business finance Instructor-Manual[1]

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Unformatted text preview: PART 1 Introduction to Managerial Finance CHAPTERS IN THIS PART 1 2 3 The Role and Environment of Managerial Finance Financial Statements and Analysis Cash Flow and Financial Planning INTEGRATIVE CASE 1: TRACK SOFTWARE, INC. CHAPTER 1 The Role and Environment of Managerial Finance INSTRUCTOR’S RESOURCES Overview This chapter introduces the student to the field of finance and explores career opportunities in both financial services and managerial finance. The three basic legal forms of business organization (sole proprietorship, partnership, and corporation) and their strengths and weaknesses are described, as well as the relationship between major parties in a corporation. The managerial finance function is defined and differentiated from economics and accounting. The chapter then summarizes the three key activities of the financial manager: financial analysis and planning, investment decisions, and financing decisions. A discussion of the financial manager's goals – maximizing shareholder wealth and preserving stakeholder wealth – and the role of ethics in meeting these goals is presented. The chapter includes discussion of the agency problem – the conflict that exists between managers and owners in a large corporation. Money and capital markets and their major components are introduced in this chapter. The final section covers a discussion of the impact of taxation on the firm's financial activities. PMF DISK This chapter's topics are not covered on the PMF Tutor, PMF Problem-Solver, or the PMF Templates. Study Guide The following Study Guide example is suggested for classroom presentation: Example 1 3 Topic Earnings per share Income tax calculation 3 Part 1 Introduction to Managerial Finance ANSWERS TO REVIEW QUESTIONS 1-1 Finance is the art and science of managing money. Finance affects all individuals, businesses, and governments in the process of the transfer of money through institutions, markets, and instruments. Financial services is the area of finance concerned with the design and delivery of advice and financial products to individuals, businesses, and government. Managerial finance encompasses the functions of budgeting, financial forecasting, credit administration, investment analysis, and funds procurement for the firm. Managerial finance is the management of the firm's funds within the firm. This field offers many career opportunities, including financial analyst, capital budgeting analyst, and cash manager (Note: Other answers possible). 1-3 Sole proprietorships are the most common form of business organization, while corporations are responsible for the majority of business receipts and profits. Corporations account for the majority of business receipts and profits because they receive certain tax advantages and can expand more easily due to access to capital markets. Stockholders are the true owners, through equity in common and preferred stock, of a corporation. They elect the board of directors, which has the ultimate authority to guide corporate affairs and set general policy. The board is usually composed of key corporate personnel and outside directors. The president (CEO) reports to the board. He or she is responsible for day-to-day operations and carrying out policies established by the board. The owners of the corporation do not have a direct relationship with management but give their input through the election of board members and voting on major charter issues. The owners of the firm are compensated through the receipt of cash dividends paid by the firm or by realizing capital gains through increases in the price of their common stock shares. The most popular form of limited liability organizations other than corporations are: Limited partnerships – A partnership with at least one general partner with unlimited liability and one or more limited partners that have limited liability. In return for the limited liability, the limited partners are prohibited from active management of the partnership. S corporation – If certain requirements are met, the S corporation can be taxed as a partnership but receive most of the benefits of the corporate form of organization. 1-2 1-4 1-5 4 Chapter 1 The Role and Environment of Managerial Finance Limited liability corporation (LLC) – This form of organization is like an S corporation in that it is taxed as a partnership but primarily functions like a corporation. The LLC differs from the S corporation in that it is allowed to own other corporations and be owned by other corporations, partnerships, and non-U.S. residents. Limited liability partnership (LLP) – A partnership form authorized by many states that gives the partners limited liability from the acts of other partners, but not from personal individual acts of malpractice. The LLP is taxed as a partnership. This form is most frequently used by legal and accounting professionals. These firms generally do not have large numbers of owners. Most typically have fewer than 100 owners. 1-6 Virtually every function within a firm is in some way connected with the receipt or disbursement of cash. The cash relationship may be associated with the generation of sales through the marketing department, the incurring of raw material costs through purchasing, or the earnings of production workers. Since finance deals primarily with management of cash for operation of the firm every person within the firm needs to be knowledgeable of finance to effectively work with employees of the financial departments. The treasurer or financial manager within the mature firm must make decisions with respect to handling financial planning, acquisition of fixed assets, obtaining funds to finance fixed assets, managing working capital needs, managing the pension fund, managing foreign exchange, and distribution of corporate earnings to owners. Finance is often considered a form of applied economics. Firms operate within the economy and must be aware of economic principles, changes in economic activity, and economic policy. Principles developed in economic theory are applied to specific areas in finance. From macroeconomics comes the institutional structure in which money and credit flows take place. From microeconomics, finance draws the primary principle used in financial management, marginal analysis. Since this analysis of marginal benefits and costs is a critical component of most financial decisions, the financial manager needs basic economic knowledge. a. Accountants operate on an accrual basis, recognizing revenues at the point of sale and expenses when incurred. The financial manager focuses on the actual inflows and outflows of cash, recognizing revenues when actually received and expenses when actually paid. b. The accountant primarily gathers and presents financial data; the financial manager devotes attention primarily to decision making through analysis of financial data. 5 1-7 1-8 1-9 Part 1 Introduction to Managerial Finance 1-10 The two key activities of the financial manager as related to the firm’s balance sheet are: (1) Making investment decisions: Determining both the most efficient level and the best mix of assets; and (2) Making financing decisions: Establishing and maintaining the proper mix of short- and long-term financing and raising needed financing in the most economical fashion. Making investment decisions concerns the left-hand side of the balance sheet (current and fixed assets). Making financing decisions deals with the right-hand side of the balance sheet (current liabilities, long-term debt, and stockholders' equity). 1-11 Profit maximization is not consistent with wealth maximization due to: (1) the timing of earnings per share, (2) earnings which do not represent cash flows available to stockholders, and (3) a failure to consider risk. Risk is the chance that actual outcomes may differ from expected outcomes. Financial managers must consider both risk and return because of their inverse effect on the share price of the firm. Increased risk may decrease the share price, while increased return may increase the share price. The goal of the firm, and therefore all managers, is to maximize shareholder wealth. This goal is measured by share price; an increasing price per share of common stock relative to the stock market as a whole indicates achievement of this goal. Mathematically, economic value added (EVA) is the after-tax operating profits a firm earns from an investment minus the cost of funds used to finance the investment. If the resulting value is positive (negative), shareholders wealth is increased (decreased) by the investment. EVA is used for determining if an existing or planned investment will result in an increase in shareholder wealth, and should thus be continued in order to fulfill the financial management function of maximizing shareholder wealth. In recent years the magnitude and severity of "white collar crime" has increased dramatically, with a corresponding emphasis on prosecution by government authorities. As a result, the actions of all corporations and their executives have been subjected to closer scrutiny. This increased scrutiny of this type of crime has resulted in many firms establishing corporate ethics guidelines and policies to cover employee actions in dealing with all corporate constituents. The adoption of high ethical standards by a corporation strengthens its competitive position by reducing the potential for litigation, maintaining a positive image, and building 6 1-12 1-13 1-14 1-15 Chapter 1 The Role and Environment of Managerial Finance shareholder confidence. The result is enhancement of long-term value and a positive effect on share price. 1-16 Market forces – for example, shareholder activism from large institutional investors – can reduce or avoid the agency problem because these groups can use their voting power to elect new directors who support their objectives and will act to replace poorly performing managers. In this way, these groups place pressure on management to take actions that maximize shareholder wealth. The threat of hostile takeovers also acts as a deterrent to the agency problem. Hostile takeovers occur when a company or group not supported by existing management attempts to acquire the firm. Because the acquirer looks for companies that are poorly managed and undervalued, this threat motivates managers to act in the best interests of the firm's owners. 1-17 Firms incur agency costs to prevent or minimize agency problems. It is unclear whether they are effective in practice. The four categories of agency cost are monitoring expenditures incurred by the owners for audit and control procedures, bonding expenditures to protect against the potential consequences of dishonest acts by managers, structuring expenditures that use managerial compensation plans to provide financial incentives for managerial actions consistent with share price maximization, and opportunity costs resulting from the difficulties typically encountered by large organizations in responding to new opportunities. Structuring expenditures are currently the most popular way to deal with the agency problem – and also the most powerful and expensive. Compensation plans can be either incentive or performance plans. Incentive plans tie management performance to share price. Managers may receive stock options giving them the right to purchase stock at a set price. This provides the incentive to take actions that maximize stock price so that the price will rise above the option's price level. This form of compensation plan has fallen from favor recently because market behavior, which has a significant effect on share price, is not under management's control. As a result, performance plans are more popular today. With these, compensation is based on performance measures, such as earnings per share (EPS), EPS growth, or other return ratios. Managers may receive performance shares and/or cash bonuses when stated performance goals are reached. In practice, recent studies have been unable to document any significant correlation between CEO compensation and share price. 1-18 The key participants in financial transactions are individuals, businesses, and governments. These parties participate both as suppliers and demanders of funds. Individuals are net suppliers, which means that they save more dollars than they borrow, while both businesses and governments are net demanders since they 7 Part 1 Introduction to Managerial Finance borrow more than they save. One could say that individuals provide the excess funds required by businesses and governments. 1-19 Financial markets provide a forum in which suppliers of funds and demanders of loans and investments can transact business directly. Primary market is the name used to denote the fact that a security is being issued by the demander of funds to the supplier of funds. An example would be Microsoft Corporation selling new shares of common stock to the public. Secondary market refers to the trading of securities among investors subsequent to the primary market issuance. In secondary market trading, no new funds are being raised by the demander of funds. The security is trading ownership among investors. An example would be individual “A” buying common stock of Microsoft through a broker. Financial institutions and financial markets are not independent of each other. It is quite common to find financial institutions actively participating in both the money market and the capital market as both suppliers and demanders of funds. Financial institutions often channel their investments and obtain needed financing through the financial markets. This relationship exists since these institutions must use the structure of the financial marketplace to find a supplier of funds. 1-20 The money market is a financial relationship between the suppliers and demanders of short-term debt securities maturing in one year or less, such as U.S. Treasury bills, commercial paper, and negotiable certificates of deposit. The money market has no one specific physical location. Typically the suppliers and demanders are matched through the facilities of large banks in New York City and through government securities dealers. The Eurocurrency market is the international equivalent of the U.S. money market and is used for short-term bank time deposits denominated in dollars or other major currencies. These deposits can be lent by the banks to creditworthy corporations, governments, or other banks at the London Interbank Offered Rate (LIBOR) – the base rate used for all Eurocurrency loans. The capital market is a financial relationship created by a number of institutions and arrangements that allows the suppliers and demanders of long-term funds (with maturities greater than one year) to make transactions. The key securities traded in the capital markets are bonds plus common and preferred stock. Securities exchanges provide a forum for debt and equity transactions. They bring together demanders and suppliers of funds, create a continuous market for securities, allocate scarce capital, determine and publicize security prices, and aid in new financing. 8 1-21 1-22 1-23 Chapter 1 The Role and Environment of Managerial Finance The over-the-counter market is not a specific institution, but rather an intangible market for the buyers and sellers of securities not listed on the major exchanges. The dealers are linked with purchasers and sellers through the National Association of Securities Dealers Automated Quotation System (NASDAQ), a complex telecommunications network. Prices of traded securities are determined by both competitive bids and negotiation. The over-the-counter market differs from organized security exchanges in its lack of a physical trading location and the absence of listing and membership requirements. 1-24 In addition to the U.S. capital markets, corporations can raise debt and equity funds in capital markets located in other countries. The Eurobond market is the oldest and largest international debt market. Corporate and government bonds issued in this market are denominated in dollars or other major currencies and sold to investors outside the country in whose currency the bonds are denominated. Foreign bond markets also provide corporations with the opportunity to tap other capital sources. Corporations or governments issue bonds denominated in the local currency and sold only in that home market. The international equity market allows corporations to sell blocks of stock to investors in several countries, providing a diversified investor base and additional opportunities to raise larger amounts of capital. An efficient market will allocate funds to their most productive uses due to competition among wealth-maximizing investors. Investors determine the price of assets through their participation in the financial markets and publicize those prices that are believed to be close to their true value. The ordinary income of a corporation is income earned through the sale of a firm's goods or services. Taxes on corporate ordinary income have two components: a fixed amount on the base figure for its income bracket level, plus a progressive percentage, ranging from 15% to 39%, applied to the excess over the base bracket figure. A capital gain occurs when a capital asset is sold for more than its initial purchase price. Capital gains are added to ordinary income and taxed at the regular corporate rates. The average tax rate is calculated by dividing taxes paid by taxable income. For firms with taxable income of $10 million or less, it ranges from 15 to 34 percent. For firms with taxable income in excess of $10 million, it ranges between 34 and 35 percent. The marginal tax rate is the rate at which additional income is taxed. 1-25 1-26 1-27 Intercorporate dividends are those received by a corporation for stock held in other corporations. To avoid triple taxation, if ownership is less than 20%, these dividends are subject to a 70% exclusion for tax purposes. (The exclusion percentage is higher if ownership exceeds 20%.) Since interest income from intercorporate bond investments is taxed in full, this tax exclusion increases the 9 Part 1 Introduction to Managerial Finance attractiveness of stock investments over bond investments made by one corporation in another. 1-28 The tax deductibility of corporate expenses reduces their actual after-tax cost. Corporate interest is a tax-deductible expense, while dividends are not. The purpose of a tax loss carryback and carryforward is to provide a more equitable tax treatment for corporations that are experiencing volatile patterns of income. It is particularly attractive for firms in cyclical businesses such as construction. To illustrate a loss carryback, assume a firm had a positive taxable income in 2000 and 2001 and then experienced a negative taxable income in 2002. The negative amount can first be used to reduce the 2000 taxable income by the amount of the tax loss to as low as zero. If any tax loss from 2002 remains, it can be applied against the 2001 taxable income until the loss is exhausted or 2001 taxable income reaches zero. A tax refund will then be obtained for 2000 and 2001 for the taxes previously paid. Any remaining loss would have to wait for the 2003 tax year to see if it needs to be carried forward. 1-29 10 Chapter 1 The Role and Environment of Managerial Finance SOLUTION TO PROBLEMS 1-1 LG 1: Liability Comparisons a. Ms. Harper has unlimited liability. b. Ms. Harper has unlimited liability. c. Ms. Harper has limited liability, which guarantees that she cannot lose more than she invested. LG 2, 4: The Managerial Finance Function and Economic Value Added a. Benefits from new robotics $560,000 Benefits from existing robotics 400,000 Marginal benefits $160,000 b. Initial cash investment Receipt from sale of old robotics Marginal cost c. Marginal benefits Marginal cost Net benefits $220,000 70,000 $150,000 $160,000 150,000 $ 10,000 1-2 d. Ken should recommend that the company replace the old robotics with the new robotics. Since the EVA is positive, the wealth of the shareholders would be increased by accepting the change. e. EVA uses profits as the estimate of cost and benefits. Profits ignore the important points of timing, cash flow, and risk, three important factors to determining the true impact on shareholders' wealth. 1-3 LG 2: Annual Income versus Cash Flow for a Period a. Sales $760,000 Cost of good sold 300,000 Net profit $460,000 b. Cash Receipts Cost of good sold Net cash flow $690,000 300,000 $390,000 c. The cash flow statement is more useful to the financial manager. The accounting net income includes amounts that will not be collected and, as a result, do not contribute to the wealth of the owners. 1-4 LG 4: Identifying Agency Problems, Costs, and Resolutions 11 Part 1 Introduction to Managerial Finance a. In this case the employee is being compensated for unproductive time. The company has to pay someone to take her place during her absence. Installation of a time clock that must be punched by the receptionist every time she leaves work and returns would result in either: (1) her returning on time or (2) reducing the cost to the firm by reducing her pay for the lost work. b. The costs to the firm are in the form of opportunity costs. Money budgeted to cover the inflated costs of this project proposal is not available to fund other projects which may help to increase shareholder wealth. Make the management reward system based on how close the manager's estimates come to the actual cost rather than having them come in below cost. c. The manager may negotiate a deal with the merging competitor which is extremely beneficial to the executive and then sell the firm for less than its fair market value. A good way to reduce the loss of shareholder wealth would be to open the firm up for purchase bids from other firms once the manager makes it known that the firm is willing to merge. If the price offered by the competitor is too low, other firms will up the price closer to its fair market value. d. Generally part time or temporary workers are not as productive as full-time employees. These workers have not been on the job as long to increase their work efficiency. Also, the better employees generally need to be highly compensated for their skills. This manager is getting rid of the highest cost employees to increase profits. One approach to reducing the problem would be to give the manager performance shares if they meet certain stated goals. Implementing a stock incentive plan tying management compensation to share price would also encourage the manager to retain quality employees. 1-5 a. LG 6: Corporate Taxes Firm's tax liability on $92,500 (from Table 1.4): Total taxes due = $13,750 + [.34 x ($92,500 - $75,000)] = $13,750 + (.34 x $17,500) = $13,750 + $5,950 = $19,700 After-tax earnings: Average tax rate: Marginal tax rate: $92,500 $19,700 = $72,800 21.3% b. c. d. 1-6 $19,700 ÷ $92,500 = 34% LG 6: Average Corporate Tax Rates 12 Chapter 1 The Role and Environment of Managerial Finance a. Tax calculations using Table 1.4: $10,000: Tax liability: $10,000 x .15 = $1,500 After-tax earnings: $10,000 - $1,500 = $8,500 Average tax rate: $1,500 ÷ $10,000 = 15% $80,000: Tax liability: $13,750 + [.34 x (80,000 - $75,000)] $13,750 + (.34 x $5,000) $13,750 + $1,700 $15,450 = Total tax After-tax earnings: $80,000 - $15,450 = $64,550 Average tax rate: $15,450 ÷ $80,000 = 19.3% $300,000: Tax liability: $22,250 + [.39 x ($300,000 - $100,000)] $22,250 + (.39 x $200,000) $22,250 + $78,000 $100,250 = Total tax After-tax earnings: $300,000 - $100,250 = $199,750 Average tax rate: $100,250 ÷ $300,000 = 33.4% $500,000: Tax liability: $113,900 + [.34 x ($500,000 - $335,000)] $113,900 + (.34 x $165,000) $113,900 + $56,100 $170,000 = Total tax After-tax earnings: $500,000 - $170,000 = $330,000 Average tax rate: $170,000 ÷ $500,000 = 34% $1,500,000: Tax liability: $113,900 + [.34 x ($1,500,000 - $335,000)] $113,900 + (.34 x $1,165,000) $113,900 + $396,100 $510,000 = Total tax = $990,000 = 34% After-tax earnings: $1,500,000 $510,000 Average tax rate: $510,000 ÷ $1,500,000 $10,000,000: Tax liability: $113,900 + [.34 x ($10,000,000 - $335,000)] $113,900 + (.34 x $9,665,000) $113,900 + $3,286,100 13 Part 1 Introduction to Managerial Finance $3,400,000 = Total tax After-tax earnings: $10,000,000 - $3,400,000 = $6,600,000 Average tax rate: $3,400,000 ÷ $10,000,000 = 34% $15,000,000: Tax liability: $3,400,000 + [.34 x ($15,000,000 - $10,000,000)] $3,400,000 + (.34 x $5,000,000) $3,400,000 + $1,750,000 $5,150,000 = Total tax After-tax earnings: $15,000,000 - $5,150,000 = $9,850,000 Average tax rate: $5,150,000 ÷ $15,000,000 = 34.33% b. Average Tax Rate versus Pretax Income 36 34 32 30 28 26 24 22 20 18 16 14 0 2000 4000 6000 8000 10000 12000 14000 16000 Average Tax Rate % Pretax Income Level ($000) As income increases, the rate approaches but does not reach 35%. 1-7 a. LG 6: Marginal Corporate Tax Rates Tax Calculation 14 Chapter 1 The Role and Environment of Managerial Finance Pretax Income $ 15,000 60,000 90,000 200,000 400,000 1,000,000 20,000,000 b. Base Tax $ 0 7,500 13,750 22,250 113,900 113,900 3,400,000 + + + + + + + + % (.15 (.25 (.34 (.39 (.34 (.34 (.35 x x x x x x x x Amount over Base 15,000) 10,000) 15,000) 100,000) 65,000) 665,000) 10,000,000) = = = = = = = = Tax $ 2,250 10,000 18,850 61,250 136,000 340,000 6,900,000 Marginal Rate 15.0% 25.0% 34.0% 39.0% 34.0% 34.0% 35.0% Marginal Tax Rate versus Pretax Income 40 Marginal Tax Rate % 35 30 25 20 15 10 0 2000 4000 6000 8000 10000 12000 14000 16000 18000 20000 Pretax Income Level ($000) As income increases to $335,000, the marginal tax rate approaches and peaks at 39%. For income in excess of $335,000, the marginal tax rate declines to 34%, and after $10 million the marginal rate increases slightly to 35%. 1-8 a. LG 6: Interest versus Dividend Income Tax on operating earnings: $490,000 x (b) 15 .40 tax rate = $196,000 (c) b. and c. Part 1 Introduction to Managerial Finance Before-tax amount Less: Applicable exclusion Taxable amount Tax (40%) After-tax amount d. Interest Income $20,000 0 $20,000 8,000 $12,000 Dividend Income $20,000 14,000 (.70 x $20,000) $ 6,000 2,400 $17,600 The after-tax amount of dividends received, $17,600, exceeds the after-tax amount of interest, $12,000, due to the 70% corporate dividend exclusion. This increases the attractiveness of stock investments by one corporation in another relative to bond investments. Total tax liability: Taxes on operating earnings (from a.) $196,000 + Taxes on interest income (from b.) 8,000 + Taxes on dividend income (from c.) 2,400 Total tax liability $206,400 LG 6: Interest versus Dividend Expense EBIT Less: Interest expense Earnings before taxes Less: Taxes (40%) Earnings after taxes* $40,000 10,000 $30,000 12,000 $18,000 e. 1-9 a. * This is also earnings available to common stockholders. b. EBIT Less: Taxes (40%) Earnings after taxes Less: Preferred dividends Earnings available for common stockholders LG 6: Capital Gains Taxes Capital gain: Asset X = $2,250 - $2,000 = Asset Y = $35,000 - $30,000 = Tax on sale of asset: Asset X = $250 x .40 Asset Y = $5,000 x .40 LG 6: Capital Gains Taxes 16 $40,000 16,000 $24,000 10,000 $14,000 1-10 a. $ 250 $5,000 b. = = $ 100 $2,000 1-11 Chapter 1 The Role and Environment of Managerial Finance a. and b. Sale Price (1) $ 3,400 12,000 80,000 45,000 18,000 Purchase Price (2) $ 3,000 12,000 62,000 41,000 16,500 Capital Gain (1) - (2) (3) $ 400 0 18,000 4,000 1,500 Tax (3) x .40 (4) $ 160 0 7,200 1,600 600 Asset A B C D E 17 Part 1 Introduction to Managerial Finance CHAPTER 1 CASE Assessing the Goal of Sports Products, Inc. a. Maximization of shareholder wealth, which means maximization of share price, should be the primary goal of the firm. Unlike profit maximization, this goal considers timing, cash flows, and risk. It also reflects the worth of the owners' investment in the firm at any time. It is the value they can realize should they decide to sell their shares. Yes, there appears to be an agency problem. Although compensation for management is tied to profits, it is not directly linked to share price. In addition, management's actions with regard to pollution controls suggest a profit maximization focus, which would maximize their earnings, rather than an attempt to maximize share price. The firm's approach to pollution control seems to be questionable ethically. While it is unclear whether their acts were intentional or accidental, it is clear that they are violating the law – an illegal act potentially leading to litigation costs – and as a result are damaging the environment, an immoral and unfair act that has potential negative consequences for society in general. Clearly, Sports Products has not only broken the law but also established poor standards of conduct and moral judgment. Some specific recommendations for the firm include: Tie management, and possibly employee, compensation to share price or a performance-based measure and make sure that all involved own stock and have a stake in the firm. Being compensated partially on the basis of share price or another performance measure, and owning stock in the firm will more closely link the wealth of managers and employees to the firm's performance. Comply with all federal and state laws as well as accepted standards of conduct or moral judgment. Establish a corporate ethics policy, to be read and signed by all employees. (Other answers are, of course, possible.) b. c. d. 18 CHAPTER 2 Financial Statements and Analysis INSTRUCTOR’S RESOURCES Overview This chapter examines the key components to the stockholders' report: the income statement, balance sheet, statement of retained earnings, and the statement of cash flows. On the income statement and balance sheet, the major accounts/balances are reviewed for the student. The rules for consolidating a company's foreign and domestic financial statements (FASB No. 52) are described. Following the financial statement coverage the chapter covers the evaluation of financial statements using the technique of ratio analysis. Ratio analysis is used by prospective shareholders, creditors, and the firm's own management to measure the firm's operating and financial health. Three types of comparative analysis are defined: cross-sectional analysis, time-series analysis, and combined analysis. The ratios are divided into five basic categories: liquidity, activity, debt, profitability, and market. Each ratio is defined and calculated using the financial statements of the Bartlett Company. A brief explanation of the implications of deviation from industry standard ratios is offered, with a complete (cross-sectional and time-series) ratio analysis of Bartlett Company ending the chapter. The DuPont system of analysis is also integrated into the example. PMF Tutor: Financial Ratios This section of the Gitman Tutor generates problems to give the student practice calculating liquidity, activity, debt, profitability, and market ratios. PMF Problem-Solver: Financial Ratios This module allows the student to compute all the financial ratios described in the text. There are three options: all ratios, families of ratios, and individual ratios. 19 Part 1 Introduction to Managerial Finance PMF Templates Spreadsheet templates are provided for the following problems: Problem Problem 2-4 Problem 2-5 Problem 2-6 Problem 2-8 Problem 2-15 Study Guide Suggested Study Guide examples for classroom presentation: Example 1 2 3 Topic Basic ratio calculation Common-size income statement Evaluating ratios Topic Calculation of EPS and retained earnings Balance sheet preparation Impact of net income on a firm’s balance sheet Statement of retained earnings Debt analysis 20 Chapter 2 Financial Statements and Analysis ANSWERS TO REVIEW QUESTIONS 2-1 The purpose of each of the 4 major financial statements are: Income Statement - The purpose of the income statement is to provide a financial summary of the firm’s operating results during a specified time period. It includes both the sales for the firm and the costs incurred in generating those sales. Other expenses, such as taxes, are also included on this statement. Balance Sheet – The purpose of the balance sheet is to present a summary of the assets owned by the firm, the liabilities owed by the firm, and the net financial position of the owners as of a given point in time. The assets are often referred to as investments and the liabilities and owners equity as financing. Statement of Retained Earnings - This statement reconciles the net income earned during the year, and any cash dividends paid, with the change in retained earnings during the year. Statement of Cash Flows - This statement provides a summary of the cash inflows and the cash outflows experienced by the firm during the period of concern. The inflows and outflows are grouped into the cash flow areas of operations, investment, and financing. 2-2 The notes to the financial statements are important because they provide detailed information not directly available in the financial statements. The footnotes provide information on accounting policies, procedures, calculation, and transactions underlying entries in the financial statements. Financial Accounting Standards Board Statement No. 52 describes the rules for consolidating a company's foreign and domestic financial statements. It requires U.S.-based companies to translate foreign-currency-denominated assets and liabilities into U.S. dollars using the current rate (translation) method. This method uses the exchange rate prevailing on the date the fiscal year ends (the current rate). Income statement items can be translated using either the current rate or an average exchange rate for the period covered by the statement. Equity accounts are converted at the exchange rate on the date of the investment. In the retained earnings account any gains and losses from currency fluctuations are stated separately in an equity reserve account⎯the cumulative translation adjustment account⎯and not realized until the parent company sells or closes the foreign operations. Current and prospective shareholders place primary emphasis on the firm's current and future level of risk and return as measures of profitability, while creditors are more concerned with short-term liquidity measures of debt. Stockholders are, therefore, most interested in income statement measures, and creditors are most concerned with balance sheet measures. Management is 21 2-3 2-4 Part 1 Introduction to Managerial Finance concerned with all ratio measures, since they recognize that stockholders and creditors must see good ratios in order to keep the stock price up and raise new funds. 