mortgage, LLC.
In 2008, Lennar’s financial service subsidiaries provided loans to 85% of its homebuyers who
obtained mortgage financing. During 2008, Lennar originated approximately 18,300 mortgage loans
totaling $4.3 billion, compared to 30,900 mortgage loans totaling $7.7 billion during 2007.
Substantially all of the loans that Lennar originates are sold in the secondary mortgage market.
Lennar finances its mortgage loan activities with borrowings under its financial services warehouse
facilities or from its operating funds.
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Competitive Analysis
Force Strategic Significance
Internal Rivalry
Entry/Exit
Substitutes
Complements
Buyer Power
Supplier Power
High Moderate Low
Internal Rivalry
Lennar operates in the homebuilding industry, primarily under SIC code 1521 “General Contractors:
Single-family housing construction.”
iii
The industry is defined by residential construction of single-
family attached and detached homes. With regard to the Dow, Lennar operates in the Home
Construction (HOM) Dow Jones Industry Group. Nationally, the industry encompasses about
170,000 companies that build homes within the United States.
iv
Several companies rival Lennar, and
its closest competitors, with regard to size. The companies in this competitive space, with total 2008
revenues above $2 billion, are Centex Corporation (CTX ), D.R. Horton, Inc. (DHI), Pulte Homes,
Inc. (PHM), N.V.R. Inc. (NVR), KB Homes (KBH), Toll Brothers Inc. (TOL), and Hovnanian
Enterprises Inc. (HOV).
v
Within Lennar’s operating regions, Lennar’s major competitors are DR
Horton, Inc. (DHI) and Pulte Homes, Inc. (PHM), as well as other national, regional, and local
homebuilders.
vi
Despite multi-billion dollar revenues, Lennar and its competitors account for only
26.11% of the approximate $140.65B total single-family construction homebuilding revenues in
2008.
vii
Lennar accounts for 2.95%, fourth to Centex (5.35%), DR Horton (4.38%) and Pulte
(4.25%), respectively. A graph of the 2008 homebuilding competitive space is shown below:
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2008 Homebuilding Competitive Space
KB Homes (2.09%) Toll Brothers (2.24%) Hovnanian Enterprises (2.26%)
N.V.R. Inc. (2.59%) Lennar (2.95%) Pulte (4.25%)
DR Horton (4.38%) Centex (5.35%) Other (73.89%)
Source: U.S. Department of Housing and Urban Development and respective 2008 Annual 10-k Reports.
viii
As shown by the graph, Lennar’s operations are comparatively small compared to total industry
revenues, indicating an opportunity for Lennar to expand its market share. For the purposes of this
strategic report, any further comparative statistics regarding Lennar will include only Pulte Homes
and DR Horton, as those are Lennar’s closest competitors.
Internal rivalry in the homebuilding industry is strong. As such, Lennar faces a high degree of rivalry
and price competition. In the housing market, a decline in the value of one home leads to falling
valuations of the surrounding homes, which has a domino effect on the industry. Therefore,
homebuilders are sensitive to price reductions, and in order to keep housing market prices up,
homebuilders respond to competitive market pressures through sales incentives and incentive
brokerage fees instead of price reductions. However, increasing competition and pressures have
recently resulted in price reductions across the industry and housing deflation. In the declining
housing market, Lennar competes for homebuyers against other homebuilders on the basis of a
number of interrelated factors including location, reputation, amenities, design, quality, financing,
and price.
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The physical homes which Lennar sells have very little product differentiation from any other home
sold by a builder. According to the Joint Center for Housing Studies of Harvard University, over the
last 15 to 20 years, in order to reduce the variable costs associated with building a home, such as the
cost of supplies, the homebuilding industry shifted toward developing model homes and moved
away from custom home designs.
ix
While this move increased homebuilder’s efficiency and ability to
pre-sell more homes, it decreased product differentiability among homebuilders.
To separate itself from other homebuilders and differentiate itself based on its brand, Lennar
operates under brand names Cambridge, Greystone, Lennar, NuHome, Patriot, U.S. Home, and
Village Builders. In order to assert its brand reputation, home features, and quality, Lennar adopted
the slogan “Everything’s Included.” In its “Everything’s Included” advertising campaign, Lennar
focused on its unique undertaking to find out what homebuyers wanted in their dream homes,
surveying thousands of prospective homebuyers, and then committed to making those high quality
features and upgrades as a default in its homes. However, these efforts provide little or no
differentiability for Lennar against its competitors, as both Lennar’s brands, and its competitors’
brands, blur together in consumers’ minds. Further exacerbating this effect is Lennar’s customer
base: Lennar focuses on first-time buyers, move-up buyers, and active-adult buyers. As such, Lennar
faces very little brand loyalty.
While the physical homes themselves provide little product differentiation, location acts as the major
basis for product differentiation within the homebuilding industry. Location, however, location does
not serve as a wedge in creation of local monopolies due to the fact that multiple homebuilders tend
to operate in the same location. As such, Lennar still faces strict competition within its operating
regions from other major homebuilders, as well as other local homebuilders. In the future, as land
becomes more constrained and state and local governments approve various slow growth or no
growth initiatives, as has been the recent growing trend, particular locations may serve as local
monopolies for homebuilders. In a land constrained market, Lennar possesses a competitive
advantage due to its extensive investments and land acquisitions. As such, Lennar’s access to
developable land is substantially greater than its competitors’.
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Lennar’s major financial service segment competitors include CTX Mortgage, D.R. Horton, Pulte
Homes, Countrywide, as well as other mortgage lenders, including national, regional, and local
mortgage bankers and brokers, banks, and savings and loans associations and other financial
institutions.
x
In its financial operations, Lennar competes in the origination and sale, in the
secondary mortgage market, of mortgage loans. Major competitive factors with regard to mortgages
include interest rates and convenience of the mortgage loan products available to the consumer.
While there are no switching costs with regard to purchasing one home over another, homebuilders
have attempted to artificially create switching costs in regard to mortgage financing. As a type of
customer rewards program, in order to provide incentives for a homebuyer to bundle both the
purchase of the home and its financing, homebuilders would provide incentives to use affiliated
businesses with regard to the home purchase, such as lower closing costs. However, on November
17, 2008 the United States Department of Housing and Urban Development (HUD) issued a final
rule (referred to as the “final rule”) that amended the regulations pertaining to permissible affiliated
business arrangements under the Real Estate Settlement Procedures Act (RESPA). The final rule has
the effect of prohibiting homebuilders from providing incentives to their buyers for their buyers to
use affiliated businesses. While the final rule was to go into effect January 16, 2009, a pending
lawsuit, alleging, among other things, that HUD did not have any statutory authority to prohibit
such incentives, has delayed the implementation of the final rule until at least April 16, 2009 in order
to allow the court time to rule on the legality of the final rule.
xi
Should the final rule be deemed legal,
Lennar will face even stronger competition with regard to mortgage origination, as Lennar will lose
the benefit of incentive based programs.
Lennar is at a severe disadvantage compared to its competitors with regard to its financial services
operations due to the fact that the credit facilities of its financial services segment will expire in 2009.
Lennar’s financial services segment has a syndicated warehouse repurchase facility, which matures in
April 2009 and a warehouse repurchase facility, which matures in June 2009. The financial services
segment uses those facilities to finance its mortgage lending activities until the mortgage loans are
sold on the secondary market. If Lennar is unable to renew or replace these facilities when they
mature in April 2009 and June 2009, Lennar’s financial services segment could be severely impeded.
Such a risk is currently significant due to the fact that capital market participants are reluctant to
repurchase securities backed by residential mortgages in the secondary mortgage market.
xii
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In its ancillary services, Lennar competes with other title insurance agencies and underwriters for
closing services and title insurance. In regard to those, major competitive factors include service and
price. Additionally, Lennar competes with other communication service providers in the sale of
high-speed internet and cable television services, whose major factors include price, quality, service,
and availability.
Finally, Lennar competes with other homebuilders in regard to other aspects as well, such as
desirable properties, raw materials, and reliable, skilled labor. In addition, Lennar competes for land
buyers with third parties in its efforts to sell land to homebuilders and others.
As a result, Lennar’s threat level with regard to internal rivalry is rated high. Lennar operates in a
highly competitive industry with fierce competition, almost non-existent switching costs, and low
brand loyalty. As such, its competitors have the ability to undermine Lennar’s performance.
