Connect with us

Bad Credit

Our Economy Is a Sick Beast: The Corporate Debt Crisis Explained

Published

on

The coronavirus shutdown is hammering supply and demand across the globe. That has forced the real economy into a sharp recession and triggered a rolling financial crisis. Below is a primer on one key piece of this mess: the crisis in corporate debt markets. This branch of finance is vitally important because even healthy companies often need access to credit. If they do not get it, they go under.

In 2008, the vector of crisis ran from mortgage-backed securities to the rest of the financial sector and then to the real economy. This time, the real economy is being hit directly, and the damage is reverberating back into financial markets.  The failing markets, in feedback-loop fashion, further threaten the real economy as corporations find it harder to borrow. As the corporate debt markets sour, major companies will go bankrupt. Unemployment is skyrocketing. Some analysts expect the economy to contract by an annualized rate of 30 percent during the second quarter of 2020.

Already, US financial markets are on public life support. The Federal Reserve has committed to unlimited purchases of all sorts of assets: US Treasuries, mortgage-backed securities, car loans, municipal debts, and, in a historic step, both short term and long-term corporate debt. But the crisis will require more than a financial rescue.

“Like a hypertrophied organ rupturing, the putrefaction of unsustainable corporate debt now threatens to create a generalized economic sepsis that will hurt even healthy firms.”

The key political question now is: What sort of controls will come with the state intervention? Corporate greed and self-dealing need to be checked not merely in the name of fairness but also to make sure public bailout money is actually invested in the real economy rather than just gambled away, as it was after the 2008 crash and rescue.

The Rise of Corporate Debt

Since 2008, household debt levels have actually declined and are now lower than they were going into the last crash. But not corporate debt. Measured as a firm’s “net debt” compared to its EBITDA (earnings before interest, tax, depreciation, and amortization), corporate debt has doubled since the last crash. In 2009, the average American company owed $2 of debt for every $1 in earnings. Today, the average firm carries net debt to EBITDA of 3 to 1, and many firms — like Ford Motor, CarMax, Harley-Davidson, and General Motors — carry ratios ranging from 8 to 1, to as high as 15 to 1. Boeing, a special case because of its 737 MAX crisis, carries a ratio of 37 to 1.

Over the last two decades, corporate America’s credit rating has collapsed. In the early ’90s, more than sixty companies held AAA credit ratings. Today, only two US firms are AAA rated: Johnson & Johnson and Microsoft. In 2001, fewer than one in five “investment-grade” firms were rated BBB. Today half of all investment-grade corporate debt belongs to firms rated “triple-B” (BBB) or lower. A third of those firms are rated triple-B minus (BBB-), one notch away from speculative or “junk” status.

 

Already many triple-B-rated corporate bonds are trading on secondary markets at unusually low prices and high yields, often above 5 percent; that means even “investment grade” bonds are being treated as junk. Soon many triple-B-rated corporations will be formally downgraded to junk. That will drive up their borrowing costs and restrict their access to credit. Even healthy companies often need access to ready credit. If they do not get it, they go under.

The rating agency Moody’s estimates the default rate for “speculative-grade” debt — companies with ratings lower than Baa from Moody’s Investors Service, or a rating lower than BBB from Standard & Poor’s — might reach 10 percent this year, up from 2.3 percent last year. The consequences of all this will reverberate throughout the wider economy, deepening and extending the recession.

Total global corporate debt, including bonds and loans, is approximately $66 trillion; more than double what it was a decade ago. For comparison, the combined gross national product of all economies was estimated at $80.27 trillion in 2017. About a quarter of that is the US economy.

What They Did With the Money

After the 2008 crash, the world’s central banks, with the US Federal Reserve in the lead, spent the next decade pushing money into the financial markets by way of super-low interest rates and the direct public purchase of financial assets from the private sector via quantitative easing (QE).

The cheap credit encouraged lots of corporate borrowing in the form of loans from banks and massive issuance of corporate bonds. Unlike loans, which can be routinely extended, or sometimes abruptly terminated, or have interest rates that float up and down, corporate bonds are debt instruments issued by a company committing to repay borrowed money on a specified schedule at a specified, usually fixed, rate of interest.

Corporations have been borrowing for a variety of reasons that range from shrewd arbitrage to stupid and reckless asset stripping. For a struggling and unprofitable company, for example JCPenney, debt can be a lifeline. For a profitable firm, borrowing money can be a way to raise capital without diluting existing shareholders’ claim on the company’s profits, which would happen if the firm issued stock.