2-5 Cross-sectional comparisons are made by comparing similar ratios for firms within the same industry, or to an industry average, as of some point in time. Time-series comparisons are made by comparing similar ratios for a firm measured at various points in time. Benchmarking is the term used to describe this cross-sectional comparison with competitor firms. The analyst should devote primary attention to any significant deviations from the norm, whether above or below. Positive deviations from the norm are not necessarily favorable. An above-normal inventory turnover ratio may indicate highly efficient inventory management but may also reveal excessively low inventory levels resulting in stockouts. Further examination into the deviation would be required. Comparing financial statements from different points in the year can result in inaccurate and misleading analysis due to the effects of seasonality. Levels of current assets can fluctuate significantly, depending on a company's business, so statements from the same month or year end should be used in the analysis to ensure valid comparisons of performance. The current ratio proves to be the better liquidity measure when all of the firm’s current assets are reasonably liquid. The quick ratios would prove to be the superior measure if the inventory of the firm is considered to lack the ability to be easily converted into cash. Additional information is necessary to assess how well a firm collects receivables and meets payables. The average collection period of receivables should be compared to a firm's own credit terms. The average payment period should be compared to the creditors' credit terms. Financial leverage is the term used to describe the magnification of risk and return introduced through the use of fixed-cost financing, such as debt and preferred stock. The debt ratio and the debt-equity ratio may be used to measure the firm's degree of indebtedness. The times-interest-earned and the fixed-payment coverage ratios can be used to assess the firm's ability to meet fixed payments associated with debt. Three ratios of profitability found on a common-size income statement are: (1) the gross profit margin, (2) the operating profit margin, and (3) the net profit margin. 22 2-6 2-7 2-8 2-9 2-10 2-11 2-12 Chapter 2 Financial Statements and Analysis 2-13 Firms that have high gross profit margins and low net profit margins have high levels of expenses other than cost of goods sold. In this case, the high expenses more than compensate for the low cost of goods sold (i.e., high gross profit margin) thereby resulting in a low net profit margin. The owners are probably most interested in the Return on Equity (ROE) since it indicates the rate of return they earn on their investment in the firm. ROE is calculated by taking net profits after taxes and dividing by stockholders' equity. The price-earnings ratio (P/E) is the market price per share of common stock divided by the earnings per share. It indicates the amount the investor is willing to pay for each dollar of earnings. It is used to assess the owner's appraisal of the value of the firm's earnings. The level of the P/E ratio indicates the degree of confidence that investors have in the firm's future. The market/book (M/B) ratio is the market price per of common stock divided by the firm’s book value per share. Firms with high M/B ratios are expected to perform better than firms with lower relative M/B values. Liquidity ratios measure how well the firm can meet its current (short-term) obligations when they come due. Activity ratios are used to measure the speed with which various accounts are converted (or could be converted) into cash or sales. Debt ratios measure how much of the firm is financed with other people's money and the firm's ability to meet fixed charges. Profitability ratios measure a firm's return with respect to sales, assets, or equity (overall performance). Market ratios give insight into how well investors in the marketplace feel the firm is doing in terms of return and risk. The liquidity and debt ratios are most important to present and prospective creditors. 2-14 2-15 2-16 2-17 The analyst may approach a complete ratio analysis on either a cross-sectional or time-series basis by summarizing the ratios into their five key areas: liquidity, activity, debt, profitability, and market. Each of the key areas could then be summarized, highlighting specific ratios that should be investigated. 2-18 The DuPont system of analysis combines profitability (the net profit margin), asset efficiency (the total asset turnover) and leverage (the debt ratio). The 23 Part 1 Introduction to Managerial Finance division of ROE among these three ratios allows the analyst to the segregate the specific factors that are contributing to the ROE into profitability, asset efficiency, or the use of debt. 24 Chapter 2 Financial Statements and Analysis SOLUTIONS TO PROBLEMS 2-1 LG 1: Reviewing Basic Financial Statements Income statement: In this one-year summary of the firm's operations, Technica, Inc. showed a net profit for 2003 and the ability to pay cash dividends to its stockholders. Balance sheet: The financial condition of Technica, Inc. at December 31, 2002 and 2003 is shown as a summary of assets and liabilities. Technica, Inc. has an excess of current assets over current liabilities, demonstrating liquidity. The firm's fixed assets represent over one-half of total assets ($270,000 of $408,300). The firm is financed by short-term debt, long-term debt, common stock, and retained earnings. It appears that it repurchased 500 shares of common stock in 2003. Statement of retained earnings: Technica, Inc. earned a net profit of $42,900 in 2003 and paid out $20,000 in cash dividends. The reconciliation of the retained earnings account from $50,200 to $73,100 shows the net amount ($22,900) retained by the firm. 2-2 LG 1: Financial Statement Account Identification a. Statement BS BS BS BS IS BS BS BS IS IS BS IS IS BS BS BS BS BS BS IS BS 25 Account Name Accounts payable Accounts receivable Accruals Accumulated depreciation Administrative expense Buildings Cash Common stock (at par) Cost of goods sold Depreciation Equipment General expense Interest expense Inventories Land Long-term debt Machinery Marketable securities Notes payable Operating expense Paid-in capital in excess of par b. Type of Account CL CA CL FA* E FA CA SE E E FA E E CA FA LTD FA CA CL E SE Part 1 Introduction to Managerial Finance Account Name Preferred stock Preferred stock dividends Retained earnings Sales revenue Selling expense Taxes Vehicles * a. Statement BS IS BS IS IS IS BS b. Type of Account SE E SE R E E FA This is really not a fixed asset, but a charge against a fixed asset, better known as a contra-asset. 2-3 a. LG 1: Income Statement Preparation Cathy Chen, CPA Income Statement for the Year Ended December 31, 2003 Sales revenue Less: Operating expenses Salaries Employment taxes and benefits Supplies Travel & entertainment Lease payment Depreciation expense Total operating expense Operating profits Less: Interest expense Net profits before taxes Less: Taxes (30%) Net profits after taxes b. 2-4 a. $180,000 90,000 17,300 5,200 8,500 16,200 7,800 145,000 $ 35,000 7,500 $ 27,500 8,250 $ 19,250 In her first year of business, Cathy Chen covered all her operating expenses and earned a net profit of $19,250 on revenues of $180,000. LG 1: Calculation of EPS and Retained Earnings Earnings per share: Net profit before taxes Less: Taxes at 40% Net profit after tax Less: Preferred stock dividends Earnings available to common stockholders 26 $218,000 87,200 $130,800 32,000 $ 98,800 Chapter 2 Financial Statements and Analysis Earnings per share: Earning available to common stockholders $98,800 = = $1.162 Total shares outstanding 85,000 b. Amount to retained earnings: 85,000 shares x $0.80 = $68,000 common stock dividends Earnings available to common shareholders Less: Common stock dividends To retained earnings 2-5 LG 1: Balance Sheet Preparation $98,800 68,000 $30,800 Owen Davis Company Balance Sheet December 31, 2003 Assets Current assets: Cash Marketable securities Accounts receivable Inventories Total current assets Gross fixed assets Land and buildings Machinery and equipment Furniture and fixtures Vehicles Total gross fixed assets Less: Accumulated depreciation Net fixed assets Total assets Liabilities and stockholders' equity Current liabilities: Accounts payable Notes payable Accruals Total current liabilities Long-term debt Total liabilities $ 215,000 75,000 450,000 375,000 $1,115,000 $ 325,000 560,000 170,000 25,000 $1,080,000 265,000 $ 815,000 $1,930,000 $ 220,000 475,000 55,000 $ 750,000 420,000 $1,170,000 Stockholders' equity 27 Part 1 Introduction to Managerial Finance Preferred stock Common stock (at par) Paid-in capital in excess of par Retained earnings Total stockholders' equity Total liabilities and stockholders' equity 2-6 $ 100,000 90,000 360,000 210,000 $ 760,000 $1,930,000 LG 1: Impact of Net Income on a Firm's Balance Sheet a. Account Marketable securities Retained earnings Long-term debt Retained earnings Buildings Retained earnings Beginning Value $ 35,000 $1,575,000 $2,700,000 $1,575,000 $1,600,000 $1,575,000 Change + $1,365,000 + $1,365,000 - $ 865,000 + $ 865,000 + $ 865,000 + $ 865,000 Ending Value $1,400,000 $2,940,000 $1,835,000 $2,440,000 $2,465,000 $2,440,000 b. c. d. 2-7 No net change in any accounts LG 1: Initial Sale Price of Common Stock (Par value of common stock + Initial sales price = Paid in capital in excess of par) Number of common shares outstanding $225,000 + $2,625,000 Initial sales price = = $9.50 per share 300,000 28 Chapter 2 Financial Statements and Analysis 2-8 a. LG 1: Statement of Retained Earnings Cash dividends paid on common stock = Net profits after taxes - preferred dividends - change in retained earnings = $377,000 - $47,000 - (1,048,000 $928,000) = $210,000 Hayes Enterprises Statement of Retained Earnings for the Year Ended December 31, 2003 Retained earnings balance (January 1, 2003) Plus: Net profits after taxes (for 2003) Less: Cash dividends (paid during 2003) Preferred stock Common stock Retained earnings (December 31, 2003) b. $928,000 377,000 (47,000) (210,000) $1,048,000 Earnings per share = Net profit after tax - Preferred dividends (EACS*) Number of common shares outstanding $377,000 - $47,000 = $2.36 140,000 Earnings per share = * Earnings available to common stockholders c. Cash dividend per share = Total cash dividend # shares $210,000 (from part a) = $1.50 140,000 Cash dividend per share = 2-9 a. LG 1: Changes in Stockholders' Equity Net income for 2003 = change in retained earnings + dividends paid Net income for 2003 = ($1,500,000 – $1,000,000) + $200,000 = $700,000 New shares issued = outstanding share 2003 – outstanding shares 2002 New shares issued = 1,500,000 – 500,000 = 1,000,000 b. 29 Part 1 Introduction to Managerial Finance c. Average issuance price = ΔPaid - in - capital + ΔCommon stock Δ shares outstanding $4,000,000 + $1,000,000 Average issuance price = = $5.00 1,000,000 d. Paid - in - capital + Common stock Number of shares issued $500,000 + $500,000 Original issuance price = = $2.00 500,000 Original issuance price = 2-10 a. LG 2, 3, 4, 5: Ratio Comparisons The four companies are in very different industries. The operating characteristics of firms across different industries vary significantly resulting in very different ratio values. The explanation for the lower current and quick ratios most likely rests on the fact that these two industries operate primarily on a cash basis. Their accounts receivable balances are going to be much lower than for the other two companies. High level of debt can be maintained if the firm has a large, predictable, and steady cash flow. Utilities tend to meet these cash flow requirements. The software firm will have very uncertain and changing cash flow. The software industry is subject to greater competition resulting in more volatile cash flow. Although the software industry has potentially high profits and investment return performance, it also has a large amount of uncertainty associated with the profits. Also, by placing all of the money in one stock, the benefits of reduced risk associated with diversification are lost. LG 3: Liquidity Management b. c. d. 2-11 a Current Ratio Quick Ratio Net Working Capital b. c. 2000 1.88 1.22 $7,950 2001 2002 2003 1.74 1.79 1.55 1.19 1.24 1.14 $9,300 $9,900 $9,600 The pattern indicates a deteriorating liquidity position. The low inventory turnover suggests that liquidity is even worse than the declining liquidity measures indicate. Slow inventory turnover may indicate obsolete inventory. 30 Chapter 2 Financial Statements and Analysis 2-12 a. LG 3: Inventory Management Sales Cost of Goods Sold Gross Profit CGS Average Inventory Inventory Turnover Inventory Turnover Average Age of Inventory Average Age of Inventory = = = = = $4,000,000 ? $1,600,000 $2,400,000 $650,000 $2,400,000 3.69 times 360 ÷ 3.69 97.6 days 100% 60% 40% ÷ $650,000 b. The Wilkins Manufacturing inventory turnover ratio significantly exceeds the industry. Although this may represent efficient inventory management, it may also represent low inventory levels resulting in stockouts. LG 3: Accounts Receivable Management 2-13 a. Average Collection Period = Accounts Receivable ÷ Average Sales per Day 45 Days = $300,000 ÷ ($2,400,000 ÷ 360) Since the average age of receivables is 15 days beyond the net date, attention should be directed to accounts receivable management. b. This may explain the lower turnover and higher average collection period. The December accounts receivable balance of $300,000 may not be a good measure of the average accounts receivable, thereby causing the calculated average collection period to be overstated. It also suggests the November figure (0-30 days overdue) is not a cause for great concern. However, 13 percent of all accounts receivable (those arising in July, August and September) are sixty days or more overdue and may be a sign of poor receivables management. LG 3: Interpreting Liquidity and Activity Ratios 2-14 a. Bluegrass appears to be holding excess inventory relative to the industry. This fact is supported by the low inventory turnover and the low quick ratio, even though the current ratio is above the industry average. This excess inventory could be due to slow sales relative to production or possibly from carrying obsolete inventory. 31 Part 1 Introduction to Managerial Finance b. The accounts receivable of Bluegrass appears to be high due to the large number of days of sales outstanding (73 versus the industry average of 52 days). An important question for internal management is whether the company's credit policy is too lenient or customers are just paying slowly – or potentially not paying at all. Since the firm is paying its accounts payable in 31 days versus the industry norm of 40 days, Bluegrass may not be taking full advantage of credit terms extended to them by their suppliers. By having the receivables collection period over twice as long as the payables payment period, the firm is financing a significant amount of current assets, possibly from long-term sources. The desire is that management will be able to curtail the level of inventory either by reducing production or encouraging additional sales through a stronger sales program or discounts. If the inventory is obsolete, then it must be written off to gain the income tax benefit. The firm must also push to try to get their customers to pay earlier. Payment timing can be increased by shortening credit terms or providing a discount for earlier payment. Slowing down the payment of accounts payable would also reduce financing costs. Carrying out these recommendations may be difficult because of the potential loss of customers due to stricter credit terms. The firm would also not want to increase their costs of purchases by delaying payment beyond any discount period given by their suppliers. c. d. 2-15 LG 4: Debt Analysis Ratio Debt Definition Debt Total Assets EBIT Interest Calculation $36,500,000 $50,000,000 $ 3,000,000 $ 1,000,000 Creek .73 Industry .51 Times Interest Earned 3.00 7.30 Fixed Payment Coverage $3,000,000 + $200,000 1.19 EBIT + Lease Payment Interest + Lease Payments $1,000,000 + $200,000 + + {[(Principal + Preferred Stock {[($800,000 + $100,000)] x [1÷ (1-.4)]} Dividends)] x [1÷ (1-t)]} 1.85 2-16 Because Creek Enterprises has a much higher degree of indebtedness and much lower ability to service debt than the average firm in the industry, the loan should be rejected. LG 5: Common-Size Statement Analysis 32 Chapter 2 Financial Statements and Analysis Creek Enterprises Common-Size Income Statement for the Years Ended December 31, 2002 and 2003 2003 100.0% 70.0% 30.0% 2002 100.0% 65.9% 34.1% Sales Revenue Less: Cost of goods sold Gross profits Less: Operating expenses: Selling 10.0% General 6.0% Lease expense .7% Depreciation 3.3% Operating profits Less: Interest expense Net Profits before taxes Less: Taxes Net profits after taxes 20.0% 10.0% 3.3% 6.7% 2.7% 4.0% 12.7% 6.3% .6% 3.6% 23.2% 10.9% 1.5% 9.4% 3.8% 5.6% Sales have declined and cost of goods sold has increased as a percentage of sales, probably due to a loss of productive efficiency. Operating expenses have decreased as a percent of sales; this appears favorable unless this decline has contributed toward the fall in sales. The level of interest as a percentage of sales has increased significantly; this is verified by the high debt measures in problem 2-15 and suggests that the firm has too much debt. Further analysis should be directed at the increased cost of goods sold and the high debt level. 2-17 a. LG 4, 5: The Relationship Between Financial leverage and Profitability (1) Debt ratio = total liabilities total assets $1,000,000 Debt ratioPelican = = .10 = 10% $10,000,000 $5,000,000 Debt ratioTimberland = = .50 = 50% $10,000,000 (2) 33 Part 1 Introduction to Managerial Finance earning before interest and taxes interest $6,250,000 Times interest earnedPelican = = 62.5 $100,000 $6,250,000 Times interest earnedTimberland = = 12.5 $500,000 Times interest earned = Timberland has a much higher degree of financial leverage than does Pelican. As a result Timberland's earnings will be more volatile, causing the common stock owners to face greater risk. This additional risk is supported by the significantly lower times interest earned ratio of Timberland. Pelican can face a very large reduction in net income and still be able to cover its interest expense. b. (1) operating profit sales $6,250,000 Operating profit marginPelican = = .25 = 25% $25,000,000 $6,250,000 Operating profit marginTimberland = = .25 = 25% $25,000,000 Operating profit margin = (2) Net profit margin = net income sales $3,690,000 Net profit marginPelican = = .1476 = 14.76% $25,000,000 $3,450,000 Net profit marginTimberland = = .138 = 13.80% $25,000,000 (3) Return on assets = net profit after taxes total assets $3,690,000 Return on assetsPelican = = .369 = 36.9% $10,000,000 $3,450,000 Return on assetsTimberland = = .345 = 34.5% $10,000,000 (4) 34 Chapter 2 Financial Statements and Analysis net profit after taxes stockholders equity $3,690,000 Return on equityPelican = = .41 = 41.0% $9,000,000 $3,450,000 Return on equityTimberland = = .69 = 69.0% $5,000,000 Return on equity = Pelican is more profitable than Timberland, as shown by the higher operating profit margin, net profit margin, and return on assets. However, the return on equity for Timberland is higher than that of Pelican. (c) Even though Pelican is more profitable, Timberland has a higher ROE than Pelican due to the additional financial leverage risk. The lower profits of Timberland are due to the fact that interest expense is deducted from EBIT. Timberland has $500,000 of interest expense to Pelican's $100,000. Even after the tax shield from the interest tax deduction ($500,000 x .40 = $200,000) Timberland's profits are less than Pelican's by $240,000. Since Timberland has a higher relative amount of debt, the stockholders' equity is proportionally reduced resulting in the higher return to equity than that obtained by Pelican. The higher ROE is at the expense of higher levels of financial risk faced by Timberland equity holders. LG 6: Ratio Proficiency 2-18 a. Gross profit = sales × gross profit margin Gross profit = $40,000,000 × .8 = $32,000,000 b. Cost of goods sold = sales - gross profit Cost of goods sold = $40,000,000 - $32,000,000 = $8,000,000 Operating profit = sales × operating profit margin Operating profit = $40,000,000 × .35 = $14,000,000 Operating expenses = gross profit - operating profit Operating expenses = $32,000,000 - $14,000,000 = $18,000,000 c. d. e. Net profit = sales × net profit margin = $40,000,000 × .08 = $3,200,000 f. 35 Part 1 Introduction to Managerial Finance Total assets = g. sales $40,000,000 = = $20,000,000 total asset turnover 2 net income $3,200,000 = = $16,000,000 ROE .20 Total equity = h. Accounts receivable = average collection period × Accounts receivable = 62.2days × 2-19 a. sales 365 $40,000,000 = 62.2 × $111,111 = $6,911,104 360 LG 6: Cross-Sectional Ratio Analysis Fox Manufacturing Company Ratio Analysis Industry Average 2003 Current ratio 2.35 Quick ratio .87 Inventory turnover 4.55 times Average collection period 35.3 days Total asset turnover 1.09 Debt ratio .30 Times interest earned 12.3 Gross profit margin .202 Operating profit margin .135 Net profit margin .091 Return on total assets (ROA) .099 Return on common equity (ROE) .167 Earnings per share $3.10 Actual 2003 1.84 .75 5.61 times 20.5 days 1.47 .55 8.0 .233 .133 .072 .105 .234 $2.15 Liquidity: The current and quick ratios show a weaker position relative to the industry average. Activity: All activity ratios indicate a faster turnover of assets compared to the industry. Further analysis is necessary to determine whether the firm is in a weaker or stronger position than the industry. A higher inventory turnover ratio may indicate low inventory, resulting in stockouts and lost sales. A shorter average collection period may indicate extremely efficient receivables management, an overly zealous credit department, or credit terms which prohibit growth in sales. Debt: The firm uses more debt than the average firm, resulting in higher interest obligations which could reduce its ability to meet other financial obligations. 36 Chapter 2 Financial Statements and Analysis Profitability: The firm has a higher gross profit margin than the industry, indicating either a higher sales price or a lower cost of goods sold. The operating profit margin is in line with the industry, but the net profit margin is lower than industry, an indication that expenses other than cost of goods sold are higher than the industry. Most likely, the damaging factor is high interest expenses due to a greater than average amount of debt. The increased leverage, however, magnifies the return the owners receive, as evidenced by the superior ROE. b. Fox Manufacturing Company needs improvement in its liquidity ratios and possibly a reduction in its total liabilities. The firm is more highly leveraged than the average firm in its industry and, therefore, has more financial risk. The profitability of the firm is lower than average but is enhanced by the use of debt in the capital structure, resulting in a superior ROE. LG 6: Financial Statement Analysis 2-20 a. Ratio Analysis Zach Industries Industry Average 1.80 .70 2.50 37 days 65% 3.8 38% 3.5% 4.0% 9.5% 1.1 Actual 2002 1.84 .78 2.59 36 days 67% 4.0 40% 3.6% 4.0% 8.0% 1.2 Actual 2003 1.04 .38 2.33 56 days 61.3% 2.8 34% 4.1% 4.4% 11.3% 1.3 Current ratio Quick ratio Inventory turnover Average collection period Debt ratio Times interest earned Gross profit margin Net profit margin Return on total assets Return on common equity Market/book ratio b. (1) Liquidity: Zach Industries' liquidity position has deteriorated from 2002 to 2003 and is inferior to the industry average. The firm may not be able to satisfy short-term obligations as they come due. (2) Activity: Zach Industries' ability to convert assets into cash has deteriorated from 2002 to 2003. Examination into the cause of the 21-day increase in the average collection period is warranted. Inventory turnover 37 Part 1 Introduction to Managerial Finance has also decreased for the period under review and is fair compared to industry. The firm may be holding slightly excessive inventory. (3) Debt: Zach Industries' long-term debt position has improved since 2002 and is below average. Zach Industries’ ability to service interest payments has deteriorated and is below industry. Profitability: Although Zach Industries' gross profit margin is below its industry average, indicating high cost of goods sold, the firm has a superior net profit margin in comparison to average. The firm has lower than average operating expenses. The firm has a superior return on investment and return on equity in comparison to the industry and shows an upward trend. Market: Zach Industries' increase in their market price relative to their book value per share indicates that the firm’s performance has been interpreted as more positive in 2003 than in 2002 and it is a little higher than the industry. (4) (5) Overall, the firm maintains superior profitability at the risk of illiquidity. Investigation into the management of accounts receivable and inventory is warranted. 2-21 LG 6: Integrative–Complete Ratio Analysis Ratio Analysis Sterling Company Industry Average 2003 1.85 Ratio Current ratio Actual 2001 1.40 Actual 2002 1.55 Actual 2003 1.67 TS: CS: TS: CS: Time-series Cross-sectional Improving Fair Quick ratio 1.00 .92 .88 1.05 TS: Deteriorating CS: Poor TS: Deteriorating CS: Fair TS: Improving CS: Good Inventory turnover 9.52 9.21 7.89 8.60 Average collection 45.0 days 36.4 days period 28.8 days 35 days Ratio Actual 2001 Actual 2002 Actual 2003 38 Industry Average 2003 TS: Time-series CS: Cross-sectional Chapter 2 Financial Statements and Analysis Average payment period Total asset turnover 58.5 days 60.8 days 52.3 days 45.8 days TS: Unstable CS: Poor 0.74 TS: Improving CS: Good TS: Increasing CS: Fair TS: Deteriorating CS: Poor TS: Deteriorating CS: Poor TS: Deteriorating CS: Good TS: Improving CS: Good TS: Stable CS: Good TS: Improving CS: Good TS: Improving CS: Good TS: Improving CS: Good TS: Deteriorating CS: Poor TS: Deteriorating CS: Good 0.74 0.80 .83 Debt ratio 0.20 0.20 0.35 0.30 Times interest earned 8.2 7.3 6.5 8.0 Fixed payment coverage ratio Gross profit margin 4.5 4.2 2.7 4.2 0.30 0.27 0.25 0.25 Operating profit margin Net profit margin 0.12 0.12 0.13 0.10 0.067 0.067 0.066 0.058 Return on total assets (ROA) 0.049 0.054 0.055 0.043 Return on common Equity (ROE) 0.066 Earnings per share (EPS) Price/earnings (P/E) Market/book ratio (M/B) $1.75 0.073 $2.20 0.085 $3.05 0.072 $1.50 12.0 10.5 9.0 11.2 1.20 1.05 1.16 1.10 Liquidity: Sterling Company's overall liquidity as reflected by the current ratio, net working capital, and acid-test ratio appears to have remained relatively stable but is below the industry average. Activity: The activity of accounts receivable has improved, but inventory turnover has deteriorated and is currently below the industry average. The firm's average payment period appears to have improved from 2001, although the firm is still paying more slowly than the average company. 39 Part 1 Introduction to Managerial Finance Debt: The firm's debt ratios have increased from 2001 and are very close to the industry averages, indicating currently acceptable values but an undesirable trend. The firm's fixed payment coverage has declined and is below the industry average figure, indicating a deterioration in servicing ability. Profitability: The firm's gross profit margin, while in line with the industry average, has declined, probably due to higher cost of goods sold. The operating and net profit margins have been stable and are also in the range of industry averages. Both the return on total assets and return on equity appear to have improved slightly and are better than the industry averages. Earnings per share made a significant increase in 2002 and 2003. The P/E ratio indicates a decreasing degree of investor confidence in the firm's future earnings potential, perhaps due to the increased debt load and higher servicing requirements. Market: The firm's price to earnings ratio was good in 2001 but has fallen significantly over 2002 and 2003. The ratio is well below industry average. The market to book ratio initially showed signs of weakness in 2002 but recovered some strength in 2003. The markets interpretation of Sterling’s earning ability indicates a lot of uncertainty. The fluctuation in the M/B ratio also shows signs of uncertainty. In summary, the firm needs to attend to inventory and accounts payable and should not incur added debts until its leverage and fixed-charge coverage ratios are improved. Other than these indicators, the firm appears to be doing well⎯especially in generating return on sales. The market seems to have some lack of confidence in the stability of Sterrling’s future. 2-22 a. LG 6: DuPont System of Analysis 2003 Margin(%) x Turnover = ROA(%) x FL Multiple = ROE(%) Johnson 4.9 x 2.34 = 11.47 x 1.85 = 21.21 Industry 4.1 x 2.15 = 8.82 x 1.64 = 14.46 2002 Johnson Industry 2001 Johnson Industry b. 5.8 4.7 x x 2.18 2.13 = = 12.64 10.01 x x 1.75 1.69 = = 22.13 16.92 5.9 5.4 x x 2.11 2.05 = = 12.45 11.07 x x 1.75 1.67 = = 21.79 18.49 Profitability: Industry net profit margins are decreasing; Johnson's net profit margins have fallen less. Efficiency: Both industry’s and Johnson's asset turnover have increased. 40 Chapter 2 Financial Statements and Analysis Leverage: Only Johnson shows an increase in leverage from 2002 to 2003, while the industry has had less stability. Between 2001 and 2002, leverage for the industry increased, while it decreased between 2002 and 2003. As a result of these changes, the ROE has fallen for both Johnson and the industry, but Johnson has experienced a much smaller decline in its ROE. c. Areas which require further analysis are profitability and debt. Since the total asset turnover is increasing and is superior to that of the industry, Johnson is generating an appropriate sales level for the given level of assets. But why is the net profit margin falling for both industry and Johnson? Has there been increased competition causing downward pressure on prices? Is the cost of raw materials, labor, or other expenses rising? A common-size income statement could be useful in determining the cause of the falling net profit margin. Note: Some management teams attempt to magnify returns through the use of leverage to offset declining margins. This strategy is effective only within a narrow range. A high leverage strategy may actually result in a decline in stock price due to the increased risk. 2-23 a. LG 6: Complete Ratio Analysis, Recognizing Significant Differences Home Health, Inc. Ratio Current ratio Quick ratio Inventory turnover Average collection period Total asset turnover Debt ratio Times interest earned Gross profit margin Operating profit margin Net profit margin Return on total assets Return on common equity Price/earnings ratio Market/book ratio b. 2002 3.25 2.50 12.80 42 days 1.40 .45 4.00 68% 14% 8.3% 11.6% 21.1% 10.7 1.40 2003 3.00 2.20 10.30 31 days 2.00 .62 3.85 65% 16% 8.1% 16.2% 42.6% 9.8 1.25 Difference .25 .30 2.50 11 days -.60 -.17 .15 3% -2% .2% -4.6% -21.5% 0.9 0.15 Proportional Difference 7.69% 12.00% 19.53% 26.19% -42.86% -37.78% 3.75% 4.41% -14.29% 2.41% -39.65% -101.90% 8.41% 10.71% Ratio Quick ratio Inventory turnover Proportional Difference 12.00% 19.53% 41 Company’s favor Yes No Part 1 Introduction to Managerial Finance Average collection period Total asset turnover Debt ratio Operating profit margin Return on total assets Return on equity Market/book ratio c. 26.19% -42.86% -37.78% -14.29% -39.65% -101.90% 10.71 Yes Yes No Yes Yes Yes Yes The most obvious relationship is associated with the increase in the Return on equity value. The increase in this ratio is connected with the increase in the Return on assets. The higher return on assets is partially attributed to the higher Total asset turnover (as reflected in the DuPont model). The Return on equity increase is also associated with the slightly higher level of debt as captured by the higher debt ratio. 42 Chapter 2 Financial Statements and Analysis Chapter 2 Case Assessing Martin Manufacturing's Current Financial Position Martin Manufacturing Company is an integrative case study addressing financial analysis techniques. The company is a capital-intensive firm which has poor management of accounts receivable and inventory. The industry average inventory turnover can fluctuate from 10 to 100 depending on the market. a. Ratio Calculations Financial Ratio Current ratio 2003 $1,531,181 ÷ $616,000 = 2.5 ($1,531,181 - $700,625) ÷ $616,000 = 1.3 $3,704,000 ÷ $700,625 = 5.3 $805,556 ÷ ($5,075,000 ÷ 360) = 57 $5,075,000 ÷ $3,125,000 = 1.6 $1,781,250 ÷ $3,125,000 = 57% $153,000 ÷ $93,000 = 1.6 $1,371,000 ÷ $5,075,000 = 27% $36,000 ÷ $5,075,000 = 0.71% $36,000 ÷ $3,125,000 = 1.2% $36,000 ÷ $1,343,750 = 2.7% Quick ratio Inventory turnover (times) Average collection period (days) Total asset turnover (times) Debt ratio Times interest earned Gross profit margin Net profit margin Return on total assets Return on equity 43 Part 1 Introduction to Managerial Finance Historical Ratios Martin Manufacturing Company Actual Ratio 2001 Current ratio 1.7 Quick ratio 1.0 Inventory turnover (times) 5.2 Average collection period (days) 50 Total asset turnover (times) 1.5 Debt ratio 45.8% Times interest earned 2.2 Gross profit margin 27.5% Net profit margin 1.1% Return on total assets 1.7% Return on equity 3.1% Price/earnings ratio 33.5 Market/book 1.0 b. Actual 2002 1.8 0.9 5.0 55 1.5 54.3% 1.9 28.0% 1.0% 1.5% 3.3% 38.7 1.1 Actual 2003 2.5 1.3 5.3 57 1.6 57% 1.6 27.0% 0.71% 1.2% 2.7% 34.48 0.89 Industry Average 1.5 1.2 10.2 46 2.0 24.5% 2.5 26.0% 1.2% 2.4% 3.2% 43.4 1.2 Liquidity: The firm has sufficient current assets to cover current liabilities. The trend is upward and is much higher than the industry average. This is an unfavorable position, since it indicates too much inventory. Activity: The inventory turnover is stable but much lower than the industry average. This indicates the firm is holding too much inventory. The average collection period is increasing and much higher than the industry average. These are both indicators of a problem in collecting payment. The fixed asset turnover ratio and the total asset turnover ratios are stable but significantly lower than the industry average. This indicates that the sales volume is not sufficient for the amount of committed assets. Debt: The debt ratio has increased and is substantially higher than the industry average. This places the company at high risk. Typically industries with heavy capital investment and higher operating risk try to minimize financial risk. Martin Manufacturing has positioned itself with both heavy operating and financial risk. The times-interest-earned ratio also indicates a potential debt service problem. The ratio is decreasing and is far below the industry average. Profitability: The gross profit margin is stable and quite favorable when compared to the industry average. The net profit margin, however, is deteriorating and far below the industry average. When the gross profit margin is within expectations but the net profit margin is too low, high interest payments may be to blame. The high financial leverage has caused the low profitability. 44 Chapter 2 Financial Statements and Analysis Market: The market price of the firm’s common stock shows weakness relative to both earnings and book value. This result indicates a belief by the market that Martin’s ability to earn future profits faces more and increasing uncertainty as perceived by the market. c. Martin Manufacturing clearly has a problem with its inventory level, and sales are not at an appropriate level for its capital investment. As a consequence, the firm has acquired a substantial amount of debt which, due to the high interest payments associated with the large debt burden, is depressing profitability. These problems are being picked up by investors as shown in their weak market ratios. 