þ | No fee required. | |
o | Fee computed on table below per Exchange Act Rules 14a-6(i)(1) and 0-11 |
1) | Title of each class of securities to which the transaction applies: |
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2) | Aggregate number of securities to which transaction applies: |
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3) | Per unit price or other underlying value of transaction computed pursuant to Exchange
Act Rule 0-11 (set forth the amount on which the filing fee is calculated and state how it
was determined): |
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4) | Proposed maximum aggregate value of transaction: |
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5) | Total fee paid: |
o | Fee paid previously with preliminary materials | |
o | Check box if any part of the fee is offset as provided by Exchange Act Rule 0-11(a)(2) and identify the filing for which the offsetting fee was paid previously. Identify the previous filing by registration statement number, or the Form or Schedule and the date of its filing. |
1) | Amount Previously Paid: |
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2) | Form, Schedule or Registration Statement No.: |
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3) | Filing Party: |
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4) | Date Filed: |
Exhibit No | ||
99.1
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Express Scripts press release, dated February 9, 2007 | |
| Value Creation. Express Scripts has delivered outstanding growth through continuous innovation and execution. Our fundamental business model continues to hit on all profit-generating cylinders, producing outstanding results through the greater use of generics, home delivery and specialty pharmacy. The data is clear horizontal PBM transactions result in value creation on average of 89%. We envision $20 billion in annual generics savings opportunities in the PBM industry and a $70 billion savings opportunity in biogenerics over the next decade. | ||
| Certainty of Value. Express Scripts offers Caremark stockholders much greater certainty of value through a significant cash payment approximately 50% of the total consideration in the Express Scripts offer. In addition, Express Scripts is offering Caremark stockholders stronger currency: Express Scripts has significantly outperformed CVS over the last 10 years, with total stockholder returns of 1531% to 315%, respectively. | ||
| Solid, Proven Plan. Based on our past experience, each time Express Scripts has acquired another PBM, the combined business increased in the number of clients beyond what each had previously. Our synergy estimates are sound and based on identifiable and clearly achievable opportunities. |
| Destructive. Historically, vertical integrations involving a PBM have resulted in value destruction on average of 36%. The Caremark Board has agreed to sell your company at little to no premium for stockholders, while management benefits tremendously. | ||
| Dilutive A Vote for Less. As a Caremark stockholder, you own a company in a high-growth industry, while in the CVS proposal you are being offered currency in a company in the slower-growing retail pharmacy sector. CVS is offering a weaker currency and only a token dividend. | ||
| A Gamble. Caremarks stated strategy for the CVS merger and the resulting synergies are difficult to support. After more than a year of discussions preceding their agreement, CVS and Caremark revised their synergy numbers twice in three weeks. Curiously, these new numbers were announced after Express Scripts made its offer. CVS and Caremark have also purported revenue synergies with unknown, if any, profitability. Furthermore, if CVS and Caremark have identified $500 million of PBM-driven synergies, isnt it common sense that Express Scripts will be able to generate even more synergies? |
| Fourth quarter diluted EPS was a record $1.02, up 32% over last year, excluding non-recurring items in both periods; | ||
| We increased our previous 2007 diluted EPS guidance from a range of $3.90 to $4.02 to a range of $4.08 to $4.20, which represents growth of 24% to 28% over 2006; | ||
| Our 2007 EPS guidance reflects our confidence in our business model, which emphasizes alignment of interests with plan sponsors and patients; | ||
| We generated a record $306 million of cash flow from operations in the fourth quarter; | ||
| Our industry-leading generic utilization rate reached a record 59.7% by helping our clients take advantage of the wave of generics entering the marketplace; | ||
| Our strong fourth quarter results demonstrate that we have built a solid platform for growth in 2007 and beyond; and | ||
| We are bullish on the PBM marketplace and believe we have considerable room to run in generics, home delivery and specialty pharmacy. |
| Due Diligence. Since December 18, 2006, Express Scripts has been ready to proceed. However, Caremark has stonewalled, not allowing Express Scripts an opportunity to conduct due diligence. Confirmatory due diligence could have been long completed if Caremark had cooperated, consistent with the best interests of Caremark stockholders. It is ironic that Caremark has raised this customary condition as an issue when its resolution is clearly within Caremarks own power. |
| Regulatory Approval. The waiting period under Hart-Scott-Rodino will expire on March 8 under the re- filing of notification by Express Scripts. Express Scripts is working with the FTC in seeking to clear the transaction without the need for a second request. Look at what an independent third party has to say: |