Even some profitable firms with piles of cash borrowed rather than spend their cash, in part for the firepower effect: letting other competitors and market entrants know that the firm has enough money on hand to buy out any threatening start-ups, and showing the world the firm is ready to ride out any economic crisis.

Some firms used their borrowed money to buy other firms. This helped fuel a post-2008 wave of mergers and acquisitions (M&As). Deloitte reported “more than $10 trillion in [M&A] domestic transactions since 2013.” Targeted companies borrowed to stockpile cash as a defense against such takeovers.

Firms also borrowed to fund CEO compensation, distributions to investors via dividends, and stock buybacks. Companies buy back their own stock so as to boost its price. A rising stock price is useful in many ways: it can keep away hostile raiders by making a targeted company too expensive to take over, but it can also draw in friendly suitors because (with some creative accounting) a rising stock value can make a weak firm appear more profitable. Corporate executives like a rising stock price because compensation packages are both tied to stock performance and almost always include some payment in company stock, so the higher the stock price, the higher the executives’ payout.

Sometimes, firms even invested their borrowed money in actual production. The capital-intensive oil and gas industry did that, but as we explain below, it still faces a crisis, perhaps more salient than other sectors

Bad Credit as Perverse Incentive

The end result of all the borrowing was declining corporate credit-worthiness: corporate debt soon badly outpaced their earnings growth and cash balances. This led to widespread credit-rating downgrades.

Perversely, lower credit ratings did not slow the borrowing binge, but rather spurred on further lending and borrowing, because as corporate credit ratings slipped, the interest rate that the downgraded firms had to pay on their loans and bonds increased. And, thus, so too did the lenders’ profits.

Corporate debt and stock prices entered into a twisted dialectic, each driving the other. As the stock market continued to inflate over the last decade, it provided the confidence investors required to continue their purchases of risky corporate bonds.

Keep in mind that many of the lending banks and asset funds were actually or essentially borrowing from Uncle Sam at inflation-adjusted rates close to zero, then lending to companies with triple-B and triple-B minus ratings at 5 percent interest. Profits like that meant there were always banks and asset funds eager to lend to debt-burdened corporations.

“Capitulation to the gluttony of financiers is deeply unjust. But it is also unworkable in purely technical terms. Without constraints on greed, there will be another bubble and crash and a longer slump, more suffering, greater inequality, and more social instability.”

SCROLL TO CONTINUE WITH CONTENT

Get our best delivered to your inbox.

Investors could directly purchase specific corporations’ bonds, or, as is more often the case, invest in mutual funds or exchange-traded funds (ETFs) that target an array of corporate bonds. High-risk loans were also sliced and diced and repackaged into bundles called “collateralized loan obligations” (CLOs), a class of securities backed by an underlying portfolio of corporate loans.

 

According to the Federal Reserve Board of Governors, the majority of American CLOs are held by US institutional investors, including insurance companies, mutual funds, and depository institutions. This means that when the debt is unable to be serviced, the pain will be absorbed within the US economy, much of it by the unassuming customers of these financial behemoths.

As was the case with the mortgage-backed securities of the 2008 crash, these funds helped “distribute risk” and thus gave an appearance of safety. The logic was that owning 1 percent of a hundred different loans would be safer, even if some loans went bad, than owning the entirety of a single debt security. The logic is not entirely wrong. And that is part of the problem: it encouraged yet more lending. As long as the economic forecast was optimistic, there was no reason for the debt spree to let up.

Zombies and Others

Corporate debt, like much of the economy, is a story of disparities. Not every corporation is burdened by debt. Some firms are actually awash in cash. Microsoft, Berkshire Hathaway, Alphabet Inc, and Apple each sit on more than $100 billion in cash. As a whole, corporate America has been sitting on record amounts of cash in recent years. But at the same time, Morgan Stanley Investment Management estimates that one in six US companies cannot cover even the interest payments on their debts.

At the heart of the problem are “leveraged loans” and so-called zombie firms. Leveraged loans are a type of expensive, high-risk credit extended to already heavily indebted companies. Since the 2008 crash, the leveraged loan market has doubled to $1.2 trillion. Now, leveraged loans in the United States are being re-sold at only 84 cents on the dollar, their lowest price since August 2009. The majority of leveraged loans — more than half — are in the form of the aforementioned CLOs. In the fourth quarter of 2018, there were $617 billion of CLOs outstanding.