45 CHAPTER 3 Cash Flow and Financial Planning INSTRUCTOR’S RESOURCES Overview This chapter introduces the student to the financial planning process, with the emphasis on short-term (operating) financial planning and its two key components: cash planning and profit planning. Cash planning requires preparation of the cash budget, while profit planning involves preparation of a pro forma income statement and balance sheet. The text illustrates through example how these budgets and statements are developed. The weaknesses of the simplified approaches (judgmental and percent-of-sales methods) of pro forma statement preparation are outlined. The distinction between Operating cash flow and Free cash flow is presented and discussed. Current tax law regarding the depreciation of assets and the effect on cash flow are also described. The firm's cash flow is analyzed through classification of sources and uses of cash. The student is guided in a step-by-step preparation of the statement of cash flows and the interpretation of this statement. PMF DISK This chapter's topics are not covered on the PMF Tutor, PMF Problem-Solver, or the PMF Templates. Study Guide Suggested Study Guide examples for classroom presentation: Example 1 3 Topic Cash budgets Pro forma financial statements 47 Part 1 Introduction to Managerial Finance ANSWERS TO REVIEW QUESTIONS 3-1 The first four classes of property specified by the MACRS system are categorized by the length of the depreciation (recovery) period are called 3-, 5-, 7-, and 10year property: Recovery Period 3 years 5 years 7 years 10 years Definition Research and experiment equipment and certain special tools. Computers, typewriters, copiers, duplicating equipment, cars, light duty trucks, qualified technological equipment, and similar assets. Office furniture, fixtures, most manufacturing equipment, railroad track, and single-purpose agricultural and horticultural structures. Equipment used in petroleum refining or in the manufacture of tobacco products and certain food products. The depreciation percentages are determined by the double-declining balance (200%) method using the half-year convention and switching to straight-line depreciation when advantageous. 3-2 Operating flows relate to the firm's production cycle⎯from the purchase of raw materials to the finished product. Any expenses incurred directly related to this process are considered operating flows. Investment flows result from the purchases and sales of fixed assets and business interests. Financing flows result from borrowing and repayment of debt obligations and from equity transactions such as the sale or purchase of stock and dividend payments. 3-3 A decrease in the cash balance is a source of cash flow because cash flow must have been released for some purpose, such as an increase in inventory. Similarly, an increase in the cash balance is a use of cash flow, since the cash must have been drawn from some source of cash flow. The increase in cash is an investment (use) of cash in an asset. Depreciation (and amortization and depletion) is a cash inflow to the firm since it is treated as a non-cash expenditure from the income statement. This reduces the firm's cash outflows for tax purposes. Cash flow from operations can be found by adding depreciation and other non-cash charges back to profits after taxes. Since depreciation is deducted for tax purposes but does not actually require any cash outlay, it must be added back in order to get a true picture of operating cash flows. 3-4 48 Chapter 3 Cash Flow and Financial Planning 3-5 Cash flows shown in the statement of cash flows are divided into three categories and presented in the order of: 1. cash flow from operations, 2. cash flow from investments, and 3. cash flow from financing. Traditionally cash outflows are shown in brackets to distinguish them from cash inflows. Operating cash flow is the cash flow generated from a firm’s normal operations of producing and selling its output of goods and services. Free cash flow is the amount of cash flow available to both debt and equity investors after the firm has met its operating and asset investment needs. The financial planning process is the development of long-term strategic financial plans that guide the preparation of short-term operating plans and budgets. Longterm (strategic) financial plans anticipate the financial impact of planned longterm actions (periods ranging from two to ten years). Short-term (operating) financial plans anticipate the financial impact of short-term actions (periods generally less than two years). Three key statements resulting from short-term financial planning are 1) the cash budget, 2) the pro forma income statement, and 3) the pro forma balance sheet. The cash budget is a statement of the firm's planned cash inflows and outflows. It is used to estimate its short-term cash requirements. The sales forecast is the key variable in preparation of the cash budget. Significant effort should be expended in deriving a sales figure. The basic format of the cash budget is presented in the table below. Cash Budget Format Jan. Feb. $xx $xx xx xx xx xx xx xx xx xx xx xx $xx $xx … … … … 3-6 3-7 3-8 3-9 3-10 Cash receipts Less: Cash disbursements Net cash flow Add: Beginning cash Ending cash Less: Minimum cash balance Required total financing (Notes payable) Excess cash balance (Marketable securities) Nov. $xx xx xx xx xx xx Dec. $xx xx xx xx xx xx The components of the cash budget are defined as follows: 49 Part 1 Introduction to Managerial Finance Cash receipts - the total of all items from which cash inflows result in any given month. The most common components of cash receipts are cash sales, collections of accounts receivable, and other cash received from sources other than sales (dividends and interest received, asset sales, etc.). Cash disbursements - all outlays of cash in the periods covered. The most common cash disbursements are cash purchases, payments of accounts payable, payments of cash dividends, rent and lease payments, wages and salaries, tax payments, fixed asset outlays, interest payments, principal payments (loans), and repurchases or retirement of stock. Net cash flow - found by subtracting the cash disbursements from cash receipts in each month. Ending cash - the sum of beginning cash and net cash flow. Required total financing - the result of subtracting the minimum cash balance from ending cash and obtaining a negative balance. Usually financed with notes payable. Excess cash - the result of subtracting the minimum cash balance from ending cash and obtaining a positive balance. Usually invested in marketable securities. 3-11 The ending cash without financing, along with any required minimum cash balance, can be used to determine if additional cash is needed or excess cash will result. If the ending cash is less than the minimum cash balance, additional financing must be arranged; if the ending cash is greater than the minimum cash balance, investment of the surplus should be planned. Uncertainty in the cash budget is due to the uncertainty of ending cash values, which are based on forecasted values. This may cause a manager to request or arrange to borrow more than the maximum financing indicated. One technique used to cope with this uncertainty is sensitivity analysis. This involves preparing several cash budgets, based on different assumptions: a pessimistic forecast, a most likely forecast, and an optimistic forecast. A more sophisticated technique is to use computer simulation. Pro forma statements are used to provide a basis for analyzing future profitability and overall financial performance as well as predict external financing requirements. The sales forecast is the first statement prepared, since projected sales figures are the driving force behind the development of all other statements. The firm's latest actual balance sheet and income statement are needed as the base year for preparing pro-forma statements. 3-12 3-13 50 Chapter 3 Cash Flow and Financial Planning 3-14 In the percent-of-sales method for preparing a pro forma income statement, the financial manager begins with sales forecasts and uses values for cost of goods sold, operating expenses, and interest expense that are expressed as a percentage of projected sales. This technique assumes all costs to be variable. The weakness of this approach is that net profit may be overstated for firms with high fixed costs and understated for firms with low fixed costs. The strength of this approach is ease of calculation. Due to the effect of leverage, ignoring fixed costs tends to understate profits when sales are rising and overstate them when sales are falling. To avoid this problem, the analyst should divide the expense portion of the pro forma income statement into fixed and variable components. The judgmental approach is used to develop the pro forma balance sheet by estimating some balance sheet accounts while calculating others. This method assumes that values of variables such as cash, accounts receivable, and inventory can be forced to take on certain values rather than occur as a natural flow of business transactions. The balancing, or "plug," figure used in the pro forma balance sheet prepared with the judgmental approach is the amount of financing necessary to bring this statement into balance. Sometimes an analyst wishing to estimate a firm's longterm borrowing requirement will forecast the balance sheet and let this "plug" figure represent the firm's estimated external funds required. A positive external funds required figure means the firm must raise funds externally to meet its operating needs. Once it determines whether to use debt or equity, its pro forma balance sheet can be adjusted to reflect the planned financing strategy. If the figure is negative, the firm's forecast shows that its financing is greater than its requirements. Surplus funds can be used to repay debt, repurchase stock, or increase dividends. The pro forma balance sheet would be modified to show the planned changes. 3-15 3-16 3-17 3-18 Simplified approaches to preparing pro forma statements have two basic weaknesses: 1) the assumption that the firm's past financial condition is an accurate predictor of its future and 2) the assumption that the values of certain variables can be forced to take on desired values. The approaches remain popular due to ease of calculation. 51 Part 1 Introduction to Managerial Finance 3-19 The financial manager may perform ratio analysis and may possibly prepare source and use statements from pro forma statements. He treats the pro forma statements as if they were actual statements in order to evaluate various aspects of the firm's financial health⎯liquidity, activity, debt, and profitability⎯expected at the end of the future period. The resulting information is used to adjust planned operations to achieve short-term financial goals. Of course, the manager reviews and may question various assumptions and values used in forecasting these statements. 52 Chapter 3 Cash Flow and Financial Planning SOLUTIONS TO PROBLEMS 3-1 LG 1: Depreciation Depreciation Schedule Percentages Cost from Table 3.2 (1) (2) $17,000 $17,000 $17,000 $17,000 33% 45 15 7 Year Asset A 1 2 3 4 Depreciation [(1) x (2)] (3) $5,610 7,650 2,550 1,190 Year Asset B 1 2 3 4 5 6 3-2 Depreciation Schedule Percentages Cost from Table 3.2 (1) (2) $45,000 $45,000 $45,000 $45,000 $45,000 $45,000 20% 32 19 12 12 5 Depreciation [(1) x (2)] (3) $ 9,000 14,400 8,550 5,400 5,400 2,250 LG 2: Accounting Cash flow Earnings after taxes Plus: Depreciation Plus: Amortization Cash flow from operations $50,000 28,000 2,000 $80,000 3-3 a. LG 1, 2: MACRS Depreciation Expense, Taxes, and Cash Flow From table 3.2 Depreciation expense = $80,000 x .20 = $16,000 New taxable income = $430,000 - $16,000 = $414,000 Tax liability = $113,900 + [($414,000 - $335,000) x .34] = $113,900 + $26,860 = $140,760 b. Original tax liability before depreciation expense: 53 Part 1 Introduction to Managerial Finance Tax liability = $113,900 + [($430,000 - $335,000) x .34] = $113,900 + $32,300 = $146,200 Tax savings = $146,200 - $140,760 = $5,440 c. After-tax net income Plus depreciation expense Net cash flow $289,240 ($430,000 - $140,760) 16,000 $305,240 3-4 a. LG 1, 2: Depreciation and Accounting Cash Flow Cash flow from operations: Sales revenue Less: Total costs before depreciation, interest, and taxes Depreciation expense Interest expense Net profits before taxes Less: Taxes at 40% Net profits after taxes Plus: Depreciation Cash flow from operations $400,000 290,000 34,200 15,000 $ 60,800 24,320 $ 36,480 34,200 $ 70,680 b. 3-5 Depreciation and other noncash charges serve as a tax shield against income, increasing annual cash flow. LG 2: Classifying Inflows and Outflows of Cash Change ($) + 100 -1,000 + 500 -2,000 + 200 + 400 Change Item ($) Accounts receivable -700 Net profits + 600 Depreciation + 100 Repurchase of stock + 600 Cash dividends + 800 Sale of stock +1,000 Item Cash Accounts payable Notes payable Long-term debt Inventory Fixed assets 3-6 a. I/O O O I O O O I/O I I I O O I LG 2: Finding Operating and Free Cash Flows Cash flow from operations = Net profits after taxes + Depreciation Cash flow from operations = $1,400 + 11,600 Cash flow from operations = $13,000 b. OCF = EBIT – Taxes + Depreciation 54 Chapter 3 Cash Flow and Financial Planning OCF = $2,700 – $933 + $11,600 OCF = $13,367 c. FCF = OCF – Net fixed asset investment* – Net current asset investment** FCF = $13,367 - $1,400 - $1,400 FCF = $10,567 * Net fixed asset investment = Change in net fixed assets + Depreciation Net fixed asset investment = ($14,800 - $15,000) + ($14,700 - $13,100) Net fixed asset investment = -$200 + $1,600 = $1,400 ** Net current asset investment = Change in current assets – change in (accounts payable and accruals) Net current asset investment = ($8,200 - $6,800) – ($1,800 - $1,800) Net current asset investment = $1,400 – 0 = $1,400 d. Keith Corporation has significant positive cash flows from operating activities. The accounting cash flows are a little less than the operating and free cash flows. The FCF value is very meaningful since it shows that the cash flows from operations are adequate to cover both operating expense plus investment in fixed and current assets. LG 4: Cash Receipts April $ 65,000 $ 32,500 May $ 60,000 $ 30,000 16,250 June $ 70,000 $ 35,000 15,000 16,250 $ 66,250 July $100,000 $ 50,000 17,500 15,000 $ 82,500 August $100,000 $ 50,000 25,000 17,500 $ 92,500 3-7 Sales Cash sales (.50) Collections: Lag 1 month (.25) Lag 2 months (.25) Total cash receipts 55 Part 1 Introduction to Managerial Finance 3-8 LG 4: Cash Disbursement Schedule February $500,000 $300,000 March $500,000 $336,000 April $560,000 $366,000 36,600 168,000 120,000 8,000 May $610,000 $390,000 39,000 183,000 134,400 8,000 June $650,000 $390,000 39,000 195,000 146,400 8,000 July $650,000 Sales Disbursements Purchases (.60) Cash 1 month delay (.50) 2 month delay (.40) Rent Wages & salary Fixed Variable Taxes Fixed assets Interest Cash dividends Total Disbursements 6,000 39,200 75,000 6,000 42,700 6,000 45,500 54,500 30,000 12,500 $465,300 $413,100 $524,400 56 Chapter 3 Cash Flow and Financial Planning 3-9 LG 4: Cash Budget–Basic March $50,000 $10,000 April $60,000 $12,000 May $70,000 $14,000 36,000 10,000 2,000 $62,000 June $80,000 $16,000 42,000 12,000 2,000 $72,000 July $100,000 $ 20,000 48,000 14,000 2,000 $ 84,000 Sales Cash sales (.20) Lag 1 month (.60) Lag 2 months (.20) Other income Total cash receipts Disbursements Purchases Rent Wages & salaries Dividends Principal & interest Purchase of new equipment Taxes due Total cash disbursements Total cash receipts Total cash disbursements Net cash flow Add: Beginning cash Ending cash Minimum cash Required total financing (Notes Payable) Excess cash balance (Marketable Securities) $50,000 3,000 6,000 $70,000 3,000 7,000 3,000 4,000 6,000 $93,000 $72,000 93,000 ($21,000) 8,000 ($13,000) 5,000 0 $18,000 -0- $80,000 3,000 8,000 6,000 $59,000 $62,000 59,000 $ 3,000 5,000 $ 8,000 5,000 $97,000 $84,000 97,000 ($13,000) ( 13,000) ($26,000) 5,000 $31,000 -0- $ 3,000 The firm should establish a credit line of at least $31,000. 3-10 LG 4: Cash Budget–Advanced 57 Part 1 Introduction to Managerial Finance a. Sept. $210 Oct. $250 Nov. $170 $ 34 100 84 $218 $120 $150 $140 $ 14 75 48 50 20 Forecast Sales Cash sales (.20) Collections Lag 1 month (.40) Lag 2 months (.40) Other cash receipts Total cash receipts Forecast Purchases Xenocore, Inc. ($000) Dec. Jan. $160 $140 $ 32 $ 28 68 100 $200 $100 $ 10 70 60 34 20 64 68 15 $175 $ 80 $8 50 56 32 20 10 20 25 $219 $200 219 (19) 33 14 15 1 Feb. $180 $ 36 56 64 27 $183 $110 $ 11 40 40 28 20 Mar. $200 $ 40 72 56 15 $183 $100 $ 10 55 32 36 20 Apr. $250 $ 50 80 72 12 $214 $ 90 $9 50 44 40 20 10 30 20 80 $303 $214 303 (89) 67 (22) 15 37 Cash purchases Payments Lag 1 month (.50) Lag 2 months (.40) Salaries & wages Rent Interest payments Principal payments Dividends Taxes Purchases of fixed assets Total cash disbursements Total cash receipts Less: Total cash disbursements Net cash flow Add: Beginning cash Ending cash Less: Minimum cash balance b. Required total financing (Notes payable) Excess cash balance (Marketable securities) c. $207 $218 207 11 22 33 15 $196 $175 196 (21) 14 (7) 15 22 $139 $183 139 44 (7) 37 15 $153 $183 153 30 37 67 15 18 22 52 The line of credit should be at least $37,000 to cover the maximum borrowing needs for the month of April. 3-11 LG 4: Cash Flow Concepts 58 Chapter 3 Cash Flow and Financial Planning Note to instructor: There are a variety of possible answers to this problem, depending on the assumptions the student might make. The purpose of this question is to have a chance to discuss the difference between cash flows, income, and assets. Cash Budget x x x x Pro Forma Income Statement x x Pro Forma Balance Sheet x x x x x x x x x Transaction Cash sale Credit sale Accounts receivable are collected Asset with a five-year life is purchased Depreciation is taken Amortization of goodwill is taken Sale of common stock Retirement of outstanding bonds Fire insurance premium is paid for the next three years 3-12 a. x x x x x LG 4: Cash Budget–Sensitivity Analysis Trotter Enterprises, Inc. Multiple Cash Budgets ($000) Pessimistic October Most OptiLikely mistic Pessimistic November Most OptiLikely mistic Pessimistic December Most OptiLikely mistic Total cash receipts $260 Total cash disbursements 285 Net cash flow (15) Add: Beginning cash (20) Ending cash: (35) Financing 53 $18 $342 326 16 (20) (4) 22 $18 $462 421 41 (20) 21 $21 $200 203 (3) (35) (38) 56 $18 $287 261 26 (4) 22 $22 $366 313 53 21 74 $74 $191 287 (96) (38) (134) 152 $18 $294 332 (38) 22 (16) 34 $18 $353 315 38 74 112 $112 b. Under the pessimistic scenario Trotter will definitely have to borrow funds, up to $152,000 in December. Their needs are much smaller under their most likely 59 Part 1 Introduction to Managerial Finance outcome. If events turn out to be consistent with their optimistic forecast, the firm should have excess funds and will not need to access the financial markets. 3-13 LG 4: Multiple Cash Budgets–Sensitivity Analysis a. and b. Brownstein, Inc. Multiple Cash Budgets ($000) 1st Month Pessi- Most Optimistic Likely mistic 2nd Month Pessi- Most Optimistic Likely mistic 3rd Month Pessi- Most Optimistic Likely mistic Sales $ 80 Sale of asset Purchases (60) Wages (14) Taxes (20) Purchase of fixed asset Net cash flow $(14) Add: Beginning cash 0 Ending cash: $(14) c. $ 100 (60) (15) (20) $ 120 (60) (16) (20) $ 80 (60) (14) $ 100 (60) (15) $ 120 (60) (16) $ 80 $ 100 $ 120 8 8 8 (60) (60) (60) (14) (15) (16) $5 0 $5 $ 24 0 $ 24 (15) $ (9) (14) $ (23) (15) $ 10 5 $ 15 (15) $ 29 24 $ 53 $ 14 ( 23) $ (9) $ 33 15 $ 48 $ 52 53 $ 105 Considering the extreme values reflected in the pessimistic and optimistic outcomes allows Brownstein, Inc. to better plan its borrowing or investment requirements by preparing for the worst case scenario. 3-14 a. LG 5: Pro Forma Income Statement Pro Forma Income Statement 60 Chapter 3 Cash Flow and Financial Planning Metroline Manufacturing, Inc. for the Year Ended December 31, 2004 (percent-of-sales method) Sales $1,500,000 Less: Cost of goods sold (.65 x sales) 975,000 Gross profits $ 525,000 Less: Operating expenses (.086 x sales) 129,000 Operating profits $ 396,000 Less: Interest expense 35,000 Net profits before taxes $ 361,000 Less: Taxes (.40 x NPBT) 144,400 Net profits after taxes $ 216,600 Less: Cash dividends 70,000 To retained earnings $ 146,600 b. Pro Forma Income Statement Metroline Manufacturing, Inc. for the Year Ended December 31, 2004 (based on fixed and variable cost data) Sales Less: Cost of goods sold Fixed cost Variable cost (.50 x sales) Gross profits Less: Operating expense: Fixed expense Variable expense (.06 x sales) Operating profits Less: Interest expense Net profits before taxes Less: Taxes (.40 x NPBT) Net profits after taxes Less: Cash dividends To retained earnings c. $1,500,000 210,000 750,000 $ 540,000 36,000 90,000 414,000 35,000 379,000 151,600 227,400 70,000 157,400 $ $ $ $ 3-15 a. The pro forma income statement developed using the fixed and variable cost data projects a higher net profit after taxes due to lower cost of goods sold and operating expenses. Although the percent-of-sales method projects a more conservative estimate of net profit after taxes, the pro forma income statement which classifies fixed and variable cost is more accurate. LG 5: Pro Forma Income Statement–Sensitivity Analysis Pro Forma Income Statement Allen Products, Inc. 61 Part 1 Introduction to Managerial Finance for the Year Ended December 31, 2004 Pessimistic Sales $900,000 Less cost of goods sold (45%) 405,000 Gross profits $495,000 Less operating expense (25%) 225,000 Operating profits $270,000 Less interest expense (3.2%) 28,800 Net profit before taxes $241,200 Taxes (25%) 60,300 Net profits after taxes $180,900 b. Most Likely $1,125,000 506,250 $ 618,750 281,250 $ 337,500 36,000 $ 301,500 75,375 $ 226,125 Optimistic $1,280,000 576,000 $ 704,000 320,000 $ 384,000 40,960 $ 343,040 85,760 $ 257,280 The simple percent-of-sales method assumes that all cost are variable. In reality some of the expenses will be fixed. In the pessimistic case this assumption causes all costs to decrease with the lower level of sales when in reality the fixed portion of the costs will not decrease. The opposite occurs for the optimistic forecast since the percent-of-sales assumes all costs increase when in reality only the variable portion will increase. This pattern results in an understatement of costs in the pessimistic case and an overstatement of profits. The opposite occurs in the optimistic scenario. c. Pro Forma Income Statement Allen Products, Inc. for the Year Ended December 31, 2004 Pessimistic Most Likely Optimistic Sales $900,000 $1,125,000 $1,280,000 Less cost of goods sold: Fixed 250,000 250,000 250,000 205,875 234,240 Variable (18.3%) 164,700 Gross profits $485,300 $ 669,125 $ 795,760 Less operating expense Fixed 180,000 180,000 180,000 65,250 74,240 Variable (5.8%) 52,200 Operating profits $253,100 $ 423,875 $ 541,520 Less interest expense 30,000 30,000 30,000 Net profit before taxes $223,100 $ 393,875 $ 511,520 98,469 127,880 Taxes (25%) 55,775 Net profits after taxes $167,325 $ 295,406 $ 383,640 The profits for the pessimistic case are larger in part a than in part c. For the optimistic case, the profits are lower in part a than in part c. This outcome confirms the results as stated in part b. d. 62 Chapter 3 Cash Flow and Financial Planning 3-16 a. LG 5: Pro Forma Balance Sheet–Basic Pro Forma Balance Sheet Leonard Industries December 31, 2004 Assets Current assets Cash Marketable securities Accounts receivable Inventories Total current assets Net fixed assets Total assets Liabilities and stockholders' equity Current liabilities Accounts payable Accruals Other current liabilities Total current liabilities Long-term debts Total liabilities Common stock Retained earnings Total stockholders' equity External funds required Total liabilities and stockholders' equity 50,000 15,000 300,000 360,000 $ 725,000 658,000 1 $1,383,000 $ $ 420,000 60,000 30,000 $ 510,000 350,000 $ 860,000 200,000 270,000 2 $ 470,000 53,000 3 $1,383,000 1 Beginning gross fixed assets Plus: Fixed asset outlays Less: Depreciation expense Ending net fixed assets $ 600,000 90,000 (32,000) $ 658,000 220,000 120,000 (70,000) 270,000 2 Beginning retained earnings (Jan. 1, 2004) $ Plus: Net profit after taxes ($3,000,000 x .04) Less: Dividends paid Ending retained earnings (Dec. 31, 2004) $ Total assets Less: Total liabilities and equity External funds required 3 $1,383,000 1,330,000 $ 53,000 63 Part 1 Introduction to Managerial Finance b. Based on the forecast and desired level of certain accounts, the financial manager should arrange for credit of $53,000. Of course, if financing cannot be obtained, one or more of the constraints may be changed. If Leonard Industries reduced its 2004 dividend to $17,000 or less, the firm would not need any additional financing. By reducing the dividend, more cash is retained by the firm to cover the growth in other asset accounts. LG 5: Pro Forma Balance Sheet Pro Forma Balance Sheet Peabody & Peabody December 31, 2005 Assets Current assets Cash Marketable securities Accounts receivable Inventories Total current assets Net fixed assets Total assets Liabilities and stockholders' equity Current liabilities Accounts payable Accruals Other current liabilities Total current liabilities Long-term debts Total liabilities Common equity External funds required Total liabilities and stockholders' equity 1 c. 3-17 a. $ 480,000 200,000 1,440,000 2,160,000 $4,280,000 4,820,000 1 $9,100,000 $1,680,000 500,000 80,000 $2,260,000 2,000,000 $4,260,000 4,065,000 2 775,000 $9,100,000 $4,000,000 1,500,000 (680,000) $4,820,000 Beginning gross fixed assets (January 1, 2005) Plus: Fixed asset outlays Less: Depreciation expense Ending net fixed assets (December 31, 2005) 2 Note: Common equity is the sum of common stock and retained earnings. 64 Chapter 3 Cash Flow and Financial Planning Beginning common equity (January 1, 2004) Plus: Net profits after taxes (2004) Net profits after taxes (2005) Less: Dividends paid (2004) Dividends paid (2005) Ending common equity (December 31, 2005) b. $3,720,000 330,000 360,000 (165,000) (180,000) $4,065,000 Peabody & Peabody must arrange for additional financing of at least $775,000 over the next two years based on the given constraints and projections. LG 5: Integrative–Pro Forma Statements 3-18 a. Pro Forma Income Statement Red Queen Restaurants for the Year Ended December 31, 2004 (percent-of-sales method) Sales Less: Cost of goods sold (.75 x sales) Gross profits Less: Operating expenses (.125 x sales) Net profits before taxes Less: Taxes (.40 x NPBT) Net profits after taxes Less: Cash dividends To Retained earnings $ 900,000 675,000 $ 225,000 112,500 $ 112,500 45,000 $ 67,500 35,000 $ 32,500 65 Part 1 Introduction to Managerial Finance b. Pro Forma Balance Sheet Red Queen Restaurants December 31, 2004 (Judgmental Method) Assets Cash Marketable securities Accounts receivable Inventories Current assets Net fixed assets Liabilities and Equity Accounts payable Taxes payable Other current liabilities Current liabilities Long-term debt Common stock Retained earnings External funds required Total liabilities and stockholders' equity $ 175,000 67,500 (35,000) $ 207,500 30,000 18,000 162,000 112,500 $ 322,500 375,000 $ $ 112,500 11,250 5,000 $ 128,750 200,000 150,000 207,500 * 11,250 $ 697,500 Total assets * $ 697,500 Beginning retained earnings (January 1, 2004) Plus: Net profit after taxes Less: Dividends paid Ending retained earnings (December 31, 2004) c. 3-19 a. Using the judgmental approach, the external funds requirement is $11,250. LG 5: Integrative–Pro Forma Statements Pro Forma Income Statement Provincial Imports, Inc. for the Year Ended December 31, 2004 (percent-of-sales method) Sales Less: Cost of goods sold (.35 x sales + $1,000,000) Gross profits Less: Operating expenses (.12 x sales +$250,000) Operating profits Less: Interest Expense Net profits before taxes Less: Taxes (.40 x NPBT) Net profits after taxes Less: Cash dividends (.40 x NPAT) To Retained earnings b. 66 $ 6,000,000 3,100,000 $ 2,900,000 970,000 $ 1,930,000 200,000 $1,730,000 692,000 $ 1,038,000 415,200 $ 622,800 Chapter 3 Cash Flow and Financial Planning Pro Forma Balance Sheet Provincial Imports, Inc. December 31, 2004 (Judgmental Method) Assets Cash Marketable securities Accounts receivable Inventories Current assets Net fixed assets Liabilities and Equity Accounts payable Taxes payable Notes payable Other current liabilities Current liabilities Long-term debt Common stock Retained earnings External funds required Total liabilities and stockholders' equity $ 400,000 275,000 750,000 1,000,000 $2,425,000 1,646,000 $ 840,000 138,4001 200,000 6,000 $1,184,400 550,000 75,000 1,651,800 2 609,800 $4,071,000 Total assets 1 $4,071,000 Taxes payable for 2000 are nearly 20% of the 2000 taxes on the income statement. The pro forma value is obtained by taking 20% of the 2001 taxes (.2 x $692,000 = $138,400). Beginning retained earnings (January 1, 2004) Plus: Net profit after taxes Less: Dividends paid Ending retained earnings (December 31, 2004) $ 1,375,000 692,000 (415,200) $ 1,651,800 2 c. Using the judgmental approach, the external funds requirement is $609,800. 67 Part 1 Introduction to Managerial Finance CHAPTER 3 CASE Preparing Martin Manufacturing's 2004 Pro Forma Financial Statement In this case, the student prepares pro forma financial statements, using them to determine whether Martin Manufacturing will require external funding in order to embark on a major expansion program. a. Martin Manufacturing Company Pro Forma Income Statement for the Year Ended December 31, 2004 Sales revenue Less: Cost of goods sold Gross profits Less: Operating expenses Selling expense and general and administrative expense Depreciation expense Total operating expenses Operating profits Less: Interest expense Net profits before taxes Less: Taxes (40%) Total profits after taxes $6,500,000 4,745,000 $1,755,000 (100%) (.73 x sales) (.27 x sales) $1,365,000 (.21 x sales) 185,000 $1,550,000 $ 205,000 97,000 $ 108,000 43,200 $ 64,800 Note: Calculations "driven" by cost of goods sold and operating expense (excluding depreciation, which is given) percentages. 68 Chapter 3 Cash Flow and Financial Planning b. Martin Manufacturing Company Pro Forma Balance Sheet December 31, 2004 Assets Current assets Cash Accounts receivable Inventories Total current assets Gross fixed assets Less: Accumulated depreciation Net fixed assets Total assets Liabilities and stockholders' equity Current liabilities Accounts payable Notes payable Accruals Total current liabilities Long-term debts Total liabilities Stockholders' equity Preferred stock Common stock (at par) Paid-in capital in excess of par Retained earnings Total stockholders' equity Total External funds required Total liabilities and stockholders' equity 1 25,000 902,778 677,857 $1,605,635 $2,493,819 685,000 $1,808,819 $3,414,454 $ $ 276,000 311,000 75,000 $ 662,000 1,165,250 $1,827,250 $ 50,000 100,000 193,750 1,044,800 1 $1,388,550 $3,215,800 198,654 $3,414,454 Beginning retained earnings (January 1, 2004) $1,000,000 Plus: Net profits 64,800 Less: Dividends paid (20,000) Ending retained earnings (December 31, 2004) $1,044,800 c. Based on the pro forma financial statements prepared above, Martin Manufacturing will need to raise about $200,000 ($198,654) in external financing in order to undertake its construction program. 69 Part 1 Introduction to Managerial Finance INTEGRATIVE CASE 1 TRACK SOFTWARE, INC. Integrative Case 1, Track Software, Inc., places the student in the role of financial decision maker to introduce the basic concepts of financial goal-setting, measurement of the firm's performance, and analysis of the firm's financial condition. Since this sevenyear-old software company has cash flow problems, the student must prepare and analyze the statement of cash flows. Interest expense is increasing, and the firm's financing strategy should be evaluated in view of current yields on loans of different maturities. A ratio analysis of Track's financial statements is used to provide additional information about the firm’s financial condition. The student is then faced with a cost/benefit tradeoff: Is the additional expense of a new software developer, which will decrease shortterm profitability, a good investment for the firm's long-term potential? In considering these situations, the student becomes familiar with the importance of financial decisions to the firm's day-to-day operations and long-term profitability. a. (1) Stanley is focusing on maximizing profit, as shown by the increase in net profits over the period 1997 to 2003. His dilemma about adding the software designer, which would depress earnings for the near term, also demonstrates his emphasis on this goal. Maximizing wealth should be the correct goal for a financial manager. Wealth maximization takes a long-term perspective and also considers risk and cash flows. Profits maximization does not integrate these three factors (cash flow, timing, risk) in the decision process (2) An agency problem exists when managers place personal goals ahead of corporate goals. Since Stanley owns 40% of the outstanding equity, it is unlikely that an agency problem would arise at Track Software. b. Earnings per share (EPS) calculation: Year 1997 1998 1999 2000 2001 2002 2003 Net Profits after Taxes ($50,000) (20,000) 15,000 35,000 40,000 43,000 48,000 EPS (NPAT ÷ 100,000 shares) $0 0 .15 .35 .40 .43 .48 Earnings per share has increased steadily, confirming that Stanley is concentrating his efforts on profit maximization. c. Calculation of Operating and Free Cash Flows 70 Chapter 3 Cash Flow and Financial Planning OCF = EBIT – Taxes + Depreciation OCF = $89 – 12 +11 = $88 FCF = OCF – Net fixed asset investment* – Net current asset investment** FCF = $88 – 15 – 47 = 26 * NFAI = Change in net fixed assets + depreciation NFAI = (132 – 128) + 11 = 15 NCAI = Change in current assets - change in (accounts payable + accruals) NCAI = 59 – (10 + 2) = 47 Track Software is providing a good positive cash flow from its operating activities. The OCF is large enough to provide the cash needed for the needed investment in both fixed assets and the increase in net working capital. The firm still has $26,000 available to pay investors (creditors and equity holders). d. Ratio Analysis Track Software, Inc. Industry Average 2003 $96,000 Actual Ratio Net working capital Current ratio 2002 $21,000 2003 $58,000 TS: CS: TS: CS: Time-series Cross-sectional Improving Poor 1.06 1.16 1.82 TS: Improving CS: Poor TS: Stable CS: Poor TS: Deteriorating CS: Poor TS: Deteriorating CS: Poor TS: Improving CS: Poor Quick ratio 0.63 0.63 1.10 Inventory turnover 10.40 5.39 12.45 Average collection 29.6 days period Total asset turnover 2.66 35.3 days 20.2 days 2.80 3.92 Actual 71 Industry Average TS: Time-series Part 1 Introduction to Managerial Finance Ratio Debt ratio 2002 0.78 2003 0.73 2003 0.55 CS: Cross-sectional TS: Decreasing CS: Poor TS: Stable CS: Poor TS: Improving CS: Fair TS: Improving CS: Poor TS: Stable CS: Fair TS: Improving CS: Poor TS: Deteriorating CS: Fair Times interest earned Gross profit margin Operating profit margin Net profit margin 3.0 3.1 5.6 32.1% 33.5% 42.3% 5.5% 5.7% 12.4% 3.0% 3.1% 4.0% Return on total assets (ROA) Return on equity (ROE) 80% 8.7% 15.6% 36.4% 31.6% 34.7% Analysis of Track Software based on ratio data: (1) Liquidity: Track Software's liquidity as reflected by the current ratio, net working capital, and acid-test ratio has improved slightly or remained stable, but overall is significantly below the industry average. Activity: Inventory turnover has deteriorated considerably and is much worse than the industry average. The average collection period has also deteriorated and is also substantially worse than the industry average. Total asset turnover improved slightly but is still well below the industry norm. Debt: The firm's debt ratio improved slightly from 2002 but is higher than the industry averages. The times interest earned ratio is stable and, although it provides a reasonable cushion for the company, is below the industry average. Profitability: The firm's gross, operating, and net profit margins have improved slightly in 2003 but remain low compared to the industry. Return on total assets has improved slightly but is about half the industry average. Return on equity declined slightly and is now below the industry average. Track Software, while showing improvement in most liquidity, debt, and profitability ratios, should take steps to improve activity ratios, particularly inventory turnover and accounts receivable collection. It does not compare favorably to its peer group. 