Entry/Exit
The homebuilding industry has relatively low entry barriers and moderate exit barriers. The major
factors influencing entry and exit are economies of scale, limited access to input materials,
government, and the economic downturn.
Large economies of scale, which Lennar benefits from, are beneficial to homebuilders in three major
areas: (1) access to capital, (2) land use regulation, and (3) supply chain management.
xiii
After World
War II, the savings and loan industry was the principal source of capital for the homebuilding
industry. When the savings and loan industry collapsed in the late 1980s, builders were forced to
seek other sources of financing: Wall Street investment banks and private equity funds. However,
Wall Street and the private equity firms looked for scale in builder operations before lending. Thus,
large-scale builders possessed an advantage with regard to financing, and, as a result, entrants and
smaller-scale builders faced a more difficult time raising capital, a necessity to entry or expansion in
the homebuilding industry.
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Furthermore, an increasing number of communities are restricting residential development in order
to manage and/or curtail growth, adopting either slow-growth or no-growth legislation. As a result,
prior land acquisitions have become increasingly important in securing development sites, a result
that favors large economies of scale, due to the fact that larger builders have the resources and
capital to invest in real-estate, which entrants and smaller builders lack. An additional consequence is
the exponential increase in time associated with the development processes in many locations due to
increased bureaucracy, complexity, and costs associated with land assembly and entitlement. Larger
builders, such as Lennar, have both the advantage of a large, established network of relationships as
well as the resources and ability to work with local officials over an extended period of time to
secure the necessary approvals, an advantage that entrants and smaller builders lack, affecting either
their entry into the industry or their expansion into new markets, or both.
Finally, the homebuilding industry, including Lennar, shifted toward building model homes,
otherwise known as “assembly line” homes. Under this model, homebuilders would produce the
identical or mirror image homes,, with little to no variation, instead of custom design homes,
standardizing base supplies and materials necessary in the construction of their homes. As a result of
this movement, large-scale homebuilders benefited from the economies of scale associated with
supply chain management, such as increased buyer power in supplier price negotiations for products
and services, bulk purchase discounts, and the infrastructure and ability to implement information
systems to support purchasing and inventory management. As such, large-scale builders face lower
costs, thus allowing for large-scale builders to undercut new entrants and small-scale builders.
The next major factor influencing entry and exit is location as an input material. This factor works
through two channels: (1) the best locations are taken by incumbents and (2) the necessary inputs
(desirable land) are already in the hands of the incumbents. Land, particularly desirable land for a
housing development, is an increasingly limited, non-renewable resource. In addition, slow-growth
or no growth legislation adopted by communities further limit land availability. Thus, new entrants
face difficulty in obtaining desirable land for new developments, as the incumbents have already
acquired those locations.
The third major factor influencing entry and exit is government legislation. Federal, state, and local
governments may serve as an artificial barrier to entry. Homebuilders are subject to extensive and
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complex laws and regulations, including regulations related to zoning, permitted land uses, levels of
density, building design, elevation of properties, water, and waste disposal and use of open spaces.
In complying with those laws, homebuilders generally are required to obtain permits, entitlements
and approvals from local authorities to commence and carry out residential development or home
construction. Such permits, entitlements, and approvals may stand as a barrier to entry.
Moreover, Lennar’s mortgage and title subsidiaries must comply with applicable real estate laws and
regulations. These laws and regulations include provisions regarding capitalization, operating
procedures, investments, lending and privacy disclosures, forms of policies and premiums. One such
requirement of these laws and regulations is for the subsidiaries to be licensed in the states in which
they do business. As such, these licenses may act as a barrier to entry.
Furthermore, state and local governments create barriers to entry through the approval of various
slow growth or no growth homebuilding initiatives and other ballot measures that negatively impact
the availability of land and building opportunities within those jurisdictions.
Finally, changes in federal laws and regulations could have the effect of curtailing the activities of
Fannie Mae and Freddie Mac. These organizations provide significant liquidity to the secondary
mortgage market. By curtailing their activities, there may be a greater barrier to exit, due to an
inability to liquidate mortgage securities.
The final factor, the economic downturn, works in two opposing directions. The first direction
favors entry by opening the possibility of acquisition opportunities at favorable prices of companies
that are having problems contending with the current difficult homebuilding environment. While
this may be an advantage for Lennar if Lennar is able to capitalize on it, it creates the possibility for
new entrants or for Lennar’s competitors to gain competitive footing through acquisitions, as is
demonstrated by the proposed merger between Pulte Homes and Centex Corporation. The second
direction hinders exit: in today’s market, liquidating the real-estate, home inventory, and mortgages
associated with a homebuilder is increasingly difficult due to difficulty in obtaining capital, falling
real-estate and home prices, and an illiquid secondary mortgage market.
Lennar Corporation (NYSE: LEN)
April 21, 2009
18
As a result, Lennar’s threat level with regard to entry/exit is rated moderate. Competitor’s strategic
mergers, like the proposed merger between Pulte and Centex, may threaten Lennar’s market share
and government no-growth or slow-growth regulations may create an advantage for Lennar or
curtain its growth, both effects of which, remain to be seen.
Substitutes
Lennar faces many comparable substitutes for its product and services. Possible substitutes in place
of a home built by Lennar are other builders’ homes, foreclosed homes, and rental units, of which
the current major threat is foreclosures.
Foreclosures
With the recent economic downturn, foreclosures have become an increasing contributive force to
the housing supply. The effect of foreclosures on the housing market is not only through saturation
of housing supply, but also through home pricing as well. Foreclosed homes sell for next-to-nothing
through auctions or bank repossession sales, depreciating nearby housing values. As such,
foreclosures represent an increasing threat to homebuilders as a whole, Lennar included.
According to RealtyTrac’s latest foreclosure report, in the first quarter of 2009, more than 800,000
properties received foreclosure filings. The first quarter results were the highest quarterly total since
RealtyTrac began issuing its numbers in the first quarter of 2005, despite a 13 percent decrease in
bank repossessions (REO) from the previous quarter. The large number of foreclosures were
primarily driven by the high level of activity in March (more than twelve percent higher than the
next highest month on record and a 46 percent increase from March 2008), which experienced an
increase in default and auction notice filings, of 20 percent and 29 percent from the previous month,
respectivelyxiv Below, is a map outlining foreclosure activity within the United States.
Lennar Corporation (NYSE: LEN)
April 21, 2009
19
Source: Realty Trac
xv
Of the states most affected with foreclosures, Nevada, Arizona, and California post the top state
foreclosure rates in the first quarter of 2009. Nevada documented the highest state foreclosure rate
in the first quarter, with one in every 27 housing units receiving foreclosure filings-more than five
times the national average. Arizona posted the national second highest foreclosure rate for the first
quarter, with one in every 54 housing units receiving foreclosure filing, and California posted the
nation’s third highest state foreclosure rate, with one in every 58 housing units receiving foreclosure
filing. Rounding out the states with the 10 highest foreclosure activity totals in the first quarter of
2009 were Michigan, Ohio, Georgia, Texas and Virginia. Of those, California, Florida, Arizona,
Nevada and Illinois accounted for nearly 60 percent of the nation’s foreclosure activity in the first
quarter, with 479,516 properties receiving foreclosure filings in the five states combined.
xvi
Of those top ten foreclosure activity states in the first quarter of 2009, Lennar operates in seven of
the ten states: California, Florida, Arizona, Nevada, Illinois, Texas, and Virginia. Yet, despite the first
quarter results, on a yearly foreclosure activity basis, Lennar operates in only five of the top ten
Lennar Corporation (NYSE: LEN)
April 21, 2009
20
foreclosure activity states and in fourteen of the top thirty foreclosure activity states. Below, is a
table outlining the states in which Lennar operates, and their yearly foreclosure rates and rankings.
Rank
State
Foreclosure Rate
(1/ every x HU) Rank
State
Foreclosure Rate
(1/ every x HU)
-- United States
159 23 South Carolina
288
1 Nevada 27 24 New Jersey 299
2 Arizona 54 25 Minnesota 321
3 California 58 27 Massachusetts
332
4 Florida 73 29 Texas 373
5 Illinois 135 30 Pennsylvania 464
12 Colorado 169 31 Delaware 469
13 Virginia 222 36 North Carolina
689
16 Maryland 250 37 New York 721
Source: RealtyTrac
xvii
Consequentially, Lennar is highly impacted by foreclosures, as a substantial amount of its operations
are in high foreclosure rate states.