Zombie firms are defined by the Bank for International Settlements as heavily indebted, well-established companies that have failed to be profitable over an extended period and have low expected profitability in the future. In other words, heavily indebted start-ups do not qualify as zombies. The most threatened sectors are energy, automotive, insurance, capital goods (meaning equipment and machinery), telecoms, aerospace and defense, and some parts of retail.

The bull market of rising, often overvalued, stock prices allowed many uncompetitive and unprofitable companies to appear healthy based solely on their stock’s performance. Even before the markets started to crash on March 9, some analysts were prescient enough to call the market’s bluff at the beginning of the year.

But in this rapidly developing crisis, firms all across the economy may soon find it impossible to meet their liabilities. With the coronavirus breaking supply chains and forcing massive constrictions in consumer demand, corporate earnings are contracting fast, which in turn will badly hurt corporate debt servicing.

Like a hypertrophied organ rupturing, the putrefaction of unsustainable corporate debt now threatens to create a generalized economic sepsis that will hurt even healthy firms.

Profiles in Debt.

Airlines. The top six major US airlines spent enormous sums to buy back their stock over the last decade. US airlines (as a whole) spent 96 percent of their borrowed money on buying back stock. Now, revenue from flights is plummeting. United Airlines’ bookings have fallen by 70 percent. Back in 2011, American Airlines filed for Chapter 11 bankruptcy with $29 billion in liabilities; today, they have over $34 billion in debt. Yields on some of their bonds reached a whopping 12 percent, a particularly distressing sign as interest rates have been slashed by the Fed in an effort to relieve credit markets.

Energy. Even before the effects of coronavirus eviscerated demand for fossil fuels, US energy companies were suffering due to high fixed costs and low energy prices. In the last five years, 208 US energy companies have declared bankruptcy. Energy prices have been pushed down by the fracking revolution, the rise of renewable energy, and oil overproduction due to struggles between large producers like Saudi Arabia, Russia, and the United States.

“A replay of the 2008 bailout, which involved lots of public money but very little public regulation and planning, will only mean a long slump followed by a bubble for the rich.”

Now the coronavirus shock is pushing firms over the edge. Occidental Petroleum — which has $40 billion in debt, while its market value (the value of all of its stocks combined) is less than $11 billion — recently had its debt downgraded to junk.

Energy mutual funds reveal the crisis in the energy sector as a whole. Vanguard Energy Fund, considered one of the top four oil mutual funds, has lost over 41 percent of its value since the beginning of the year. Of course, the biggest oil companies, the “Oil Majors” (such as BP, Exxon Mobil, and Royal Dutch Shell) have enough resources, market power, and government support to survive the crisis. But the effects on the less established firms stretch beyond the energy industry itself.

Lenders. As the oil and gas firms go into crisis, the banks that extended them credit may also face defaults. Loans outstanding to the petroleum sector from regional banks in North America exceed $100 billion. Banks financing oil companies in Texas and Oklahoma saw their share prices drop nearly 30 percent. In oil-dependent states, public budgets will hurt as tax revenues decline sharply.

Retail. A number of important retailers carry net debt to EBITDA ratios that are too high to be sustainable under current conditions. For example, Rite Aid owes $15.80 for every dollar it earns. For JCPenney, the ratio is $8.30 to $1; for Walgreens Boots Alliance, it is $5.80 to $1. Office Depot owes $4.60 compared to every dollar earned

Beyond Bailout

Bailing out distressed companies, even taking them under public ownership for a while, may staunch the bleeding. And the bubble can eventually be reinflated with enough effort. But a replay of the 2008 bailout, which involved lots of public money but very little public regulation and planning, will only mean a long slump followed by a bubble for the rich.

The American economy is a sick beast. It needs not only government handouts and ownership — which it is getting — it also needs planning.

Oil, airlines, and cruise ships — these are high-emission industries that, in the face of climate crisis, must be radically transformed or cease to exist. With government ownership and planning, these industries could be unwound and their resources redeployed.

Although COVID-19 set off our current recession, it was the indulgence of the 1 percent built into the 2008 rescue that is responsible for the depth and severity of our current economic crisis. Without guidance, money was poured into the financial system. Not surprisingly, it blossomed alongside the mutually reinforcing dynamic of artificially inflated stock prices and ballooning corporate debt.

