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  #1   ^
Old Mon, Jan-19-04, 18:00
gotbeer's Avatar
gotbeer gotbeer is offline
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High-Protein Portfolios

By James K. Glassman, Washington Post, Sunday, January 18, 2004; Page F01


http://www.washingtonpost.com/wp-dy...-2004Jan17.html

As the new year begins, some folks are resolving to lose weight by going on the Atkins diet.

Other folks are resolving to make money by buying stocks of companies that benefit from the Atkins diet.

The Atkins diet was introduced in a 1972 book by Robert Atkins, a New York cardiologist who argued that the best way to lose weight was to shun carbohydrates, abundant in foods such as rice, bread and fruit, and embrace proteins and fats, found in meat, eggs and cheese. "If you cut out carbohydrates, you automatically burn stored fat. That's the basic principle. It's been known about for 35 years," Atkins said in an interview two years ago.

But in a nation where heart disease is the top killer and fat is assumed to be the guilty party, the Atkins diet was largely considered an eccentricity -- until recently. Last year, partly because new research started showing the effectiveness of a low-carb diet, the Atkins system became white-hot. Newspaper and magazine editors voted its resurgence the No. 2 food story of the year -- after the obesity epidemic, to which it is not unrelated.

Atkins himself slipped on an icy sidewalk last April, took a nasty fall on his head and died nine days later. But the low-carb diet continues to thrive -- both in its Atkins incarnation and in variations, including Protein Power, The Zone and, biggest of all, the South Beach diet, developed by another cardiologist, Arthur Agatston, whose book on the subject has quickly sold 4 million copies. "Dr. Atkins' New Diet Revolution," which is just one tome in the Atkins library, has sold 10 million copies and has been on the New York Times bestseller list for five years.

While the Atkins diet has its detractors, who often caricature it as a frivolous, all-you-can-eat steak-and-martini regime, it has clearly changed the way Americans eat. Sales of eggs, which are condemned in low-fat diets for being high in cholesterol, have surged. Sales of orange juice, which Atkins followers avoid because it contains 26 grams of carbs per cup, have fallen. Sales of Diet Pepsi (0 grams of carbohydrates) are up 7.6 percent, while sales of regular Pepsi (39 grams per can) are down 1.8 percent.

Can investors profit from the low-carb craze?

Many already have. Consider an obscure company called John B. Sanfilippo & Son (JBSS), with a market capitalization of about a half-billion dollars. Sanfilippo, founded in 1922 by an Italian immigrant in Chicago, is in the nut business, and nuts -- to the delight of many Atkins followers, including me -- are not merely acceptable on a low-carb diet, they are positively desirable. No nuts has been the rule for many low-fat diets, but Atkins encourages you to eat them as snacks, and the fattier the nut (macadamias, for example), the better, because a low-fat nut is a high-carb nut.

Backed up with citations from the scientific literature, the Atkins Web site states flatly: "People who eat nuts regularly are less likely to have a heart attack than people who do not consume nuts and oil-containing seeds. Moreover, the greater the frequency of consumption, the lower the incidence of heart attack."

All of this is very good news to the management of Sanfilippo, which processes, packages, markets and distributes nuts of all kinds. Brand names include Texas Pride, Evon's and Fisher, the last of which, in desiccated form, are often tossed to passengers by hurried flight attendants. On the strength of a powerful increase in sales and profits, Sanfilippo stock last year quintupled in price.

By contrast, consider Monterey Pasta (PSTA), which sells pasta and sauces, mainly through Costco and Wal-Mart's Sam's Club. With low-fat diets, you could eat practically all the spaghetti and rigatoni you wanted, but Atkins reminds followers that there are about 20 grams of carbs in every half-cup of pasta. Risotto, linguine, egg noodles -- they're all Atkins no-no's. Sales by Monterey to Costco were down by more than one-fourth in the last quarter, and earnings were crushed -- off 87 percent. As a result, the stock is down 16 percent for the year ended Thursday, trailing the market as a whole by 40 percentage points.