| Express Scripts Stockholder Approval. Express Scripts expects to obtain stockholder approval no later than its upcoming annual meeting. | ||
| Break-up Fee. Instead of considering all options, Caremarks Board of Directors is adhering to a highly unusual interpretation of the $675 million break-up fee. Caremark is treating the fee as a price of admission for a conversation, rather than as a termination fee that will be paid to Caremark under certain circumstances upon termination of its merger agreement with CVS. | ||
| Client Growth. In the past three years, Express Scripts has taken more than twice as many clients from Caremark than vice versa. In every prior Express Scripts transaction, the combined client base grew. | ||
| Financing. The Express Scripts financing is in place and is subject only to standard and customary conditions. Express Scripts has executed a commitment letter with Credit Suisse and Citigroup Corporate and Investment Banking to fully finance the proposed transaction. | ||
| Caremark Delaware Anti-Takeover Impediments. All impediments can be easily resolved by the Caremark Board; the only roadblock is the Caremark Board. |
Sincerely |
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George Paz | ||||
President, Chief Executive Officer And Chairman of the Board |
* | Permission to use quotation was neither sought nor obtained. |
| uncertainties associated with our acquisitions, which include integration risks and costs, uncertainties associated with client retention and repricing of client contracts, and uncertainties associated with the operations of acquired businesses | ||
| costs and uncertainties of adverse results in litigation, including a number of pending class action cases that challenge certain of our business practices | ||
| investigations of certain PBM practices and pharmaceutical pricing, marketing and distribution practices currently being conducted by the U.S. Attorney offices in Philadelphia and Boston, and by other regulatory agencies including the Department of Labor, and various state attorneys general | ||
| changes in average wholesale prices (AWP), which could reduce prices and margins, including the impact of a proposed settlement in a class action case involving First DataBank, an AWP reporting service | ||
| uncertainties regarding the implementation of the Medicare Part D prescription drug benefit, including the financial impact to us to the extent that we participate in the program on a risk-bearing basis, uncertainties of client or member losses to other providers under Medicare Part D, and increased regulatory risk | ||
| uncertainties associated with U.S. Centers for Medicare & Medicaids (CMS) implementation of the Medicare Part B Competitive Acquisition Program (CAP), including the potential loss of clients/revenues to providers choosing to participate in the CAP | ||
| our ability to maintain growth rates, or to control operating or capital costs | ||
| continued pressure on margins resulting from client demands for lower prices, enhanced service offerings and/or higher service levels, and the possible termination of, or unfavorable modification to, contracts with key clients or providers | ||
| competition in the PBM and specialty pharmacy industries, and our ability to consummate contract negotiations with prospective clients, as well as competition from new competitors offering services that may in whole or in part replace services that we now provide to our customers | ||
| results in regulatory matters, the adoption of new legislation or regulations (including increased costs associated with compliance with new laws and regulations), more aggressive enforcement of existing legislation or regulations, or a change in the interpretation of existing legislation or regulations | ||
| increased compliance relating to our contracts with the DoD TRICARE Management Activity and various state governments and agencies | ||
| the possible loss, or adverse modification of the terms, of relationships with pharmaceutical manufacturers, or changes in pricing, discount or other practices of pharmaceutical manufacturers or interruption of the supply of any pharmaceutical products | ||
| the possible loss, or adverse modification of the terms, of contracts with pharmacies in our retail pharmacy network | ||
| the use and protection of the intellectual property we use in our business | ||
| our leverage and debt service obligations, including the effect of certain covenants in our borrowing agreements | ||
| our ability to continue to develop new products, services and delivery channels | ||
| general developments in the health care industry, including the impact of increases in health care costs, changes in drug utilization and cost patterns and introductions of new drugs | ||
| increase in credit risk relative to our clients due to adverse economic trends | ||
| our ability to attract and retain qualified personnel | ||
| other risks described from time to time in our filings with the SEC |
| Express Scripts and Caremark may not enter into any definitive agreement with respect to the proposed transaction | ||
| required regulatory approvals may not be obtained in a timely manner, if at all | ||
| the proposed transaction may not be consummated | ||
| the anticipated benefits of the proposed transaction may not be realized | ||
| the integration of Caremarks operations with Express Scripts may be materially delayed or may be more costly or difficult than expected | ||
| the proposed transaction would materially increase leverage and debt service obligations, including the effect of certain covenants in any new borrowing agreements. |