72 (2) (3) (4) Chapter 3 Cash Flow and Financial Planning e. Stanley should make every effort to find the cash to hire the software developer. Since the major goal is profit maximization, the ability to add a new product would increase sales and lead to greater profits for Track Software over the longterm. 73 PART 2 Important Financial Concepts CHAPTERS IN THIS PART 4 5 6 7 Time Value of Money Risk and Return Interest Rates and Bond Valuation Stock Valuation INTEGRATIVE CASE 2: ENCORE INTERNATIONAL Chapter 4 Time Value of Money CHAPTER 4 Time Value of Money INSTRUCTOR’S RESOURCES Overview This chapter introduces an important financial concept: the time value of money. The present value and future value of a sum, as well as the present and future values of an annuity, are explained. Special applications of the concepts include intra-year compounding, mixed cash flow streams, mixed cash flows with an embedded annuity, perpetuities, deposits to accumulate a future sum, and loan amortization. Numerous business and personal financial applications are used as examples. PMF DISK PMF Tutor: Time Value of Money Time value of money problems included in the PMF Tutor are future value (single amount), present value (single amount and mixed stream), present and future value annuities, loan amortization, and deposits to accumulate a sum. PMF Problem-Solver: Time Value of Money This module will allow the student to compute the worth of money under three scenarios: 1) single payment, 2) annuities, 3) mixed stream. These routines may also be used to amortize a loan or estimate growth rates. PMF Templates Spreadsheet templates are provided for the following problems: Problem Self-Test 1 Self-Test 2 Self-Test 3 Self-Test 4 Topic Future values for various compounding frequencies Future value of annuities Present value of lump sums and streams Deposits needed to accumulate a future sum 77 Part 2 Important Financial Concepts Study Guide The following Study Guide examples are suggested for classroom presentation: Example 5 6 10 Topic More on annuities Loan amortization Effective rate 78 Chapter 4 Time Value of Money ANSWERS TO REVIEW QUESTIONS 4-1 Future value (FV), the value of a present amount at a future date, is calculated by applying compound interest over a specific time period. Present value (PV), represents the dollar value today of a future amount, or the amount you would invest today at a given interest rate for a specified time period to equal the future amount. Financial managers prefer present value to future value because they typically make decisions at time zero, before the start of a project. A single amount cash flow refers to an individual, stand alone, value occurring at one point in time. An annuity consists of an unbroken series of cash flows of equal dollar amount occurring over more than one period. A mixed stream is a pattern of cash flows over more than one time period and the amount of cash associated with each period will vary. Compounding of interest occurs when an amount is deposited into a savings account and the interest paid after the specified time period remains in the account, thereby becoming part of the principal for the following period. The general equation for future value in year n (FVn) can be expressed using the specified notation as follows: FVn = PV x (1+i)n 4-4 A decrease in the interest rate lowers the future amount of a deposit for a given holding period, since the deposit earns less at the lower rate. An increase in the holding period for a given interest rate would increase the future value. The increased holding period increases the future value since the deposit earns interest over a longer period of time. The present value, PV, of a future amount indicates how much money today would be equivalent to the future amount if one could invest that amount at a specified rate of interest. Using the given notation, the present value (PV) of a future amount (FVn) can be defined as follows: ⎛1 PV = FV⎜ ⎜ (1 + i) n ⎝ ⎞ ⎟ ⎟ ⎠ 4-2 4-3 4-5 4-6 An increasing required rate of return would reduce the present value of a future amount, since future dollars would be worth less today. Looking at the formula for present value in question 5, it should be clear that by increasing the i value, which is the required return, the present value interest factor would decrease, thereby reducing the present value of the future sum. 79 Part 2 Important Financial Concepts 4-7 Present value calculations are the exact inverse of compound interest calculations. Using compound interest, one attempts to find the future value of a present amount; using present value, one attempts to find the present value of an amount to be received in the future. An ordinary annuity is one for which payments occur at the end of each period. An annuity due is one for which payments occur at the beginning of each period. The ordinary annuity is the more common. For otherwise identical annuities and interest rates, the annuity due results in a higher future value because cash flows occur earlier and have more time to compound. 4-8 4-9 The present value of an ordinary annuity, PVAn, can be determined using the formula: PVAn = PMT x (PVIFAi%,n) where: PMT PVIFAi%,n = = the end of period cash inflows the present value interest factor of an annuity for interest rate i and n periods. The PVIFA is related to the PVIF in that the annuity factor is the sum of the PVIFs over the number of periods for the annuity. For example, the PVIFA for 5% and 3 periods is 2.723, and the sum of the 5% PVIF for periods one through three is 2.723 (.952 + .907 + .864). 4-10 The FVIFA factors for an ordinary annuity can be converted for use in calculating an annuity due by multiplying the FVIFAi%,n by 1 + i. The PVIFA factors for an ordinary annuity can be converted for use in calculating an annuity due by multiplying the PVIFAi%,n by 1 + i. A perpetuity is an infinite-lived annuity. The factor for finding the present value of a perpetuity can be found by dividing the discount rate into 1.0. The resulting quotient represents the factor for finding the present value of an infinite-lived stream of equal annual cash flows. The future value of a mixed stream of cash flows is calculated by multiplying each year's cash flow by the appropriate future value interest factor. To find the present value of a mixed stream of cash flows multiply each year's cash flow by the appropriate present value interest factor. There will be at least as many calculations as the number of cash flows. 4-11 4-12 4-13 80 Chapter 4 Time Value of Money 4-14 As interest is compounded more frequently than once a year, both (a) the future value for a given holding period and (b) the effective annual rate of interest will increase. This is due to the fact that the more frequently interest is compounded, the greater the future value. In situations of intra-year compounding, the actual rate of interest is greater than the stated rate of interest. Continuous compounding assumes interest will be compounded an infinite number of times per year, at intervals of microseconds. Continuous compounding of a given deposit at a given rate of interest results in the largest value when compared to any other compounding period. The nominal annual rate is the contractual rate that is quoted to the borrower by the lender. The effective annual rate, sometimes called the true rate, is the actual rate that is paid by the borrower to the lender. The difference between the two rates is due to the compounding of interest at a frequency greater than once per year. APR is the Annual Percentage Rate and is required by “truth in lending laws” to be disclosed to consumers. This rate is calculated by multiplying the periodic rate by the number of periods in one year. The periodic rate is the nominal rate over the shortest time period in which interest is compounded. The APY, or Annual Percentage Yield, is the effective rate of interest that must be disclosed to consumers by banks on their savings products as a result of the “truth in savings laws.” These laws result in both favorable and unfavorable information to consumers. The good news is that rate quotes on both loans and savings are standardized among financial institutions. The negative is that the APR, or lending rate, is a nominal rate, while the APY, or saving rate, is an effective rate. These rates are the same when compounding occurs only once per year. 4-15 4-16 4-17 The size of the equal annual end-of-year deposits needed to accumulate a given amount over a certain time period at a specified rate can be found by dividing the interest factor for the future value of an annuity for the given interest rate and the number of years (FVIFAi%,n) into the desired future amount. The resulting quotient would be the amount of the equal annual end-of-year deposits required. The future value interest factor for an annuity is used in this calculation: PMT = FVn FVIFAi%, n 4-18 Amortizing a loan into equal annual payments involves finding the future payments whose present value at the loan interest rate just equals the amount of the initial principal borrowed. The formula is: PMT = PVn PVIFAi%, n 81 Part 2 Important Financial Concepts 4-19 a. Either the present value interest factor or the future value interest factor can be used to find the growth rate associated with a stream of cash flows. The growth rate associated with a stream of cash flows may be found by using the following equation, where the growth rate, g, is substituted for k. PV = FVn (1 + g) To find the rate at which growth has occurred, the amount received in the earliest year is divided by the amount received in the latest year. This quotient is the PVIFi%;n. The growth rate associated with this factor may be found in the PVIF table. b. To find the interest rate associated with an equal payment loan, the Present Value Interest Factors for a One-Dollar Annuity Table would be used. To determine the interest rate associated with an equal payment loan, the following equation may be used: PVn = PMT x (PVIFAi%,n) Solving the equation for PVIFAi%,n we get: PVIFA i %, n = PVn PMT Then substitute the values for PVn and PMT into the formula, using the PVIFA Table to find the interest rate most closely associated with the resulting PVIFA, which is the interest rate on the loan. 4-20 To find the number of periods it would take to compound a known present amount into a known future amount you can solve either the present value or future value equation for the interest factor as shown below using the present value: PV = FV x (PVIFi%,n) Solving the equation for PVIFi%,n we get: PVIFi %, n = PV FV Then substitute the values for PV and FV into the formula, using the PVIF Table for the known interest rate find the number of periods most closely associated with the resulting PVIF. 82 Chapter 4 Time Value of Money The same approach would be used for finding the number of periods for an annuity except that the annuity factor and the PVIFA (or FVIFA) table would be used. This process is shown below. PVn = PMT x (PVIFAi%,n) Solving the equation for PVIFAi%,n we get: PVIFA i %, n = PVn PMT 83 Part 2 Important Financial Concepts SOLUTIONS TO PROBLEMS 4-1 LG 1: Using a Time Line a., b., c. Compounding Future Value -$25,000 $3,000 $6,000 $6,000 $10,000 $8,000 $7,000 |—————|—————|—————|—————|—————|—————|—> 0 1 2 3 4 5 6 End of Year Present Value Discounting d. Financial managers rely more on present than future value because they typically make decisions before the start of a project, at time zero, as does the present value calculation. LG 2: Future Value Calculation: FVn = PV x (1+i)n Case A FVIF 12%,2 periods = (1 +.12)2 = 1.254 B FVIF 6%,3 periods = (1 +.06)3 = 1.191 C FVIF 9%,2 periods = (1 +.09)2 = 1.188 D FVIF 3%,4 periods = (1 + .03)4 = 1.126 4-2 84 Chapter 4 Time Value of Money 4-3 LG 2: Future Value Tables: FVn = PV x (1+i)n Case A 2 = 1 x (1 + .07)n a. 2/1 = (1.07)n 2 = FVIF7%,n 10 years< n < 11 years Nearest to 10 years Case B a. 2 = 1 x (1 + .40)n 2 = FVIF40%,n 2 years < n < 3 years Nearest to 2 years Case C a. 2 = 1 x (1 + .20)n 2 = FVIF20%,n 3 years < n < 4 years Nearest to 4 years Case D a. 2 = 1 x (1 +.10)n 2 = FVIF10%,n 7 years < n < 8 years Nearest to 7 years b. 4 = 1 x (1 + .07)n 4/1 = (1.07)n 4 = FVIF7%,n 20 years < n < 21 years Nearest to 20 years 4 = (1 + .40)n 4 = FVIF40%,n 4 years < n < 5 years Nearest to 4 years 4 = (1 + .20)n 4 = FVIF20%,n 7 years < n < 8 years Nearest to 8 years 4 = (1 +.10)n 4 = FVIF40%,n 14 years < n <15 years Nearest to 15 years b. b. b. 4-4 LG 2: Future Values: FVn = PV x (1 + i)n or FVn = PV x (FVIFi%,n) Case A FV20 = PV x FVIF5%,20 yrs. FV20 = $200 x (2.653) FV20 = $530.60 Calculator solution: $530.66 C FV10 = PV x FVIF9%,10 yrs. FV10 = $ 10,000 x (2.367) FV10 = $23,670 Calculator solution: $23,673.64 E FV5 = PV x FVIF11%,5 yrs. FV5 = $37,000 x (1.685) FV5 = $62,345 Calculator solution: $62,347.15 Case B FV7 = PV x FVIF8%,7 yrs. FV7 = $4,500 x (1.714) FV7 = $7,713 Calculator solution; $7,712.21 D FV12 = PV x FVIF10%,12 yrs. FV12 = $25,000 x (3.138) FV12 = $78,450 Calculator solution: $78,460.71 F FV9 = PV x FVIF12%,9 yrs. FV9 = $40,000 x (2.773) FV9 =$110,920 Calculator solution: $110,923.15 85 Part 2 Important Financial Concepts 4-5 a LG 2: Future Value: FVn = PV x (1 + i)n or FVn = PV x (FVIFi%,n) 1. FV3 = PV x (FVIF7%,3) FV3 = $1,500 x (1.225) FV3 = $1,837.50 Calculator solution: $1,837.56 2. FV6 = PV x (FVIF7%,6) FV6 = $1,500 x (1.501) FV6 = $2,251.50 Calculator solution: $2,251.10 3. FV9 = PV x (FVIF7%,9) FV9 = $1,500 x (1.838) FV9 = $2,757.00 Calculator solution: $2,757.69 b. 1. Interest earned = FV3 - PV Interest earned = $1,837.50 -$1,500.00 $ 337.50 2. Interest earned = FV6 – FV3 Interest earned = $2,251.50 -$1,837.50 $ 414.00 3. Interest earned = FV9 – FV6 Interest earned = $2,757.00 -$2,251.50 $ 505.50 c. The fact that the longer the investment period is, the larger the total amount of interest collected will be, is not unexpected and is due to the greater length of time that the principal sum of $1,500 is invested. The most significant point is that the incremental interest earned per 3-year period increases with each subsequent 3 year period. The total interest for the first 3 years is $337.50; however, for the second 3 years (from year 3 to 6) the additional interest earned is $414.00. For the third 3-year period, the incremental interest is $505.50. This increasing change in interest earned is due to compounding, the earning of interest on previous interest earned. The greater the previous interest earned, the greater the impact of compounding. LG 2: Inflation and Future Value 1. FV5 = PV x (FVIF2%,5) FV5 = $14,000 x (1.104) FV5 = $15,456.00 Calculator solution: $15,457.13 2. FV5 = PV x (FVIF4%,5) FV5 = $14,000 x (1.217) FV5 = $17,038.00 Calculator solution: $17,033.14 4-6 a. b. The car will cost $1,582 more with a 4% inflation rate than an inflation rate of 2%. This increase is 10.2% more ($1,582 ÷ $15,456) than would be paid with only a 2% rate of inflation. 86 Chapter 4 Time Value of Money 4-7 LG 2: Future Value and Time Deposit now: FV40 = PV x FVIF9%,40 FV40 = $10,000 x (1.09)40 FV40 = $10,000 x (31.409) FV40 = $314,090.00 Calculator solution: $314,094.20 Deposit in 10 years: FV30 = PV10 x (FVIF9%,30) FV30 = PV10 x (1.09)30 FV30 = $10,000 x (13.268) FV30 = $132,680.00 Calculator solution: $132,676.79 You would be better off by $181,410 ($314,090 - $132,680) by investing the $10,000 now instead of waiting for 10 years to make the investment. 4-8 a. LG 2: Future Value Calculation: FVn = PV x FVIFi%,n $15,000 = $10,200 x FVIFi%,5 FVIFi%,5 = $15,000 ÷ $10,200 = 1.471 8% < i < 9% Calculator Solution: 8.02% $15,000 = $8,150 x FVIFi%,5 FVIFi%,5 = $15,000 ÷ $8,150 = 1.840 12% < i < 13% Calculator Solution: 12.98% $15,000 = $7,150 x FVIFi%,5 FVIFi%,5 = $15,000 ÷ $7,150 = 2.098 15% < i < 16% Calculator Solution: 15.97% LG 2: Single-payment Loan Repayment: FVn = PV x FVIFi%,n b. c. 4-9 a. FV1 = PV x (FVIF14%,1) FV1 = $200 x (1.14) FV1 = $228 Calculator Solution: $228 FV8 = PV x (FVIF14%,8) FV8 = $200 x (2.853) FV8 = $570.60 Calculator Solution: $570.52 b. FV4 = PV x (FVIF14%,4) FV4 = $200 x (1.689) FV4 = $337.80 Calculator solution: $337.79 c. 87 Part 2 Important Financial Concepts 4-10 LG 2: Present Value Calculation: PVIF = Case A B C D 1 (1 + i) n PVIF PVIF PVIF PVIF = = = = 1 ÷ (1 + .02)4 1 ÷ (1 + .10)2 1 ÷ (1 + .05)3 1 ÷ (1 + .13)2 = = = = .9238 .8264 .8638 .7831 4-11 LG 2: Present Values: PV = FVn x (PVIFi%,n) Case A B C D E PV12%,4yrs PV8%, 20yrs PV14%,12yrs PV11%,6yrs PV20%,8yrs = $ 7,000 = $ 28,000 = $ 10,000 = $150,000 = $ 45,000 x x x x x .636 = .215= .208= .535= .233= $ 4,452 $ 6,020 $ 2,080 $80,250 $10,485 Calculator Solution $ 4,448.63 $ 6,007.35 $ 2,075.59 $80,196.13 $10,465.56 4-12 a. LG 2: Present Value Concept: PVn = FVn x (PVIFi%,n) PV = FV6 x (PVIF12%,6) PV = $6,000 x (.507) PV = $3,042.00 Calculator solution: $3,039.79 PV = FV6 x (PVIF12%,6) PV = $6,000 x (.507) PV = $3,042.00 Calculator solution: $3,039.79 b. PV = FV6 x (PVIF12%,6) PV = $6,000 x (.507) PV = $3,042.00 Calculator solution: $3,039.79 c. d. The answer to all three parts are the same. In each case the same questions is being asked but in a different way. LG 2: Present Value: PV = FVn x (PVIFi%,n) 4-13 Jim should be willing to pay no more than $408.00 for this future sum given that his opportunity cost is 7%. PV = $500 x (PVIF7%,3) PV = $500 x (.816) PV = $408.00 Calculator solution: $408.15 88 Chapter 4 Time Value of Money 4-14 LG 2: Present Value: PV = FVn x (PVIFi%,n) PV = $100 x (PVIF8%,6) PV = $100 x (.630) PV = $63.00 Calculator solution: $63.02 4-15 a. LG 2: Present Value and Discount Rates: PV = FVn x (PVIFi%,n) (1) PV = $1,000,000 x (PVIF6%,10) PV = $1,000,000 x (.558) PV = $558,000.00 Calculator solution: $558,394.78 (3) PV = $1,000,000 x (PVIF12%,10) PV = $1,000,000 x (.322) PV = $322,000.00 Calculator solution: $321,973.24 b. (1) PV = $1,000,000 x (PVIF6%,15) PV = $1,000,000 x (.417) PV = $417,000.00 Calculator solution: $417,265.06 (3) PV = $1,000,000 x (PVIF12%,15) PV = $1,000,000 x (.183) PV = $183,000.00 Calculator solution: $182,696.26 c. (2) PV = $1,000,000 x (PVIF9%,15) PV = $1,000,000 x (.275) PV = $275,000.00 Calculator solution: $274,538.04 (2) PV = $1,000,000 x (PVIF9%,10) PV = $1,000,000 x (.422) PV = $422,000.00 Calculator solution: $422,410.81 As the discount rate increases, the present value becomes smaller. This decrease is due to the higher opportunity cost associated with the higher rate. Also, the longer the time until the lottery payment is collected, the less the present value due to the greater time over which the opportunity cost applies. In other words, the larger the discount rate and the longer the time until the money is received, the smaller will be the present value of a future payment. LG 2: Present Value Comparisons of Lump Sums: PV = FVn x (PVIFi%,n) A. PV = $28,500 x (PVIF11%,3) PV = $28,500 x (.731) PV = $20,833.50 Calculator solution: $20,838.95 B. PV = $54,000 x (PVIF11%,9) PV = $54,000 x (.391) PV = $21,114.00 Calculator solution: $21,109.94 4-16 a. 89 Part 2 Important Financial Concepts C. PV = $160,000 x (PVIF11%,20) PV = $160,000 x (.124) PV = $19,840.00 Calculator solution: $19,845.43 b. Alternatives A and B are both worth greater than $20,000 in term of the present value. The best alternative is B because the present value of B is larger than either A or C and is also greater than the $20,000 offer. LG 2: Cash Flow Investment Decision: PV = FVn x (PVIFi%,n) A. PV = $30,000 x (PVIF10%,5) PV = $30,000 x (.621) PV = $18,630.00 Calculator solution: $18,627.64 C. PV = $10,000 x (PVIF10%,10) PV = $10,000 x (.386) PV = $3,860.00 Calculator solution: $3,855.43 B. PV = $3,000 x (PVIF10%,20) PV = $3,000 x (.149) PV = $447.00 Calculator solution: $445.93 D. PV = $15,000 x (PVIF10%,40) PV = $15,000 x (.022) PV = $330.00 Calculator solution: $331.42 c. 4-17 Purchase A C 4-18 a. LG 3: Future Value of an Annuity Do Not Purchase B D Future Value of an Ordinary Annuity vs. Annuity Due (1) Ordinary Annuity FVAk%,n = PMT x (FVIFAk%,n) A FVA8%,10 = $2,500 x 14.487 FVA8%,10 = $36,217.50 Calculator solution: $36,216.41 B FVA12%,6 = $500 x 8.115 FVA12%,6 = $4,057.50 Calculator solution: $4,057.59 C FVA20%,5 = $30,000 x 7.442 FVA20%,5 = $223,260 Calculator solution: $223,248 (2) Annuity Due FVAdue = PMT x [(FVIFAk%,n x (1 + k)] FVAdue = $2,500 x (14.487 x 1.08) FVAdue = $39,114.90 Calculator solution: $39,113.72 FVAdue = $500 x( 8.115 x 1.12) FVAdue = $4,544.40 Calculator solution: $4,544.51 FVAdue = $30,000 x (7.442 x 1.20) FVAdue = $267,912 Calculator solution: $267,897.60 90 Chapter 4 Time Value of Money (1) Ordinary Annuity D FVA9%,8 = $11,500 x 11.028 FVA9%,8 = $126,822 Calculator solution: $126,827.45 (2) Annuity Due FVAdue = $11,500 x (11.028 x 1.09) FVAdue = $138,235.98 Calculator solution: $138,241.92 E FVA14%,30 = $6,000 x 356.787 FVAdue = $6,000 x (356.787 x 1.14) FVA14%,30 = $2,140,722 FVAdue = $2,440,422.00 Calculator solution: $2,140,721.10 Calculator solution: $2,440,422.03 b. The annuity due results in a greater future value in each case. By depositing the payment at the beginning rather than at the end of the year, it has one additional year of compounding. LG 3: Present Value of an Annuity: PVn = PMT x (PVIFAi%,n) 4-19 a. Present Value of an Ordinary Annuity vs. Annuity Due (1) Ordinary Annuity PVAk%,n = PMT x (PVIFAi%,n) A PVA7%,3 = $12,000 x 2.624 PVA7%,3 = $31,488 Calculator solution: $31,491.79 (2) Annuity Due PVAdue = PMT x [(PVIFAi%,n x (1 + k)] PVAdue = $12,000 x (2.624 x 1.07) PVAdue = $33,692 Calculator solution: $33,696.22 B PVA12%15 = $55,000 x 6.811 PVAdue = $55,000 x (6.811 x 1.12) PVA12%,15 = $374,605 PVAdue = $419,557.60 Calculator solution: $374,597.55 Calculator solution: $419,549.25 C PVA20%,9 = $700 x 4.031 PVA20%,9 = $2,821.70 Calculator solution: $2,821.68 PVAdue = $700 x (4.031 x 1.20) PVAdue = $3,386.04 Calculator solution: $3,386.01 D PVA5%,7 = $140,000 x 5.786 PVAdue = $140,000 x (5.786 x 1.05) PVA5%,7 = $810,040 PVAdue = $850,542 Calculator solution: $810,092.28 Calculator solution: $850,596.89 E PVA10%,5 = $22,500 x 3.791 PVA10%,5 = $85,297.50 Calculator solution: $85,292.70 b. PVAdue = $22,500 x (2.791 x 1.10) PVAdue = $93,827.25 Calculator solution: $93,821.97 The annuity due results in a greater present value in each case. By depositing the payment at the beginning rather than at the end of the year, it has one less year to discount back. 91 Part 2 Important Financial Concepts 4-20 a. LG 3: Ordinary Annuity versus Annuity Due Annuity C (Ordinary) FVAi%,n = PMT x (FVIFAi%,n) (1) Annuity D (Due) FVAdue = PMT x [FVIFAi%,n x (1 + i)] FVA10%,10 = $2,500 x 15.937 FVA10%,10 = $39,842.50 Calculator solution: $39,843.56 FVA20%,10 = $2,500 x 25.959 FVA20%,10 = $64,897.50 Calculator solution: $64,896.71 FVAdue = $2,200 x (15.937 x 1.10) FVAdue = $38,567.54 Calculator solution: $38,568.57 FVAdue = $2,200 x (25.959 x 1.20) FVAdue = $68,531.76 Calculator solution: $68,530.92 (2) b. (1) At the end of year 10, at a rate of 10%, Annuity C has a greater value ($39,842.50 vs. $38,567.54). At the end of year 10, at a rate of 20%, Annuity D has a greater value ($68,531.76 vs. $64,896.71). Annuity D (Due) PVAdue = PMT x [FVIFAi%,n x (1 + i)] (2) c. Annuity C (Ordinary) PVAi%,n = PMT x (FVIFAi%,n) (1) PVA10%,10 = $2,500 x 6.145 PVA10%,10 = $15,362.50 Calculator solution: $15,361.42 PVA20%,10 = $2,500 x 4.192 PVA20%,10 = $10,480 Calculator solution: $10,481.18 PVAdue = $2,200 x (6.145 x 1.10) PVAdue = $14,870.90 Calculator solution: $14,869.85 PVAdue = $2,200 x (4.192 x 1.20) PVAdue = $11,066.88 Calculator solution: $11,068.13 (2) d. (1) At the beginning of the 10 years, at a rate of 10%, Annuity C has a greater value ($15,362.50 vs. $14,870.90). At the beginning of the 10 years, at a rate of 20%, Annuity D has a greater value ($11,066.88 vs. $10,480.00). (2) e. Annuity C, with an annual payment of $2,500 made at the end of the year, has a higher present value at 10% than Annuity D with an annual payment of $2,200 made at the beginning of the year. When the rate is increased to 20%, the shorter period of time to discount at the higher rate results in a larger value for Annuity D, despite the lower payment. 92 Chapter 4 Time Value of Money 4-21 a. LG 3: Future Value of a Retirement Annuity FVA40 = $2,000 x (FVIFA10%,40) FVA40 = $2,000 x (442.593) FVA40 = $885,186 Calculator solution: $885,185.11 b. FVA30 = $2,000 x (FVIFA10%,30) FVA30 = $2,000 x (164.494) FVA30 = $328,988 Calculator solution: $328,988.05 c. By delaying the deposits by 10 years the total opportunity cost is $556,198. This difference is due to both the lost deposits of $20,000 ($2,000 x 10yrs.) and the lost compounding of interest on all of the money for 10 years. Annuity Due: FVA40 = $2,000 x (FVIFA10%,40) x (1 + .10) FVA40 = $2,000 x (486.852) FVA40 = $973,704 Calculator solution: $973,703.62 Annuity Due: FVA30 = $2,000 x (FVIFA10%,30) x (1.10) FVA30 = $2,000 x (180.943) FVA30 = $361,886 Calculator solution: $361,886.85 d. Both deposits increased due to the extra year of compounding from the beginningof-year deposits instead of the end-of-year deposits. However, the incremental change in the 40 year annuity is much larger than the incremental compounding on the 30 year deposit ($88,518 versus $32,898) due to the larger sum on which the last year of compounding occurs. 4-22 LG 3: Present Value of a Retirement Annuity PVA = PMT x (PVIFA9%,25) PVA = $12,000 x (9.823) PVA = $117,876.00 Calculator solution: $117,870.96 4-23 a. LG 3: Funding Your Retirement PVA = PMT x (PVIFA11%,30) PVA = $20,000 x (8.694) PVA = $173,880.00 Calculator solution: $173,875.85 b. PV = FV x (PVIF9%,20) PV = $173,880 x (.178) PV = $30,950.64 Calculator solution: $31,024.82 c. Both values would be lower. In other words, a smaller sum would be needed in 20 years for the annuity and a smaller amount would have to be put away today to accumulate the needed future sum. 93 Part 2 Important Financial Concepts 4-24 a. LG 2, 3: Present Value of an Annuity versus a Lump Sum PVAn = PMT x (PVIFAi%,n) PVA25 = $40,000 x (PVIFA5%,25) PVA25 = $40,000 x 14.094 PVA25 = $563,760 Calculator solution: $563,757.78 At 5%, taking the award as an annuity is better; the present value is $563,760, compared to receiving $500,000 as a lump sum. b. PVAn = $40,000 x (PVIFA7%,25) PVA25 = $40,000 x (11.654) PVA25 = $466,160 Calculator solution: $466,143.33 At 7%, taking the award as a lump sum is better; the present value of the annuity is only $466,160, compared to the $500,000 lump sum payment. c. Because the annuity is worth more than the lump sum at 5% and less at 7%, try 6%: PV25 = $40,000 x (PVIFA6%,25) PV25 = $40,000 x 12.783 PV25 = $511,320 The rate at which you would be indifferent is greater than 6%; about 6.25% Calculator solution: 6.24% 4-25 a. LG 3: Perpetuities: PVn = PMT x (PVIFAi%,∞) Case A B C D PV Factor 1 ÷ .08 = 12.50 1 ÷ .10 = 10.00 1 ÷ .06 = 16.67 1 ÷ .05 = 20.00 b. PMT x (PVIFAi%,∞) = PMT x (1 ÷ i) $20,000 x 12.50 = $ 250,000 $100,000 x 10.00 = $1,000,000 $3,000 x 16.67 = $ 50,000 $60,000 x 20.00 = $1,200,000 4-26 a. LG 3: Creating an Endowment PV = PMT x (PVIFAi%,∞) PV = ($600 x 3) x (1 ÷ i) PV = $1,800 x (1 ÷ .06) PV = $1,800 x (16.67) PV = $30,006 b. PV = PMT x (PVIFAi%,∞) PV = ($600 x 3) x (1 ÷ i) PV = $1,800 x (1 ÷ .09) PV = $1,800 x (11.11) PV = $19,998 94 Chapter 4 Time Value of Money 4-27 a. LG 4: Future Value of a Mixed Stream Cash Flow Stream Year A Number of Years to Compound FV = CF x FVIF12%,n 3 2 1 $ 900 x 1.405 1,000 x 1.254 1,200 x 1.120 = = = Future Value $1,264.50 1,254.00 1,344.00 $3,862.50 $3,862.84 1 2 3 Calculator Solution: B 1 2 3 4 5 5 4 3 2 1 $ 30,000 x 1.762 25,000 x 1.574 20,000 x 1.405 10,000 x 1.254 5,000 x 1.120 $52,860.00 39,350.00 28,100.00 12,540.00' 5,600.00 $138,450.00 Calculator Solution: $138,450.79. = = = = $1,888.80 1,686.00 1,254.00 2,128.00 $6,956.80 $6,956.53 = = = = = C 1 2 3 4 4 3 2 1 $ 1,200 x 1.574 1,200 x 1.405 1,000 x 1.254 1,900 x 1.120 Calculator Solution: b. If payments are made at the beginning of each period the present value of each of the end-of-period cash flow streams will be multiplied by (1 + i) to get the present value of the beginning-of-period cash flows. A B C $3,862.50 (1 + .12) = $4,326.00 $138,450.00 (1 + .12) = $155,064.00 $6,956.80 (1 + .12) = $7,791.62 4-28 LG 4: Future Value of Lump Sum Versus a Mixed Stream Lump Sum Deposit FV5 = PV x (FVIF7%,5)) FV5 = $24,000 X (1.403) FV5 = $33,672.00 Calculator solution: $33,661.24 95 Part 2 Important Financial Concepts Mixed Stream of Payments Beginning of Year 1 2 3 4 5 Number of Years to Compound 5 4 3 2 1 FV = CF x FVIF7%,n $ 2,000 x 1.403 $ 4,000 x 1.311 $ 6,000 x 1.225 $ 8,000 x 1.145 $ 10,000 x 1.070 = = = = = Future Value $2,806.00 $5,244.00 $7,350.00 $9,160.00 $10,700.00 $35,260.00 $35,257.74 Calculator Solution: Gina should select the stream of payments over the front-end lump sum payment. Her future wealth will be higher by $1,588. 4-29 LG 4: Present Value-Mixed Stream Cash Flow Stream A Year 1 2 3 4 5 CF -$2000 3,000 4,000 6,000 8,000 x PVIF12%,n x x x x x .893 .797 .712 .636 .567 = Present Value = - $ 1,786 = 2,391 = 2,848 = 3,816 = 4,536 $ 11,805 Calculator solution $ 11,805.51 x .893 x 2.712* x .507 = = = $ 8,930 13,560 3,549 $26,039 $26,034.59 B 1 2-5 6 $10,000 5,000 7,000 Calculator solution: * Sum of PV factors for years 2 - 5 C 1-5 - $10,000 6-10 8,000 x 3.605* x 2.045** Calculator Solution $36,050 16,360 $52,410 $52,411.34 * PVIFA for 12% 5 years ** (PVIFA for 12%,10 years) - (PVIFA for 12%,5 years) 96 Chapter 4 Time Value of Money 4-30 a. LG 4: Present Value-Mixed Stream Cash Flow Stream A Year 1 2 3 4 5 CF $50,000 40,000 30,000 20,000 10,000 x PVIF15%,n x x x x x .870 .756 .658 .572 .497 = Present Value = = = = = $ 43,500 30,240 19,740 11,440 4,970 $ 109,890 $ 109,856.33 Calculator solution Cash Flow Stream B Year 1 2 3 4 5 CF $10,000 20,000 30,000 40,000 50,000 x PVIF15%,n x x x x x .870 .756 .658 .572 .497 = Present Value = = = = = $ 8,700 15,120 19,740 22,880 24,850 $91,290 $91,272.98 Calculator solution b. Cash flow stream A, with a present value of $109,890, is higher than cash flow stream B's present value of $91,290 because the larger cash inflows occur in A in the early years when their present value is greater, while the smaller cash flows are received further in the future. LG 1, 4: Present Value of a Mixed Stream 4-31 a. Cash Flows $30,000 $25,000 $15,000 $15,000 $15,000 $10,000 |—————|—————|—————|—————|—-•••-——|—————|—> 0 1 2 3 4 9 10 End of Year 97 Part 2 Important Financial Concepts b. Cash Flow Stream A Year 1 2 3-9 10 CF $30,000 25,000 15,000 10,000 x PVIF12%,n x x x x .893 .797 3.639* .322 = Present Value = = = = $ 26,790 19,925 54,585 3,220 $ 104,520 $ 104,508.28 Calculator solution * The PVIF for this 7-year annuity is obtained by summing together the PVIFs of 12% for periods 3 through 9. This factor can also be calculated by taking the PVIFA12%,7 and multiplying by the PVIF12%,2. c. Harte should accept the series of payments offer. The present value of that mixed stream of payments is greater than the $100,000 immediate payment. LG 5: Funding Budget Shortfalls 4-32 a. Year 1 2 3 4 5 Budget Shortfall $5,000 4,000 6,000 10,000 3,000 x x x x x x PVIF8%,n .926 .857 .794 .735 .681 = = = = = = Present Value $ 4,630 3,428 4,764 7,350 2,043 $ 22,215 $22,214.03 Calculator solution: A deposit of $22,215 would be needed to fund the shortfall for the pattern shown in the table. b. An increase in the earnings rate would reduce the amount calculated in part a. The higher rate would lead to a larger interest being earned each year on the investment. The larger interest amounts will permit a decrease in the initial investment to obtain the same future value available for covering the shortfall. 98 Chapter 4 Time Value of Money 4-33 a. LG 4: Relationship between Future Value and Present Value-Mixed Stream Present Value Year 1 2 3 4 5 CF $ 800 900 1,000 1,500 2,000 x x x x x x PVIF5%,n .952 .907 .864 .822 .784 = Present Value = = = = = $ 761.60 816.30 864.00 1,233.00 1,568.00 $5,242.90 $5,243.17 Calculator Solution: b. c. The maximum you should pay is $5,242.90. A higher 7% discount rate will cause the present value of the cash flow stream to be lower than $5,242.90. LG 5: Changing Compounding Frequency 4-34 (1) a. Compounding Frequency: FVn = PV x FVIFi%/m, n x m Annual 12 %, 5 years FV5 = $5,000 x (1.762) FV5 = $8,810 Calculator solution: $8,811.71 Quarterly 12% ÷ 4 = 3%, 5 x 4 = 20 periods FV5 = $5,000 (1.806) FV5 = $9,030 Calculator solution: $9,030.56 Semiannual 12% ÷ 2 = 6%, 5 x 2 = 10 periods FV5 = $5,000 x (1.791) FV5 = $8,955 Calculator solution: $8,954.24 b. Annual 16%, 6 years FV6 = $5,000 (2.436) FV6 = $12,180 Calculator solution: $12,181.98 Quarterly 16% ÷ 4 = 4%, 6 x 4 = 24 periods FV6 = $5,000 (2.563) FV6 = $12,815 Calculator solution: $12,816.52 99 Semiannual 16% ÷ 2 = 8%, 6 x 2 = 12 periods FV6 = $5,000 (2.518) FV6 = $12,590 Calculator solution: $12,590.85 Part 2 Important Financial Concepts c. Annual 20%, 10 years FV10 = $5,000 x (6.192) FV10 = $30,960 Calculator solution: $30,958.68 Quarterly 20% ÷ 4 = 5%, 10 x 4 = 40 periods FV10 = $5,000 x (7.040) FV10 = $35,200 Calculator solution: $35,199.94 Semiannual 20% ÷ 2 = 10%, 10 x 2 = 20 periods FV10 = $5,000 x (6.727) FV10 = $33,635 Calculator solution: $33,637.50 (2) a. Effective Interest Rate: ieff = (1 + i/m)m - 1 Annual ieff = ieff = ieff = ieff = (1 + .12/1)1 - 1 (1.12)1 - 1 (1.12) – 1 .12 = 12% Semiannual ieff = (1 + 12/2)2 - 1 ieff = (1.06)2 - 1 ieff = (1.124) - 1 ieff = .124 = 12.4% Quarterly ieff = (1 + 12/4)4 - 1 ieff = (1.03)4 - 1 ieff = (1.126) - 1 ieff = .126 = 12.6% b. Annual ieff = ieff = ieff = ieff = (1 + .16/1) - 1 (1.16)1 - 1 (1.16) - 1 .16 = 16% 1 Semiannual ieff = (1 + .16/2)2 - 1 ieff = (1.08)2 - 1 ieff = (1.166) - 1 ieff = .166 = 16.6% Quarterly ieff = (1 + .16/4)4 - 1 ieff = (1.04)4 - 1 ieff = (1.170) - 1 ieff = .170 = 17% c. Annual ieff = ieff = ieff = ieff = (1 + .20/1)1 - 1 (1.20)1 - 1 (1.20) – 1 .20 = 20% Semiannual ieff = (1 + .20/2)2 - 1 ieff = (1.10)2 - 1 ieff = (1.210) - 1 ieff = .210 = 21% 100 Chapter 4 Time Value of Money Quarterly ieff = (1 + .20/4)4 - 1 ieff = (1.05)4 - 1 ieff = (1.216) - 1 ieff = .216 = 21.6% 4-35 a. LG 5: Compounding Frequency, Future Value, and Effective Annual Rates Compounding Frequency: FVn = PV x FVIFi%,n A FV5 = $2,500 x (FVIF3%,10) FV5 = $2,500 x (1.344) FV5 = $3,360 Calculator solution: $3,359.79 C FV10 = $1,000 x (FVIF5%,10) FV10 = $1,000 X (1.629) FV10 = $16,290 Calculator solution: $1,628.89 B FV3 = $50,000 x (FVIF2%,18) FV3 = $50,000 x (1.428) FV3 = $71,400 Calculator solution: $71,412.31 D FV6 = $20,000 x (FVIF4%,24) FV6 = $20,000 x (2.563) FV6 = $51,260 Calculator solution: $51,266.08 b. Effective Interest Rate: ieff = (1 + i%/m)m - 1 A ieff ieff ieff ieff C ieff ieff ieff ieff = = = = = = = = (1 + .06/2)2 - 1 (1 + .03)2 - 1 (1.061) - 1 .061 = 6.1% (1 + .05/1)1 - 1 (1 + .05)1 - 1 (1.05) - 1 .05 = 5% B ieff ieff ieff ieff D ieff ieff ieff ieff = = = = = = = = (1 + .12/6)6 - 1 (1 + .02)6 - 1 (1.126) - 1 .126 = 12.6% (1 + .16/4)4 - 1 (1 + .04)4 - 1 (1.170) - 1 .17 = 17% c. The effective rates of interest rise relative to the stated nominal rate with increasing compounding frequency. LG 2: Continuous Compounding: FVcont. = PV x ex (e = 2.7183) A FVcont. B FVcont. C FVcont. D FVcont. 