Also hurt by the Atkins excitement are companies such as Panera Bread (PNRA), a chain of bakery-cafes. A croissant carries 27 grams of carbohydrates; two pieces of Italian bread, 30 grams. Interstate Bakeries (IBC), which makes Sunbeam and Wonder bread, has also suffered, but it's a firm with problems in addition to the Atkins diet, including a weak balance sheet and strong unions.

But let's get back to Sanfilippo. It's one of the few pure Atkins plays. Atkins Nutritionals Inc. itself, the company founded in 1989 to market paraphernalia under the Atkins brand (including vitamins and low-carb foods, most of which taste like the cardboard that comes with your shirts), is private. Cheese (a tablespoon of cheddar contains one-tenth of a gram of carbs), which, like nuts, has become acceptable to dieters after decades as a forbidden fruit, is either made by small private firms or is a relatively small source of revenue for huge food-processing companies. It represents less than one-third of all sales even for Kraft Foods (KFT).

But Sanfilippo is a strictly nutty business. Its recent 10-K filing with the Securities and Exchange Commission declares that it sells "peanuts, almonds, Brazil nuts, pecans, pistachios, filberts, cashews, English walnuts, black walnuts, pine nuts and macadamia nuts" (a list that reminds me of Christopher Guest's great soliloquy in the movie "Best in Show"), and it has prospered lately because of the low-carb mania.

Sales rose 30 percent in the most recent quarter (ending Sept. 25, 2003), and net income more than quadrupled. For the fiscal year ending last June, earnings per share were $1.63, compared with 84 cents in 2002. "There is definitely a substantial increase in the consumption of nuts," says Jasper B. Sanfilippo, the company's chief executive. And the reason is no mystery: It's the wild success of the late Dr. Atkins.

Unfortunately, the newfound prosperity of Sanfilippo is no secret, and investors have already responded to it. The stock went from $10 a share at the start of 2003 to $49 on Thursday.

Careful readers of this column may have seen an enthusiastic reference to the company in March, when it was trading at $14.79. Back then, when it was recommended by Jim Collins, whose OTC Insight ranks No. 1 among all newsletters tracked by the Hulbert Financial Digest over the past 15 years, Sanfilippo's price-to-earning (P/E) ratio was a mere 11. Today, it's 22, still modest for a company that's expected (by the only analyst who covers it) to increase profits by more than 50 percent this year.

Collins is currently recommending another Atkins company, Cal-Maine Foods (CALM), which I included last month on my list of 10 stocks for 2004. Cal-Maine sells eggs -- 571 million dozen of them last year -- to retailers. Two eggs contain only one gram of carbs. The limit on carbs per day on the Atkins diet varies, but for moderate and sustainable weight loss it's around 50 grams (one and a half bagels) or, for vigorous exercisers, up to 90 grams.

Egg commodity prices have been soaring (up from $1.15 in July to $1.56 in December, according to the Department of Agriculture), and, for the quarter ended Nov. 30, Cal-Maine's revenue rose 58 percent and its earnings per share jumped from 17 cents to $1.28. No analysts cover the stock, and I wouldn't want to venture a guess on next year's profit, but it's not hard to see why Collins likes the current P/E ratio of just 10. Cal-Maine stock fell by half from the date of its initial public offering in 1996 to the end of 2002. Since then, it has zoomed from $3.55 to $31.50 on Thursday.

Other Atkins companies? The largest category is producers of meat, which, with a few exceptions such as liver, contains no carbs at all. Meat consumption has been rising, undeterred even by the mad cow scare and, with higher demand, prices are way up. Ground chuck prices have increased 20 percent in the past six months. The beneficiaries are stocks such as Tyson Foods (TSN), the world's largest processor of beef, chicken and pork products, and Smithfield Foods (SFD), with $2.2 billion in sales. But, in general, meat-producer shares have moved up only modestly, perhaps because Atkins has not had such a dramatic effect on their sales as it has on sales of eggs and nuts.

