Terence breezeway

MINICASE Terence Breezeway, the CEO of Prairie Home Stores, wondered asked him to take responsibility for managing the company. Now it Prairie Home was still just a family company. Itsco Mr. Breezeway was proud of this record, although he ike. It was almost 20 years to the day that Prairie Home could have grown more rapidly. Wie since his uncle Jacob Breezeway, Prairie Home's founder, had up several opportunities to build new stores in adjacert was time to spend more time riding and fishing on the old Lazy was distributed among 15 grandchildren and nephews of Beta Ranch. Breezeway, most of whom had come to depend on generous gl had redace y constraied Under Mr. Breezeway's leadership, Prairie Home had grown dividends. The commitment to high dividend payoutd slowly but steadily and was solidly profitable. (Table 7.6 shows earnings, dividends, and book asset values for the last 5 years.) fost of the company's supermarkets had been modernized, and its the earnings available for reinvestment and thereb growth. Mr. Breezeway believed the time had come to take Praire Home public. Once its shares were traded in the public market, te brand name was well known. 20 The company traditionally paid out cash dividends equal to 10% o start-of-period book value. See Tablets