One major impact of foreclosures is on housing prices. As foreclosure rates rise, housing prices fall.
Below, is a graph comparing foreclosure rates to average home sales price appreciation in the United
States.
Foreclosure Activity and Home Price Index
Source: RealtyTrac
xviii
Lennar Corporation (NYSE: LEN)
April 21, 2009
21
As one can see from the trend line, increased foreclosures have place downward pressure on
housing prices, resulting in housing depreciation. In the four highest foreclosure areas alone,
Arizona, California, Florida, and Nevada, statewide average home price declines for 2008 exceeded
20 and in Virginia, another high foreclosure state, home price declines exceeded 10 percent. Prices in
five metros in California's Central Valley have fallen to less than half their peaks this decade; 38
other metros have seen prices fall more than 30 percent.
xix
As such, Lennar’s threat level with regard to substitutes is rated high, as foreclosures threaten
Lennar’s sales, by saturating the housing market supply, and profit margins, by reducing home
prices.
Complements
Lennar’s home sales are highly influenced by, and dependent on the mortgage market.
Mortgage Market
Mortgage rates and availability are driven by the secondary mortgage market. The mortgage process
works in the following manner: a mortgage loan originates from a bank, credit union, or other
financial institution. In Lennar’s case, Lennar offers mortgages through its financial subsidiaries. On
the date of funding, the money flows out of the mortgage originator’s hands and into the
homebuyer’s. The homebuyer then pays that money over to the seller of the home. Once the loan is
funded, the originator has the option of keeping the loan in its portfolio or selling it on the
secondary market. If the originator keeps the loan, it makes money by way of interest on the loan. If
the loan is sold, the originator replenishes its funds and can therefore make more loans to other
homebuyers. In essence, the secondary market investors keep funds circulating so that loan
originators do not run out of money for new mortgages. Today’s secondary market investors include
government-chartered companies like Fannie Mae and Freddie Mac, plus insurance companies,
pension funds, and securities dealers. Both Fannie Mae and Freddie Mac are capable of grouping
mortgages together for resale as mortgage-backed securities. In the past, these securities acted as
highly liquid investments, however, recent mortgage default rates have risen, particularly subprime
mortgages, and as such, the mortgage-backed securities market has become illiquid due to the higher
Lennar Corporation (NYSE: LEN)
April 21, 2009
22
risk associated with them, tightening money available to the secondary market, and, as a result, to
mortgage lenders.
On the borrower side, homebuyers are weary of taking on housing debt in today’s uncertain
economic conditions. According to the new House Prices in America report released by IHS Global
Insight and The PNC Financial Services Group, Inc., U.S. housing prices fell at an annual rate of 13
percent in the last three months of 2008, declining in 92 percent (302 of 330) of the nation’s
metropolitan areas.
xx
Given this housing deflation, the demand by prospective homebuyers for a
new mortgage has fallen, as prospective homebuyers fear being “underwater.” In other words,
homebuyers fear entering into a mortgage on a house whose value may decline, leaving the
homebuyer with a mortgage worth more than the home.
Mortgage rates have experienced a falling trend in the U.S. as of late (see graph below), but despite
the falling rates, mortgage demand remains low.
National Mortgage Rates
4/22/2009
Loan Type Today
Points
Month Ago
Points
Year Ago Points
30 Year Fixed
5.42% 0.35 5.62% 0.35 6.60% 0.40
15 Year Fixed
5.09% 0.39 5.25% 0.32 6.10% 0.37
1 Year ARM 5.27% 0.51 5.29% 0.48 6.25% 0.43
Source: HSH Associates Financial Publishers
xxi
As a result, Lennar’s threat level with regard to complements is rated high. Mortgage availability and
home sales are intertwined, thus the depressed mortgage market remains a credible threat to
Lennar’s future performance.
Buyer Power
In today’s market, due to the recent economic downturn, buyers have increased bargaining power,
and as a result, Lennar is unable to fully pass on its costs to homebuyers. Previously, Lennar was
able to spread the fixed costs of building a community, such as preparing the land, installing the
roads, sewage, and other utilities, as well as taxes and other costs related to the ownership of the
land, among the high sales volume that it enjoyed. In addition to covering its fixed costs through
high sales volume, Lennar was able to cover the variable costs associated with the home, such as
Lennar Corporation (NYSE: LEN)
April 21, 2009
23
labor and material costs, through the higher prices of its homes. However, as Lennar has been
forced to lower its sales price, in addition to facing a lower sales volume, Lennar is unable to fully
recover its fixed and variable costs.
As a consequence, inflation poses a risk to Lennar. Increasing costs of land, materials, and labor may
require Lennar to attempt to increase the sale prices of homes in order to maintain profit margins.
However, the current market conditions force Lennar to decrease the sale prices of homes and with
decreased demand, increased sales volumes are not a plausible form of relief; thus, Lennar faces
difficulty in recovering the effect of cost increases. Accordingly, increasing inflationary pressures in
the current market is not sustainable for Lennar in the long-run.
As a result, Lennar’s threat level with regard to buyer power is rated moderate. While Lennar is not
able to fully recover its costs in the short-run, in the long-run, it is likely that the market will pick-up
again and Lennar will be able to recover its costs.
Supplier Power
We have found no research indicating this to be a major force behind Lennar’s operations. As a
result, Lennar’s threat level with regard to supplier power is rated low.
Lennar Corporation (NYSE: LEN)
April 21, 2009
24
Financial Analysis
Stock Performance
Price Performance
Source: Yahoo Finance
xxii
Stock Performance Indicators
Lennar Pulte DR Horton
Market Cap
1.29B 2.86B 3.76B
52 Week High
$20.94 $23.24 $17.42
52 Week Low
$3.42 $6.49 $3.79
Price to Sales (TTM)
0.30 0.44 0.60
Source: Reuters
xxiii
Lennar Corporation (NYSE: LEN)
April 21, 2009
25
Lennar’s recent stock performance has been tainted by accusations by Barry Minkow, co-founder of
the Fraud Discovery Institute, that Lennar is a financial crime in progress in January (resulting in a
20% decline in its stock, upon its announcement), a large drywall law-suit against Lennar regarding
its homes in southern Florida in February (resulting in a 19% decline in its stock, upon its
announcement), and most recently, at the end of March, fears about the stability of Lennar’s joint
venture participation, and whether those joint ventures will drown Lennar in debt obligations
(resulting in a 14% decline in its stock, upon its announcement). While the “Minkow” effect has
since worn off, as no convincing evidence was presented, the tensions over the drywall lawsuit and
Lennar’s joint venture participation remain high. While the results of the drywall lawsuit remain to
be seen, Lennar, has cause of action against the contractor it hire to perform the work, for recovery
of damages. As such, the lawsuit does not pose a large threat. However, concerns about joint
venture debt are viable. For further analysis regarding joint venture, please see the .
Overall, Lennar’s performance in the past year has been within range of its competitors, Pulte and
DR Horton, yet, Lennar’s price to sales ratio remains low compared to its competitors, indicating
that compared to its competitors, Lennar remains the more attractive investment.