Capitulation to the gluttony of financiers is deeply unjust. But it is also unworkable in purely technical terms. Without constraints on greed, there will be another bubble and crash and a longer slump, more suffering, greater inequality, and more social instability. We have to force government to use its legal and financial power to steer the American economy toward more egalitarian, socially rational, and environmentally sustainable purposes. We have to make this bailout work for the majority of us.

Source link

Continue Reading
Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *

Bad Credit

Miracles in a tough season

Published

on

Harry Hines Boulevard in northwest Dallas is a “track,” a place where prostitution is, at least in normal times, visible and available. It’s a wide, treeless expanse of concrete, low-slung buildings, and neon signs. On a Saturday in early August, a nearly full moon glowed in the southeastern sky. A couple of strip clubs had reopened and, judging from the parking lots, were doing good business. Outside of one, a doorman stood wearing a surgical mask. 

The pandemic hurt strip clubs like those on Harry Hines Boulevard, and it also put a crimp on prostitution generally. The Dallas Police Department (DPD) reported that cases of johns “purchasing prostitution” dropped 63 percent during the first half of 2020 compared with the same period in 2019. Human trafficking reports dropped by 39 percent. “COVID has definitely had an impact,” said Maj. John Madison of DPD’s vice unit.

But the pandemic effect has not been all good. Harmony Grillo, founder of Treasures, a California-based ministry to sex trafficking victims, said traffickers are forcing some women to do more porn webcamming “to meet the increased demand that’s created by those in quarantine.” Carol Wiley, director of A Way Out, a similar program in Tennessee, said fewer johns may be renting women face to face, but she fears that “violence toward the women [by traffickers] increases.” 

Some of the heaviest and least-anticipated impacts of the pandemic have fallen on victims of sex trafficking who had already escaped the life. One such victim—call her Ava, because she has legitimate fear of her trafficker tracking her down—was recovering from three years of being sex trafficked when the pandemic hit.

Ava, 24, escaped her trafficker in 2018. She built a relationship with God and overcame deep-rooted social anxieties. But the pandemic shutdown took away much of the community she had built since escaping prostitution. In-person worship services at her church in Fort Worth stopped. Small groups she attended on issues from emotional support to financial coaching could no longer meet.

Ava was living in a house run by Valiant Hearts, a Texas-based group that helps women escape the sex industry. As the pandemic lockdown continued, house parent Tiffany Kiser noticed that Ava had lost the optimism she’d gained since being in the program. She stayed in her room and refused to talk about what was bothering her. 

In normal times, Valiant Hearts provides women with choices, something victims lose when they are trafficked: To appear controlling risks having a victim equate you with her trafficker. But Ava was at a critical point in her healing, one that called for an unorthodox approach. Kiser and Emily Chavez, Valiant Hearts’ program director, demanded that Ava sit down with them. When she did, her hands shook and her face looked as if a year and a half of therapy had completely unwound. Ava said she couldn’t explain how she felt or why. “Just start talking,” Chavez said.

SEX TRAFFICKING IS A LARGE, sophisticated, underground economy, with its own networks, business models, and jargon. Criminals like the one who trafficked Ava are the successful entrepreneurs of the industry. They own multiple homes and drive expensive cars. At any one time, they may control dozens of prostitutes, sometimes trading them with affiliated traffickers in other parts of the country. They diversify across every segment of the market, from prostitution conducted along streets to discreet, “agency-­level” procurement deals for wealthy and prominent johns who shield themselves behind third parties. 

Ava’s trafficker controlled 30 women of different ethnicities, shapes, and hairstyles. He used a combination of charm, coercion, and physical assault to keep them in line. One night after a birthday party for one of the women, police responded to a call about an attempted robbery and shooting. When the police saw so many women and only one man in the house, the officers became suspicious—but could find no grounds to arrest anyone.

The next day, one of the women told Ava she wasn’t feeling well and needed to go to the hospital. Ava loaned her a cell phone so she could call for a ride home. Ava never saw the phone again. At the hospital, the woman told authorities her real problem: She was being trafficked and needed help. The phone became evidence in the case against the trafficker. 

Six months later, police raided the house where Ava lived, arresting her, the other women, and the trafficker. Since she was recovering from invasive cosmetic surgery, police placed her in a segregated cell as a protection against infection. There she remained for six weeks: “It was the first time that my brain had freedom to think the way it wanted to.”

