I apologize for attempting to bring back the original post:
How many know what a 'sub-investment grade loan' is?
I had to look it up.
It's a loan given to creditor with a poor credit rating given by one or more agency's like Standard & Poor.
It's not really surprising that ACL has a poor credit rating given their latest accounts and their cash-flow problems the past year.
Sisu, being experts in loans are of course well aware of the financial situation in ACL and I believe they now sit back and monitor how ACL/Wasps will be doing the next couple of years. At present I fully understand why they do not want to get into part ownership of ACL.
CCFC is merely sustainable enough to be a mid-table league 1 club. Wasps is suffering heavy losses every year. ACL may just make a small profit with new sponsor agreements and two sports businesses there.
Will all three make a combined profit going forward? I am not so sure, and I think it's questionable if any profit will leave enough for both Wasps and ccfc to make significant investments.
One thing that strikes me is that there seem to be quite a few people who want Wasps to take over the club and at the same time they do not attend ccfc matches at the Ricoh. This is odd because ACL/Wasps need all the revenue they can get to become a profitable business ... and subsequently have the potential to buy out sisu.
NOPM not only hurts the club, it also hurts ACL.QUOTE=Godiva;853776]
Godiva, ACL has suffered 1 year of losses at about 400K and further Mr Fisher's comment do not stack up with the judicial review that stated , when ccc attempted to purchase the loan for 12m that "Therefore, despite the valuations of ACL’s interest in the Arena, the Bank continued to have confidence in ACL’s ability to service the full £15.5m loan on commercialterms, with repayments of £1.3m per year. "
in the JR review the Judge declared CCFC as balance sheet insolvent, based upon poor management. Please square that circle rather than hang on one of mr Fisher's many throw away lines.
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- SISU are acommercial organisation, committed (and entitled) to pursue their own commercialinterests. Until April 2012, ACL had been profitable: its balance sheet showed aprofit every year (see paragraph 13 above). On the other hand, the SISU companyCCFC had incurred substantial losses – regular losses of £4m-6m per year including,in 2011-12, a £5m loss on a turnover of £10m – and was clearly balance sheetinsolvent. It appears to be common ground that poor management greatly contributedto these commercial problems of CCFC. SISU invested about £40m in CCFC until2012, and, as I understand it, another approximately £10m from April 2012 untilCCFC’s demise.