Analyst Coverage
Analyst Ratings
April 2009 March 2009 February 2009 January 2009
Strong Buy
3 4 4 4
Buy
2 2 2 2
Hold
11 9 9 9
Underperform
2 2 2 2
Sell
0 0 0 0
Total
18 17 17 17
Source: ThomsonOne
xxiv
Lennar has received a few choice words from analysts regarding its performance and investor
communication, outlined below:
“We note that LEN spends considerably less time on the road speaking with institutional
investors than do its peers. We think this is detrimental to the equity valuation. LEN’s story
is above average in complexity, and we think that risk-aversion is in the current environment
Lennar Corporation (NYSE: LEN)
April 21, 2009
26
is high. We think that investors are likely to continue to assign an appreciable valuation
discount to LEN until (1) it winds down substantially all of its JV recourse obligations or (2)
management makes a more concerted effort to reach out to investors like its peers do.” (Josh
Levin, Citi)
xxv
“The main negative of the Company is perhaps the Company’s balance sheet. With $2.57
billion worth of debt, $1.1 billion in cash, no net cash flow, and a number of outstanding
joint ventures, we doubt the Company will be able to increase its cash balance significantly in
the months ahead, and it may see a drop in cash reserves.” (David Urani, Wall Street
Strategies)
xxvi
“LEN's long-term focus on asset reduction, more efficient construction and historic land-
buying prowess at times of market crisis are tempered by uncertainty in JV obligations. Key
risks to our valuation range include LEN's high joint venture exposure relative to peers
which could create the need for additional capital infusions and a high reliance on currently
weak California and Florida markets.” (Carl Reichardt, Wachovia)
xxvii
“LEN’s performance remains weak, although these results are more indicative of what we
expected to see in the current operating environment, we expect the market will continue to
be disappointed.” (Robert Stevenson, Fox-Pitt Kelton Cochran1 Caronia Waller)
xxviii
Industry Performance
According to the Bureau of Economic Analysis, the overall economy grew at a rate of 1.3 percent in
2008 and the housing market’s effect on real Gross Domestic Product (GDP) was to reduce growth
by 0.93 percentage points (compared with a 1.02 percentage point decrease in 2007). During the
fourth quarter of 2008, the housing market reduced real GDP by 0.85 percentage points at a
seasonally adjusted annual rate (SAAR), compared to reductions of 0.60, 0.52, and 1.12 percentage
points in the third, second, and first quarters of 2008, respectively.
xxix
During the past year, housing production indicators (permits, starts, and completions) fell, home
sales declined, especially new home sales, and builders’ attitudes about the housing market reached
record lows. Below are a few bulleted 2008 annual data highlights
xxx
:
Lennar Corporation (NYSE: LEN)
April 21, 2009
27
Builders took out single-family and multifamily permits for 892,500 new housing units in 2008,
a decrease of 36 percent from 2007. In 2008, single-family permits were issued for 569,900 new
homes, down 42 percent from 2007.
Housing starts totaled 904,300 units in 2008, down 33 percent from 2007. Single-family housing
starts equaled 622,400 units, down 40 percent from 2007.
xxxi
In 2008, construction was completed on 1,116,600 new housing units, down 26 percent from
2007. A total of 817,200 single-family units were ready for occupancy in 2008, down 33 percent
from 2007.
Builders were considerably less optimistic in 2008 than they were in 2007. The National
Association of Homebuilders/Wells Fargo (NAHB/Wells Fargo) Housing Market Index
averaged 16 points in 2008, down 11 points from 2007. The 2008 value is the lowest annual
value in the 24-year history of this attitude survey.
xxxii
Builders sold 482,000 new single-family homes in 2008, down 38 percent from the 776,000
homes sold in 2007.
The housing sector (residential fixed investment) decreased by 20.8 percent in 2008 compared
with a decline of 17.9 percent in 2007.
During the past year, mortgage market interest rates continued to decline, as delinquency rates rose.
Below are a few bulleted 2008 annual mortgage market highlights
xxxiii
:
The average interest rate for a 30-year fixed-rate mortgage, as reported by Freddie Mac’s
Primary Mortgage Market Survey, was 6.03 in 2008, 31 basis points below the 2007 annual
average, but 20 basis points above the record low set in 2003.
The Federal Housing Administration guaranteed 1,468,057 mortgages in 2008, up 219 percent
from 460,317 loans in 2007. In contrast, private mortgage insurance on mortgage loans
decreased 38 percent in 2008, from 1,567,961 loans in 2007 to 971,595 loans in 2008.
The Mortgage Bankers Association reported that the delinquency rate on all loans in the third
quarter of 2008 was 6.99 percent, up 20 percent from 5.82 percent at the end of 2007.
Foreclosure starts amounted to 1.07 percent of all loans in the third quarter of 2008, up 22
percent from 0.88 percent at the end of 2007.
Lennar Corporation (NYSE: LEN)
April 21, 2009
28
Industry demand, as measured by the Pending Home Sales Index (PHSI), remains low and is still
following a downward general trend, despite erratic short-lived increases in the summer and year end
of 2008. The PHSI is a leading indicator for the housing sector, based on pending sales of existing
homes.
xxxiv
A sale is listed as pending when the contract has been signed but the transaction has not
closed, though the sale usually is finalized within one or two months of signing. An index of 100 is
equal to the average level of contract activity during 2001, which was the first year to be examined as
well as the first of five consecutive record years for existing-home sales. As shown in the chart
(below), industry demand remains weak, indicating future weak industry performance.
The Pending Home Sales Index (12 Months)
74
76
78
80
82
84
86
88
90
92
94
Feb '08 Mar '08 Apr '08 May '08 Jun '08 Jul '08 Aug '08 Sept '08 Oct '08 Nov '08 Dec '08 Jan '09 Feb '09
Month
PHSI Index Value
The Pending Home Sales Index (PHSI) (Yearly)
Year United States Northeast Midwest South West
2006 111.9 98.6 101.5 127.0 109.6
2007 96.3 86.8 89.9 107.9 92.4
2008 87.1 74.1 80.8 89.8 99.6
Source: National Association of Realtors
xxxv
Lennar Corporation (NYSE: LEN)
April 21, 2009
29
Financial Performance
Summary Table of Select Financial Performance
(Dollars in thousands)
Lennar Pulte DR Horton
(Percent Change)
2008 2007-2008
Revenue:
Homebuilding
4,263,038
6,112,038
6,164,300
-56.2%
-33.0%
-42.5%
Financial Services
312,379
151,016
127,500
-31.6%
12.1%
-38.6%
Total Revenue
4,575,417
6,289,458
6,646,100
-55.1%
-32.1%
-41.2%
Net Income
(1,109,085)
(1,473,113)
(2,633,600)
--
--
--
EPS
$ (7.00)
$ (5.81)
$ (8.34)
--
--
--
2007 2006-2007
Revenue:
Homebuilding
9,730,252
9,121,730
10,721,200
-37.7%
-35.2%
-26.3%
Financial Services
456,529
134,769
207,700
-29.1%
-30.7%
-28.6%
Total Revenue
10,186,781
9,263,094
11,296,500
-37.4%
-35.1%
-24.9%
Net Income
(1,941,081)
(2,255,755)
(712,500)
--
--
--
EPS
$ (12.31)
$ (9.02)
$ (2.27)
--
--
--
2006
Revenue:
Homebuilding
15,623,040
14,075,248
14,545,400
Financial Services
643,622
194,596
290,800
Total Revenue
16,266,662
14,274,408
15,051,300
Net Income
593,869
687,471
1,233,300
EPS
$ 3.76
$ 2.73
$ 3.94
Source: Lennar Investor Relations
xxxvi
In fiscal year 2008, Lennar earned total revenues of $4.6 billion (a 56% decrease from 2007),
compared with $10.2 billion in 2007 and $16.3 billion in 2006. Compared with its competitors (see
table above), Pulte and DR Horton, Lennar’s 2008 revenues were 37 percent and 45 percent less,
respectively, largely due to the substantial difference in homebuilding revenues. Revenues were
primarily lower due to a 51 percent decrease in the number of home deliveries (33% decrease in
2007 from 2006) and a 9 percent decrease in the average sales price of homes in 2008 (6% decrease
in 2007 from 2006). In the fiscal year end, Lennar’s new home deliveries decreased to 15, 344 homes
from 31,582 homes (47,032 homes in 2006). The average sales price of homes decreased as well, to
$270,000 in fiscal 2008, from $297,000 in 2007 ($315,000 in 2006). Lennar’s competitors
experienced the same general trend, as Pulte and DR Horton experience a decline in new home
deliveries of 24 percent (34% in 2007) and 36 percent (22% in 2007), respectively. Additionally, both
Lennar Corporation (NYSE: LEN)
April 21, 2009
30
competitors’ average selling price fell 12 percent to $284,000 (4% in 2006 to $322,000 from
$337,000) and 10 percent to $220,100 (8% in 2006 to $244,300 from 267,300), respectively. See
below for a graphical representation of the average sales price of Lennar’s homes, compared to its
competitors and the U.S. average and median sales price.
Source: 10-k data.
xxxvii
Lennar’s home prices fall within its two competitors, consistently above the U.S. median home
price; however, as of late, Lennar’s home prices have fallen below the U.S. average.
Unlike its competitors, for fiscal 2008, Lennar increased its gross profit margin on home sales 630
basis points to 12.3 percent (6.0% in 2007 and 18.4% in 2006). Both Pulte and DR Horton’s gross
margins fell 510 basis points to -10.1 percent (-5.0% in 2007 and 17.4% in 2006) and 600 basis
points to 11.2% (17.2% in 2007 and 24.0% in 2006). This increased profit margin allowed Lennar to
remain competitive compared to its peers.