4-36 = $1,000 x e.18 = $1,197.22 = $ 600 x e1 = $1,630.97 = $4,000 x e.56 = $7,002.69 = $2,500 x e.48 = $4,040.19 Note: If calculator doesn't have ex key, use yx key, substituting 2.7183 for y. 101 Part 2 Important Financial Concepts 4-37 a. LG 5: Compounding Frequency and Future Value (1) FV10 = $2,000 x (FVIF8%,10) FV10 = $2,000 x (2.159) FV10 = $4,318 Calculator solution: $4,317.85 FV10 = $2,000 x (FVIF.022%,3,600) FV10 = $2,000 x (2.208) FV10 = $4,416 Calculator solution: $4,415.23 ieff ieff ieff ieff ieff ieff ieff ieff = = = = = = = = (1 + .08/1)1 - 1 (1 + .08)1 - 1 (1.08) - 1 .08 = 8% (1 + .08/360)360 - 1 (1 + .00022)360 - 1 (1.0824) - 1 .0824 = 8.24% (2) FV10 = $2,000 x (FVIF4%,20) FV10 = $2,000 x (2.191) FV10 = $4,382 Calculator solution: $4,382.25 FV10 = $2,000 x (e.8) FV10 = $2,000 x (2.226) FV10 = $4,452 Calculator solution: $4,451.08 ieff ieff ieff ieff ieff ieff ieff ieff = = = = = = = = (1 + .08/2)2 - 1 (1 + .04)2 - 1 (1.082) - 1 .082 = 8.2% (ek - 1) (e.08 - 1) (1.0833 - 1) .0833 = 8.33% (3) (4) b. (1) (2) (3) (4) c. Compounding continuously will result in $134 more dollars at the end of the 10 year period than compounding annually. The more frequent the compounding the larger the future value. This result is shown in part a by the fact that the future value becomes larger as the compounding period moves from annually to continuously. Since the future value is larger for a given fixed amount invested, the effective return also increases directly with the frequency of compounding. In part b we see this fact as the effective rate moved from 8% to 8.33% as compounding frequency moved from annually to continuously. LG 5: Comparing Compounding Periods FVn PV x FVIFi%,n (1) Annually: FV = PV x FVIF12%,2 = $15,000 x (1.254) = $18,810 Calculator solution: $18,816 (2) Quarterly: FV = PV x FVIF3%,8 = $15,000 x (1.267) = $19,005 Calculator solution: $19,001.55 (3) Monthly: FV = PV x FVIF1%,24 = $15,000 x (1.270) = $19,050 Calculator solution: $19,046.02 (4) Continuously: FVcont. = PV x ext FV = PV x 2.7183.24 = $15,000 x 1.27125 = $19,068.77 Calculator solution: $19,068.74 d. 4-38 a. 102 Chapter 4 Time Value of Money b. The future value of the deposit increases from $18,810 with annual compounding to $19,068.77 with continuous compounding, demonstrating that future value increases as compounding frequency increases. The maximum future value for this deposit is $19,068.77, resulting from continuous compounding, which assumes compounding at every possible interval. LG 3, 5: Annuities and Compounding: FVAn = PMT x (FVIFAi%,n) (1) Annual FVA10 = $300 x.(FVIFA8%,10) FVA10 = $300 x (14.487) FVA10 = $4,346.10 Calculator solution: = $4,345.97 (3) Quarterly FVA10 = $75 x.(FVIFA2%,40) FVA10 = $75 x (60.402) FVA10 = $4,530.15 Calculator solution: $4,530.15 (2) Semiannual FVA10 = $150 x (FVIFA4%,20)) FVA10 = $150 x (29.778) FVA10 = $4,466.70 Calculator Solution: $4,466.71 c. 4-39 a. The sooner a deposit is made the sooner the funds will be available to earn interest and contribute to compounding. Thus, the sooner the deposit and the more frequent the compounding, the larger the future sum will be. FVAn 4-40 LG 6: Deposits to Accumulate Growing Future Sum: PMT = FVIFAi%, n b. Case A Terms 12%, 3 yrs. Calculation Payment PMT = $5,000 ÷ 3.374 = $ 1,481.92 Calculator solution: $ 1,481.74 PMT = $100,000 ÷ 40.995 = $ 2,439.32 Calculator solution: $ 2,439.29 PMT = $30,000 ÷ 11.436 = $ 2,623.29 Calculator solution: $ 2,623.32 PMT = $15,000 ÷ 18.977 = Calculator solution: $ 790.43 $ 790.43 B 7%, 20 yrs. C 10%, 8 yrs. D 8%, 12 yrs. 4-41 a. LG 6: Creating a Retirement Fund PMT = FVA42 ÷ (FVIFA8%,42) PMT = $220,000 ÷ (304.244) PMT = $723.10 103 b. FVA42 = PMT x (FVIFA8%,42) FVA42 = $600 x (304.244) FVA42 = $182,546.40 Part 2 Important Financial Concepts 4-42 LG 6: Accumulating a Growing Future Sum FVn = PV x (FVIFi%,n) FV20 = $85,000 x (FVIF6%,20) FV20 = $85,000 x (3.207) FV20 = $272,595 = Future value of retirement home in 20 years. Calculator solution: $ 272,606.52 PMT = FV ÷ (FVIFAi%,n) PMT = $272,595 ÷ (FVIFA10%,20) PMT = $272,595 ÷ (57.274) PMT = $4,759.49 Calculator solution: $4,759.61 = annual payment required. 4-43 a. LG 3, 5: Deposits to Create a Perpetuity Present value of a perpetuity = = = = PMT = FVA ÷ (FVIFA10%,10) PMT = $60,000 ÷ (15.937) PMT = $ 3,764.82 Calculator solution: $ 3,764.72 PMT x (1 ÷ i) $6,000 x (1 ÷ .10) $6,000 x 10 $60,000 b. 4-44 a. LG 2, 3, 6: Inflation, Future Value, and Annual Deposits FVn = PV x (FVIFi%,n) FV20 = $200,000 x (FVIF5%,25) FV20 = $200,000 x (3.386) FV20 = $677,200 = Future value of retirement home in 25 years. Calculator solution: $ 677,270.99 PMT = FV ÷ (FVIFAi%,n) PMT = $677,200 ÷ (FVIFA9%,25) PMT = $677,200 ÷ (84.699) PMT = $7,995.37 Calculator solution: $7,995.19 = annual payment required. Since John will have an additional year on which to earn interest at the end of the 25 years his annuity deposit will be smaller each year. To determine the annuity amount John will first discount back the $677,200 one period. b. c. PV 24 = $677,200 × .9174 = $621,263.28 104 Chapter 4 Time Value of Money John can solve for his annuity amount using the same calculation as in part b. PMT = FV ÷ (FVIFAi%,n) PMT = $621,263.78 ÷ (FVIFA9%,25) PMT = $621,263.78 ÷ (84.699) PMT = $7,334.95 Calculator solution: $7,334.78 = annual payment required. 4-45 LG 6: Loan Payment: PMT = Loan A PVA PVIFAi %, n PMT = $12,000 ÷ (PVIFA8%,3) PMT = $12,000 ÷ 2.577 PMT = $4,656.58 Calculator solution: $4,656.40 PMT = $60,000 ÷ (PVIFA12%,10) PMT = $60,000 ÷ 5.650 PMT = $10,619.47 Calculator solution: $10,619.05 PMT = $75,000 ÷ (PVIFA10%,30) PMT = $75,000 ÷ 9.427 PMT = $7,955.87 Calculator Solution: $7,955.94 PMT = $4,000 ÷ (PVIFA15%,5) PMT = $4,000 ÷ 3.352 PMT = $1,193.32 Calculator solution: $1,193.26 B C D 4-46 a. LG 6: Loan Amortization Schedule PMT = $15,000 ÷ (PVIFA14%,3) PMT = $15,000 ÷ 2.322 PMT = $6,459.95 Calculator solution: $6,460.97 End of Loan Beginning of Payments End of Year Year Principal Interest Principal Principal Year Payment 1 $ 6,459.95 $15,000.00 $2,100.00 $4,359.95 $10,640.05 2 $ 6,459.95 10,640.05 1,489.61 4,970.34 5,669.71 3 $ 6,459.95 5,669.71 793.76 5,666.19 0 (The difference in the last year's beginning and ending principal is due to rounding.) 105 b. Part 2 Important Financial Concepts c. Through annual end-of-the-year payments, the principal balance of the loan is declining, causing less interest to be accrued on the balance. LG 6: Loan Interest Deductions 4-47 a. PMT = $10,000 ÷ (PVIFA13%,3) PMT = $10,000 ÷ (2.361) PMT = $4,235.49 Calculator solution: $4,235.22 End of Loan Year Payment 1 $ 4,235.49 2 4,235.49 3 4,235.49 Beginning of c. Payments Year Principal Interest Principal $ 10,000.00 $ 1,300.00 $ 2,935.49 7,064.51 918.39 3,317.10 3,747.41 487.16 3,748.33 End of Year Principal $ 7,064.51 3,747.41 0 b. (The difference in the last year's beginning and ending principal is due to rounding.) 4-48 a. LG 6: Monthly Loan Payments PMT = $4,000 ÷ (PVIFA1%,24) PMT = $4,000 ÷ (21.243) PMT = $188.28 Calculator solution: $188.29 PMT = $4,000 ÷ (PVIFA.75%,24) PMT = $4,000 ÷ (21.889) PMT = $182.74 Calculator solution: $182.74 LG 6: Growth Rates b. 4-49 a. PV = FVn x PVIFi%,n Case PV = FV4 x PVIFk%,4yrs. A $500 = $800 x PVIFk%,4yrs .625 = PVIFk%,4yrs 12% < k < 13% Calculator Solution: 12.47% B b. Case A Same PV = FV9 x PVIFi%,9yrs. $1,500 = $2,280 x PVIFk%,9yrs. .658 = PVIFk%,9yrs. 4%<k<5% Calculator solution: 4.76% 106 B Same Chapter 4 Time Value of Money C PV = FV6 x PVIFi%,6 $2,500 = $2,900 x PVIFk%,6 yrs. .862 = PVIFk%,6yrs. 2% < k < 3% Calculator solution: 2.50% C Same c. The growth rate and the interest rate should be equal, since they represent the same thing. LG 6: Rate of Return: PVn = FVn x (PVIFi%,n) 4-50 a. PV = $2,000 X (PVIFi%,3yrs.) $1,500 = $2,000 x (PVIFi%,3 yrs.) .75 = PVIFi%,3 yrs. 10% < i < 11% Calculator solution: 10.06% Mr. Singh should accept the investment that will return $2,000 because it has a higher return for the same amount of risk. LG 6: Rate of Return and Investment Choice A PV = $8,400 x (PVIFi%,6yrs.) $5,000 = $8,400 x (PVIFi%,6 yrs.) .595 = PVIFi%,6 yrs. 9% < i < 10% Calculator solution: 9.03% C PV = $7,600 x (PVIFi%,4yrs.) $5,000 = $7,600 x (PVIFi%,4 yrs.) .658 = PVIFi%,4 yrs. 11% < i < 12% Calculator solution: 11.04% B PV = $15,900 x (PVIFi%,15yrs.) $5,000 = $15,900 x (PVIFi%,15yrs.) .314 = PVIFi%,15yrs. 8% < i < 9% Calculator solution: 8.02% D PV = $13,000 x (PVIFi%,10 yrs.) $5,000 = $13,000 x (PVIFi%,10 yrs.) .385 = PVIFi%,10 yrs.. 10% < i < 11% Calculator solution: 10.03% b. 4-51 a. b. Investment C provides the highest return of the 4 alternatives. Assuming equal risk for the alternatives, Clare should choose C. LG 6: Rate of Return-Annuity: PVAn = PMT x (PVIFAi%,n) $10,606 = $2,000 x (PVIFAi%,10 yrs.) 5.303 = PVIFAi%,10 yrs. 13% < i< 14% Calculator solution: 13.58% 4-52 107 Part 2 Important Financial Concepts 4-53 a. LG 6: Choosing the Best Annuity: PVAn = PMT x (PVIFAi%,n) Annuity A $30,000 = $3,100 x (PVIFAi%,20 yrs.) 9.677 = PVIFAi%,20 yrs. 8% < i< 9% Calculator solution: 8.19% Annuity C $40,000 = $4,200 x (PVIFAi%,15 yrs.) 9.524 = PVFAi%,15 yrs. 6% < i< 7% Calculator solution: 6.3% Annuity B $25,000 = $3,900 x (PVIFAi%,10 yrs.) 6.410 = PVIFAi%,10 yrs. 9% < i< 10% Calculator solution: 9.03% Annuity D $35,000 = $4,000 x (PVIFAi%,12 yrs.) 8.75 = PVIFAi%,12 yrs. 5% < i< 6% Calculator solution: 5.23% b. Loan B gives the highest rate of return at 9% and would be the one selected based upon Raina’s criteria. LG 6: Interest Rate for an Annuity Defendants interest rate assumption $2,000,000 = $156,000 x (PVIFAi%,25 yrs.) 12.821 = PVFAi%,25 yrs. 5% < i< 6% Calculator solution: 5.97% Prosecution interest rate assumption $2,000,000 = $255,000 x (PVIFAi%,25 yrs.) 7.843 = PVFAi%,25 yrs. i = 12% Calculator solution: 12.0% 4-54 a. b. c. $2,000,000 = PMT x (PVIFA9%,25yrs.) $2,000,000 = PMT (9.823) PMT = $203,603.79 LG 6: Loan Rates of Interest: PVAn = PMT x (PVIFAi%,n) Loan A $5,000 = 3.696 = i = Loan C $5,000 = 2.487 = i = 4-55 a. $1,352.81 x (PVIFAi%,5 yrs.) PVIFAi%,5 yrs. 11% $2,010.45 x (PVIFAi%,3 yrs.) PVIFAk%,3 yrs. 10% Loan B $5,000 = $1,543.21 x (PVIFAi%,4 yrs.) 3.24 = PVIFAi%, 4 yrs. i = 9% 108 Chapter 4 Time Value of Money b. 4-56 Mr. Fleming should choose Loan B, which has the lowest interest rate. LG 6: Number of Years – Single Amounts A FV = PV x (FVIF7%,n yrs.) $1,000 = $300 x (FVIF7%,n yrs.) 3.333 = FVIF7%,n yrs. 17 < n < 18 Calculator solution: 17.79 C FV = PV x (FVIF10%,n yrs.) $20,000 = $12,000 x (FVIF10%,n yrs.) 1.667 = FVIF10%,n yrs. 5<n<6 Calculator solution: 5.36 E FV = PV x (FVIF15%,n yrs.) $30,000 = $7,500 x (FVIF15%,n yrs.) 4.000 = FVIF15%,n yrs. 9 < n < 10 Calculator solution: 9.92 B FV = $12,000 x (FVIF5%,n yrs.) $15,000 = $12,000 x (FVIF5%,n yrs.) 1.250 = FVIF5%,n yrs. 4<n<5 Calculator solution: 4.573 D FV = $100 x (FVIF9%,n yrs.) $500 = $100 x (FVIF9%,n yrs.) 5.00 = FVIF9%,n yrs. 18 < n < 19 Calculator solution: 18.68 4-57 a. LG 6: Time to Accumulate a Given Sum 20,000 = $10,000 x (FVIF10%,n yrs.) 2.000 = FVIF10%,n yrs. 7<n<8 Calculator solution: 7.27 20,000 = $10,000 x (FVIF7%,n yrs.) 2.000 = FVIF7%,n yrs. 10< n < 11 Calculator solution: 10.24 20,000 = $10,000 x (FVIF12%,n yrs.) 2.000 = FVIF12%,n yrs. 6<n<7 Calculator solution: 6.12 The higher the rate of interest the less time is required to accumulate a given future sum. b. c. d. 109 Part 2 Important Financial Concepts 4-58 LG 6: Number of Years – Annuities A PVA = PMT x (PVIFA11%,n yrs.) $1,000 = $250 x (PVIFA11%,n yrs.) 4.000 = PVIFA11%,n yrs. 5<n<6 Calculator solution: 5.56 C PVA = PMT x (PVIFA10%,n yrs.) $80,000 = $30,000 x (PVIFA10%,n yrs.) 2.667 = PVIFA10%,n yrs. 3<n<4 Calculator solution: 3.25 E PVA = PMT x (PVIFA6%,n yrs.) $17,000 = $3,500 x (PVIFA6%,n yrs.) 4.857 = PVIFA6%,n yrs. 5<n<6 Calculator solution: 5.91 B PVA = PMT x (PVIFA15%,n yrs.) $150,000 = $30,000 x (PVIFA15%,n yrs.) 5.000 = PVIFA15%,n yrs. 9 < n < 10 Calculator solution: 9.92 D PVA = PMT x (PVIFA9%,n yrs.) $600 = $275 x (PVIFA9%,n yrs.) 2.182 = PVIFA9%,n yrs. 2<n<3 Calculator solution: 2.54 4-59 a. LG 6: Time to Repay Installment Loan $14,000 = $2,450 x (PVIFA12%,n yrs.) 5.714 = PVIFA12%,n yrs. 10 < n < 11 Calculator solution: 10.21 $14,000 = $2,450 x (PVIFA9%,n yrs.) 5.714 = PVIFA9%,n yrs. 8<n<9 Calculator solution: 8.37 $14,000 = $2,450 x (PVIFA15%,n yrs.) 5.714 = PVIFA15%,n yrs. 13 < n < 14 Calculator solution: 13.92 The higher the interest rate the greater the number of time periods needed to repay the loan fully. b. c. d. 110 Chapter 4 Time Value of Money Chapter 4 Case Finding Jill Moran's Retirement Annuity Chapter 4's case challenges the student to apply present and future value techniques to a real-world situation. The first step in solving this case is to determine the total amount Sunrise Industries needs to accumulate until Ms. Moran retires, remembering to take into account the interest that will be earned during the 20-year payout period. Once that is calculated, the annual amount to be deposited can be determined. a. Cash inflow: Accumulation Period Cash outflow: Distribution Period 12 end-of-year deposits; 20 end-of-year payments of $42,000 earns interest at 9% balance earns interest at 12% |——————————|—————————————————————⎯|> 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 End of Year b. Total amount to accumulate by end of year 12 PVn = PMT x (PVIFAi%,n) PV20 = $42,000 x (PVIFA12%,20) PV20 = $42,000 x 7.469 PV20 = $313,698 Calculator solution: $313,716.63 End-of-year deposits, 9% interest: PMT = FVAn FVIFAi %, n c. PMT = $313,698 ÷ (FVIFA9%, 12 yrs.) PMT = $313,698 ÷ 20.141 PMT = $15,575.10 Calculator solution: $15,575.31 Sunrise Industries must make a $15,575.10 annual end-of-year deposit in years 112 in order to provide Ms. Moran a retirement annuity of $42,000 per year in years 13 to 32. d. End-of-year deposits, 10% interest PMT = $313,698 ÷ (FVIFA10%,12 yrs.) PMT = $313,698 ÷ 21.384 PMT = $14,669.75 Calculator solution: $14,669.56 The corporation must make a $14,669.75 annual end-of-year deposit in years 1-12 in order to provide Ms. Moran a retirement annuity of $42,000 per year in years 13 to 32. 111 Part 2 Important Financial Concepts e. Initial deposit if annuity is a perpetuity and initial deposit earns 9%: PVperp PVperp PVperp PVperp = = = = PMT x (1 ÷ i) $42,000 x (1 ÷ .12) $42,000 x 8.333 $349,986 End-of-year deposit: PMT = FVAn ÷ (FVIFAi%,n) PMT = $349,986 ÷ (FVIFA9%,12 yrs.) PMT = $349,986 ÷ 20.141 PMT = $17,376.79 Calculator solution: 17,377.04 112 CHAPTER 5 Risk and Return INSTRUCTOR’S RESOURCES Overview This chapter focuses on the fundamentals of the risk and return relationship of assets and their valuation. For the single asset held in isolation, risk is measured with the probability distribution and its associated statistics: the mean, the standard deviation, and the coefficient of variation. The concept of diversification is examined by measuring the risk of a portfolio of assets that are perfectly positively correlated, perfectly negatively correlated, and those that are uncorrelated. Next, the chapter looks at international diversification and its effect on risk. The Capital Asset Pricing Model (CAPM) is then presented as a valuation tool for securities and as a general explanation of the risk-return trade-off involved in all types of financial transactions. PMF DISK This chapter's topics are not covered on the PMF Tutor or PMF Problem-Solver. PMF Templates Spreadsheet templates are provided for the following problems: Problem Self-Test 1 Self-Test 2 Problem 5-7 Problem 5-26 Topic Portfolio analysis Beta and CAPM Coefficient of variation Security market line, SML 113 Part 2 Important Financial Concepts Study Guide The following Study Guide examples are suggested for classroom presentation: Example 4 6 12 Topic Risk attitudes Graphic determination of beta Impact of market changes on return 114 Chapter 5 Risk and Return ANSWERS TO REVIEW QUESTIONS 5-1 Risk is defined as the chance of financial loss, as measured by the variability of expected returns associated with a given asset. A decision maker should evaluate an investment by measuring the chance of loss, or risk, and comparing the expected risk to the expected return. Some assets are considered risk-free; the most common examples are U. S. Treasury issues. The return on an investment (total gain or loss) is the change in value plus any cash distributions over a defined time period. It is expressed as a percent of the beginning-of-the-period investment. The formula is: Return = 5-2 [(ending value - initial value) + cash distribution] initial value Realized return requires the asset to be purchased and sold during the time periods the return is measured. Unrealized return is the return that could have been realized if the asset had been purchased and sold during the time period the return was measured. 5-3 a. The risk-averse financial manager requires an increase in return for a given increase in risk. b. The risk-indifferent manager requires no change in return for an increase in risk. c. The risk-seeking manager accepts a decrease in return for a given increase in risk. Most financial managers are risk-averse. 5-4 Sensitivity analysis evaluates asset risk by using more than one possible set of returns to obtain a sense of the variability of outcomes. The range is found by subtracting the pessimistic outcome from the optimistic outcome. The larger the range, the more variability of risk associated with the asset. The decision maker can get an estimate of project risk by viewing a plot of the probability distribution, which relates probabilities to expected returns and shows the degree of dispersion of returns. The more spread out the distribution, the greater the variability or risk associated with the return stream. 5-5 115 Part 2 Important Financial Concepts 5-6 The standard deviation of a distribution of asset returns is an absolute measure of dispersion of risk about the mean or expected value. A higher standard deviation indicates a greater project risk. With a larger standard deviation, the distribution is more dispersed and the outcomes have a higher variability, resulting in higher risk. The coefficient of variation is another indicator of asset risk, measuring relative dispersion. It is calculated by dividing the standard deviation by the expected value. The coefficient of variation may be a better basis than the standard deviation for comparing risk of assets with differing expected returns. An efficient portfolio is one that maximizes return for a given risk level or minimizes risk for a given level of return. Return of a portfolio is the weighted average of returns on the individual component assets: ˆ ˆ kp = ∑ wj × kj j=1 n 5-7 5-8 ˆ where n = number of assets, wj = weight of individual assets, and kj = expected returns. The standard deviation of a portfolio is not the weighted average of component standard deviations; the risk of the portfolio as measured by the standard deviation will be smaller. It is calculated by applying the standard deviation formula to the portfolio assets: σkp = ( ki − k ) 2 ∑ ( n − 1) i =1 n 5-9 The correlation between asset returns is important when evaluating the effect of a new asset on the portfolio's overall risk. Returns on different assets moving in the same direction are positively correlated, while those moving in opposite directions are negatively correlated. Assets with high positive correlation increase the variability of portfolio returns; assets with high negative correlation reduce the variability of portfolio returns. When negatively correlated assets are brought together through diversification, the variability of the expected return from the resulting combination can be less than the variability or risk of the individual assets. When one asset has high returns, the other's returns are low and vice versa. Therefore, the result of diversification is to reduce risk by providing a pattern of stable returns. Diversification of risk in the asset selection process allows the investor to reduce overall risk by combining negatively correlated assets so that the risk of the portfolio is less than the risk of the individual assets in it. Even if assets are not 116 Chapter 5 Risk and Return negatively correlated, the lower the positive correlation between them, the lower the resulting risk. 5-10 The inclusion of foreign assets in a domestic company's portfolio reduces risk for two reasons. When returns from foreign-currency-denominated assets are translated into dollars, the correlation of returns of the portfolio's assets is reduced. Also, if the foreign assets are in countries that are less sensitive to the U.S. business cycle, the portfolio's response to market movements is reduced. When the dollar appreciates relative to other currencies, the dollar value of a foreign-currency-denominated portfolio declines and results in lower returns in dollar terms. If this appreciation is due to better performance of the U.S. economy, foreign-currency-denominated portfolios generally have lower returns in local currency as well, further contributing to reduced returns. Political risks result from possible actions by the host government that are harmful to foreign investors or possible political instability that could endanger foreign assets. This form of risk is particularly high in developing countries. Companies diversifying internationally may have assets seized or the return of profits blocked. 5-11 The total risk of a security is the combination of nondiversifiable risk and diversifiable risk. Diversifiable risk refers to the portion of an asset's risk attributable to firm-specific, random events (strikes, litigation, loss of key contracts, etc.) that can be eliminated by diversification. Nondiversifiable risk is attributable to market factors affecting all firms (war, inflation, political events, etc.). Some argue that nondiversifiable risk is the only relevant risk because diversifiable risk can be eliminated by creating a portfolio of assets which are not perfectly positively correlated. 5-12 Beta measures nondiversifiable risk. It is an index of the degree of movement of an asset's return in response to a change in the market return. The beta coefficient for an asset can be found by plotting the asset's historical returns relative to the returns for the market. By using statistical techniques, the "characteristic line" is fit to the data points. The slope of this line is beta. Beta coefficients for actively traded stocks are published in Value Line Investment Survey and in brokerage reports. The beta of a portfolio is calculated by finding the weighted average of the betas of the individual component assets. The equation for the Capital Asset Pricing Model is: kj = RF+[bj x (km - RF)], where: = the required (or expected) return on asset j. kj RF = the rate of return required on a risk-free security (a U.S. Treasury bill) bj = the beta coefficient or index of nondiversifiable (relevant) risk for asset j km = the required return on the market portfolio of assets (the market return) 117 5-13 Part 2 Important Financial Concepts The security market line (SML) is a graphical presentation of the relationship between the amount of systematic risk associated with an asset and the required return. Systematic risk is measured by beta and is on the horizontal axis while the required return is on the vertical axis. 5-14 a. If there is an increase in inflationary expectations, the security market line will show a parallel shift upward in an amount equal to the expected increase in inflation. The required return for a given level of risk will also rise. b. The slope of the SML (the beta coefficient) will be less steep if investors become less risk-averse, and a lower level of return will be required for each level of risk. 5-15 The CAPM provides financial managers with a link between risk and return. Because it was developed to explain the behavior of securities prices in efficient markets and uses historical data to estimate required returns, it may not reflect future variability of returns. While studies have supported the CAPM when applied in active securities markets, it has not been found to be generally applicable to real corporate assets. However, the CAPM can be used as a conceptual framework to evaluate the relationship between risk and return. 118 Chapter 5 Risk and Return SOLUTIONS TO PROBLEMS 5-1 a. Investment X: Return = LG 1: Rate of Return: kt = ( P t − Pt − 1 + C t ) Pt − 1 ($21,000 − $20,000 + $1,500) = 12.50% $20,000 ($55,000 − $55,000 + $6,800) = 12.36% $55,000 Investment Y: Return = b. Investment X should be selected because it has a higher rate of return for the same level of risk. LG 1: Return Calculations: kt = 5-2 ( P t − P t − 1 + Ct ) Pt − 1 kt (%) 25.00 10.83 22.22 -3.33 11.20 Investment A B C D E 5-3 a. Calculation ($1,100 - $800 - $100) ÷ $800 ($118,000 - $120,000 + $15,000) ÷ $120,000 ($48,000 - $45,000 + $7,000) ÷ $45,000 ($500 - $600 + $80) ÷ $600 ($12,400 - $12,500 + $1,500) ÷ $12,500 LG 1: Risk Preferences The risk-indifferent manager would accept Investments X and Y because these have higher returns than the 12% required return and the risk doesn’t matter. The risk-averse manager would accept Investment X because it provides the highest return and has the lowest amount of risk. Investment X offers an increase in return for taking on more risk than what the firm currently earns. The risk-seeking manager would accept Investments Y and Z because he or she is willing to take greater risk without an increase in return. Traditionally, financial managers are risk-averse and would choose Investment X, since it provides the required increase in return for an increase in risk. b. c. d. 119 Part 2 Important Financial Concepts 5-4 a. LG 2: Risk Analysis Expansion A B Range 24% - 16% = 8% 30% - 10% = 20% b. Project A is less risky, since the range of outcomes for A is smaller than the range for Project B. Since the most likely return for both projects is 20% and the initial investments are equal, the answer depends on your risk preference. The answer is no longer clear, since it now involves a risk-return trade-off. Project B has a slightly higher return but more risk, while A has both lower return and lower risk. LG 2: Risk and Probability c. d. 5-5 a. Camera R S Possible Outcomes Camera R Pessimistic Most likely Optimistic Range 30% - 20% = 10% 35% - 15% = 20% Probability Pri 0.25 0.50 0.25 1.00 0.20 0.55 0.25 1.00 Expected Return ki 20 25 30 Expected Return 15 25 35 Expected Return Weighted Value (%) (ki x Pri) 5.00 12.50 7.50 25.00 3.00 13.75 8.75 25.50 b. Camera S Pessimistic Most likely Optimistic c. Camera S is considered more risky than Camera R because it has a much broader range of outcomes. The risk-return trade-off is present because Camera S is more risky and also provides a higher return than Camera R. 120 Chapter 5 Risk and Return 5-6 a. LG 2: Bar Charts and Risk Bar Chart-Line J 0.6 0.5 Probability 0.4 0.3 0.2 0.1 0 0.75 1.25 8.5 14.75 16.25 Expected Return (%) Bar Chart-Line K 0.6 0.5 0.4 Probability 0.3 0.2 0.1 0 1 2.5 8 13.5 15 Expected Return (%) b. 121 Weighted Part 2 Important Financial Concepts Market Acceptance Line J Probability Pri 0.05 0.15 0.60 0.15 0.05 1.00 0.05 0.15 0.60 0.15 0.05 1.00 Expected Return ki .0075 .0125 .0850 .1475 .1625 Expected Return .010 .025 .080 .135 .150 Expected Return Value (ki x Pri) .000375 .001875 .051000 .022125 .008125 .083500 .000500 .003750 .048000 .020250 .007500 .080000 Very Poor Poor Average Good Excellent Line K Very Poor Poor Average Good Excellent c. Line K appears less risky due to a slightly tighter distribution than line J, indicating a lower range of outcomes. LG 2: Coefficient of Variation: CV = A σk k 5-7 a. CVA = 7% = .3500 20% 9.5% = .4318 22% 6% = .3158 19% 5.5% = .3438 16% B CVB = C CVC = D b. CVD = Asset C has the lowest coefficient of variation and is the least risky relative to the other choices. 122 Chapter 5 Risk and Return 5-8 LG 2: Standard Deviation versus Coefficient of Variation as Measures of Risk a. b. Project A is least risky based on range with a value of .04. Project A is least risky based on standard deviation with a value of .029. Standard deviation is not the appropriate measure of risk since the projects have different returns. .029 A CVA = = .2417 .12 .032 B CVB = = .2560 .125 .035 C CVC = = .2692 .13 .030 D CVD = = .2344 .128 In this case project A is the best alternative since it provides the least amount of risk for each percent of return earned. Coefficient of variation is probably the best measure in this instance since it provides a standardized method of measuring the risk/return trade-off for investments with differing returns. LG 2: Assessing Return and Risk Project 257 1. Range: 1.00 - (-.10) = 1.10 2. Expected return: k = ∑ k i× Pr i i =1 n c. 5-9 a. Rate of Return ki -.10 .10 .20 .30 .40 .45 .50 .60 .70 .80 1.00 Probability Pri .01 .04 .05 .10 .15 .30 .15 .10 .05 .04 .01 1.00 Weighted Value ki x Pri -.001 .004 .010 .030 .060 .135 .075 .060 .035 .032 .010 Expected Return k = ∑ k i× Pr i i =1 n .450 123 Part 2 Important Financial Concepts 3. Standard Deviation: σ = ki -.10 .10 .20 .30 .40 .45 .50 .60 .70 .80 1.00 k .450 .450 .450 .450 .450 .450 .450 .450 .450 .450 .450 ki − k -.550 -.350 -.250 -.150 -.050 .000 .050 .150 .250 .350 .550 ∑ (k − k ) 2 i i =1 n x Pri Pri .01 .04 .05 .10 .15 .30 .15 .10 .05 .04 .01 (ki − k ) 2 x Pri .003025 .004900 .003125 .002250 .000375 .000000 .000375 .002250 .003125 .004900 .003025. .027350 (ki − k ) 2 .3025 .1225 .0625 .0225 .0025 .0000 .0025 .0225 .0625 .1225 .3025 σProject 257 = 4. .027350 = .165378 CV = .165378 = .3675 .450 Project 432 1. 2. Range: .50 - .10 = .40 Expected return: k = ∑ k i× Pr i i =1 n Rate of Return ki .10 .15 .20 .25 .30 .35 .40 .45 .50 Probability Pri .05 .10 .10 .15 .20 .15 .10 .10 .05 1.00 Weighted Value ki x Pri .0050 .0150 .0200 .0375 .0600 .0525 .0400 .0450 .0250 Expected Return k = ∑ k i× Pr i i =1 n .300 124 Chapter 5 Risk and Return 3. Standard Deviation: σ = k .300 .300 .300 .300 .300 .300 .300 .300 .300 ki − k -.20 -.15 -.10 -.05 .00 .05 .10 .15 .20 ∑ (k − k ) 2 i i =1 n x Pri Pri .05 .10 .10 .15 .20 .15 .10 .10 .05 (ki − k ) 2 x Pri .002000 .002250 .001000 .000375 .000000 .000375 .001000 .002250 .002000 .011250 ki .10 .15 .20 .25 .30 .35 .40 .45 .50 (ki − k ) 2 .0400 .0225 .0100 .0025 .0000 .0025 .0100 .0225 .0400 σProject 432 = 4. .011250 = .106066 CV = .106066 = .3536 .300 b. Bar Charts Project 257 0.3 0.25 0.2 0.15 Probability 0.1 0.05 0 -10% 10% 20% 30% 40% 45% 50% 60% 70% 80% 100% Rate of Return 125 Part 2 Important Financial Concepts Project 432 0.3 0.25 0.2 0.15 Probability 0.1 0.05 0 10% 15% 20% 25% 30% 35% 40% 45% 50% Rate of Return c. Summary Statistics Project 257 Range 1.100 Expected Return ( k ) 0.450 Standard Deviation ( σk ) 0.165 Coefficient of Variation (CV) 0.3675 Project 432 .400 .300 .106 .3536 Since Projects 257 and 432 have differing expected values, the coefficient of variation should be the criterion by which the risk of the asset is judged. Since Project 432 has a smaller CV, it is the opportunity with lower risk. 5-10 LG 2: Integrative–Expected Return, Standard Deviation, and Coefficient of Variation 126 Chapter 5 Risk and Return a. Expected return: k = ∑ ki × Pr i i =1 n Rate of Return ki Asset F Probability Weighted Value Pri .10 .20 .40 .20 .10 ki x Pri .04 .02 .00 -.01 -.01 Expected Return k = ∑ k i× Pr i i =1 n .40 .10 .00 -.05 -.10 .04 Asset G .35 .10 -.20 .40 .30 .30 .14 .03 -.06 .11 Asset H .40 .20 .10 .00 -.20 .10 .20 .40 .20 .10 .04 .04 .04 .00 -.02 .10 Asset G provides the largest expected return. b. Standard Deviation: σk = ∑ (k − k ) 2 i i =1 n x Pri Pri .10 .20 .40 .20 .10 σ2 .01296 .00072 .00064 .00162 .00196 .01790 σk (ki − k ) Asset F .40 .10 .00 -.05 -.10 (ki − k ) 2 = .36 = .06 = -.04 = -.09 = -.14 .1296 .0036 .0016 .0081 .0196 - .04 .04 .04 .04 .04 .1338 (ki − k ) Asset G .35 - .11 = .24 (ki − k ) 2 .0576 127 Pri .40 σ2 .02304 σk Part 2 Important Financial Concepts .10 - .11 = -.01 -.20 - .11 = -.31 .0001 .0961 .30 .30 .00003 .02883 .05190 .009 .002 .000 .002 .009 .022 .2278 Asset H .40 .20 .10 .00 -.20 - .10 .10 .10 .10 .10 = = = = = .30 .10 .00 -.10 -.30 .0900 .0100 .0000 .0100 .0900 .10 .20 -.40 .20 .10 .1483 Based on standard deviation, Asset G appears to have the greatest risk, but it must be measured against its expected return with the statistical measure coefficient of variation, since the three assets have differing expected values. An incorrect conclusion about the risk of the assets could be drawn using only the standard deviation. c. Coefficient of Variation = standard deviation (σ) expected value Asset F: CV = .1338 = 3.345 .04 .2278 = 2.071 .11 .1483 = 1.483 .10 Asset G: CV = Asset H: CV = As measured by the coefficient of variation, Asset F has the largest relative risk. 5-11 a. LG 2: Normal Probability Distribution Coefficient of variation: CV = σk ÷ k Solving for standard deviation: .75 = σk ÷ .189 σk = .75 x .189 = .14175 b. 1. 58% of the outcomes will lie between ± 1 standard deviation from the expected value: +lσ = .189 + .14175 = .33075 128 Chapter 5 Risk and Return - lσ = .189 - .14175 = .04725 2. 95% of the outcomes will lie between ± 2 standard deviations from the expected value: +2σ = .189 + (2 x. 14175) = .4725 - 2σ = .189 - (2 x .14175) = -.0945 3. 99% of the outcomes will lie between ± 3 standard deviations from the expected value: +3σ = .189 + (3 x .14175) = .61425 -3σ = .189 - (3 x .14175) = -.23625 c. Probability Distribution 60 50 40 Probability 30 20 10 0 -0.236 -0.094 0.047 0.189 0.331 0.473 0.614 Return 5-12 a. LG 3: Portfolio Return and Standard Deviation Expected Portfolio Return for Each Year: kp = (wL x kL) + (wM x kM) Expected 129 Part 2 Important Financial Concepts Year 2004 2005 2006 2007 2008 2009 Asset L (wL x kL) (14% x.40 = (14% x.40 = (16% x.40 = (17% x.40 = (17% x.40 = (19% x.40 = 5.6%) 5.6%) 6.4%) 6.8%) 6.8%) 7.6%) n j + + + + + + + j Asset M (wM x kM) Portfolio Return kp 17.6% 16.4% 16.0% 15.2% 14.0% 13.6% (20% x .60 = 12.0%) = (18% x .60 = 10.8%) = (16% x .60 = 9.6%) = (14% x .60 = 8.4%) = (12% x .60 = 7.2%) = (10% x .60 = 6.0%) = b. Portfolio Return: kp = ∑w ×k j=1 n kp = 17.6 + 16.4 + 16.0 + 15.2 + 14.0 + 13.6 = 15.467 = 15.5% 6 ( ki − k ) 2 ∑ ( n − 1) i =1 n c. Standard Deviation: σkp = ⎡(17.6% − 15.5%) 2 + (16.4% − 15.5%)2 + (16.0% − 15.5%)2 ⎤ ⎢ 2 2 2⎥ ⎢+ (15.2% − 15.5%) + (14.0% − 15.5%) + (13.6% − 15.5%) ⎥ ⎣ ⎦ σkp = 6 −1 σkp = ⎤ ⎡(2.1%) 2 + (.9%) 2 + (0.5%) 2 ⎢ 2 2 2⎥ ⎢+ (−0.3%) + (−1.5%) + (−1.9%) ⎥ ⎦ ⎣ 5 (4.41% + 0.81% + 0.25% + 0.09% + 2.25% + 3.61%) 5 11.42 = 2.284 = 1.51129 5 σkp = σkp = d. e. 5-13 a. The assets are negatively correlated. Combining these two negatively correlated assets reduces overall portfolio risk. LG 3: Portfolio Analysis Expected portfolio return: Alternative 1: 100% Asset F 130 Chapter 5 Risk and Return kp = 16% + 17% + 18% + 19% = 17.5% 4 Alternative 2: 50% Asset F + 50% Asset G Year 2001 2002 2003 2004 kp = Asset F (wF x kF) (16% x .50 = 8.0%) (17% x .50 = 8.5%) (18% x .50 = 9.0%) (19% x .50 = 9.5%) 66 = 16.5% 4 + + + + + Asset G (wG x kG) (17% x .50 = 8.5%) (16% x .50 = 8.0%) (15% x .50 = 7.5%) (14% x .50 = 7.0%) Portfolio Return kp = = = = 16.5% 16.5% 16.5% 16.5% Alternative 3: 50% Asset F + 50% Asset H Year 2001 2002 2003 2004 kp = Asset F (wF x kF) (16% x .50 = 8.0%) (17% x .50 = 8.5%) (18% x .50 = 9.0%) (19% x .50 = 9.5%) 66 = 16.5% 4 + + + + + Asset H (wH x kH) (14% x .50 = 7.0%) (15% x .50 = 7.5%) (16% x .50 = 8.0%) (17% x .50 = 8.5%) Portfolio Return kp 15.0% 16.0% 17.0% 18.0% b. (1) Standard Deviation: σkp = ( ki − k ) 2 ∑ ( n − 1) i =1 n σF = [(16.0% − 17.5%) 2 + (17.0% − 17.5%)2 + (18.0% − 17.5%)2 + (19.0% − 17.5%)2 4 −1 131 Part 2 Important Financial Concepts σF = [(-1.5%) 2 + (−0.5%) 2 + (0.5%) 2 + (1.5%) 2 3 σF = (2.25% + 0.25% + 0.25% + 2.25%) 3 5 = 1.667 = 1.291 3 σF = (2) σFG = [(16.5% − 16.5%) [(0) 2 2 + (16.5% − 16.5%) 2 + (16.5% − 16.5%)2 + (16.5% − 16.5%)2 4 −1 σFG = σFG = 0 + (0) 2 + (0) 2 + (0) 2 3 (3) σFH = [ (15.0% − 16.5%) 2 + (16.0% − 16.5%) 2 + (17.0% − 16.5%) 2 + (18.0% − 16.5%) 2 ] 4 −1 σFH = [(−1.5%) 2 + (−0.5%)2 + (0.5%)2 + (1.5%)2 3 σFH = [(2.25 + .25 + .25 + 2.25)] 3 5 = 1.667 = 1.291 3 σFH = c. Coefficient of variation: CV = σk ÷ k CVF = 1.291 = .0738 17.5% 0 =0 16.5% 132 CVFG = Chapter 5 Risk and Return CVFH = d. 1.291 = .0782 16.5% Summary: kp: Expected Value of Portfolio Alternative 1 (F) Alternative 2 (FG) Alternative 3 (FH) 17.5% 16.5% 16.5% σkp 1.291 -01.291 CVp .0738 .0 .0782 Since the assets have different expected returns, the coefficient of variation should be used to determine the best portfolio. Alternative 3, with positively correlated assets, has the highest coefficient of variation and therefore is the riskiest. Alternative 2 is the best choice; it is perfectly negatively correlated and therefore has the lowest coefficient of variation. 