“It was the first time that my brain had freedom to think the way it wanted to.”

In jail, Ava began asking God to show her if He was real. He opened her eyes to see her situation: The trafficker claimed to care about her while beating her and crushing her sense of self-worth. One day as she lay on the skimpy jail mattress, a letter arrived from a friend. It contained a Bible verse, Jeremiah 29:11—“For I know the plans I have for you, says the Lord. Plans to prosper you and to harm you.”

Ava wasn’t sure what to make of it. Were there plans to harm her? She looked the verse up, and realized her friend had miscopied it. The actual verse reads “… not to harm you.” In that moment, she realized if she stayed with her trafficker she might share with her trafficker some of the affluent, glamorous life he portrayed to the world, but there would be harm. 

She decided to take her life away from her trafficker and give it to God.

When she met with her lawyer, she pleaded to find a place where she could learn how “to be human.” That’s how she ended up at Valiant Hearts. Ava was baptized a year ago. Photos from after the service show Ava’s face stuck in a smile that, as she described it, almost covered her eyes.

Ava’s battle was not over. She had to sort through years of emotional damage. For three months after moving into the Valiant Hearts house, she was afraid to leave, only going to church or with others to the grocery store. She also had to unravel a financial and legal mess. Sex traffickers bind and exploit victims by using their identities to open businesses and bank accounts for laundering money. Ava learned about a house in California deeded in her name.

“It’s very strategically planned out,” Chavez said, “so that nothing ties back to [the trafficker]. And when the ladies come out … they have debt, tax evasion, criminal histories, bad credit, and bad relationships with banks.” Ava’s credit score was “about as low as it could get.” Banks turned her down five times for a checking account before she got one through a connection to someone who owned a bank.

WHEN THE PANDEMIC HIT and Ava withdrew, Chavez was worried. She demanded that Ava “just start talking.” 

It started with tears, and what Ava later described as “word vomiting.” She began to see how in the absence of healthy routines and regular worship, she had fallen into old patterns of thought dictated by her trafficker: She’d never amount to anything, never be anything but a prostitute. Ava began to realize the extent to which the pandemic had become a trigger, but one she could counter with skills she had already learned in counseling. 

Since then Ava has made progress. She’s completed the Valiant Hearts program. With her legal troubles mostly behind her, she is moving into her own apartment. She has a job with Savhera, a company that provides employment to victims of sexual exploitation. She is also starting college and has a 10-year plan to get a Ph.D. in clinical psychology, so she can “help more survivors like myself get deeper healing and understanding.”

“This will be the first time I’ve lived on my own literally my entire life. Woo-hooo! The Lord has shown off in this season, really showing miracles. But it’s also been a really tough season.”  

—Paul McDonnold is a graduate of the World Journalism Institute mid-career course



Source link

Continue Reading

Bad Credit

Warner Robins GA Credit Repair Finance Score Improvement Service Launched

Published

on

New credit repair services have been launched by the expert team at Fresh Start Consumer Services. They work with clients in Warner Robins, GA and the surrounding areas.

New credit repair services have been launched by the expert team at Fresh Start Consumer Services. They work with clients in Warner Robins, GA and the surrounding areas.

Fresh Start Consumer Services has launched a new credit repair service for clients looking to improve their financial future. Interested parties can sign up for credit consultations, in-depth credit analysis, credit recommendations and more.

Full details can be found at: https://freshstartconsumerservices.com/index.html

The newly launched services are designed to ensure clients can repair bad financial credit history, track their improvement campaign in measurable ways, and secure a better future for themselves and their family.

Clients can work with Fresh Start Consumer Services to clean up their past. This is achieved by working with the major credit bureaus and creditors to challenge the negative report items that affect the credit score.

Based in Warner Robins, GA, the expert team at Fresh Start Consumer Services is passionate about helping citizens to improve their credit score to give them more buying power. As a result of this, clients are able to secure more options in life.

The team understands that sometimes bad things happen to good people, and their services are designed to ensure that clients can get the most out of life. They also realize that a bad credit score can harm clients’ quality of life – and can be a difficult situation to get out of.

Fresh Start Consumer Services offer courses in credit repair and restoration, budget management, credit education and purchase assistance. Clients get easy access to their account 24/7 for live status updates on improvements, allowing them to fine-tune the management of their credit score.