Restaurants that stress meat haven't benefited excessively from Atkins either, mainly because they also stress bread, as in hamburger rolls. Some chains, including Hardee's, a division of CKE Restaurants (CKR), are offering burgers wrapped in lettuce. And Burger King, a private company, last week started selling bunless sandwiches in plastic salad bowls, to be eaten with knife and fork -- which sounds like a mess.

Let's return again to Sanfilippo, the most Atkinsesque of all investments. There are some drawbacks. For one thing, nepotism abounds. Read this excerpt from the 10-K: "Jasper B. Sanfilippo, Chairman of the Board and Chief Executive Officer and a director of the Company, is (i) the father of Jasper B. Sanfilippo Jr., an executive officer of the Company, and Jeffrey T. Sanfilippo, an executive officer and a director of the Company, as indicated above, (ii) the brother-in-law of Mathias A. Valentine, President and a director of the Company, and (iii) the uncle of Michael J. Valentine who is an executive officer and a director of the Company and James A. Valentine, an executive officer of the Company, as indicated above."

Still, the family surely knows the business. Jasper's father, John, founded it, and Jasper has run it since 1963. (Jasper's 44,000-square-foot home, northwest of Chicago, also contains the world's largest Wurlitzer organ, but that's another story.) Another problem is that, while the company is paying off its loans with those additional profits, the balance sheet is not a thing of beauty, with $3 million in cash, $11 million in short-term and $22 million in long-term debt.

But the real risk resides in Atkins. How long will the low-carb craze last? Or, more precisely, is it a short-term fashion or long-term trend?

If you think fickle dieters will move on to something else, as they always have, then perhaps the best Atkins play is to forget Sanfilippo and instead buy shares of companies that have, so far, been hurt by Atkins -- in anticipation of a turnaround.

One way to have it both ways is to invest in American Italian Pasta (PLB), which has long been admired for its strong management and profits that rise in a Beautiful Line. The company sells $440 million worth of pasta a year under such brand names as La Bella and Mueller's, but, unlike Monterey, it moved quickly to get a piece of the action by developing a low-carb line of Atkins-branded pasta. American Italian trades at a P/E of 16, and earnings are expected to grow about 15 percent over the next year.

Those meat processors present a similarly hedged opportunity. If Atkins really takes off, meat sales should increase substantially, but even if Atkins languishes, the meat stocks shouldn't be hurt much since sales haven't risen much either. In the long run, however, as developing nations get richer, the appetite for meat will only increase.

The tough decisions involve the purer Atkins stocks: Sanfilippo and Cal-Maine. After such huge runs, can they go even higher? Here, I am sorry to say, you are on your own. The only hint I'll give is that, as an Atkins aficionado myself (I lost 18 pounds; then, after my friends kept asking me if I had some disease, I gained about half back), I believe that the basic concept -- too many carbs are worse than too much fat and protein -- will endure.

James K. Glassman's e-mail address is jglassman~aei.org. He invites comments and questions but can't answer them all.
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  #2   ^
Old Mon, Jan-19-04, 18:41
Zuleikaa Zuleikaa is offline
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That's the way it goes. Financial advice is to buy what you know.
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  #3   ^
Old Mon, Jan-19-04, 22:41
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kyrasdad kyrasdad is offline
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I would buy into Low Carb friendly stocks, if I was a stock buyin' person. (Other than in my 401k, where I have tons of stocks, all funds). This isn't a trend, and it will endure because it works. That doesn't mean the companies who produce its staples will all be good investments, but they will tend to be in a growing market.

I wouldn't counter buy against low carb, as is suggested. It's simply impossible to imagine this "trend" reversing itself. It didn't build quickly like diet fads of the past; it built over many years as people succeeded and told others about it. But the time to make huge bucks off it has probably passed, as too many are looking to invest in it now.
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  #4   ^
Old Tue, Jan-20-04, 11:51
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gotbeer gotbeer is offline
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Posted on Tue, Jan. 20, 2004

The right ingredients

New recipe saved Kansas-based MGP from collapse

By ERIC PALMER, The Kansas City Star


link to article (registration required)

“We made a lot of money off of wheat gluten a lot of years, but we had to either change or we were going to die on the vine.”