Single-Family Home Sales Price
-
50,000
100,000
150,000
200,000
250,000
300,000
350,000
400,000
2006 2007 2008
Year
Single-Family Home Price
U.S. Median
U.S. Average
Lennar
Pulte
DR Horton
Lennar Corporation (NYSE: LEN)
April 21, 2009
31
Gross Profit Margin on Home Sales
-15
-10
-5
0
5
10
15
20
25
30
2006 2007 2008
Year
Profit Margin (%)
Lennar
Pulte
DR Horton
Source: 10-k
xxxviii
Despite earning the lowest total revenues of its competitors, for fiscal year 2008, Lennar’s net loss
was below that of its competitors at $1.1 billion, or $7.00 per share (compared with a 2007 net loss
of $1.9 billion, or $12.31 per share and a 2006 net gain of $0.6 billion, or $3.76 per share).
Segment Performance
Homebuilding
(Please note: At the end of this section, there is a table of select financial data available for reference.)
Lennar’s homebuilding business operations are broken down into five homebuilding segments. As
of November 30, 2008, Lennar’s reportable homebuilding segments consisted of the following
operations located in:
Lennar Corporation (NYSE: LEN)
April 21, 2009
32
Lennar Homebuilding Segment Breakdown
Homebuilding East:
Florida
Maryland
New Jersey
Virginia
Homebuilding Central:
Arizona
Colorado
Texas (excluding Houston)
Homebuilding West:
California
Nevada
Homebuilding Houston:
Houston, Texas
Homebuilding Other:
Illinois
Minnesota
New York
North Carolina
South Carolina
Source: 10-k
xxxix
East
Homebuilding revenues decreased in 2008, compared to 2007, primarily due to a decrease in the
number of home deliveries and in the average sales price of homes delivered in all of the states in
this segment. Gross margins on home sales increased to 19.3%, in 2008, compared to 13.7%, in
2007 (22% in 2006). As a percentage of home sales revenues, sales incentives were 17.2% in 2008
and 16.9% in 2007 (11.4% in 2006). Losses on land sales were $41.2 million in 2008, compared to
losses on land sales of $400.8 million in 2007 (losses of $63.7 million in 2006).
Central
Homebuilding revenues decreased in 2008, compared to 2007, primarily due to a decrease in the
number of home deliveries in all of the states in this segment. Gross margins on home sales were
11.7%, in 2008, compared to $193.3 million, or 12.5%, in 2007 (17.3% in 2006). Gross margin
percentage on home sales decreased compared to last year primarily due to higher sales incentives
offered to homebuyers (15.9% in 2008, compared to 13.0% in 2007 and 10.2% in 2006). Losses on
land sales were $11.3 million in 2008, compared to losses on land sales of $142.3 million in 2007
(losses of $0.9 million in 2006).
West
Lennar Corporation (NYSE: LEN)
April 21, 2009
33
Homebuilding revenues decreased in 2008, compared to 2007, primarily due to a decrease in the
number of home deliveries and average sales price of homes delivered in all of the states in this
segment. Gross margins on home sales were 16.3%, in 2008, compared to 13.0%, in 2007 (22.4% in
2006). Gross margin percentage on home sales increased in 2008 despite higher sales incentives
offered to homebuyers (15.3% in 2008, compared to 14.3% in 2007), but decreased in 2007 (gross
margin percentage was 22.4% in 2006). Losses on land sales were $75.0 million in 2008, compared
to losses on land sales of $950.3 million in 2007 (gains of $84.7 million).
Houston
Homebuilding revenues decreased in 2008, compared to 2007, primarily due to a decrease in the
number of home deliveries in this segment. Gross margins from home sales were 19.6%, in 2008,
compared to 21.4%, in 2007 (19% in 2006). Gross margin percentage on home sales decreased
compared to last year primarily due to higher sales incentives offered to homebuyers (11.1% in 2008,
compared to 7.7% in 2007 and 5.9% in 2006). Gross profits on land sales were $0.8 million in 2008,
compared to gains on land sales of $1.2 million in 2007 (gains of $6.0 million in 2006).
Other
Homebuilding revenues decreased in 2008, compared to 2007, primarily due to a decrease in the
number of home deliveries in all of the states in Homebuilding Other, and a decrease in the average
sales price of homes delivered in all of the states in this segment except in Minnesota. Gross margins
from home sales were 15.7%, in 2008, compared to 13.9%, in 2007 (12.0% in 2006). Gross margin
percentage on home sales increased compared to last year despite higher sales incentives offered to
homebuyers (13.6% in 2008, compared to 9.1% in 2007 and 7.8% in 2006). Losses on land sales
were $6.5 million in 2008, compared to losses on land sales of $168.8 million in 2007 (losses of $56.1
million).
Lennar Corporation (NYSE: LEN)
April 21, 2009
34
Years Ended November 30,
(In thousands)
2008 2007 2006 2008 2007 2006
East: Central:
Revenues:
Sales of homes $1,252,725 $ 2,691,198 $4,642,582 $512,957 $1,549,020 $2,549,138
Sales of land $ 23,033
$ 63,452
$ 129,297
$ 20,153 $ 56,819
$ 80,168
Total $1,275,758 $ 2,754,650 $4,771,879 $533,110 $1,605,839 $2,629,306
Operating earnings (loss)
Sales of homes $ (37,361)
$ (366,153)
$ 305,397
$ (67,124) $ (110,663)
$ 113,960
Sales of land $ (41,242)
$ (400,830)
$ (63,729)
$ (11,330) $ (142,330)
$ (878)
Goodwill impairments $ - $ (46,274)
$ - $ - $ (31,293)
$ -
Other $ (91,604)
$ (79,902)
$ (5,014) $ (12,723) $ (44,297)
$ 14,917
Total $ (170,207)
$ (893,159)
$ 236,654
$ (91,177) $ (328,583)
$ 127,999
Deliveries 4,957 9,840 14,859 2,442 7,020 11,287
New Orders 3,953 7,492 11,290 2,280 5,055 10,292
Backlog-Homes 787 1,797 4,139 123 285 2,250
Cancellation Rates 31%
34%
32%
22%
29%
32%
West: Houston:
Revenues:
Sales of homes $1,408,051 $ 3,460,667 $5,466,437 $542,288 $ 815,250
$ 996,036
Sales of land $ 32,112
$ 83,045
$ 503,075
$ 8,565 $ 23,000
$ 23,879
Total $1,440,163 $ 3,543,712 $5,969,512 $550,853 $ 838,250
$1,019,915
Operating earnings (loss)
Sales of homes $ (67,757)
$ (347,018)
$ 532,456
$ 39,897 $ 76,378
$ 77,732
Sales of land $ (74,987)
$ (950,316)
$ 84,749
$ 807 $ 1,151 $ 5,989
Goodwill impairments $ - $ (43,955)
$ - $ - $ - $ -
Other $ 7,827 $ (137,515)
$ 22,712
$ (1,898) $ 2,148 $ 3,666
Total $ (134,917)
$(1,478,804)
$ 639,917
$ 38,806 $ 79,677
$ 87,387
Deliveries 4,031 8,739 13,333 2,736 4,380 5,782
New Orders 3,396 6,765 11,119 2,416 3,621 5,828
Backlog-Homes 247 942 2,991 269 589 1,348
Cancellation Rates 24%
29%
29%
27%
32%
24%
Other:
Revenues:
Sales of homes $ 434,696
$ 946,805
$1,200,681
Sales of land $ 28,458
$ 40,996
$ 31,747
Total $ 463,154
$ 987,801
$1,232,428
Operating earnings (loss)
Sales of homes $ (13,283)
$ (50,230)
$ (54,071)
Sales of land $ (6,463) $ (168,814)
$ (56,130)
Goodwill impairments $ - $ (68,676)
$ -
Other $ (23,545)
$ (5,410) $ 4,397
Total $ (43,291)
$ (293,130)
$ (105,804)
Deliveries 1,569
3,304
4,307
New Orders 1,346 2,820 3,683
Backlog-Homes 173 396 880
Cancellation Rates 23%
20%
22%
Source: 10-k
xl
Lennar Corporation (NYSE: LEN)
April 21, 2009
35
Financial Services
Lennar’s financial services segment primarily originates conforming conventional, FHA-insured,
VA-guaranteed residential mortgage loan products and other products such as title insurance and
closing services, to Lennar’s homebuyers and others through its financial services subsidiaries,
Universal American Mortgage Company, LLC and Eagle Home Mortgage, LLC. Substantially all of
the loans the Financial Services Segment originates are sold in the secondary mortgage market on a
servicing released, non-recourse basis; although, Lennar remains liable for certain limited
representations.