5-14 a. LG 4: Correlation, Risk, and Return 1. Range of expected return: between 8% and 13% 2. Range of the risk: between 5% and 10% 1. Range of expected return: between 8% and 13% 2. Range of the risk: 0 < risk < 10% 1. Range of expected return: between 8% and 13% 2. Range of the risk: 0 < risk < 10% LG 1, 4: International Investment Returns b. c. 5-15 a. Returnpesos = 24,750 − 20,500 4,250 = = .20732 = 20.73% 20,500 20,500 b. Purchase price Price in pesos 20.50 = = $2.22584 × 1,000shares = $2,225.84 Pesos per dollar 9.21 Sales price Price in pesos 24.75 = = $2.51269 × 1,000shares = $2,512.69 Pesos per dollar 9.85 2,512.69 − 2,225.84 286.85 = = .12887 = 12.89% 2,225.84 2,225.84 133 c. Returnpesos = Part 2 Important Financial Concepts d. The two returns differ due to the change in the exchange rate between the peso and the dollar. The peso had depreciation (and thus the dollar appreciated) between the purchase date and the sale date, causing a decrease in total return. The answer in part c is the more important of the two returns for Joe. An investor in foreign securities will carry exchange-rate risk. 5-16 LG 5: Total, Nondiversifiable, and Diversifiable Risk a. and b. 16 14 12 Portfolio Risk (σkp) (%) 10 8 6 4 2 0 0 5 10 15 20 Diversifiable Nondiversifiable Number of Securities c. Only nondiversifiable risk is relevant because, as shown by the graph, diversifiable risk can be virtually eliminated through holding a portfolio of at least 20 securities which are not positively correlated. David Talbot's portfolio, assuming diversifiable risk could no longer be reduced by additions to the portfolio, has 6.47% relevant risk. 5-17 LG 5: Graphic Derivation of Beta 134 Chapter 5 Risk and Return a. Derivation of Beta Asset Return % 32 28 24 20 16 12 8 4 0 -16 -12 -8 -4 -4 0 -8 -12 4 8 12 16 Market Return b = slope = .75 b = slope = 1.33 Asset A Asset B b. To estimate beta, the "rise over run" method can be used: Beta = Taking the points shown on the graph: Beta A = ΔY 12 − 9 3 = = = .75 ΔX 8 − 4 4 ΔY 26 − 22 4 = = = 1.33 ΔX 13 − 10 3 Rise ΔY = Run ΔX Beta B = A financial calculator with statistical functions can be used to perform linear regression analysis. The beta (slope) of line A is .79; of line B, 1.379. c. With a higher beta of 1.33, Asset B is more risky. Its return will move 1.33 times for each one point the market moves. Asset A’s return will move at a lower rate, as indicated by its beta coefficient of .75. LG 5: Interpreting Beta 5-18 Effect of change in market return on asset with beta of 1.20: 1.20 x (15%) = 18.0% increase 1.20 x (-8%) = 9.6% decrease 1.20 x (0%) = no change The asset is more risky than the market portfolio, which has a beta of 1. The higher beta makes the return move more than the market. 5-19 LG 5: Betas a. and b. Increase in Expected Impact Decrease in Impact on a. b. c. d. 135 Part 2 Important Financial Concepts Asset Beta Market Return A 0.50 .10 B 1.60 .10 C - 0.20 .10 D 0.90 .10 c. d. on Asset Return .05 .16 -.02 .09 Market Return -.10 -.10 -.10 -.10 Asset Return -.05 -.16 .02 -.09 Asset B should be chosen because it will have the highest increase in return. Asset C would be the appropriate choice because it is a defensive asset, moving in opposition to the market. In an economic downturn, Asset C's return is increasing. LG 5: Betas and Risk Rankings Stock Most risky B A Least risky C 5-20 a. Beta 1.40 0.80 -0.30 Decrease in Impact on Market Return Asset Return -.05 -.04 -.05 -.07 -.05 .015 b. and c. Asset Beta A 0.80 B 1.40 C - 0.30 d. Increase in Expected Impact Market Return on Asset Return .12 .096 .12 .168 .12 -.036 In a declining market, an investor would choose the defensive stock, stock C. While the market declines, the return on C increases. In a rising market, an investor would choose stock B, the aggressive stock. As the market rises one point, stock B rises 1.40 points. LG 5: Portfolio Betas: bp = e. 5-21 a. ∑w ×b j j=1 n j Asset 1 2 3 4 5 Beta 1.30 0.70 1.25 1.10 .90 Portfolio A wA wA x bA .10 .30 .10 .10 .40 Portfolio B wB wB x bB b. .130 .30 .39 .210 .10 .07 .125 .20 .25 .110 .20 .22 .360 .20 .18 bA = .935 bB = 1.11 Portfolio A is slightly less risky than the market (average risk), while Portfolio B is more risky than the market. Portfolio B's return will move more than Portfolio A’s for a given increase or decrease in market return. Portfolio B is the more risky. 136 Chapter 5 Risk and Return 5-22 LG 6: Capital Asset Pricing Model (CAPM): kj = RF + [bj x (km - RF)] Case A B C D E 5-23 kj 8.9% 12.5% 8.4% 15.0% 8.4% = = = = = = RF + [bj x (km - RF)] 5% + [1.30 x (8% - 5%)] 8% + [0.90 x (13% - 8%)] 9% + [- 0.20 x (12% - 9%)] 10% + [1.00 x (15% - 10%)] 6% + [0.60 x (10% - 6%)] LG 6: Beta Coefficients and the Capital Asset Pricing Model a. To solve this problem you must take the CAPM and solve for beta. The resulting model is: k − RF Beta = km − RF 10% − 5% 5% Beta = = = .4545 16% − 5% 11% Beta = 15% − 5% 10% = = .9091 16% − 5% 11% 18% − 5% 13% = = 1.1818 16% − 5% 11% 20% − 5% 15% = = 1.3636 16% − 5% 11% b. c. Beta = d. e. Beta = If Katherine is willing to take a maximum of average risk then she will be able to have an expected return of only 16%. (k = 5% + 1.0(16% - 5%) = 16%.) LG 6: Manipulating CAPM: kj = RF + [bj x (km - RF)] 5-24 a. kj kj 15% RF = 8% + [0.90 x (12% - 8%)] = 11.6% = RF + [1.25 x (14% - RF)] = 10% b. c. 16% km 15% = 9% + [1.10 x (km - 9%)] = 15.36% = 10% + [bj x (12.5% - 10%) 137 d. Part 2 Important Financial Concepts bj 5-25 a. b. =2 LG 1, 3, 5, 6: Portfolio Return and Beta bp = (.20)(.80)+(.35)(.95)+(.30)(1.50)+(.15)(1.25) = .16+.3325+.45+.1875=1.13 kA = ($20,000 − $20,000) + $1,600 $1,600 = = 8% $20,000 $20,000 ($36,000 − $35,000) + $1,400 $2,400 = = 6.86% $35,000 $35,000 ($34,500 − $30,000) + 0 $4,500 = = 15% $30,000 $30,000 ($16,500 − $15,000) + $375 $1,875 = = 12.5% $15,000 $15,000 ($107,000 − $100,000) + $3,375 $10,375 = = 10.375% $100,000 $100,000 = 4% + [0.80 x (10% - 4%)] = 8.8% = 4% + [0.95 x (10% - 4%)] = 9.7% = 4% + [1.50 x (10% - 4%)] = 13.0% = 4% + [1.25 x (10% - 4%)] = 11.5% kB = kC = kD = c. d. kP = kA kB kC kD e. Of the four investments, only C had an actual return which exceeded the CAPM expected return (15% versus 13%). The underperformance could be due to any unsystematic factor which would have caused the firm not do as well as expected. Another possibility is that the firm's characteristics may have changed such that the beta at the time of the purchase overstated the true value of beta that existed during that year. A third explanation is that beta, as a single measure, may not capture all of the systematic factors that cause the expected return. In other words, there is error in the beta estimate. 5-26 LG 6: Security Market Line, SML a., b., and d. Security Market Line 138 Chapter 5 Risk and Return 16 B 14 A 12 K S Market Risk Required Rate of Return % 10 8 6 4 2 0 0 0.2 0.4 0.6 Risk premium Ris 0.8 1 1.2 1.4 Nondiversifiable Risk (Beta) c. kj RF + [bj x (km - RF)] Asset A kj = .09 + [0.80 x (.13 -.09)] kj = .122 Asset B kj = .09 + [1.30 x (.13 -.09)] kj = .142 d. Asset A has a smaller required return than Asset B because it is less risky, based on the beta of 0.80 for Asset A versus 1.30 for Asset B. The market risk premium for Asset A is 3.2% (12.2% - 9%), which is lower than Asset B's (14.2% - 9% = 5.2%). 139 Part 2 Important Financial Concepts 5-27 LG 6: Shifts in the Security Market Line a., b., c., d. Security Market Lines 20 18 16 14 Asset A Required Return (%) 12 10 8 6 4 2 0 0 0.2 0.4 0.6 0.8 1 1.2 1.4 1.6 1.8 2 Asset A SMLd SMLa SMLc Nondiversifiable Risk (Beta) b. kj kA kA kA = RF + [bj x (km - RF)] = 8% + [1.1 x (12% - 8%)] = 8% + 4.4% = 12.4% = 6% + [1.1 x (10% - 6%)] = 6% + 4.4% = 10.4% = 8% + [1.1 x (13% - 8%)] = 8% + 5.5% = 13.5% c. kA kA kA kA kA kA d. e. 1. A decrease in inflationary expectations reduces the required return as shown in the parallel downward shift of the SML. 2. Increased risk aversion results in a steeper slope, since a higher return would be required for each level of risk as measured by beta. 140 Chapter 5 Risk and Return 5-28 a. LG 5, 6: Integrative-Risk, Return, and CAPM Project A B C D E kj = RF + [bj x (km - RF)] kj kj kj kj kj = = = = = 9% + [1.5 x (14% - 9%)] 9% + [.75 x (14% - 9%)] 9% + [2.0 x (14% - 9%)] 9% + [ 0 x (14% - 9%)] 9% + [(-.5) x (14% - 9%)] = = = = = 16.5% 12.75% 19.0% 9.0% 6.5% b. and d. Security Market Line 20 18 16 SMLb SMLd Required Rate of Return (%) 14 12 10 8 6 4 2 0 -0.5 0 0.5 1 1.5 2 c. Project A is 150% as Nondiversifiable Risk (Beta) responsive as the 141 Part 2 Important Financial Concepts market. Project B is 75% as responsive as the market. Project C is twice as responsive as the market. Project D is unaffected by market movement. Project E is only half as responsive as the market, but moves in the opposite direction as the market. d. See graph for new SML. kA = 9% + [1.5 x (12% - 9%)] = 13.50% kB = 9% + [.75 x (12% - 9%)] = 11.25% kC = 9% + [2.0 x (12% - 9%)] = 15.00% kD = 9% + [0 x (12% - 9%)] = 9.00% kE = 9% + [-.5 x (12% - 9%)] = 7.50% The steeper slope of SMLb indicates a higher risk premium than SMLd for these market conditions. When investor risk aversion declines, investors require lower returns for any given risk level (beta). e. 142 Chapter 5 Risk and Return Chapter 5 Case Analyzing Risk and Return on Chargers Products' Investments This case requires students to review and apply the concept of the risk-return trade-off by analyzing two possible asset investments using standard deviation, coefficient of variation, and CAPM. a. Expected rate of return: kt = Asset X: (Pt − Pt − 1 + Ct ) Pt − 1 Year 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Cash Flow (Ct) $1,000 1,500 1,400 1,700 1,900 1,600 1,700 2,000 2,100 2,200 Ending Value (Pt) $22,000 21,000 24,000 22,000 23,000 26,000 25,000 24,000 27,000 30,000 Beginning Value (Pt-1) $20,000 22,000 21,000 24,000 22,000 23,000 26,000 25,000 24,000 27,000 Gain/ Loss $2,000 - 1,000 3,000 - 2,000 1,000 3,000 - 1,000 - 1,000 3,000 3,000 Annual Rate of Return 15.00% 2.27 20.95 - 1.25 13.18 20.00 2.69 4.00 21.25 19.26 Average expected return for Asset X = 11.74% Asset Y: Year 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Cash Flow (Ct) $1,500 1,600 1,700 1,800 1,900 2,000 2,100 2,200 2,300 2,400 Ending Value (Pt) $20,000 20,000 21,000 21,000 22,000 23,000 23,000 24,000 25,000 25,000 Beginning Value (Pt-1) $20,000 20,000 20,000 21,000 21,000 22,000 23,000 23,000 24,000 25,000 Gain/ Loss $0 0 1,000 0 1,000 1,000 0 1,000 1,000 0 Annual Rate of Return 7.50% 8.00 13.50 8.57 13.81 13.64 9.13 13.91 13.75 9.60 Average expected return for Asset Y = 11.14% b. 143 Part 2 Important Financial Concepts σk = ∑ (k − k ) i i =1 n 2 ÷ (n − 1) Asset X: Year 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Return ki 15.00% 2.27 20.95 - 1.25 13.18 20.00 2.69 4.00 21.25 19.26 Average Return, k 11.74% 11.74 11.74 11.74 11.74 11.74 11.74 11.74 11.74 11.74 (ki − k ) 3.26% - 9.47 9.21 -12.99 1.44 8.26 - 9.05 - 7.74 9.51 7.52 (ki − k ) 2 10.63% 89.68 84.82 168.74 2.07 68.23 81.90 59.91 90.44 56.55 712.97 σx = 712.97 = 79.22 = 8.90% 10 − 1 CV = 8.90 = .76 11.74% Asset Y- Year 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Return ki 7.50% 8.00 13.50 8.57 13.81 13.64 9.13 13.91 13.75 9.60 Average Return, k 11.14% 11.14 11.14 11.14 11.14 11.14 11.14 11.14 11.14 11.14 (ki − k ) - 3.64% - 3.14 2.36 - 2.57 2.67 2.50 - 2.01 2.77 2.61 -1.54 (ki − k ) 2 13.25% 9.86 5.57 6.60 7.13 6.25 4.04 7.67 6.81 2.37 69.55 σY = 69.55 = 7.73 = 2.78% 10 − 1 144 Chapter 5 Risk and Return CV = c. 2.78 = .25 11.14% Summary Statistics: Expected Return Standard Deviation Coefficient of Variation Asset X 11.74% 8.90% .76 Asset Y 11.14% 2.78% .25 Comparing the expected returns calculated in part a, Asset X provides a return of 11.74 percent, only slightly above the return of 11.14 percent expected from Asset Y. The higher standard deviation and coefficient of variation of Investment X indicates greater risk. With just this information, it is difficult to determine whether the .60 percent difference in return is adequate compensation for the difference in risk. Based on this information, however, Asset Y appears to be the better choice. d. Using the capital asset pricing model, the required return on each asset is as follows: Capital Asset Pricing Model: kj = RF + [bj x (km - RF)] Asset X Y RF + [bj x (km - RF)] 7% + [1.6 x (10% - 7%)] 7% + [1.1 x (10% - 7%)] = = = kj 11.8% 10.3% From the calculations in part a, the expected return for Asset X is 11.74%, compared to its required return of 11.8%. On the other hand, Asset Y has an expected return of 11.14% and a required return of only 10.8%. This makes Asset Y the better choice. e. In part c, we concluded that it would be difficult to make a choice between X and Y because the additional return on X may or may not provide the needed compensation for the extra risk. In part d, by calculating a required rate of return, it was easy to reject X and select Y. The required return on Asset X is 11.8%, but its expected return (11.74%) is lower; therefore Asset X is unattractive. For Asset Y the reverse is true, and it is a good investment vehicle. Clearly, Charger Products is better off using the standard deviation and coefficient of variation, rather than a strictly subjective approach, to assess investment risk. Beta and CAPM, however, provide a link between risk and return. They quantify risk and convert it into a required return that can be compared to the expected return to draw a definitive conclusion about investment acceptability. Contrasting the conclusions in the responses to questions c and d 145 Part 2 Important Financial Concepts above should clearly demonstrate why Junior is better off using beta to assess risk. f. (1) Increase in risk-free rate to 8 % and market return to 11 %: Asset X Y (2) RF + [bj x (km - RF)] 8% + [1.6 x (11% - 8%)] 8% + [1.1 x (11% - 8%)] Decrease in market return to 9 %: = = = kj 12.8% 11.3% Asset X Y RF + [bj x (km - RF)] 7% + [1.6 x (9% - 7%)] 7% + [1.1 x (9% -7%)] = = = kj 10.2% 9.2% In situation (1), the required return rises for both assets, and neither has an expected return above the firm's required return. With situation (2), the drop in market rate causes the required return to decrease so that the expected returns of both assets are above the required return. However, Asset Y provides a larger return compared to its required return (11.14 - 9.20 = 1.94), and it does so with less risk than Asset X. 146 CHAPTER 6 Interest Rates and Bond Valuation INSTRUCTOR’S RESOURCES Overview This chapter begins with a thorough discussion of interest rates, yield curves, and their relationship to required returns. Features of the major types of bond issues are presented along with their legal issues, risk characteristics, and indenture convents. The chapter then introduces students to the important concept of valuation and demonstrates the impact of cash flows, timing, and risk on value. It explains models for valuing bonds and the calculation of yield-to-maturity using either the trial-and-error approach or the approximate yield formula. PMF DISK PMF Tutor: Bond and Stock Valuation This module provides problems for the valuation of conventional bonds and for the constant growth and variable growth models for common stock valuation. PMF Problem-Solver: Bond and Stock Valuation This module's routines are Bond Valuation and Common Stock Valuation. PMF Templates Spreadsheet templates are provided for the following problems: Problem Self-Test 6-1 Self-Test 6-2 Problem 6-2 Problem 6-24 Problem 6-26 Topic Bond valuation Yield to maturity Real rate of interest Bond valuation–Semiannual interest Bond valuation–Quarterly interest 147 Part 2 Important Financial Concepts Study Guide Suggested Study Guide examples for classroom presentation: Example 1 4 9 Topic Valuation of any asset Bond valuation Yield to call 148 Chapter 6 Interest Rates and Bond Valuation ANSWERS TO REVIEW QUESTIONS 6-1 The real rate of interest is the rate which creates an equilibrium between the supply of savings and demand for investment funds. The nominal rate of interest is the actual rate of interest charged by the supplier and paid by the demander. The nominal rate of interest differs from the real rate of interest due to two factors: (1) a premium due to inflationary expectations (IP) and (2) a premium due to issuer and issue characteristic risks (RP). The nominal rate of interest for a security can be defined as k1 = k* + IP + RP. For a three-month U.S. Treasury bill, the nominal rate of interest can be stated as k1 = k* + IP. The default risk premium, RP, is assumed to be zero since the security is backed by the U.S. government; this security is commonly considered the risk-free asset. The term structure of interest rates is the relationship of the rate of return to the time to maturity for any class of similar-risk securities. The graphic presentation of this relationship is the yield curve. For a given class of securities, the slope of the curve reflects an expectation about the movement of interest rates over time. The most commonly used class of securities is U.S. Treasury securities. a. Downward sloping: long-term borrowing costs are lower than short-term borrowing costs. b. Upward sloping: Short-term borrowing costs are lower than long-term borrowing costs. c. Flat: Borrowing costs are relatively similar for short- and long-term loans. The upward-sloping yield curve has been the most prevalent historically. 6-4 a. According to the expectations theory, the yield curve reflects investor expectations about future interest rates, with the differences based on inflation expectations. The curve can take any of the three forms. An upward-sloping curve is the result of increasing inflationary expectations, and vice versa. b. The liquidity preference theory is an explanation for the upward-sloping yield curve. This theory states that long-term rates are generally higher than shortterm rates due to the desire of investors for greater liquidity, and thus a premium must be offered to attract adequate long-term investment. c. The market segmentation theory is another theory which can explain any of the three curve shapes. Since the market for loans can be segmented based on maturity, sources of supply and demand for loans within each segment determine the prevailing interest rate. If supply is greater than demand for 149 6-2 6-3 Part 2 Important Financial Concepts short-term funds at a time when demand for long-term loans is higher than the supply of funding, the yield curve would be upward-sloping. Obviously, the reverse also holds true. 6-5 In the Fisher Equation, k = k* + IP + RP, the risk premium, RP, consists of the following issuer- and issue-related components: Default risk. The possibility that the issuer will not pay the contractual interest or principal as scheduled. Maturity (interest rate) risk: The possibility that changes in the interest rates on similar securities will cause the value of the security to change by a greater amount the longer its maturity, and vice versa. Liquidity risk: The ease with which securities can be converted to cash without a loss in value. Contractual provisions: Covenants included in a debt agreement or stock issue defining the rights and restrictions of the issuer and the purchaser. These can increase or reduce the risk of a security. Tax risk: Certain securities issued by agencies of state and local governments are exempt from federal, and in some cases state and local, taxes, thereby reducing the nominal rate of interest by an amount which brings the return into line with the after-tax return on a taxable issue of similar risk. The risks that are debt-specific are default, maturity, and contractual provisions. 6-6 Most corporate bonds are issued in denominations of $1,000 with maturities of 10 to 30 years. The stated interest rate on a bond represents the percentage of the bond's par value that will be paid out annually, although the actual payments may be divided up and made quarterly or semi-annually. Both bond indentures and trustees are means of protecting the bondholders. The bond indenture is a complex and lengthy legal document stating the conditions under which a bond is issued. The trustee may be a paid individual, corporation, or commercial bank trust department that acts as a third-party "watch dog" on behalf of the bondholders to ensure that the issuer does not default on its contractual commitment to the bondholders. 6-7 Long-term lenders include restrictive covenants in loan agreements in order to place certain operating and/or financial constraints on the borrower. These constraints are intended to assure the lender that the borrowing firm will maintain a specified financial condition and managerial structure during the term of the loan. Since the lender is committing funds for a long period of time, he seeks to protect himself against adverse financial developments that may affect the 150 Chapter 6 Interest Rates and Bond Valuation borrower. The restrictive provisions (also called negative covenants) differ from the so-called standard debt provisions in that they place certain constraints on the firm's operations, whereas the standard provisions (also called affirmative covenants) require the firm to operate in a respectable and businesslike manner. Standard provisions include such requirements as providing audited financial statements on a regular schedule, paying taxes and liabilities when due, maintaining all facilities in good working order, and keeping accounting records in accordance with GAAP. Violation of any of the standard or restrictive loan provisions gives the lender the right to demand immediate repayment of both accrued interest and principal of the loan. However, the lender does not normally demand immediate repayment but instead evaluates the situation in order to determine if the violation is serious enough to jeopardize the loan. The lender's options are: Waive the violation, waive the violation and renegotiate terms of the original agreement, or demand repayment. 6-8 Short-term borrowing is normally less expensive than long-term borrowing due to the greater uncertainty associated with longer maturity loans. The major factors affecting the cost of long-term debt (or the interest rate), in addition to loan maturity, are loan size, borrower risk, and the basic cost of money. If a bond has a conversion feature, the bondholders have the option of converting the bond into a certain number of shares of stock within a certain period of time. A call feature gives the issuer the opportunity to repurchase, or call, bonds at a stated price prior to maturity. It provides extra compensation to bondholders for the potential opportunity losses that would result if the bond were called due to declining interest rates. This feature allows the issuer to retire outstanding debt prior to maturity and, in the case of convertibles, to force conversion. Stock purchase warrants, which are sometimes included as part of a bond issue, give the holder the right to purchase a certain number of shares of common stock at a specified price. Bonds are rated by independent rating agencies such as Moody's and Standard & Poor's with respect to their overall quality, as measured by the safety of repayment of principal and interest. Ratings are the result of detailed financial ratio and cash flow analyses of the issuing firm. The bond rating affects the rate of return on the bond. The higher the rating, the less risk and the lower the rate. 6-10 The bond quotation for corporate bonds includes six pieces of information of interest to the investor. It includes the name of the issuer, the coupon rate, the year of maturity, the volume of bonds traded for the reporting day, the trading price for the last trade of the day (called the close price), and the change in the last trading price from the preceding trading day. The closing price and the change in price are quoted as a percent of the maturity value of the bond. 151 6-9 Part 2 Important Financial Concepts 6-11 Eurobonds are bonds issued by an international borrower and sold to investors in countries with currencies other than that in which the bond is denominated. For example, a dollar-denominated Eurobond issued by an American corporation can be sold to French, German, Swiss, or Japanese investors. A foreign bond, on the other hand, is issued by a foreign borrower in a host country's capital market and denominated in the host currency. An example is a French-franc denominated bond issued in France by an English company. A financial manager must understand the valuation process in order to judge the value of benefits received from stocks, bonds, and other assets in view of their risk, return, and combined impact on share value. Three key inputs to the valuation process are: 1. Cash flows - the cash generated from ownership of the asset; 2. Timing - the time period(s) in which cash flows are received; and 3. Required return - the interest rate used to discount the future cash flows to a present value. The selection of the required return allows the level of risk to be adjusted; the higher the risk, the higher the required return (discount rate). 6-12 6-13 6-14 The valuation process applies to assets that provide an intermittent cash flow or even a single cash flow over any time period. The value of any asset is the present value of future cash flows expected from the asset over the relevant time period. The three key inputs in the valuation process are cash flows, the required rate of return, and the timing of cash flows. The equation for value is: 6-15 V0 = CF1 CF2 CFn + + ⋅⋅⋅⋅⋅ 1 2 (1 + k ) (1 + k ) (1 + k ) n where: V0 CFI k n = = = = value of the asset at time zero cash flow expected at the end of year t appropriate required return (discount rate) relevant time period 6-16 The basic bond valuation equation for a bond that pays annual interest is: 152 Chapter 6 Interest Rates and Bond Valuation ⎡n ⎡1⎤ 1⎤ + M×⎢ V 0 = I × ⎢∑ t⎥ n⎥ ⎣ t =1 (1 + kd ) ⎦ ⎣ (1 + kd ) ⎦ where: V0 I n M kd = = = = = value of a bond that pays annual interest interest years to maturity dollar par value required return on the bond To find the value of bonds paying interest semiannually, the basic bond valuation equation is adjusted as follows to account for the more frequent payment of interest: 1. The annual interest must be converted to semiannual interest by dividing by two. 2. The number of years to maturity must be multiplied by two. 3. The required return must be converted to a semiannual rate by dividing it by 2. 6-17 A bond sells at a discount when the required return exceeds the coupon rate. A bond sells at a premium when the required return is less than the coupon rate. A bond sells at par value when the required return equals the coupon rate. The coupon rate is generally a fixed rate of interest, whereas the required return fluctuates with shifts in the cost of long-term funds due to economic conditions and/or risk of the issuing firm. The disparity between the required rate and the coupon rate will cause the bond to be sold at a discount or premium. If the required return on a bond is constant until maturity and different from the coupon interest rate, the bond's value approaches its $1,000 par value as the time to maturity declines. To protect against the impact of rising interest rates, a risk-averse investor would prefer bonds with short periods until maturity. The responsiveness of the bond's market value to interest rate fluctuations is an increasing function of the time to maturity. 6-18 6-19 6-20 The yield-to-maturity (YTM) on a bond is the rate investors earn if they buy the bond at a specific price and hold it until maturity. The trial-and-error approach to calculating the YTM requires finding the value of the bond at various rates to 153 Part 2 Important Financial Concepts determine the rate causing the calculated bond value to equal its current value. The approximate approach for calculating YTM uses the following equation: Approximate Yield = where: I M Bo n = = = = annual interest maturity value market value periods to maturity I + [(M − B0) / n ] ( M + B0 ) / 2 The YTM can be found precisely by using a hand-held financial calculator and using the time value functions. Enter the B0 as the present value, the I as the annual payment, and the n as the number of periods until maturity. Have the calculator solve for the interest rate. This interest value is the YTM. Many calculators are already programmed to solve for the Internal Rate of Return (IRR). Using this feature will also obtain the YTM since the YTM and IRR are determined the same way. 154 Chapter 6 Interest Rates and Bond Valuation SOLUTIONS TO PROBLEMS 6-1 LG 1: Interest Rate Fundamentals: The Real Rate of Return Real rate of return = 5.5% - 2.0% = 3.5% 6-2 a. LG 1: Real Rate of Interest Supply and Demand Curve Interest Rate Required Demanders/ Supplier (%) 9 8 7 6 5 4 3 2 1 0 1 5 10 20 50 100 Current Suppliers Demanders after new Current demanders Amount of Funds Supplied/Demanded ($ billion) b. The real rate of interest creates an equilibrium between the supply of savings and the demand for funds, which is shown on the graph as the intersection of lines for current suppliers and current demanders. K0 = 4% See graph. A change in the tax law causes an upward shift in the demand curve, causing the equilibrium point between the supply curve and the demand curve (the real rate of interest) to rise from ko = 4% to k0 = 6% (intersection of lines for current suppliers and demanders after new law). c. d. 155 Part 2 Important Financial Concepts 6-3 a. b. c. d. LG 1: Real and Nominal Rates of Interest 4 shirts $100 + ($100 x .09) = $109 $25 + ($25 x .05) = $26.25 The number of polo shirts in one year = $109 ÷ $26.25 = 4.1524. He can buy 3.8% more shirts (4.1524 ÷ 4 = .0381). The real rate of return is 9% - 5% = 4%. The change in the number of shirts that can be purchased is determined by the real rate of return since the portion of the nominal return for expected inflation (5%) is available just to maintain the ability to purchase the same number of shirts. LG 1: Yield Curve e. 6-4 a. Yield Curve of U.S. Treasury Securities 14 12 10 8 Yield % 6 4 2 0 0 5 10 15 20 Time to Maturity (years) b. The yield curve is slightly downward sloping, reflecting lower expected future rates of interest. The curve may reflect a general expectation for an economic recovery due to inflation coming under control and a stimulating impact on the economy from the lower rates. 6-5 LG 1: Nominal Interest Rates and Yield Curves 156 Chapter 6 Interest Rates and Bond Valuation a. kl = k* + IP + RP1 For U.S. Treasury issues, RP = 0 RF = k* + IP 20 year bond: 3 month bill: 1 year note: 5 year bond: RF RF RF RF = = = = 2.5 + 9% 2.5 + 5% 2.5 + 6% 2.5 + 8% = 11.5% = 7.5% = 8.5% = 10.5% b. If the real rate of interest (k*) drops to 2.0%, the nominal interest rate in each case would decrease by 0.5 percentage point. c. Return versus Maturity 14 12 10 8 6 4 2 0 0.25 1 5 10 20 Rate of Return % Years to Maturity The yield curve for U.S. Treasury issues is upward sloping, reflecting the prevailing expectation of higher future inflation rates. d. Followers of the liquidity preference theory would state that the upward sloping shape of the curve is due to the desire by lenders to lend short-term and the desire by business to borrow long term. The dashed line in the part c graph shows what the curve would look like without the existence of liquidity preference, ignoring the other yield curve theories. e. Market segmentation theorists would argue that the upward slope is due to the fact that under current economic conditions there is greater demand for long-term 157 Part 2 Important Financial Concepts loans for items such as real estate than for short-term loans such as seasonal needs. 6-6 LG 1: Nominal and Real Rates and Yield Curves Real rate of interest (k*): ki = k* + IP + RP RP k* a. = 0 for Treasury issues = ki - IP Security A B C D E b. Nominal rate (kj) 12.6% 11.2% 13.0% 11.0% 11.4% - IP 9.5% 8.2% 10.0% 8.1% 8.3% = = = = = = Real rate of interest (k*) 3.1% 3.0% 3.0% 2.9% 3.1% The real rate of interest decreased from January to March, remained stable from March through August, and finally increased in December. Forces which may be responsible for a change in the real rate of interest include changing economic conditions such as the international trade balance, a federal government budget deficit, or changes in tax legislation. c. Yield Curve of U.S. Treasury Securities 14 12 Yield % 10 8 6 4 2 0 0 5 10 15 20 Time to Maturity (years) d. The yield curve is slightly downward sloping, reflecting lower expected future rates of interest. The curve may reflect a general expectation for an economic 158 Chapter 6 Interest Rates and Bond Valuation recovery due to inflation coming under control and a stimulating impact on the economy from the lower rates. 6-7 a. LG 1: Term Structure of Interest Rates Yield Curve of High-Quality Corporate Bonds 15 14 Today 13 Yield % 12 11 10 9 8 7 0 2 years ago 5 years ago 5 10 15 20 25 30 35 Time to Maturity (years) b. and c. Five years ago, the yield curve was relatively flat, reflecting expectations of stable interest rates and stable inflation. Two years ago, the yield curve was downward sloping, reflecting lower expected interest rates due to a decline in the expected level of inflation. Today, the yield curve is upward sloping, reflecting higher expected inflation and higher future rates of interest. 6-8 a. LG 1: Risk-Free Rate and Risk Premiums Risk-free rate: RF = k* + IP Security k* 3% A 3% B 3% C 3% D 3% E + + + + + + IP 6% 9% 8% 5% 11% = = = = = = RF 9% 12% 11% 8% 14% b. Since the expected inflation rates differ, it is probable that the maturity of each security differs. 