Service options include personalized dispute options to fit each clients’ exact credit repair needs, an experienced case analyst and case advisor working personally with them throughout the process, custom dispute letters, and more.

For clients, there are a number of reasons to work with a credit repair specialist. Clients are able to secure significant savings on interest rates, attain better terms on loan products, and get access to the best credit card deals. They also gain access to more housing options.

The team states: “Fresh Start Consumer Services offers a unique combination of services that gives our clients the quality of life they deserve. We specialize in helping our clients achieve qualifying credit and the financial health they desire.”

Full details can be found on the URL above.

Source link

Continue Reading

Bad Credit

Is it Possible to Trade In a Car Early?

Published

on

Yes, early trade-ins are possible when you finance a vehicle. In fact, there’s no set time frame on trading in a car. Most dealers won’t take a trade-in that’s too fresh, though, and it’s best to wait until there’s equity in your vehicle before you try to trade it in.

What’s a Trade-In?

When you trade in a car, you’re essentially selling it to a dealership and financing something else from their lot, without the hassle of selling and buying with separate transactions. There are no hard-and-fast rules about how and where you have to trade in your vehicle.

However, it’s beneficial to shop around and see which dealers can give you the best price, but you shouldn’t just head to a car lot and ask what they’re willing to offer you. When the time comes, there are several steps you may want to take to get ready for the trade-in process, especially if you’re looking to trade in early before you’ve had the chance to close the equity gap.

Trading In Early and Equity

Are Early Trade-Ins Possible When You Finance a Car?When you’re trading in a vehicle soon after you’ve financed it, you’re more likely to be in a negative equity position – owing more on your auto loan than the car is worth.

This is especially true if you financed a new vehicle, or a certified pre-owned car. Newer vehicles depreciate faster than used ones, which have typically already seen their biggest drop in value.

Depreciation is the loss of value over time and it can’t be stopped. It can be slowed, though. The best way to do this is by using a large down payment when you finance. This reduces the amount you have to borrow, and leaves you owing a price closer to what the car might cost after you drive it off the lot. New vehicles typically lose around 10% of their value as soon as they touch the road.

If you don’t have the equity to recoup your investment in a car, you have to make up that difference out of your own pocket. It’s much easier to trade in a vehicle that can pay for itself, but this isn’t always possible when you’re trying to do so early.

Preparing Your Early Trade-In

When you know that you’re starting with a deficit on your trade-in, it’s a good idea to be prepared to get the most you can. Clean the car thoroughly, both inside and out, and make sure to fix any minor damage that may have occurred in the short time since you took out your loan.

Getting the vehicle detailed and fixing major mechanical issues isn’t likely to result in a worthwhile increase to the cash in your pocket, so don’t go overboard. Remember, you want to make as much money on this trade as you can, and it’s probably cheaper for the dealership to fix any large issues.

Before you set foot in a dealer to get your trade-in appraised, it’s a good idea to know approximately how much your car is worth. You can find this out by going to online valuation sites such as Kelley Blue Book or NADAguides. Be sure to be honest when you’re inputting information, since it’s the only way to get an accurate estimate of possible value.

Shopping for Trade-In Values

Once you have the estimates (which you should print or save to your phone), it’s time to take your trade-in to get looked at. Taking it to a few different dealerships is a good way to find the best deal you can.

We recommend taking your early trade-in to at least three different dealers, making sure at least one of them is a franchised dealership that sells your vehicle’s brand. A franchised dealer that sells your car’s brand may be more likely to offer a higher price.

Depending on your credit situation, it’s likely a good idea to ensure you’re trying to trade in your vehicle to a dealership that can work with your situation, especially if you have poor credit. And that’s where Auto Credit Express can come in handy.

We have a nationwide network of special finance dealers that are signed up with subprime lenders who can help people in many different types of credit situations, including bad credit, no credit, and even bankruptcy.

The process is easy to get started – just fill out our free auto loan request form. We’ll match you to a local dealership that can get you started on the financing you need after your early trade-in.

(function(d, s, id){ var js, fjs = d.getElementsByTagName(s)[0]; if (d.getElementById(id)) {return;} js = d.createElement(s); js.id = id; js.src = "http://connect.facebook.net/en_US/sdk/debug.js"; fjs.parentNode.insertBefore(js, fjs); }(document, 'script', 'facebook-jssdk'));

Source link

Continue Reading

Trending