During fiscal 2008, Lennar’s Financial Services Segment’s operating loss was $31.0 million, down
from 2007’s operating earnings of $6.1 million ($149.8 million in 2006). The segment earned
revenues of $312.4 million, down from $456.5 million in 2007 ($643.6 million in 2006). Lennar
originated 18,300 mortgages, down 41% from 30,900 in 2007 (41,800 mortgages were issued in
2006). Of the 18,300 mortgages originated in fiscal 2008, 85% represented Lennar homebuyers,
which increased from 73% in 2007 (66% in 2006). Lennar’s mortgage originations were primarily
down due to concern in the mortgage market regarding sub-prime and Alt A loans, as such, Lennar
reduced originating loans of that caliber.
Years Ended November 30,
2008 2007 2006
(Dollars in thousands)
Revenues $312,379
456,529
643,622
Costs and expenses
343,369
450,409
493,819
Operating earnings (loss) ($30,990)
6,120
149,803
Dollar value of mortgages originated $4,290,000
7,740,000
10,480,000
Number of mortgages originated 18,300
30,900
41,800
Mortgage capture rate of Lennar homebuyers 85%
73%
66%
Number of title and closing service transactions 105,900
136,300
161,300
Number of title policies issued 96,700
146,200
195,700
Source: 10-k
xli
Lennar Corporation (NYSE: LEN)
April 21, 2009
36
SWOT Analysis
Strengths
Diversified Market Reach
o Lennar’s national reach through its five homebuilding segments enables it to achieve
the leading position in the key markets in which it operates and diversify its risk.
o Diversification in Lennar’s floor plans allows Lennar to serve a more diverse and
larger customer base.
o Customizable quality within its homes allows Lennar to meet customer needs and
take advantage of shifts in consumer preferences.
Balanced Geographic Exposure
o Within the United States, Lennar is not disproportionately dependent on any one
region, reducing the firm’s exposure to regional housing market downturns.
Diversified Land Acquisition Program
o Lennar sources its land acquisition from a variety of channels, which reduces
dependence on any one source, broadens the firm’s acquisition prospects, and
enables the firm to take advantage of the best deals available.
Weaknesses
Weak Financials/Declining Earnings
o In the financial year 2008, the company reported a net loss of $1.1 billion, compared
to a net loss of $1.9 billion in 2007 and a net gain of $593 million in 2006.
o The decrease in net income was mainly due to a substantial decrease in earnings. In
the financial year 2008 the company recorded sales of $4,575 million, compared to
$10,187 million in 2007 and $16,267 million in 2006.
Limited Geographic Exposure
o The firm’s lack of international operations exposes the firm to downturns in the
domestic housing market.
Joint Venture Exposure
o Joint ventures may adversely affect Lennar’s performance as partners fail to fulfill
their obligations.
Lennar Corporation (NYSE: LEN)
April 21, 2009
37
o Lennar’s net recourse indebtedness with regard to joint ventures at the end of fiscal
2008 was $392.5 million, compared to $1.1 billion at the peak in 2006.
o At the end of fiscal year 2008, Lennar had continued participation in 116
unconsolidated joint ventures, compared to 270 unconsolidated joint ventures at the
peak in 2006.
Opportunities
Global Expansion
o Construction industries in countries like India, China, Brazil, Russia, and Canada are
booming, providing solid opportunities for Lennar to expand in newer locations.
Sustainable Construction
o By 2010 sustainable construction will be the norm in the U.S. industry.
o Sustainable development provides a huge opportunity for Lennar to move into the
development of buildings that are more economical and environmental to run.
Baby Boomer Retirement Relocation
o After retiring, many baby boomers are expected to move to single family dwellings,
which could drive the demand for new single family units.
Threats
Hyper-Competition Among Builders
U.S. Recession
o Loss of jobs and equity have resulted in increased foreclosures saturating housing
supply and decreased demand.
U.S. Housing Industry Downturn
o Depreciating housing prices threaten Lennar’s profit margins and lower housing
demand.
Frozen Mortgage Financing Market
o The U.S. residential mortgage market has been experiencing serious disruption due
to deterioration in credit quality of loans originated to non-prime and sub-prime
borrowers, an increase in mortgage foreclosure rates, and recent failure of numerous
lending institutions, which has resulted in the curtailing of the approval and
Lennar Corporation (NYSE: LEN)
April 21, 2009
38
origination of new home loans and, as a consequence, prospective homebuyers are
unable to obtain financing.
Government Regulation
o Changes in federal laws and regulations could have the effect of curtailing the
activities of Fannie Mae and Freddie Mac, which provide significant liquidity to the
secondary mortgage market and upon which Lennar depends in its sale of mortgages
on the secondary mortgage market.
o Tax increases or stricter environmental guidelines could lower profitability.
Lennar Corporation (NYSE: LEN)
April 21, 2009
39
Strategic Recommendations
Lennar faces significant challenges in the near future due to the economic downturn, mortgage
market crisis, and burst of the housing bubble. In the past, Lennar’s strategy involved strategic
expansion during a downturn and conservative reconsolidation of debt during an upswing.
However, like many other homebuilders, Lennar over expanded during the most recent housing
bubble, and as a result, Lennar must adjust its activities in an effort to regain its original strategic
methods. Thus, broadly, Lennar must remain conservative in its operations, downsizing where
possible, as well as cutting costs and SG&A expenses, in order to regain a healthy cash base.
Additionally, as one of Lennar’s strategic advantages is its access to land and its land acquisitions,
Lennar must seek to maintain its developable real estate for future development.
Beyond the broad suggestions above, this report touches on a few of Lennar’s most prevalent issues:
targeting new first time homebuyers, its financial positioning, homebuilding segment operations, and
financial services segment operations.
Targeting New First-time Homebuyers
The Obama administration has taken steps in their new tax plan to encourage new first time
homebuyers to purchase a home by offering them a $7,000 rebate on their taxes. Lennar should take
advantage of this legislation and target its development sites toward new homebuyers. However, as
most first-time homebuyers have a budget constraint and those that are not facing a constraint have
most likely already bought a home if they were in the market to buy, the products Lennar offers
should be in a low price range. Two ways in which Lennar can operate within this pricing scheme is
through the development of smaller, less expensive homes, or through the development of multi-
residential buildings.
Financial Positioning
Lennar Corporation (NYSE: LEN)
April 21, 2009
40
At the end of fiscal 2008, Lennar was vulnerable to losing a major credit facility, with an upcoming
maturing date in 2009 and a tight credit market. Though Lennar ended the fiscal year with no
borrowed funds outstanding on its revolver, Lennar’s cash and cash equivalents of $1.2 billion on its
balance sheet, would have been insufficient for Lennar’s continuing operations, and Lennar may
have had to resort to issuing new stock in order to raise capital. However, as of late, Lennar was
successful in amending its credit facility to provide greater flexibility under the outlined covenants
and in securing a greater commitment. The facility commitment is now $1.1 billion, maturing in July
of 2011.
Despite its newly amended agreement, Lennar needs to continue to focus on strengthening its cash
and cash equivalents on its balance sheet and be conservative in its use of its credit facilities, as the
company still remains exposed to cash-consuming obligations. Of those, Lennar’s joint venture
exposure is particularly threatening. Lennar’s joint venture participation continues to leave Lennar
vulnerable to erosions in its liquidity as a result of recourse debt guarantees or supporting non-
recourse joint venture obligations of debt. Though Lennar has taken steps in reducing its number of
joint ventures from 270 at the peak in 2006 to 116 at the end of fiscal 2008, Lennar still remains
exposed. Of the remaining joint ventures, 41 have recourse debt, 27 have non-recourse debt, and 48
have no debt at all. In fiscal 2008, Lennar reduced its maximum recourse indebtedness by 71% to
$520 million, since its peak of $1.8 billion in 2006. Lennar needs to continue its trend of reducing its
joint venture exposure by performing a full evaluation of its joint venture partnerships in order to
ascertain the risk and reward associated with each, the financial health of the joint venture partners,
and triage those joint venture partnerships that present the most threat of default. Lennar then
needs to focus its efforts on reducing Lennar’s exposure to those ventures by dismantling those
ventures or reducing Lennar’s maximum recourse indebtedness exposure related to those ventures.