Ladd Seaberg, President and CEO, MGP Ingredients


In 1999, after nearly 60 years as a thriving business, Midwest Grain Products found itself in a race for survival.

Through what Midwest Grain considered unfair trade practices, European Union competitors had stolen market share for its key product, vital wheat gluten, a baking ingredient. European imports were selling for less than the Atchison, Kan., company's raw material costs.

For several years, the company had been developing new products, while it tried to do something about subsidized European wheat, which created the glut of cheap gluten. But the tide of cheap imports kept rising, eroding earnings for Midwest Grain, which in 2002 changed its name to MGP Ingredients.

Company officials embraced the idea that MGP had to become something entirely different — or fail.

“We made a lot of money off of wheat gluten a lot of years,” recalled Ladd Seaberg, MGP's president and chief executive and a member of the company's founding family. “But we had to either change or we were going to die on the vine.”

Two Samurai swords in the conference room where Seaberg frequently sits provide the symbolic exclamation points to his do-or-die tale.

Over five years, MGP has been transformed from a company selling primarily ethanol and low-margin commodities to the baking industry into a specialty ingredients company. It has invested millions of dollars in new equipment. Its research and development department has grown from three persons with doctorates to include eight with doctorates and nine with advanced degrees.

It now sells to the food and personal care industries and to the resin industry, where its bio-based products are being turned into products such as pet treats and environmentally friendly cutlery. It is expanding international sales and even selling specialty ingredients in Europe, which has no trade barriers to specialty ingredients.

“Every shipment going back that direction has a special message to it,” Seaberg said.

A plant the company bought in Kansas City, Kan., to make specialty ingredients had 15 workers a year ago. It soon will have 50. The company is spending $4.5 million to expand the plant to meet growing demand.

Seaberg and other executives never doubted that MGP could make the transformation, but it was only in the last fiscal quarter that it had financial results that indicated it had turned the corner.

The company had net income of about $2.5 million for its first quarter, which ended Sept. 30, though that was pumped up by $5.7 million in insurance proceeds covering part of the business lost when its distillery blew up in 2002. But nearly doubling sales of specialty ingredients, to $16.8 million from $8.6 million in the quarter a year ago, excited executives most.

Total ingredient sales were $21.9 million in the quarter, up from $13 million in the same quarter a year ago. Growth in sales of specialty ingredients offset lower sales of MGP's commodity ingredients.

Executives said that while most institutional shareholders bought into the board's vision, the results offer tangible evidence that their ongoing investments were not misplaced.

“Now we are showing earnings from these specialty ingredients,” Seaberg said. “We now have proof and a scorecard in earnings, and it shows the strategy working.”

Wall Street is taking notice of the low-profile company. The company's stock went up 102 percent in 2003, closing the year at $15.75.

Moreover, the stock surged 28 percent last week after a mention on a segment on “Wall Street Week With Fortune.” Harry Balzer, of the NPD Research Group, mentioned MGP as among food companies that should be benefit from emerging changes in U.S. dietary trends.

The company's stock closed Friday at $21.48 after hitting a 52-week high of $22.14 midweek.

“We have solid momentum going in all three value-added areas,” said Mike Trautschold, executive vice president of marketing and sales.

Trautschold, who has a background in the food business with ConAgra and others, was hired by MGP in 2000 to help the company find new markets and sell to them.

Conservative fiscal policies and a strong cash position going into the transition period helped MGP. But the company also benefited from a federal law that provides protection to industries that are harmed by trade treaties.

Originally, trade protections against European gluten were put in place to give American producers an “adjustment period” to find ways to compete. Seaberg said that when the EU found ways to circumvent those protections, selling through Canada and Poland, the government dropped the protections and provided the industry $40 million over two years.