159 Part 2 Important Financial Concepts c. Nominal rate: k = k* + IP + RP Security A B C D E k* 3% 3% 3% 3% 3% + + + + + + IP 6% 9% 8% 5% 11% + + + + + + RP 3% 2% 2% 4% 1% = = = = = = k 12% 14% 13% 12% 15% 6-9 a. LG 1: Risk Premiums RFt = k* + IPt Security A: RF3 = 2% + 9% = 11% Security B: RF15 = 2% + 7% = 9% Risk premium: RP = default risk + interest rate risk + liquidity risk + other risk Security A: RP = 1% + 0.5% + 1% + 0.5% = 3% Security B: RP = 2% + 1.5% + 1% + 1.5% = 6% ki = k* + IP + RP or k1 = RF + Risk premium Security A: k1 = 11% + 3% = 14% Security B: k1 = 9% + 6% = 15% Security A has a higher risk-free rate of return than Security B due to expectations of higher near-term inflation rates. The issue characteristics of Security A in comparison to Security B indicate that Security A is less risky. b. c. 6-10 a. b. c. LG 2: Bond Interest Payments Before and After Taxes Yearly interest = ($1,000 x .07) = $70.00 Total interest expense = $70.00 per bond x 2,500 bonds = $175,000 Total before tax interest Interest expense tax savings (.35 x $175,000) Net after-tax interest expense $175,000 61,250 $113,750 6-11 a. b. LG 3: Bond Quotation Tuesday, November 7 1.0025 x $1,000 = $1,002.50 160 Chapter 6 Interest Rates and Bond Valuation c. d. e. f. g. 2005d 558 8 3/4% current yield = $87.50 ÷ $1,002.50 = 8.73% or 8.7% per the quote The price declined by 5/8% of par value. This decline means the previous close was 100 7/8 or $1,008.75. LG 4: Valuation Fundamentals 6-12 a. CF1-5 CF5 Required return: 6% V0 = Cash Flows: $1,200 $5,000 b. CF1 CF2 CF3 CF4 CF5 + + + + 1 2 3 4 (1 + k ) (1 + k ) (1 + k ) (1 + k ) (1 + k ) 5 $1,200 $1,200 $1,200 $1,200 $6,200 + + + + 1 2 3 4 (1 + .06) (1 + 06) (1 + 06) (1 + 06) (1 + 06) 5 V0 = V 0 = $8,791 Using PVIF formula: V0 = [(CF1 x PVIF6%,l) + (CF2 x PVIF6%, 2) ... (CF5 x PVIF6%,5)] V0 = [($1,200 x .943) + ($1,200 x .890) + ($1,200 x .840) + ($1,200 x .792) + ($6,200 x.747)] V0 = $1,131.60 + $1,068.00 + $1,008 + $950.40 + $4,631.40 V0 = $8,789.40 Calculator solution: $8,791.13 The maximum price you should be willing to pay for the car is $8,789, since if you paid more than that amount, you would be receiving less than your required 6% return. 6-13 LG 4: Valuation of Assets Asset A End of Year 1 Amount $5000 161 PVIF or PVIFAk%,n Present Value of Cash Flow Part 2 Important Financial Concepts 2 3 1-∞ 1 2 3 4 5 $5000 $5000 2.174 Calculator solution: $10,870.00 $10,871.36 $ 2,000 B C $ 300 1 ÷ .15 0 0 0 0 $35,000 .476 Calculator solution: $1,500 8,500 3.605 .507 Calculator solution: $16,660.00 $16,663.96 $ 5,407.50 4,309.50 $ 9,717.00 $ 9,713.52 $ 1,754.00 2,307.00 3,375.00 4,144.00 2,076.00 456.00 $14,112.00 $14,115.27 D 1-5 6 E 1 2 3 4 5 6 $2,000 3,000 5,000 7,000 4,000 1,000 .877 .769 .675 .592 .519 .456 Calculator solution: 6-14 a. LG 1: Asset Valuation and Risk 10% Low Risk 15% Average Risk PVIFA PV of CF PVIFA PV of CF CF1-4 $3,000 3.170 $ 9,510 2.855 $ 8,565 CF5 15,000 .621 9,315 .497 7,455 Present Value of CF: $18,825 $ 16,020 Calculator solutions: $18,823.42 $16,022.59 b. 22% High Risk PVIFA PV of CF 2.494 $ 7,482 .370 5,550 $13,032 $13,030.91 The maximum price Laura should pay is $13,032. Unable to assess the risk, Laura would use the most conservative price, therefore assuming the highest risk. By increasing the risk of receiving cash flow from an asset, the required rate of return increases, which reduces the value of the asset. LG 5: Basic Bond Valuation c. 6-15 a. Bo = I x (PVIFAkd%,n) + M x (PVIFkd%,n) 162 Chapter 6 Interest Rates and Bond Valuation Bo = 120 x (PVIFA10%,16) + M x (PVIF10%,16) Bo = $120 x (7.824) + $1,000 x (.218) Bo = $938.88 + $218 Bo = $1,156.88 Calculator solution: $1,156.47 b. Since Complex Systems' bonds were issued, there may have been a shift in the supply-demand relationship for money or a change in the risk of the firm. Bo = I x (PVIFAkd%,n) + M x (PVIFkd%,n) Bo = 120 x (PVIFA12%,16) + M x (PVIF12%,16) Bo = $120 x (6.974) + $1,000 x (.163) Bo = $836.88 + $163 Bo = $999.88 Calculator solution: $1,000 When the required return is equal to the coupon rate, the bond value is equal to the par value. In contrast to a. above, if the required return is less than the coupon rate, the bond will sell at a premium (its value will be greater than par). c. 6-16 LG 5: Bond Valuation–Annual Interest Bo = I x (PVIFAkd%,n) + M x (PVIFkd%,n) Bond A B C D E 6-17 Bo Bo Bo Bo Bo = = = = = Table Values $140 x (7.469) + $1,000 x (.104) $80 x (8.851) + $1,000 x (.292) $10 x (4.799) + $100 x (.376) $80 x (4.910) + $500 x (.116) $120 x (6.145) + $1,000 x (.386) = = = = = $1,149.66 $1,000.00 $ 85.59 $ 450.80 $1,123.40 Calculator Solution $1,149.39 $1,000.00 $ 85.60 $ 450.90 $1,122.89 LG 5: Bond Value and Changing Required Returns Bo = I x (PVIFAkd%,n) + M x (PVIFkd%,n) a. Bond (1) (2) (3) Table Values Bo = $110 x (6.492) + $1,000 x (.286) = Bo = $110 x (5.421) + $1,000 x (.187) = Bo = $110 x (7.536) + $1,000 x (.397) = $1,000.00 $ 783.31 $1,225.96 Calculator Solution $1,000.00 $ 783.18 $1,226.08 163 Part 2 Important Financial Concepts b. Bond Value versus Required Return 1,300 1,200 1,100 Bond Value ($) 1,000 900 800 700 8% 9% 10% 11% 12% 13% 14% 15% Required Return (%) c. When the required return is less than the coupon rate, the market value is greater than the par value and the bond sells at a premium. When the required return is greater than the coupon rate, the market value is less than the par value; the bond therefore sells at a discount. The required return on the bond is likely to differ from the coupon interest rate because either (1) economic conditions have changed, causing a shift in the basic cost of long-term funds, or (2) the firm's risk has changed. LG 5: Bond Value and Time–Constant Required Returns d. 6-18 Bo = I x (PVIFAkd%,n) + M x (PVIFkd%,n) Calculator Solution $ 877.16 $ 886.79 $ 901.07 $ 922.23 $ 953.57 $ 982.46 a. Bond (1) (2) (3) (4) (5) (6) Bo Bo Bo Bo Bo Bo = = = = = = Table Values $120 x (6.142) + $1,000 x (.140) $120 x (5.660) + $1,000 x (.208) $120 x (4.946) + $1,000 x (.308) $120 x (3.889) + $1,000 x (.456) $120 x (2.322) + $1,000 x (.675) $120 x (0.877) + $1,000 x (.877) 164 = = = = = = $ 877.04 $ 887.20 $ 901.52 $ 922.68 $ 953.64 $ 982.24 Chapter 6 Interest Rates and Bond Valuation b. Bond Value versus Years to Maturity 1020 1000 980 1000 982 954 Bond Value ($) 960 940 920 900 880 860 0 2 922 901 887 877 4 6 8 10 12 14 16 Years to Maturity c. 6-19 The bond value approaches the par value. LG 5: Bond Value and Time–Changing Required Returns Bo = I x (PVIFAkd%,n) + M x (PVIFkd%,n) a. Bond (1) (2) (3) Table Values B0 = $110 x (3.993) + $1,000 x (.681) = B0 $110 x (3.696) + $1,000 x (.593) = B0 = $110 x (3.433) + $1,000 x (.519) = $1,120.23 $1,000.00 $ 896.63 Calculator Solution $1,119.78 $1,000.00 $ 897.01 Calculator Solution $1,256.78 $1,000.00 $ 815.73 b. Bond (1) (2) (3) Table Values B0 = $110 x (8.560) + $1,000 x (.315) = B0 $110 x (7.191) + $1,000 x (.209) = B0 = $110 x (6.142) + $1,000 x (.140) = Value Bond A Bond B $1,120.23 $1,256.60 1,000.00 1,000.00 896.63 815.62 $1,256.60 $1,000.00 $ 815.62 c. Required Return 8% 11% 14% The greater the length of time to maturity, the more responsive the market value of the bond to changing required returns, and vice versa. 165 Part 2 Important Financial Concepts d. If Lynn wants to minimize interest rate risk in the future, she would choose Bond A with the shorter maturity. Any change in interest rates will impact the market value of Bond A less than if she held Bond B. LG 6: Yield to Maturity 6-20 Bond A is selling at a discount to par. Bond B is selling at par value. Bond C is selling at a premium to par. Bond D is selling at a discount to par. Bond E is selling at a premium to par. 6-21 a. LG 6: Yield to Maturity Using a financial calculator the YTM is 12.685%. The correctness of this number is proven by putting the YTM in the bond valuation model. This proof is as follows: Bo Bo Bo Bo = = = = 120 x (PVIFA12.685%,15) + 1,000 X (PVIF12.685%,15) $120 x (6.569) + $1,000 x (.167) $788.28 + 167 $955.28 Since B0 is $955.28 and the market value of the bond is $955, the YTM is equal to the rate derived on the financial calculator. b. The market value of the bond approaches its par value as the time to maturity declines. The yield to maturity approaches the coupon interest rate as the time to maturity declines. LG 6: Yield to Maturity 6-22 a. Bond Approximate YTM A= $90 + [ ($1,000 − $820) ÷ 8] [($1,000 + $820) ÷ 2] = 12.36% Trial-and-error YTM Approach Error (%) Calculator Solution 12.71% 12.00% -0.35 0.00 12.71% 12.00% B = 12.00% C= $60 + [ ($500 − $560) ÷ 12] [($500 + $560) ÷ 2] = 10.38% 10.22% Trial-and-error 166 +0.15 10.22% Calculator Chapter 6 Interest Rates and Bond Valuation Bond Approximate YTM D= YTM Approach Error (%) Solution $150 + [ ($1,000 − $1,120) ÷ 10] [($1,000 + $1,120 ÷ 2] = 13.02% E= 12.81% +0.21 12.81% $50 + [($1,000 − $900) ÷ 3] [($1,000 + $900) ÷ 2] = 8.77% 8.94% -.017 8.95% b. The market value of the bond approaches its par value as the time to maturity declines. The yield-to-maturity approaches the coupon interest rate as the time to maturity declines. LG 2, 5, 6: Bond Valuation and Yield to Maturity 6-23 a. BA BA BA BA BB BB BB BB = = = = = = = = $60(PVIFA12%,5) + $1,000(PVIF12%,5) $60(3.605) + $1,000(.567) $216.30 + 567 $783.30 $140(PVIFA12%,5) + $1,000(PVIF12%,5) $140(3.605) + $1,000(.567) $504.70 + 567 $1,071.70 b. $20,000 = 25.533 of bond A $783.30 $20,000 Number of bonds = = 18.662 of bond B $1,071.70 Number of bonds = c. Interest income of A = 25.533 bonds x $60 = $1,531.98 Interest income of B = 18.66194 bonds x $140 = $2,612.67 d. At the end of the 5 years both bonds mature and will sell for par of $1,000. 167 Part 2 Important Financial Concepts FVA = $60(FVIFA10%,5) + $1,000 FVA = $60(6.105) + $1,000 FVA = $366.30 + $1,000 = $1,366.30 FVB = $140(FVIFA10%,5) + $1,000 FVB = $140(6.105) + $1,000 FVB = $854.70 + $1,000 = $1,854.70 e. The difference is due to the differences in interest payments received each year. The principal payments at maturity will be the same for both bonds. Using the calculator, the yield to maturity of bond A is 11.77% and the yield to maturity of bond B is 11.59% with the 10% reinvestment rate for the interest payments. Mark would be better off investing in bond A. The reasoning behind this result is that for both bonds the principal is priced to yield the YTM of 12%. However, bond B is more dependent upon the reinvestment of the large coupon payment at the YTM to earn the 12% than is the lower coupon payment of A. LG 6: Bond Valuation–Semiannual Interest 6-24 Bo = I x (PVIFAkd%,n) + M x (PVIFkd%,n) Bo = $50 x (PVIFA7%,12) + M x (PVIF7%,12) Bo = $50 x (7.943) + $1,000 x (.444) Bo = $397.15 + $444 Bo = $841.15 Calculator solution: $841.15 6-25 LG 6: Bond Valuation–Semiannual Interest Bo = I x (PVIFAkd%,n) + M x (PVIFkd%,n) Bond A B C D E Table Values $50 x (15.247) + $1,000 x (.390) $60 x (15.046) + $1,000 x (.097) $30 x (7.024) + $500 x (.508) $70 x (12.462) + $1,000 x (.377) $3 x (5.971) + $100 x (.582) Calculator Solution $ 1,152.47 $ 1,000.00 $ 464.88 $ 1,249.24 $76.11 Bo Bo Bo Bo Bo = = = = = = = = = = $1,152.35 $1,000.00 $ 464.72 $1,249.34 $ 76.11 6-26 LG 6: Bond Valuation–Quarterly Interest 168 Chapter 6 Interest Rates and Bond Valuation Bo = I x (PVIFAkd%,n) + M x (PVIFkd%,n) Bo = $125 x (PVIFA3%,40) + $5,000 x (PVIF3%,40) Bo = $125 x (23.115) + $5,000 x (.307) Bo = $2,889.38 + $1,535 Bo = $4,424.38 Calculator solution: $4,422.13 169 Part 2 Important Financial Concepts CHAPTER 6 CASE Evaluating Annie Hegg’s Proposed Investment in Atilier Industries Bonds This case demonstrates how a risky investment can affect a firm's value. First, students must calculate the current value of Suarez's bonds and stock, rework the calculations assuming that the firm makes the risky investment, and then draw some conclusions about the value of the firm in this situation. In addition to gaining experience in valuation of bonds and stock, students will see the relationship between risk and valuation. a. Annie should convert the bonds. The value of the stock if the bond is converted is: 50 shares x $30 per share = $1,500 while if the bond was allowed to be called in the value would be on $1,080 b (1) Current value of bond under different required returns – annual interest Bo = I x (PVIFA6%,25 yrs.) + M x (PVIF 6%,25 yrs.) Bo = $80 x (12.783) + $1,000 x (.233) Bo = $1,022.64 + $233 Bo = $1,255.64 Ca1culator solution: $1,255.67 The bond would be at a premium. Bo = I x (PVIFA8%,25 yrs.) + M x (PVIF8%,25 yrs.) Bo = $80 x (10.674) + $1,000 x (.146) Bo = $853.92 + $146 Bo = $999.92 Ca1culator solution: $1,000.00 The bond would be at par value.. Bo = I x (PVIFA10%,25 yrs.) + M x (PVIF10%,25 yrs.) Bo = $80 x (9.077) + $1,000 x (.092) Bo = $726.16 + $92 Bo = $818.16 Ca1culator solution: $818.46 The bond would be at a discount. (2) (3) 170 Chapter 6 Interest Rates and Bond Valuation c Current value of bond under different required returns – semiannual interest (1) Bo = I x (PVIFA3%,50 yrs.) + M x (PVIF3%,50 yrs.) Bo = $40 x (25.730) + $1,000 x (.228) Bo = $1,029.20 + $228 Bo = $1,257.20 Ca1culator solution: $1,257.30 The bond would be at a premium. Bo = I x (PVIFA4%,50 yrs.) + M x (PVI4%,50 yrs.) Bo = $40 x (21.482) + $1,000 x (.141) Bo = $859.28 + $146 Bo = $1005.28 Ca1culator solution: $1,000.00 The bond would be at par value.. Bo = I x (PVIFA5%,50 yrs.) + M x (PVIF5%,50 yrs.) Bo = $40 x (18.256) + $1,000 x (.087) Bo = $730.24 + $87 Bo = $817.24 Ca1culator solution: $817.44 The bond would be at a discount. (2) (3) Under all 3 required returns for both annual and semiannual interest payments the bonds are consistent in their direction of pricing. When the required return is above (below) the coupon the bond sells at a discount (premium). When the required return and coupon are equal the bond sells at par. When the change is made from annual to semiannual payments the value of the premium and par value bonds increase while the value of the discount bond decreases. This difference is due to the higher effective return associated with compounding frequency more often than annual. d. If expected inflation increases by 1% the required return will increase from 8% to 9%, and the bond price would drop to $908.84. This amount is the maximum Annie should pay for the bond. Bo = I x (PVIFA9%,25 yrs.) + M x (PVIF9%,25 yrs.) Bo = $80 x (9.823) + $1,000 x (.116) Bo = $785.84 + $123 Bo = $908.84 Ca1culator solution: $901.77 171 Part 2 Important Financial Concepts e. The value of the bond would decline to $925.00 due to the higher required return and the inverse relationship between bond yields and bond values. Bo = I x (PVIFA8.75%,25 yrs.) + M x (PVIF8.75%,25 yrs.) Bo = $80 x (10.025) + $1,000 x (.123) Bo = $802.00 + $123 Bo = $925.00 Ca1culator solution: $924.81 f. The bond would increase in value and a gain of $110.88 would be earned by Annie. Bond value at 7% and 22 years to maturity. Bo = I x (PVIFA7%,22 yrs.) + M x (PVIF7%,22 yrs.) Bo = $80 x (11.061) + $1,000 x (.226) Bo = $884.88 + $226 Bo = $1,110.88 Ca1culator solution: $1,110.61 g. The bond would increase in value and a gain of $90.64 would be earned by Annie. Bond value at 7% and 15 years to maturity. Bo = I x (PVIFA7%,15 yrs.) + M x (PVIF7%,15 yrs.) Bo = $80 x (9.108) + $1,000 x (.362) Bo = $728.64 + $362 Bo = $1,090.64 Ca1culator solution: $1,091.08 The bond is more sensitive to interest rate changes when the time to maturity is longer (22 years) than when the time to maturity is shorter (15 years). Maturity risk decreases as the bond gets closer to maturity. h. Using the calculator the YTM on this bond assuming annual interest payments of $80, 25 years to maturity, and a current price of $983.75 would be 8.15%. Annie should probably not invest in the Atilier bond. There are several reasons for this conclusion. 1. The term to maturity is long and thus the maturity risk is high. 2. An increase in interest rates is likely due to the potential downgrading of the bond thus driving the price down. 3. An increase in interest rates is likely due to the possibility of higher inflation thus driving the price down. 4. The price of $983.75 is well above her minimum price of $908.84 assuming an increase in interest rates of 1%. 172 i. CHAPTER 7 Stock Valuation INSTRUCTOR’S RESOURCES Overview This chapter continues on the valuation process introduced in Chapter 6 for bonds. Models for valuing preferred and common stock are presented. For common stock, the zero growth, constant growth, and variable growth models are examined. The relationship between stock valuation and efficient markets is presented. The role of venture capitalists and investment bankers is also discussed. The free cash flow model is explained and compared with the dividend discount models. Other approaches to common stock valuation and their shortcomings are explained. The chapter ends with a discussion of the interrelationship between financial decisions, expected return, risk, and a firm's value. PMF DISK PMF Tutor: Stock Valuation This module provides problems for the valuation of the constant growth and variable growth models for common stock valuation. PMF Problem-Solver: Stock Valuation This module's routines are Common Stock Valuation. PMF Templates Spreadsheet templates are provided for the following problem: Problem Problem 7-6 Topic Common stock valuation–Zero growth 173 Part 2 Important Financial Concepts Study Guide Suggested Study Guide examples for classroom presentation: Example 1 4 Topic Constant growth rate model Mixed growth rates 174 Chapter 7 Stock Valuation ANSWERS TO REVIEW QUESTIONS 7-1 Equity capital is permanent capital representing ownership, while debt capital represents a loan that must be repaid at some future date. The holders of equity capital receive a claim on the income and assets of the firm that is secondary to the claims of the firm's creditors. Suppliers of debt must receive all interest owed prior to any distribution to equity holders, and in liquidation all unpaid debts must be satisfied prior to any distribution to the firm's owners. Equity capital is perpetual while debt has a specified maturity date. Both income from debt (interest) and income from equity (dividends) are taxed as ordinary income. To the corporation, debt interest is a tax deductible expense while dividends are not. Common stockholders are the true owners of the firm, since they invest in the firm only upon the expectation of future returns. They are not guaranteed any return, but merely get what is left over after all the other claims have been satisfied. Since the common stockholders receive only what is left over after all other claims are satisfied, they are placed in a quite uncertain or risky position with respect to returns on invested capital. As a result of this risky position, they expect to be compensated in terms of both dividends and capital gains of sufficient quantity to justify the risk they take. Rights offerings protect against dilution of ownership by allowing existing stockholders to purchase additional shares of any new stock issues. Without this protection current shareholders may have their voting power reduced. Rights are financial instruments issued to current stockholders that permit these stockholders to purchase additional shares at a price below the market price, in direct proportion to their number of owned shares. 7-2 7-3 7-4 Authorized shares are stated in the company’s corporate charter which specifies the maximum number of shares the firm can sell without receiving approval from the shareholders. When authorized shares are sold to the public and are in the hands of the public, they are called outstanding shares. When a firm purchases back its own shares from the public, they are classified as treasury stock. Treasury stock is not considered outstanding since it is not in the hands of the public. Issued shares are the shares of common stock that have been put into circulation. Issued shares include both outstanding shares and treasury stock. 175 Part 2 Important Financial Concepts 7-5 Issuing stock outside of their home markets can benefit corporations by broadening the investor base and also allowing them to become better integrated into the local business scene. A local stock listing both increases local press coverage and serves as effective corporate advertising. Locally traded stock can also be used to make corporate acquisitions. ADRs are claims issued by U.S. banks and represent ownership of shares of a foreign company’s stock held on deposit by the U.S. bank in the foreign market. ADRs are issued in dollars by an American bank to U.S. investors and are subject to U.S. securities laws, yet still give investors the opportunity to internationally diversify their portfolios. 7-6 The claims of preferred stockholders are senior to those of the common stockholders with respect to the distribution of both earnings and assets. Cumulative preferred stock gives the holder the right to receive any dividends in arrears prior to the payment of dividends to common stockholders. The call feature in a preferred stock issue allows the issuer to retire outstanding preferred stock within a certain period of time at a prespecified price. This feature is not usually exercisable until a few years after issuance. The call normally takes place at a price above the initial issuance price and may decrease according to a predefined schedule. The call feature allows the issuer to escape the fixed payment commitment of the preferred stock which would remain on the books indefinitely. The call feature is also needed in order to force conversion of convertible preferred stock. 7-7 7-8 Venture capitalists are typically business entities that are organized for the purpose of investing in attractive growth companies. Angel capitalists are generally wealthy individuals that provide private financing to new businesses. Firms usually obtain angel financing first, then as their funding needs get too large for individual investors they seek funds from venture capitalists. There are four bodies into which institutional venture capitalists are most commonly organized. Small business investment companies (SBICs) are corporations chartered by the federal government . Financial VC funds are subsidiaries of financial institutions, particularly banks. Corporate VC funds are firms, sometimes subsidiaries, established by nonfinancial firms. 7-9 176 Chapter 7 Stock Valuation VC limited partnerships are limited partnerships organized by professional VC firms, who serve as general partner. Venture capitalist investments are made under a legal contract that clearly allocates responsibilities and ownership interest between existing owners and the VC fund or limited partnership. The specific financial terms will depend on factors such as: the business structure, stage of development, and outlook. Although each VC investment is unique, the transaction will be structured to provide the VC with a high rate of return that is consistent with the typically high risk of such transactions. 7-10 The general steps that a private firm must go through to public via an initial public offering are listed below. The firm must obtain the approval of its current shareholders. The company’s auditors and lawyers must certify that all documents for the company are legitimate. The firm then finds an investment bank willing to underwrite the offering. A registration statement must then be filed with the Securities Exchange Commission. Once the registration statement is approved by the SEC the investment public can begin analyzing the company’s prospects. 7-11 The investment banker’s main activity is to underwrite the issue. In addition to underwriting the IB provides the issuer with advice about pricing and other important aspects of the issue. The IB may organize an underwriting syndicate to help underwrite the issue and thus to share part of the risk. The IB and the syndicate will put together a selling group who share the responsibility of selling a portion of the issue. 7-12 The first item in a stock quotation is the year-to-date return. The next items are the highest and lowest price the stock traded for during the past 52 weeks, the company name, the company ticker symbol, the annualized dividend based on the last dividend paid, the dividend yield, the price/earnings ratio, the number of round lots traded for the trading day, the close (last) trade price for the day, and the change in the close price from the previous trading day. 177 Part 2 Important Financial Concepts The P/E ratio is calculated by dividing the closing market price by the firm’s most recent annual earnings per share. The P/E is believed to reflect investor expectations concerning the firm’s future prospects – higher P/E ratios reflect investor optimism and confidence; lower P/E ratios reflect investor pessimism and concern. 7-13 The efficient market hypothesis says that in an efficient market, investors would buy an asset if the expected return exceeds the current return, thereby increasing its price (market value) and decreasing the expected return, until expected and required returns are equal. According to the efficient market hypothesis: a. Securities prices are in equilibrium (fairly priced with expected returns equal to required returns); Securities prices fully reflect all public information available and will react quickly to new information; and Investors should therefore not waste time searching for mispriced (over- or undervalued) securities. 7-14 b. c. The efficient market hypothesis is generally accepted as being reasonable for securities traded on major exchanges; this is supported by research on the subject. 7-15 a. The zero growth model of common stock valuation assumes a constant, nongrowing dividend stream. The stock is valued as a perpetuity and discounted at a rate ks: P0 = P0 ks b. The constant growth model of common stock valuation, also called the Gordon model, assumes that dividends will grow at a constant rate, g. The stock is valued as the present value of the constantly growing cash flow stream: P0 = D1 ks − g c. The variable growth model of common stock valuation assumes that dividends grow at a variable rate. The stock with a single shift in the growth rate is valued as the present value of the dividend stream during the initial growth phase plus the present value of the price of stock at the end of the initial growth phase: 178 Chapter 7 Stock Valuation N D0 × (1 + g1) t ⎛ 1 DN + 1 ⎞ P0 = ∑ +⎜ t ⎟ ⎜ (1 + ks) N × (ks − g 2) ⎟ ⎠ ⎝ t = 1 (1 + ks) 7-16 The free cash flow valuation model takes the present value of all future free cash flows. Since this present value represents the total value of the firm the value of debt and preferred stock must be subtracted to get the free cash flow available to stockholders. Dividing the resulting value by the number of shares outstanding arrives at the stock price. The free cash flow model differs from the dividend valuation model in 2 main ways. 1. The total cash flows of the company are evaluated, not just dividends. 2. The firm’s cost of capital is used as the discount rate, not the required return on stock. 7-17 a. Book value is the value of the stock in the event all assets are liquidated for their book value and the proceeds remaining after paying all liabilities are divided among the common stockholders. b. Liquidation value is the actual amount each common stockholder would expect to receive if the firm's assets are sold, creditors and preferred stockholders are paid, and any remaining money is divided among the common stockholders. c. Price earnings multiples are another way to estimate common stock value. The share value is estimated by multiplying expected earnings per share by the average price/earnings ratio for the industry. Both the book value and liquidation value approaches ignore the earning power of a firm's assets and lack a relationship to the firm's value in the marketplace. The price/earnings multiples approach is considered the best approach to valuation since it considers expected earnings. The P/E ratio also has the strongest theoretical roots. One divided by the P/E ratio can be viewed as the rate at which investors discount the firm's earnings. If the projected earnings per share is assumed to be earned indefinitely, the P/E multiple approach can be looked on as a method of finding the present value of a perpetuity of projected EPS at a rate equal to the P/E ratio. 7-18 A decision or action by the financial manager can have an effect on the risk and expected return of the stock, both of which are part of the stock valuation model. 7-19 CAPM: ks = RF + [bj x (km - RF)] and bj > 1.00: 179 Part 2 Important Financial Concepts a. As beta (risk) increases, required return increases and stock price falls. b. As the risk-free rate declines, the required return would also decline. Substituting ks into the Gordon model Po = D1 ÷ (ks - g), as ks declines, Po increases. c. As D1 decreases, the Po also decreases since the numerator in the dividend valuation models will decline. d. As g increases, the Po also increases. In the Gordon growth model the value of (k-g) in the denominator will become smaller resulting in a higher value. 180 Chapter 7 Stock Valuation SOLUTIONS TO PROBLEMS 7-1 a. LG 2: Authorized and Available Shares Maximum shares available for sale Authorized shares Less: Shares outstanding Available shares 2,000,000 1,400,000 600,000 b. Total shares needed = $48,000,000 = 800,000 shares $60 The firm requires an additional 200,000 authorized shares to raise the necessary funds at $60 per share. c. Aspin must amend its corporate charter to authorize the issuance of additional shares. LG 2: Preferred Dividends 7-2 a. b. $8.80 per year or $2.20 per quarter $2.20 For a noncumulative preferred only the latest dividend has to be paid before dividends can be paid on common stock. $8.80 For cumulative preferred all dividends in arrears must be paid before dividends can be paid on common stock. In this case the board must pay the 3 dividends missed plus the current dividend. Preferred Dividends $15.00 2 quarters in arrears plus the latest quarter A B $8.80 only the latest quarter C $11.00 only the latest quarter D $25.50 4 quarters in arrears plus the latest quarter E $8.10 only the latest quarter LG 2: Convertible Preferred Stock c. 7-3 7-4 a. b. Conversion value = conversion ratio x stock price = 5 x $20 = $100 Based on comparison of the preferred stock price versus the conversion value the investor should convert. If converted, the investor has $100 of value versus only $96 if she keeps ownership of the preferred stock. 181 Part 2 Important Financial Concepts c. If the investor converts to common stock she will begin receiving $1.00 per share per year of dividends. Conversion will generate $5.00 per year of total dividends. If the investor keeps the preferred they will receive $10.00 per year of dividends. This additional $5.00 per year in dividends may cause the investor to keep the preferred until forced to convert through use of the call feature. LG 2: Stock Quotation 7-5 a. b. c. d. e. f. g. h. i. Wednesday, December 13 $81.75 +3.2% P/E ratio = 23 The P/E is calculated by dividing the closing market price by the firm’s most recent annual earnings per share. The P/E is believed to reflect investor expectations concerning the firm’s future prospects. Higher (lower) P/E ratios reflect investor optimism (pessimism) and confidence (concern). $81.75 $1.32 Highest price = $84.13; Lowest price = $51.25 12,432 round lots for total shares of 12,432 x 100 = 1,243,200 shares. The price increased by $1.63. This increase tells us that the previous close was $80.12. LG 4: Common Stock Valuation–Zero Growth: Po = D1 ÷ ks 7-6 a. Po = $2.40 ÷ .12 Po = $20 b. Po = $2.40 ÷ .20 Po = $12 c. As perceived risk increases, the required rate of return also increases, causing the stock price to fall. LG 4: Common Stock Valuation–Zero Growth 7-7 Value of stock when purchased = Value of stock when sold = $5.00 = $31.25 .16 $5.00 = $41.67 .12 Sally' s capital gain is $10.42 ($41.67 - $31.25). 7-8 a. LG 4: Preferred Stock Valuation: PSo = Dp ÷ kp PS0 = $6.40 ÷ .093 PS0 = $68.82 PS0 = $6.40 ÷ .105 182 b. Chapter 7 Stock Valuation PS0 = $60.95 The investor would lose $7.87 per share ($68.82 - $60.95) because, as the required rate of return on preferred stock issues increases above the 9.3% return she receives, the value of her stock declines. 7-9 LG 4: Common Stock Value–Constant Growth: Po = D1 ÷ (ks - g) Firm A B C D E 7-10 a. Po = D1 ÷ (ks - g) Po = $1.20 ÷ (.13 -.08) Po = $4.00 ÷ (.15 -.05) Po = $ .65 ÷ (.14 -.10) Po = $6.00 ÷ (.09 -.08) Po = $2.25 ÷ (.20 -.08) = = = = = Share Price $ 24.00 $ 40.00 $ 16.25 $600.00 $ 18.75 LG 4: Common Stock Value–Constant Growth D1 +g P0 $1.20 × (1.05) ks = + .05 $28 $1.26 ks = + .05 = .045 + .05 = .095 = 9.5% $28 ks = b. $1.20 × (1.10) + .10 $28 $1.32 ks = + .10 = .047 + .10 = .147 = 14.7% $28 ks = LG 4: Common Stock Value–Constant Growth: Po = D1 ÷ (ks - g) 7-11 Computation of growth rate: FV = PV x (1 + k)n $2.87 = $2.25 x (1 + k)5 $2.87 ÷ $2.25 = FVIFk%,5 1.276 = FVIFk%,5 g = k at 5% a. Value at 13% required rate of return: 183 Part 2 Important Financial Concepts P0 = b. $3.02 = $37.75 .13 − .05 Value at 10% required rate of return: $3.02 P0 = = $60.40 .10 − .05 c. As risk increases, the required rate of return increases, causing the share price to fall. LG 4: Common Stock Value - Variable Growth: 7-12 P0 = Present value of dividends during initial growth period + present value of price of stock at end of growth period. Value of cash dividends and present value of annual Steps 1 and 2: dividends t 1 2 3 D0 $2.55 2.55 2.55 FVIF25%,t 1.250 1.562 1.953 Dt $3.19 3.98 4.98 PVIF15%,t .870 .756 .658 Present Value of Dividends $2.78 3.01 3.28 $9.07 Step 3: Present value of price of stock at end of initial growth period D3 + 1 = $4.98 x (1 + .10) = $5.48 D4 P3 P3 P3 = [D4 ÷ (ks - g2)] = $5.48 ÷ (.15 -.10) = $109.60 PV of stock at end of year 3 = P3 x (PVIF15%,3) PV = $109.60 x (.658) PV = $72.12 Step 4: Sum of present value of dividends during initial growth period and present value price of stock at end of growth period P0 P0 7-13 = $9.07 + $72.12 = $81.19 LG 4: Common Stock Value–Variable Growth 184 Chapter 7 Stock Valuation P0 = D0 × (1 + g1) t ∑ (1 + ks) t t =1 N + 1 DN + 1 × N ( ks − g 2 ) (1 + ks) P0 = Present value of dividends during initial growth period + present value of price of stock at end of growth period. Steps 1 and 2: dividends Value of cash dividends and present value of annual D1 = $3.40 x (1.00) = $3.40 D2 = $3.40 x (1.05) = $3.57 D3 = $3.57 x (1.05) = $3.75 D4 = $3.75 x (1.15) = $4.31 D5 = $4.31 x (1.10) = $4.74 t 1 2 3 4 Dt $3.40 3.57 3.75 4.31 PVIF14%,t .877 .769 .675 .592 Present Value of Dividends $2.98 2.75 2.53 2.55 $10.81 Step 3: Present value of price of stock at end of initial growth period P4 P4 P4 = [D5 ÷ (ks - g)] = $4.74 ÷ (.14 -.10) = $118.50 PV of stock at end of year 4 = P4 x (PVIF14%,4) PV = $118.50 x (.592) PV = $70.15 Step 4: Sum of present value of dividends during initial growth period and present value price of stock at end of growth period Po Po = $10.81 + $70.15 = $80.96 7-14 a. LG 4: Common Stock Value–Variable growth 185 Part 2 Important Financial Concepts t 1 2 3 D0 $1.80 1.80 1.80 FVIF8%,t 1.080 1.166 1.260 Dt $1.94 2.10 2.27 PVIF11%,t .901 .812 .731 Present Value of Dividends $ 1.75 1.71 1.66 $ 5.12 D4 = D3(1.05) = $2.27 x (1.05) = $2.38 P3 P3 P3 = [D4 ÷ (ks - g)] = $2.38 ÷ (.11 -.05) = $39.67 PV of stock at end of year 3 = P3 x (PVIF11%,3) PV = $39.67 x (.731) PV = $29.00 P0 = $29.00 + $5.12 = $34.12 b. The present value of the first 3 year’s dividends is the same as in part a. D4 = D3(1.0) = 2.27 P3 P3 P3 = [D4 ÷ (ks - g)] = $2.27 ÷ .11 = $20.64 PV of stock at end of year 3 = P3 x (PVIF11%,3) PV = $20.64 x (.731) PV = $15.09 P0 = $15.09 + $5.12 = $20.21 c. The present value of the first 3 year’s dividends is the same as in part a. D4 = D3(1.10) = 2.50 P3 P3 P3 = [D4 ÷ (ks - g)] = $2.50 ÷ (.11 - .10) = $250.00 PV of stock at end of year 3 = P3 x (PVIF11%,3) PV = $250.00 x (.731) PV = $182.75 186 Chapter 7 Stock Valuation P0 = $182.75 + $5.12 = $187.87 7-15 a. LG 4: Common Stock Value–All Growth Models P0 = (CF0 ÷ k) P0 = $42,500 ÷ .18 P0 = $236,111 b. P0 = (CF1 ÷ (k – g)) P0 = ($45,475* ÷ (.18 - .07) P0 = $413,409.10 * CF1 = $42,500(1.07) = $45,475 c. Steps 1 and 2: Value of cash dividends and present value of annual dividends Present Value FVIF12%,t Dt PVIF18%,t of Dividends t D0 1 2 $42,500 $42,500 1.120 1.254 $47,600 53,295 .847 .718 $40,317.20 38,265.81 $78,583.01 Step 3: Present value of price of stock at end of initial growth period D2 + 1 = $53,295 x (1 +.07) = $57,025.65 D3 P2 P2 P2 = [D3 ÷ (ks - g)] = $57,025.65 ÷ (.18 - .07) = $518,415 PV of stock at end of year 2 = P2 x (PVIF18%,2) PV = $518,415 x (.718) PV = $372,222 Step 4: Sum of present value of dividends during initial growth period and present value price of stock at end of growth period P0 P0 = $78,583 + $372,222 = $450,805 7-16 a. LG 5: Free Cash Flow Valuation The value of the total firm is accomplished in three steps. 