Finally, in Lennar’s future land acquisitions, Lennar should refrain from entering into recourse debt
joint venture contracts.
Homebuilding Segment Analysis
All of Lennar’s homebuilding operating segments have been affected by the housing market declines
(see table below), ranging from a 33.5% decrease in revenues in the Homebuilding Houston
Lennar Corporation (NYSE: LEN)
April 21, 2009
41
Segment, to a 66.9% decrease in revenues, in the Homebuilding Central Segment (18.2% decrease in
revenues in the Houston Segment to 42.0% decrease in the Homebuilding East Segment in 2006).
In fiscal 2008, all of Lennar’s homebuilding segments posted an operating loss, save Houston.
Revenue Percentage Change from Previous Year
2007-2008 2006-2007
East
-53.5%
-42.0%
Central
-66.9%
-39.2%
West
-59.3%
-36.7%
Houston
-33.5%
-18.2%
Other
-54.1%
-21.1%
Source: 10-k
xlii
As such, Lennar should perform an in-depth analysis of each of its current development project
locations, assessing each location based on local housing performance and adjust its development
plans accordingly. In high foreclosure areas, of which its Homebuilding East, Homebuilding West,
and Homebuilding Central segments are particularly vulnerable, as those segments contain the top
foreclosure rate states to date (Nevada, Arizona, California, and Florida), Lennar should halt
development and shift resources to its other operations. Overall, however, given declining revenues,
Lennar should continue to downsize, curtailing the unsuccessful development operations in each
segment, as well as concentrating on reducing construction and SG&A costs in order to raise its
profit margins and maximize cash flow.
Financial Services Segment Analysis
Lennar’s Financial Services Segment is particularly vulnerable in the current market, as secondary
mortgage loan markets have dried up, particularly for sub-prime and Alt A loans, in which Lennar
participated in until 2008, lowering the price of mortgages on the secondary market, and thus,
exposing Lennar to increasing risk to reduced revenues, an inability to sell the loans, or both. In
fiscal 2008, Lennar originated $4.3 billion in mortgages (compared to $7.7 billion in 2007 and $10.5
billion in 2006). At the end of fiscal 2008, Lennar’s financial services segment had borrowings of
$714.9 million, collateralized by mortgage loans, and an operating loss of $30.1million. In order to
curtail its risk, Lennar needs to maintain its tightened lending standards, and ensure that each of its
financial subsidiaries have taken the steps to halt the origination of sub-prime and Alt A loans
entirely.
Lennar Corporation (NYSE: LEN)
April 21, 2009
42
However, despite the Financial Services Segment’s operating loss for fiscal 2008, Lennar’s increasing
homebuyer participation rate indicates a symbiotic relationship between its homebuilding segments
and its financial services, as well as an increasing reliance on its Financial Services Segment in order
to make a sale. As such, Lennar still gains an advantage from its financial services segment and
should not look to spin-off or sell off its financial subsidiaries.
Finally, with the threat of the passage of the Final Rule, Lennar may no longer be able to offer
incentives to its customers for in-house financing. As such, Lennar’s remaining advantage over its
competitors would be the convenience of filing a mortgage application in-house, as there would be
no third party involvement in the process, and its face-to-face interaction with the homebuyer.
Lennar needs to enhance the accessibility of its financial consultants by creating a “one stop shop”
for homebuyers. Make it easy for them to deal with only Lennar. Differences in the legal entities
should be invisible to new home owners to make it easier for them. At the moment, Lennar’s
customers interact primarily with Lennar’s new-home consultants; instead, Lennar should have all
buyers interact with both new-home consultants and financial consultants in order to build a
relationship with its potential homebuyers in both its product and its financial services. In essence,
Lennar needs to fuse its homebuilding segment with its financial services segment with regard to
interactions with homebuyers in order to fully capitalize on the advantages it holds with regard to in-
house bundling.
Conclusion
In summation, this report recommends that Lennar target its new developments to new first-time
homebuyers by offering smaller, low-priced homes or through the development of multi-residential
buildings. Additionally, this report recommends that Lennar act conservatively with regard to its
finances, eliminating its high risk joint-venture exposure. Next, this report recommends that Lennar,
given declining homebuilding segment revenues, should continue to downsize, in addition to
concentrating on reducing construction and SG&A costs in order to raise its profit margins and
maximize cash flow. Finally, this report recommends that Lennar take steps in preparing for the
passage of the final rule by taking advantage of the face-to-face and convenience advantages that
Lennar Corporation (NYSE: LEN)
April 21, 2009
43
Lennar enjoys, essentially increasing the accessibility of its financial consultants to create a "one stop
shop” for homebuyers.
Lennar Corporation (NYSE: LEN)
April 21, 2009
44
Appendix A: The Beaumont Developments
The first Beaumont development (Bellford at Fairway Canyon), signified by the leftmost red dot on
the map (below), is located at:
11334 Bean Street
Beaumont, CA 92223
The second development in Beaumont (Wentworth at Fairway Canyon), signified by the rightmost
red dot on the map (below), is located at:
34367 Devlin Drive
Beaumont, CA 92223
Source: Lennar website
xliii
Bellford’s site plan consists of 63 home sites, whereas the Wentworth site consists of 133 home
sites. The site development plans are pictured below.
Source: Lennar website
xliv
Lennar Corporation (NYSE: LEN)
April 21, 2009
45
Each development contains community features, including: a baseball field, basketball court,
clubhouse, community center, fitness center, golf course, greenbelt, Home Owner’s Association,
picnic area, playground, sport court, swimming pool, tot lot, and a hiking trail. In total, there are six
different type of residence floor plans, which include front a back landscaping; three per site. Each
of these floor plans is outlined in the table below:
Residence Floor Plan Outline
Bellford-Residence One
3 Bedrooms
2.5 Bathrooms
1,938 Square Feet
Beginning at $213,500
Bellford-Residence Two
4 Bedrooms
3 Bathrooms
2,108 Square Feet
Beginning at $230,000
Bellford-Residence Three
4 Bedrooms
3 Bathrooms
2,306 Square Feet
From the mid $200,000
Wentworth-Residence One
4 Bedrooms
2.5 Bathrooms
2,198 Square Feet
From the low $200,000
Wentworth-Residence Two
4 Bedrooms
2.5 Bathrooms
2,417 Square Feet
From the mid $200,000
Wentworth-Residence Three
5 Bedrooms
2.5 Bathrooms
2,517 Square Feet
From the mid $200,000
Source: Lennar website
xlv
Both of the Lennar home development sites have on-site new-home consultants (Corina Ortiz and
Laurie Vasquez), as well as internet new home consultants (Tricia Payawal and Kathy Cantrell).
These consultants work exclusively with the Beaumont sites full-time.
Lennar Corporation (NYSE: LEN)
April 21, 2009
46
As a prospective home owner, you will begin in Lennar’s onsite office, a medium-sized entry room
with floor plans on either wall. The on-site new-home consultant will greet you and ask feeler
questions in order to ascertain where you are in the process. After the initial questions (such as if
you are working with a realtor, have you consulted a lender, etc.), the consultant will question what
you are looking for in your dream home. They will mention the three floor plans on site, suggesting
what they feel is the best fit for you; they will then take you to see all three, regardless. The floor
plans are displayed in model homes, which are fully furnished with attractive settings. If a particular
floor plan is of interest, the on-site consultant will escort you through an actual available for sale
home currently under construction. If a larger home is desirable, the on-site consultant will drive
you to the Wentworth models. After the tour, they will discuss possibilities and options for you,
what you liked, what you are interested in, and how Lennar is equipped to meet your needs. For
financing questions, you will be directed to a financing representative, who will provide you with all
of the necessary paperwork to apply for a mortgage through one of Lennar’s mortgage subsidiaries.
The day will conclude with your receiving a pamphlet and packet of information, which will include
the business cards of the new-home consultant and the financing representative. Lennar will then
follow up with you in the days following to answer any questions that you may have.