MGP got $26 million of that money. It helped MGP underwrite the purchase of new equipment, research and marketing to make the change in the short period the company thought it had.

The company started by marketing itself to food customers it already served. Executives acknowledge that the company also caught a few breaks along the way.

Two of its new ingredients are being used to make higher-protein, lower-carbohydrate foods, helping the baking and pasta industries deal with being dropped like a hot potato since the ascension of the Atkins diet.

“That is a home run for us right now,” Trautschold said.

Wheatex can be a meat extender or used as a protein in vegetarian meals. Indeed, company officials acknowledge that it might benefit from concerns over mad cow disease.

In some cases, customers have found MGP.

When Joe and Judy Roetheli were looking for a company to help them create a chew that would clean teeth and freshen doggy breath, they sought out MGP. Joe Roetheli knew the company from when he had worked for the U.S. Department of Agriculture.

“They were very helpful in us getting started,” said Roetheli, one of the owners of S&M NuTec in North Kansas City.

Out of that collaboration came Greenies dog chews, which are now found in Petco and PetsMart stores, as well as others.

“They still provide the resin we use for Greenies,” Roetheli said. “I think it has grown to be a reasonable kind of business for them. We have probably sold 120 million Greenies.”

Providing the base ingredient for Greenies has become a good business for them, Trautschold said.

That kind of success also has provided some credibility with the research and development departments of customers and potential customers.

“They are more willing to share with us what their problems are, their next opportunity, so it is a little easier for us to understand in what the next generation of products should be, what we should be focused on,” Trautschold said.

Dog chews also gave MGP some credibility on Wall Street.

“We were at a meeting with one of our institutional investors and he pulled out one of these Greenies and asked if we were familiar with the product,” said Steve Pickman, vice president for corporate communications and marketing. “He said it was the only dog chew his wife would let him buy for their dog. We just busted out laughing.”

But it has not been all chuckles along the way.

In September 2002, the company was expanding its Kansas City, Kan., plant and a month away from changing its name to MGP Ingredients and launching a re-branding program. Then there was an explosion at the Atchison distillery. No one was injured, but the company had to deal with the mess without derailing its efforts to remake itself.

Even in this situation executives sought to take advantage of an unfortunate turn of events. The replacement refinery has been designed to help customers, particularly its beverage alcohol customers, create specialty products.

“It is much less of a commodity. The rebuild will let us help our customers that are looking for tailor-made or proprietary types of formulations,” Trautschold said. “Even in our alcohol business we are trying to be specialty and premium oriented.”

When executives were contemplating MGP's future, there were those in the company that had suggested MGP give up its gluten business and concentrate on its ethanol business.

Trautschold and Pickman credit Seaberg, his father-in-law and chairman, Cloud L. Cray, and the board with deciding against that route. The more difficult route that they took not only preserved jobs but also expanded the company.

“Ethanol is in the news. It is a viable industry, but it is not a very people-intensive industry,” Trautschold said. “Ladd and the board are very interested in preserving jobs in our communities.”

The company, which also has facilities in Pekin, Ill., will have grown to about 475 workers in the next few weeks, up 30 positions from two years ago.

Pickman said the decision not to fall back on ethanol also shows management is looking out for shareholders.

“If we had taken an ethanol route, we would have entrenched ourselves more in the commodities business, which, as you know, is not that attractive to the investment community,” Pickman said. “This gave stockholders more excitement.”

It has also provided accomplishment and a sense of opportunity throughout the company, Pickman said.

“This is the most exciting time we can conceive,” Seaberg said.

While the transformation is taking hold, Trautschold reminds employees that it is just the first leg of the race.

“One of the things in turning the corner is our job is never done because today's home run is tomorrow's yesterday's news.”

To reach Eric Palmer, call

(816) 234-4335 or send e-mail to

epalmer~kcstar.com.
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