Lockheed Martin 2011 Annual Report Download - page 34

Portfolio Shaping Activities
Overview
We continuously strive to strengthen our portfolio of products and services to meet the current and future needs of our
customers. We accomplish this in part by our independent research and development activities, and through acquisition,
divestiture, and internal realignment activities.
We selectively pursue the acquisition of businesses and investments that complement our current portfolio and allow
access to new customers or technologies. We have made a number of niche acquisitions of businesses and investments in
affiliates during the past several years. We also may explore the divestiture of businesses. In pursuing our business strategy,
we routinely conduct discussions, evaluate targets, and enter into agreements regarding possible acquisitions, divestitures,
joint ventures, and equity investments. As part of our business strategy, we seek to identify acquisition or investment
opportunities that will expand or complement our existing products and services, or customer base, at attractive valuations.
Acquisitions and Divestitures
We used $649 million in 2011 for acquisition activities, including the acquisition of businesses and investments in
affiliates. We have accounted for the acquisition of businesses under the acquisition method, which requires that all of the
assets acquired and liabilities assumed be measured and recorded at their acquisition-date fair values. Acquisitions in 2011
primarily include QTC Holdings Inc. (QTC), which provides outsourced medical evaluation services to the U.S.
Government, and Sim-Industries B.V., a commercial aviation simulation company. QTC is included within our IS&GS
business segment, and Sim-Industries B.V. is included within our Electronic Systems business segment. The results of
operations of these acquisitions have been included in the Statement of Earnings from the date of acquisition in the fourth
quarter.
During 2011, we committed to a plan to sell Savi Technology, Inc. (Savi), and we closed on the sale of Pacific
Architects and Engineers, Inc. (PAE). In 2010, we closed on the sale of Enterprise Integration Group (EIG). For additional
information, see Note 14 to the accompanying consolidated financial statements.
Results of Operations
Since our operating cycle is long-term and involves many types of design, development, and production (DD&P)
contracts with varying production delivery schedules, the results of operations of a particular year, or year-to-year
comparisons of recorded sales and profits, may not be indicative of future operating results. The following discussions of
comparative results among periods should be viewed in this context. All per share amounts cited in these discussions are
presented on a “per diluted share” basis from continuing operations, unless otherwise noted.
(In millions, except per share data) 2011 2010 2009
Operating Results (a)
Net sales $ 46,499 $ 45,671 $ 43,867
Cost of sales (42,795) (41,883) (39,720)
Operating profit 3,980 4,049 4,367
Interest expense (354) (345) (308)
Other non-operating income, net 574 123
Income tax expense (964) (1,164) (1,215)
Net earnings from continuing operations 2,667 2,614 2,967
Net earnings (loss) from discontinued operations (12) 264 6
Net earnings 2,655 2,878 2,973
Diluted Earnings Per Common Share (a)
Continuing operations $ 7.85 $ 7.10 $ 7.63
Discontinued operations (.04) .71 .01
Total $ 7.81 $ 7.81 $ 7.64
(a) The amounts in the above table reflect, as appropriate, the change in our accounting for services contracts with the U.S. Government
from the services accounting method to the percentage-of-completion method (Note 1) and the operating results of Savi as
discontinued operations (Note 14). All prior period amounts included in Management’s Discussion and Analysis of Financial
Condition and Results of Operations have been adjusted to reflect these changes.
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