As for financing, Lennar is open about your freedom to choose any lender you want; however,
Lennar offers additional incentives to use their lender, including $10,000 off of closing costs. The
standard FHA loan under Lennar is 5.5%, but it is subject to multiple variables, including FICO and
the size of the down payment. The rate can be brought down to a low of 4.5% if you choose a quick
move-in option. FHA typically requires a minimum FICO score of 620, with a 3.5% down payment,
which approximates to $7,000-$8,000.
In my visit to the Beaumont development site, I was a party interested in a smaller floor plan, with a
particular interest in Bellford’s “Residence One” floorplan; as such, I did not visit the Wentworth
site, as Wentworth specializes in larger floor plans. At the Bellford site currently there are a few
homes that will be available for a July move-in date; two available with floor plan "Residence One".
After July, the next phase of available homes will occur approximately in September or October. At
this time, the Bellford site is almost closed out with their current supply of homes.
Lennar Corporation (NYSE: LEN)
April 21, 2009
47
End Notes
i
Alacra, Inc., “Lennar Corporation Mergers and Acquisitions.” Access from http://www.alacrastore.com/mergers-
acquisitions/Lennar_Corporation-1009851, 21April 2009.
ii
Accessed from www.lennar.com.
iii
Hoovers, “Lennar Corporation: Fact Sheet.” Accessed from
http://premium.hoovers.com.ezproxy.libraries.claremont.edu/subscribe/co/factsheet.xhtml?ID=rfxsrfhhykxfjr, 15-
Mar-09.
iv
Hoovers, “Lennar Corporation: Know This Industry.” Accessed from
http://premium.hoovers.com.ezproxy.libraries.claremont.edu/subscribe/ind/fr/sell/knowthisindustry.xhtml?ID=ffffrf
xsrfhhykxfjr&FRID=19, 15-Mar-09
v
Yahoo Finance, “Residential Construction: Leaders and Laggards.” Accessed from
http://biz.yahoo.com/ic/ll/630tor.html, 15-Mar-09.
vi
ThomsonONE, “Lennar Corporation: Peer set by Region.” Accessed from
http://banker.thomsonib.com.ezproxy.libraries.claremont.edu/ta/?ExpressCode=claremontuniv, 15-Mar-09.
vii
Census Bureau, Department of Housing and Urban Development, “Housing Sales.” Accessed from
http://www.census.gov/const/quarterly_sales.pdf. Calculated by multiplying the 2008 average U.S. home price by the
2008 number of U.S. sales.
viii
U.S. Department of Housing and Urban Development Office of Policy Development and Research, “U.S. Housing
Market Conditions: 4
th
Quarter 2008.” Accessed from
http://www.huduser.org/periodicals/ushmc/winter08/USHMC_Q408.pdf.. 10-k’s accessed from www.sec.gov.
ix
Joint Center For Housing Studies of Harvard University, “The Evolving Homebuilding Industry and Implications for
Consumers.” Accessed from http://www.jchs.harvard.edu/publications/industrystudies/w06-
2_evolving_homebuilding_industry/w06-2_summary.pdf, 15-Mar-09.
x
ThomsonONE, “Universal American Mortgage Company, LLC: Competitors.” Accessed from
http://banker.thomsonib.com.ezproxy.libraries.claremont.edu/ta/?ExpressCode=claremontuniv, 15-Mar-09.
xi
Lennar 2008 10-k.
xii
Lennar 2008 10-k.
xiii
Joint Center For Housing Studies of Harvard University, “The Evolving Homebuilding Industry and Implications for
Consumers.” Accessed from http://www.jchs.harvard.edu/publications/industrystudies/w06-
2_evolving_homebuilding_industry/w06-2_summary.pdf, 15-Mar-09.
xiv
RealtyTrac, “Foreclosure Activity Hits Record High in First Quarter.” Accessed from
http://www.foreclosurepulse.com/blogs/mainblog/archive/2009/04/14/foreclosure-activity-hits-record-high-in-first-
quarter.aspx, 21 April 2009.
xv
RealtyTrac, “Foreclosure Activity Hits Record High in First Quarter.” Accessed from
http://www.foreclosurepulse.com/blogs/mainblog/archive/2009/04/14/foreclosure-activity-hits-record-high-in-first-
quarter.aspx, 21 April 2009.
xvi
RealtyTrac, “Foreclosure Activity Hits Record High in First Quarter.” Accessed from
http://www.foreclosurepulse.com/blogs/mainblog/archive/2009/04/14/foreclosure-activity-hits-record-high-in-first-
quarter.aspx, 21 April 2009.
xvii
RealtyTrac, “Foreclosure Activity Hits Record High in First Quarter.” Accessed from
http://www.foreclosurepulse.com/blogs/mainblog/archive/2009/04/14/foreclosure-activity-hits-record-high-in-first-
quarter.aspx, 21 April 2009.
xviii
RealtyTrac, “Foreclosure Activity Hits Record High in First Quarter.” Accessed from
http://www.foreclosurepulse.com/blogs/mainblog/archive/2009/04/14/foreclosure-activity-hits-record-high-in-first-
quarter.aspx, 21 April 2009.
xix
Kirk Haverkamp, “Housing Prices Now Considered Undervalued.” Accessed from
http://www.mortgageloan.com/housing-prices-now-considered-undervalued-3080, 20 April 2009.
xx
Kirk Haverkamp, “Housing Prices Now Considered Undervalued.” Accessed from
http://www.mortgageloan.com/housing-prices-now-considered-undervalued-3080, 20 April 2009.
xxi
HSH Associates Financial Publishers, “Today’s Average Mortgage Rates.” Accessed from
http://www.hsh.com/today.html, 22 April 2009.
xxii
Accessed from finance.yahoo.com
Lennar Corporation (NYSE: LEN)
April 21, 2009
48
xxiii
Accessed from http://www.reuters.com/finance/stocks/ratios?symbol=LEN.N.
xxiv
ThomsonOne, “Lennar FirstCall Company Research.” Accessed from www.thomsonone.com.
xxv
Josh Levin, “Lennar (LEN) Today’s Worst Case Better than Yesterday’s Worst Case (March 31, 2009).” Accessed
from www.thomsonone.com.
xxvi
David Urani, “Lennar Coverage Report (March 31, 2009).” Accoessed from www.thomsonone.com.
xxvii
Carl Reichardt, “Equity Research: Lennar (April 1, 2009).” Accessed from www.thomsonone.com.
xxviii
Robert Stevenson, “Lennar Corp. (April 1, 2009).” Accessed from www.thomsonone.com.
xxix
U.S. Department of Housing and Urban Development Office of Policy Development and Research, “U.S. Housing
Market Conditions: 4
th
Quarter 2008.” Accessed from
http://www.huduser.org/periodicals/ushmc/winter08/USHMC_Q408.pdf.
xxx
U.S. Department of Housing and Urban Development Office of Policy Development and Research, “U.S. Housing
Market Conditions: 4
th
Quarter 2008.” Accessed from
http://www.huduser.org/periodicals/ushmc/winter08/USHMC_Q408.pdf.
xxxi
Housing starts refers to the number of new housing units on which construction has been started in a given period.
xxxii
Derived from a monthly survey, the NAHB/Wells Fargo HMI gauges builder perceptions of current single-family
home sales and sales expectations for the next six months as “good,” “fair” or “poor.” The survey also asks builders to
rate traffic of prospective buyers as “high to very high,” “average” or “low to very low.” Scores for each component are
then used to calculate a seasonally adjusted index where any number over 50 indicates that more builders view
conditions as good than poor.
xxxiii
U.S. Department of Housing and Urban Development Office of Policy Development and Research, “U.S. Housing
Market Conditions: 4
th
Quarter 2008.” Accessed from
http://www.huduser.org/periodicals/ushmc/winter08/USHMC_Q408.pdf.
xxxiv
National Association of Realtors, “Pending Home Sales Index (PHSI).” Accessed from
http://www.realtor.org/research/research/phsbackground.
xxxv
National Association of Realtors, “PHSI.” Accessed from http://www.realtor.org/research/research/phsdata.
xxxvi
Accessed from www.lennar.com.
xxxvii
Accessed from www.sec.gov.
xxxviii
Accessed from www.sec.gov.
xxxix
Accessed from www.sec.gov.
xl
Accessed from www.sec.gov.
xli
Accessed from www.sec.gov.
xlii
Accessed from www.sec.gov.
xliii
Accessed from www.lennar.com.
xliv
Accessed from www.lennar.com.
xlv
Accessed from www.lennar.com.