187 Part 2 Important Financial Concepts (1) Calculate the present value of FCF from 2009 to infinity. FCF = $390,000(1.03) $401,700 = = $5,021,250 .11 − .03 .08 (2) Add the present value of the cash flow obtained in (1) to the cash flow for 2008. FCF2008 = $5,021,250 + 390,000 = $5,411,250 (3) Find the present value of the cash flows for 2004 through 2008. Year 2004 2005 2006 2007 2008 FCF PVIF11%,n $200,000 .901 250,000 .812 310,000 .731 350,000 .659 5,411,250 .593 Value of entire company, Vc = PV $180,200 203,000 226,610 230,650 3,208,871 $4,049,331 b. Calculate the value of the common stock. VS = VC – VD - VP VS = $4,049,331 - $1,500,000 - $400,000 = $2,191,331 c. Value per share = 7-17 a. $2,191,331 = $10.96 200,000 LG 5: Using the Free Cash Flow Valuation Model to Price an IPO The value of the firm’s common stock is accomplished in four steps. (1) Calculate the present value of FCF from 2008 to infinity. FCF = (2) $1,100,000(1.02) $1,122,000 = = $18,700,000 .08 − .02 .06 Add the present value of the cash flow obtained in (1) to the cash flow for 2007. FCF2007 = $18,700,000 + 1,100,000 = $19,800,000 Find the present value of the cash flows for 2004 through 2007. Year 2004 FCF $700,000 188 (3) PVIF%,n .926 PV $648,200 Chapter 7 Stock Valuation 2005 2006 2007 800,000 .857 685,600 950,000 .794 754,300 19,800,000 .735 14,533,000 Value of entire company, Vc = $16,621,100 (4) Calculate the value of the common stock using equation 7.8. VS = VC – VD - VP VS = $16,621,100 - $2,700,000 - $1,000,000 = $12,921,100 Value per share = b. $12,921,100 = $11.75 1,100,000 Based on this analysis the IPO price of the stock is over valued by $0.75 ($12.50 $11.75) and you should not buy the stock. The value of the firm’s common stock is accomplished in four steps. (1) Calculate the present value of FCF from 2008 to infinity. FCF = (2) c. $1,100,000(1.03) $1,133,000 = = $22,660,000 .08 − .03 .05 Add the present value of the cash flow obtained in (1) to the cash flow for 2007. FCF2007 = $22,660,000 + 1,100,000 = $23,760,000 (3) Find the present value of the cash flows for 2004 through 2007. Year 2004 2005 2006 2007 FCF PVIF%,n PV $700,000 .926 $648,200 800,000 .857 685,600 950,000 .794 754,300 23,760,000 .735 17,463,000 Value of entire company, Vc = $19,551,700 (4) Calculate the value of the common stock using equation 7.8. VS = VC – VD - VP VS = $19,551,700 - $2,700,000 - $1,000,000 = $15,851,700 189 Part 2 Important Financial Concepts Value per share = $15,851,700 = $14.41 1,100,000 If the growth rate is changed to 3% the IPO price of the stock is under valued by $1.91 ($14.41 - $12.50) and you should buy the stock. 7-18 a. LG 5: Book and Liquidation Value Book value per share: Book value of assets - (liabilities + preferred stock at book value) number of shares outstanding Book value per share = b. Liquidation value: Cash Marketable Securities Accounts Rec. (.90 x $120,000) Inventory (.90 x $160,000) Land and Buildings (1.30 x $150,000) Machinery & Equip. (.70 x $250,000) Liq. Value of Assets $780,000 − $420,000 = $36 per share 10,000 $ 40,000 60,000 108,000 144,000 195,000 175,000 $722,000 Liquidation value of assets 722,000 Less: Current Liabilities Long-term debt Preferred Stock Available for CS (160,000) (180,000) ( 80,000) $ 302,000 Liquidation value per share = Liquidation Value of Assets Number of Shares Outstanding $302,000 = $30.20 per share 10,000 Liquidation value per share = c. Liquidation value is below book value per share and represents the minimum value for the firm. It is possible for liquidation value to be greater than book value if assets are undervalued. Generally, they are overvalued on a book value basis, as is the case here. 190 Chapter 7 Stock Valuation 7-19 LG 5: Valuation with Price/Earnings Multiples Firm A B C D E 7-20 EPS x P/E 3.0 x ( 6.2) 4.5 x (10.0) 1.8 x (12.6) 2.4 x ( 8.9) 5.1 x (15.0) = = = = = = Stock Price $18.60 $45.00 $22.68 $21.36 $76.50 LG 6: Management Action and Stock Value: Po = D1 ÷ (ks - g) a. b. c. d. e. Po Po Po Po Po = = = = = $3.15 ÷ (.15 - .05) $3.18 ÷ (.14 - .06) $3.21 ÷ (.17 - .07) $3.12 ÷ (.16 - .04) $3.24 ÷ (.17 - .08) = = = = = $31.50 $39.75 $32.10 $26.00 $36.00 The best alternative in terms of maximizing share price is b. 7-21 LG 4, 6: Integrative–Valuation and CAPM Formulas P0 = D1 ÷ (ks - g) $50 = $3.00 ÷ (ks - .09) ks = .15 7-22 a. ks = RF + [b x (km - RF)] .15 = .07 + [b x (.10 - .07)] b = 2.67 LG 4: 6: Integrative–Risk and Valuation ks ks ks g: = RF + [b x (km - RF)] = .10 + [1.20 x (.14 - .10)] = .148 FV $2.45 $2.45 $1.73 1.416 = = PV x (1 + k)n = $1.73 x (1 + k)6 = FVIFk%,6 = FVIF6%,6 approximately 6% b. g Po Po Po = D1 ÷ (ks - g) = $2.60 ÷ (.148 - .06) = $29.55 191 Part 2 Important Financial Concepts c. A decrease in beta would decrease the required rate of return, which in turn would increase the price of the stock. LG 4, 6: Integrative–Valuation and CAPM 7-23 a. g: FV $3.44 $3.44 $3.44 1.404 k ks ks D1 P0 P0 = = = ÷ = = PV x (1 + k)n $2.45 x (1 + k)5 $2.45 x (1 + k)5 $2.45 = FVIFk%,5 FVIF7%,5 approximately 7% = .09 + [1.25 x (.13 -.09)] = .14 = ($3.44 x 1.07) = $3.68 = $3.68 ÷ (.14 - .07) = $52.57 per share = .09 + [1.25 x (. 13 -.09)] = $3.61 ($3.44 x 1.05) = $3.61 ÷ (.14 -.05) = $40.11 per share = .09 + [1.00 x (.13 -.09)] = .13 = $3.68 = $3.68 ÷ (.13 -.07) = $61.33 per share b. (1) ks D1 P0 P0 (2) ks ks D1 P0 P0 The CAPM supplies an estimate of the required rate of return for common stock. The resulting price per share is a result of the interaction of the risk free rate, the risk level of the security, and the required rate of return on the market. For Craft, the lowering of the dividend growth rate reduced future cash flows resulting in a reduction in share price. The decrease in the beta reflected a reduction in risk leading to an increase in share price. 192 Chapter 7 Stock Valuation CHAPTER 7 CASE Assessing the Impact of Suarez Manufacturing's Proposed Risky Investment on Its Stock Values This case demonstrates how a risky investment can affect a firm's value. First, students must calculate the current value of Suarez's stock, rework the calculations assuming that the firm makes the risky investment, and then draw some conclusions about the value of the firm in this situation. In addition to gaining experience in valuation of stock, students will see the relationship between risk and valuation. a. Current per share value of common stock growth rate of dividends: g can be solved for by using the geometric growth equation as shown below in (1) or by finding the PVIF for the growth as shown in (2). (1) g=4 1.90 1/ 4 = (1.46154 ) − 1 = 1.0995 − 1 = .0995 = 10.0% 1.30 (2) g= 1.30 = .6842 1.90 PV factor for 4 years closest to .6842 is 10% (.683). Use the constant growth rate model to calculate the value of the firm’s common stock. P0 = b. D1 $1.90(1.10) $2.09 = = = $52.25 ks − g .14 − .10 .04 Value of common stock if risky investment is made: P0 = D1 $1.90(1.13) $2.15 = = = $71.67 ks − g .16 − .13 .03 The higher growth rate associated with undertaking the investment increases the market value of the stock. 193 Part 2 Important Financial Concepts c. The firm should undertake the proposed project. The price per share increases by $19.42 (from $52.25 to $71.67). Although risk increased and increased the required return, the higher dividend growth offsets this higher risk resulting in a net increase in value. D2004 = 2.15 (stated in case) D2005 = 2.15 (1 + .13) = 2.43 D2006 = 2.43 (1 + .13) = 2.75 D2007 = 2.75 (1 + .10) = 3.11 P 2006 = Year 2004 2005 2006 D 2007 $3.11 $3.11 = = = $51.83 ks − g .16 − .10 .06 Cash Flow 2.15 2.43 2.75 + 51.83 PVIF16%,n .862 .743 .641 P0 = PV $ 1.85 1.81 34.99 $38.65 d. Now the firm should not undertake the proposed project. The price per share decreases by $13.60 (from $52.25 to $38.65). Now the increase in risk and increased the required return is not offset by the increase in cash flows. The longer term of the growth is an important factor in this decision. 194 Chapter 7 Stock Valuation INTEGRATIVE CASE 2 ENCORE INTERNATIONAL This case focuses on the valuation of a firm. The student explores various methods of valuation, including the price/earnings multiple, book value, no growth, constant growth, and variable growth models. Risk and return are integrated into the case with the addition of the security market line and the capital asset pricing model. The student is asked to compare stock values generated by various models, discuss the differences, and select the one which best represents the true value of the firm. a. Book value per share = $60,000,000 = $24 2,500,000 b. c. P / E ratio = (1) $40 = 6.4 $6.25 RF + [bj x (km - RF)] 6% + [1.10 x (14% - 6%)] 6% + 8.8% 14.8% ks ks ks ks = = = = Required return = 14.8% Risk premium = 8.8% (2) ks = 6% + [1.25 x (14% - 6%)] ks = 6% + 10% ks = 16% Required return = Risk premium = 16% 10% (3) d. As beta rises, the risk premium and required return also rise. P0 = D1 ks $4.00 = $25 .16 Zero growth: P0 = 195 Part 2 Important Financial Concepts e. (1) Constant growth: P 0 = D1 (ks − g) ($4.00 × 1.06) $4.24 = = $42.40 (.16 − .06) .10 P0 = (2) Variable Growth Model: Present Value of Dividends P0 = ∑ ( t =1 n ⎡1 D0 × (1 + g1) t DN + 1 ⎤ )+⎢ × N (1 + ks) t (ks − g 2) ⎥ ⎣ (1 + ks) ⎦ Po = Present value of dividends during initial growth period + present value of price of stock at end of growth period. Steps 1 and 2: dividends Value of cash dividends and present value of annual Year t D0 $4.00 $4.00 FVIF8%,t 1.080 1.166 Dt $4.32 4.66 PVIF 16%,t .862 .743 Present Value of Dividends $3.72 3.46 $7.18 2004 1 2005 2 Step 3: Present value of price of stock at end of initial growth period D2003 = $4.66 x (1 +.06) = $4.94 P2005 P2005 P2005 = [D2006 ÷ (ks - g2)] = $4.94 ÷ (.16 - .06) = $49.40 PV of stock at end of year 2 (2005) PV = P2 x (PVIF16%,2yrs.) PV = $49.40 x (.743) PV = $36.70 Step 4: Sum of present value of dividends during initial growth period and present value price of stock at end of growth period P2003 = $7.18 + $36.70 P2003 = $43.88 f. Valuation Method Per Share 196 Chapter 7 Stock Valuation Market value Book value Zero growth Constant growth Variable growth $40.00 24.00 25.00 42.40 43.88 The book value has no relevance to the true value of the firm. Of the remaining methods, the most conservative estimate of value is given by the zero growth model. Wary analysts may advise paying no more than $25 per share, yet this is hardly more than book value. The most optimistic prediction, the variable growth model, results in a value of $43.88, which is not far from the market value. The market is obviously not as cautious about Encore International's future as the analysts. Note also the P/E and required return confirm one another. The inverse of the P/E is 1 ÷ 6.4, or .156. This is also a measure of required return to the investor. Therefore, the inverse of the P/E (15.6%) and 16% for the CAPM required return are quite close. The question may be asked of the students, "Is the market predicting the beta to rise from 1.10 to 1.25 as reflected in the P/E and the CAPM required return comparison?" 197 PART 3 Long-Term Investment Decisions CHAPTERS IN THIS PART 8 9 10 Capital Budgeting Cash Flows Capital Budgeting Techniques Risk and Refinements in Capital Budgeting INTEGRATIVE CASE 3: LASTING IMPRESSIONS COMPANY CHAPTER 8 Capital Budgeting Cash Flows INSTRUCTOR’S RESOURCES Overview This chapter prepares the student for the techniques of capital budgeting presented in the next chapter (Chapter 9). The steps in the capital budgeting process are described, beginning with proposal generation and ending with follow-up, and the associated terminology is defined. The special concerns involved in international capital budgeting projects are discussed next. The chapter concludes with the basics of determining relevant after-tax cash flows of a project, from the initial cash outlay to annual cash stream of costs and benefits and terminal cash flow. It also describes the special concerns facing capital budgeting for the multinational company. PMF DISK PMF Tutor: Capital Budgeting Routines Chapter topics covered in the tutorial's problems include initial investment, operating cash flow, and terminal cash flow. PMF Problem Solver: Capital Budgeting This module allows the student to compute the initial investment required for a given product as well as the relevant cash flows over the life of the project and terminal cash flow at the end of the project. PMF Templates A spreadsheet template is provided for the following problem: Problem 8-16 Topic Incremental operating cash inflows 201 Part 3 Long-Term Investment Decisions Study Guide The following Study Guide example is suggested for classroom presentation: Example 2 Topic Expansion-type cash flows 202 Chapter 8 Capital Budgeting Cash Flows ANSWERS TO REVIEW QUESTIONS 8-1 Capital budgeting is the process used to evaluate and select long-term investments consistent with the goal of owner wealth maximization. Capital expenditures are outlays made by the firm that are expected to produce benefits over the long term (a period greater than one year). Not all capital expenditures are made for fixed assets. An expenditure made for an advertising campaign may have long-term benefits. The primary motives for making capital expenditures include: Expansion - increasing the productive capacity of the firm, usually through the acquisition of fixed assets. Replacement - replacing existing assets with new or more advanced assets which provide the same function. Renewal - rebuilding or overhauling existing assets to improve efficiency. Other motives include expenditures for non-tangible projects that improve a firm's profitability, such as advertising, research and development, and product development. A firm may also be required by law to undertake pollution control and similar projects. Expansion and replacement involve the purchase of new assets as compared with renewal, where old assets are upgraded. 8-3 1. Proposal generation is the origination of proposed capital projects for the firm by individuals at various levels of the organization. 2. Review and analysis is the formal process of assessing the appropriateness and economic viability of the project in light of the firm's overall objectives. This is done by developing cash flows relevant to the project and evaluating them through capital budgeting techniques. Risk factors are also incorporated into the analysis phase. 3. Decision making is the step where the proposal is compared against predetermined criteria and either accepted or rejected. 4. Implementation of the project begins after the project has been accepted and funding is made available. 5. Follow-up is the post-implementation audit of expected and actual costs and revenues generated from the project to determine if the return on the proposal meets preimplementation projections. 8-2 203 Part 3 Long-Term Investment Decisions 8-4 a. Independent projects have cash flows unrelated to or independent of each other. Mutually exclusive projects have the same function as the other projects being considered. Therefore, they compete with one another; accepting one eliminates the others from further consideration. b. Firms under capital rationing have only a fixed amount of dollars available for the capital budget, whereas a firm with unlimited funds may accept all projects with a specified rate of return. c. The accept-reject approach evaluates capital expenditures using a predetermined minimum acceptance criterion. If the project meets the criterion, it's accepted and vice versa. With ranking, projects are ranked from best to worst based on some predetermined measure, such as rate of return. d. A conventional cash flow pattern consists of an initial outflow followed by a series of inflows. A nonconventional cash flow pattern is any pattern in which an initial outlay is not followed by a series of inflows. 8-5 Capital budgeting projects should be evaluated using incremental after-tax cash flows, since after-tax cash flows are what is available to the firm. When evaluating a project, concern is placed only on added cash flows expected to result from its implementation. Expansion decisions can be treated as replacement decisions in which all cash flows from the old assets are zero. Both expansion and replacement decisions involve purchasing new assets. Replacement decisions are more complex because incremental cash flows deriving from the replacement must be determined. The three components of cash flow for any project are 1. initial investment, 2. operating cash flows, and 3. terminal cash flows. Sunk costs are costs that have already been incurred and thus the money has already been spent. Opportunity costs are cash flows that could be realized from the next best alternative use of an owned asset. Sunk costs are not relevant to the investment decision because they are not incremental. These costs will not change no matter what the final accept/reject decision. Opportunity costs are a relevant cost. These cash flows could be realized if the decision is made not to change the current asset structure but to utilize the owned asset for its alternative purpose. To minimize long-term currency risk, companies can finance a foreign investment in local capital markets so that the project's revenues and costs are in the local currency rather than dollars. Techniques such as currency futures, forwards, and options market instruments protect against short-term currency risk. Financial and operating strategies that reduce political risk include structuring the investment as a joint venture with a competent and well-connected local partner; 204 8-6 8-7 8-8 Chapter 8 Capital Budgeting Cash Flows and using debt rather than equity financing, since debt service payments are legally enforceable claims while equity returns such as dividends are not. 8-9 a. The cost of the new asset is the purchase price. (Outflow) b. Installation costs are any added costs necessary to get an asset into operation. (Outflow) c. Proceeds from sale of old asset are cash inflows resulting from the sale of an existing asset, reduced by any removal costs. (Inflow) d. Tax on sale of old asset is incurred when the replaced asset is sold due to recaptured depreciation, capital gain, or capital loss. (May be an inflow or an outflow.) e. The change in net working capital is the difference between the change in current assets and the change in current liabilities. (May be an inflow or an outflow) 8-10 The book value of an asset is its strict accounting value. Book value = Installed cost of asset - Accumulated depreciation The three key forms of taxable income are 1) capital gain: portion of sale price above initial purchase price, taxed at the ordinary rate; 2) recaptured depreciation: portion of sale price in excess of book value that represents a recovery of previously taken depreciation, taxed at the ordinary rate; and 3) loss on the sale of an asset: amount by which sale price is less than book value, taxed at the ordinary rate and deducted from ordinary income if the asset is depreciable and used in business. If the asset is not depreciable or is not used in business, it is also taxed at the ordinary rate but is deductible only against capital gains. 8-11 The asset may be sold 1) above its initial purchase price, 2) below the initial purchase price but above its book value, 3) at a price equal to its book value, or 4) below book value. In the first case, both capital gains and ordinary taxes arising from depreciation recapture would be required; in the second case, only ordinary taxes from depreciation recapture would be required; in the third case, no taxes would be required; and in the fourth case, a tax credit would occur. The depreciable value of an asset is the installed cost of a new asset and is based on the depreciable cost of the new project, including installation cost. Depreciation is used to decrease the firm's total tax liability and then is added back to net profits after taxes to determine cash flow. 8-12 8-13 205 Part 3 Long-Term Investment Decisions 8-14 To calculate incremental operating cash inflow for both the existing situation and the proposed project, the depreciation on assets is added back to the after-tax profits to get the cash flows associated with each alternative. The difference between the cash flows of the proposed and present situation, the incremental after-tax cash flows, are the relevant operating cash flows used in evaluating the proposed project. The terminal cash flow is the cash flow resulting from termination and liquidation of a project at the end of its economic life. The form of calculating terminal cash flows is shown below: Terminal Cash Flow Calculation: After-tax proceeds from sale of new asset = Proceeds from sale of new asset ± Tax on sale of new asset − After-tax proceeds from sale of old asset = Proceeds from sale of old asset ± Tax on sale of old asset ± Change in net working capital = Terminal cash flow 8-15 8-16 The relevant cash flows necessary for a conventional capital budgeting project are the incremental after-tax cash flows attributable to the proposed project: the initial investment, the operating cash inflows, and the terminal cash flow. The initial investment is the initial outlay required, taking into account the installed cost of the new asset, proceeds from the sale of the old asset, tax on the sale of the old asset, and any change in net working capital. The operating cash inflows are the additional cash flows received as a result of implementing a proposal. Terminal cash flow represents the after-tax cash flows expected to result from the liquidation of the project at the end of its life. These three components represent the positive or negative cash flow impact if the firm implements the project and are depicted in the following diagram. Year 5 206 Chapter 8 Capital Budgeting Cash Flows Cash Flows ($) 60,000 40,000 20,000 0 0 1 -20,000 -40,000 ⇐ -60,000 Operating Cash Flows Operating Cash Inflow + Terminal Cash Inflow Year 2 3 4 5 Initial Investment 207 Part 3 Long-Term Investment Decisions SOLUTIONS TO PROBLEMS Note: The MACRS depreciation percentages used in the following problems appear in Chapter 3, Table 3.2. The percentages are rounded to the nearest integer for ease in calculation. For simplification, five-year-lived projects with 5 years of cash inflows are used throughout this chapter. Projects with usable lives equal to the number of years cash inflows are also included in the end-of-chapter problems. It is important to recall from Chapter 3 that, under the Tax Reform Act of 1986, MACRS depreciation results in n + 1 years of depreciation for an n-year class asset. This means that in actual practice projects will typically have at least one year of cash flow beyond their recovery period. 8-1 a. b. c. d. e. f. g. h. 8-2 LG 1: Classification of Expenditures Operating expenditure Capital expenditure Capital expenditure Operating expenditure Capital expenditure Capital expenditure Capital expenditure Operating expenditure LG 2: Basic Terminology Situation A mutually exclusive unlimited ranking conventional Situation B mutually exclusive unlimited accept-reject nonconventional Situation C independent capital rationing ranking conventional (2&4) nonconventional (1&3) a. b. c. d. 8-3 a. LG 3: Relevant Cash Flow Pattern Fundamentals Year Initial investment 1-18 0 -120,000 1 20,000 Cash Flow ($120,000) $ 20,000 17 20,000 18 20,000 $25,000 - $5,000 2 20,000 3 16 = 20,000 ----------------- 20,000 b. Initial investment ($85,000 - $30,000) 208 = ($55,000) Chapter 8 Capital Budgeting Cash Flows 1-5 6 0 1 $20,000 + $20,000 - $10,000 2 3 4 = = 5 $ 20,000 $ 30,000 6 -55,000 c. 20,000 20,000 20,000 20,000 20,000 30,000 Initial investment 1-5 6 7-10 0 1 $300,000 - $20,000 $300,000 - $500,000 $300,000 - $20,000 2 5 6 = = = ($2,000,000) $ 280,000 ($ 200,000) $ 280,000 7 10 -2,000,000 280,000 8-4 a. 280,000 •••••• 280,000 -200,000 280,000 •• 280,000 LG 3: Expansion versus Replacement Cash Flows Year Initial investment 1 2 3 4 5 Relevant Cash Flows ($28,000) 4,000 6,000 8,000 10,000 4,000 b. An expansion project is simply a replacement decision in which all cash flows from the old asset are zero. LG 3: Sunk Costs and Opportunity Costs The $1,000,000 development costs should not be considered part of the decision to go ahead with the new production. This money has already been spent and cannot be retrieved so it is a sunk cost. The $250,000 sale price of the existing line is an opportunity cost. If Masters Golf Products does not proceed with the new line of clubs they will not receive the $250,000. 8-5 a. b. c. Cash Flows 209 Part 3 Long-Term Investment Decisions -$1,800,000 $750,000 $750,000 $750,000 $750,000 $750,000 + $ 250,000 |—————|—————|—————|————•••••———|—————|—> 0 1 2 3 9 10 End of Year 8-6 a. LG 3: Sunk Costs and Opportunity Costs Sunk cost - The funds for the tooling had already been expended and would not change, no matter whether the new technology would be acquired or not. Opportunity cost - The development of the computer programs can be done without additional expenditures on the computers; however, the loss of the cash inflow from the leasing arrangement would be a lost opportunity to the firm. Opportunity cost - Covol will not have to spend any funds for floor space but the lost cash inflow from the rent would be a cost to the firm. Sunk cost - The money for the storage facility has already been spent, and no matter what decision the company makes there is no incremental cash flow generated or lost from the storage building. Opportunity cost - Foregoing the sale of the crane costs the firm $180,000 of potential cash inflows. LG 4: Book Value Installed Cost $ 950,000 40,000 96,000 350,000 1,500,000 Accumulated Depreciation $ 674,500 13,200 79,680 70,000 1,170,000 Book Value $275,500 26,800 16,320 280,000 330,000 b. c. d. e. 8-7 Asset A B C D E 8-8 a. LG 4: Book Value and Taxes on Sale of Assets Book value = $80,000 - (.71 x $80,000) = $23,200 b. Sale price $100,000 Capital gain $20,000 Tax on capital gain $8,000 210 Depreciation Tax on recovery recovery $56,800 $22,720 Total tax $30,720 Chapter 8 Capital Budgeting Cash Flows 56,000 23,200 15,000 8-9 -0-0-0- -0-0-0- 32,800 -0(8,200) 13,120 -0(3,280) 13,120 -0(3,280) LG 4: Tax Calculations Current book value = $200,000 - [(.52 x ($200,000)] = $96,000 (a) Capital gain $ 20,000 Recaptured depreciation 104,000 Tax on capital gain $ 8,000 Tax on depreciation recovery 41,600 Total tax $ 49,600 (b) -054,000 -021,600 $21,600 (c) -0-0-0-0$ -0(d) -0(16,000) -0(6,400) ($6,400) 8-10 a. LG 4: Change in Net Working Capital Calculation Current assets Cash $ + 15,000 Accounts receivable + 150,000 Inventory - 10,000 Net change $ 155,000 Current liabilities Accounts payable Accruals $ + 90,000 + 40,000 $ 130,000 Net working capital = current assets - current liabilities Δ NWC = $155,000 - $130,000 Δ NWC = $ 25,000 b. Analysis of the purchase of a new machine reveals an increase in net working capital. This increase should be treated as an initial outlay and is a cost of acquiring the new machine. Yes, in computing the terminal cash flow, the net working capital increase should be reversed. c. 8-11 a. LG 4: Calculating Initial Investment Book value = ($325,000 x .48) = $156,000 211 Part 3 Long-Term Investment Decisions b. Sales price of old equipment Book value of old equipment Recapture of depreciation $200,000 156,000 $ 44,000 Taxes on recapture of depreciation = $44,000 x .40 = $17,600 After-tax proceeds = $200,000 - $17,600 = $182,400 c. Cost of new machine Less sales price of old machine Plus tax on recapture of depreciation Initial investment $325,000 (200,000) 44,000 $169,000 8-12 LG 4: Initial Investment–Basic Calculation Installed cost of new asset = Cost of new asset $35,000 + Installation Costs 5,000 Total installed cost (depreciable value) After-tax proceeds from sale of old asset = Proceeds from sale of old asset ($25,000) + Tax on sale of old asset 7,680 Total after-tax proceeds-old asset Initial investment $40,000 ($17,320) $22,680 Book value of existing machine = $20,000 x (1 - (.20 + .32 + .19)) = $5,800 Recaptured depreciation = $20,000 - $5,800 = $14,200 Capital gain = $25,000 - $20,000 = $5,000 Tax on recaptured depreciation Tax on capital gain Total tax = $14,200 x (.40) = = $ 5,000 x (.40) = = $5,680 2,000 $7,680 8-13 LG 4: Initial investment at Various Sale Prices (a) Installed cost of new asset: 212 (b) (c) (d) Chapter 8 Capital Budgeting Cash Flows Cost of new asset + Installation cost Total installed-cost After-tax proceeds from sale of old asset Proceeds from sale of old asset + Tax on sale of old asset* Total after-tax proceeds Initial investment $24,000 2,000 $26,000 $24,000 2,000 $26,000 $24,000 2,000 $26,000 $24,000 2,000 $26,000 (11,000) 3,240 ( 7,760) $18,240 (7,000) 1,640 (5,360) $20,640 (2,900) (1,500) 0 (560) (2,900) (2,060) $23,100 $23,940 Book value of existing machine = $10,000 x [1 - (.20 -.32 -.19)] = $2,900 * Tax Calculations: a. Recaptured depreciation = $10,000 - $2,900 Capital gain = $11,000 - $10,000 Tax on ordinary gain Tax on capital gain Total tax b. Recaptured depreciation Tax on ordinary gain 0 tax liability Loss on sale of existing asset Tax benefit = $1,500 - $2,900 = = - $1,400 x (.40) = ($1,400) $ 560 = $7,100 x (.40) = $1,000 x (.40) = = = = = $7,100 $1,000 $2,840 400 $3,240 $4,100 $1,640 = $7,000 - $2,900 = = $4,100 x (.40) = c. d. 8-14 a. b. LG 4: Calculating Initial Investment Book value = ($61,000 x .31) = $18,910 Sales price of old equipment 213 $35,000 Part 3 Long-Term Investment Decisions Book value of old equipment Recapture of depreciation 18,910 $ 16,090 Taxes on recapture of depreciation = $16,090 x .40 = $6,436 Sale price of old roaster Tax on recapture of depreciation After-tax proceeds from sale of old roaster c. Changes in current asset accounts Inventory Accounts receivable Net change Changes in current liability accounts Accruals Accounts payable Notes payable Net change Change in net working capital d. Cost of new roaster Less after-tax proceeds from sale of old roaster Plus change in net working capital Initial investment LG 4: Depreciation Depreciation Schedule Depreciation Expense $68,000 x .20 = $13,600 68,000 x .32 = 21,760 68,000 x .19 = 12,920 68,000 x .12 = 8,160 68,000 x .12 = 8,160 68,000 x .05 = 3,400 $35,000 (6,436) $28,564 $ 50,000 70,000 $120,000 $ (20,000) 40,000 15,000 $ 35,000 $ 85,000 $130,000 28,564 85,000 $186,436 8-15 Year 1 2 3 4 5 6 8-16 a. LG 5: Incremental Operating Cash Inflows Incremental profits before tax and depreciation = $1,200,000 - $480,000 = $720,000 each year Year (1) (2) 214 b. (3) (4) (5) (6) Chapter 8 Capital Budgeting Cash Flows PBDT Depr. NPBT Tax NPAT c. $720,000 400,000 320,000 128,000 192,000 $720,000 640,000 80,000 32,000 48,000 $720,000 $720,000 $720,000 $720,000 380,000 240,000 240,000 100,000 340,000 480,000 480,000 620,000 136,000 192,000 192,000 248,000 204,000 288,000 288,000 372,000 Cash flow $592,000 $688,000 (NPAT + depreciation) PBDT = NPBT = NPAT = $584,000 $528,000 $528,000 $472,000 Profits before depreciation and taxes Net profits before taxes Net profits after taxes 8-17 LG 5: Incremental Operating Cash Inflows–Expense Reduction (2) $16,000 $16,000 15,360 640 256 384 15,744 (3) $16,000 $16,000 9,120 6,880 2,752 4,128 13,248 (4) $16,000 $16,000 5,760 10,240 4,096 6,144 11,904 (5) $16,000 $16,000 5,760 10,240 4,096 6,144 11,904 (6) $0 $0 2,400 -2,400 -960 -1,440 960 Year (1) Incremental expense savings $16,000 Incremental profits before dep. and taxes* $16,000 Depreciation 9,600 Net profits before taxes 6,400 Taxes 2,560 Net profits after taxes 3,840 Operating cash inflows** 13,440 * ** Incremental profits before depreciation and taxes will increase the same amount as the decrease in expenses. Net profits after taxes plus depreciation expense. 215 Part 3 Long-Term Investment Decisions 8-18 a. LG 5: Incremental Operating Cash Inflows Expenses Profits Before (excluding Depreciation depreciation) and Taxes $30,000 30,000 30,000 30,000 30,000 -0$10,000 11,000 12,000 13,000 14,000 -0Operating Cash Inflows $6,800 7,880 7,960 8,280 8,880 200 Year New Lathe 1 2 3 4 5 6 Old Lathe 1-5 b. Revenue $40,000 41,000 42,000 43,000 44,000 -0- Depreciation $2,000 3,200 1,900 1,200 1,200 500 Net Profits Before Taxes $8,000 7,800 10,100 11,800 12,800 (500) Taxes $3,200 3,120 4,040 4,720 5,120 (200) Net Profits After Tax $4,800 4,680 6,060 7,080 7,680 (300) $35,000 $25,000 $10,000 -0- $10,000 $4,000 $6,000 $6,000 Calculation of Incremental Cash Inflows Year 1 2 3 4 5 6 New Lathe $ 6,800 7,880 7,960 8,280 8,880 200 Old Lathe $ 6,000 6,000 6,000 6,000 6,000 -0Incremental Cash Flows $ 800 1,880 1,960 2,280 2,880 200 216 Chapter 8 Capital Budgeting Cash Flows c. $800 | 1 $1,880 | 2 Cash Flows $1,960 $2,280 | | 3 4 End of Year $2,880 | 5 $200 | 6 | 0 8-19 a. LG 5: Determining Operating Cash Flows Year 3 $1,830 1,790 $ 40 1 Revenues:(000) New buses Old buses Incremental revenue Expenses: (000) New buses Old buses Incremental expense $1,850 1,800 $ 50 2 $1,850 1,800 $ 50 4 5 6 $1,825 $1,815 $1,800 1,785 1,775 1,750 $ 40 $ 40 $ 50 $ 460 500 $ (40) $ 460 510 $ (50) $ 468 520 $ (52) $ 472 $ 485 $ 500 520 530 535 $ (48) $ (45) $ (35) Depreciation: (000) New buses $ 600 Old buses 324 Incremental depr. $ 276 Incremental depr. tax savings @40% 110 Net Incremental Cash Flows 1 $ 960 135 $ 825 330 $ 570 0 $ 570 228 $ 360 $ 360 $ 150 0 0 0 $ 360 $ 360 $ 150 144 144 60 2 50 50 (40) 330 390 $ Year 3 40 52 (37) 228 283 $ 4 5 6 Cash Flows: (000) Revenues $ 50 $ Expenses 40 Less taxes @40% (36) Depr. tax savings 110 Net operating cash inflows $ 164 $ 40 $ 40 $ 50 48 45 35 (35) (34) (34) 144 144 60 197 $ 195 $ 111 $ $ 8-20 LG 6: Terminal Cash Flows–Various Lives and Sale Prices 217 Part 3 Long-Term Investment Decisions a. After-tax proceeds from sale of new asset = 3-year* Proceeds from sale of proposed asset $10,000 ± Tax on sale of proposed asset* + 16,880 Total after-tax proceeds-new $26,880 + Change in net working capital + 30,000 Terminal cash flow $ 56,800 * 5-year* $10,000 - 400 $ 9,600 + 30,000 $39,600 7-year* $10,000 - 4,000 $ 6,000 + 30,000 $ 36,000 = $52,200 (1) Book value of asset = [1- (.20 +.32 +.19) x ($180,000)] Proceeds from sale $10,000 - $52,200 $42,200 x (.40) (2) = $10,000 = ($42,200) loss = $16,880 tax benefit [1 - (.20 +.32 +.19 +.12 +.12) x ($180,000)] $9,000 $1,000 recaptured depreciation $400 tax liability Book value of asset = = $10,000 - $9,000 = $1,000 x (.40) = (3) Book value of asset = $0 $10,000 - $0 = $10,000 recaptured depreciation $10,000 x (.40) = $4,000 tax liability b. If the usable life is less than the normal recovery period, the asset has not been depreciated fully and a tax benefit may be taken on the loss; therefore, the terminal cash flow is higher. (1) After-tax proceeds from sale of new asset = Proceeds from sale of new asset + Tax on sale of proposed asset* + Change in net working capital Terminal cash flow $ 9,000 0 + 30,000 $ 39,000 (2) $170,000 (64,400) + 30,000 $135,600 c. * (1) Book value of the asset = $180,000 x .05 = $9,000; no taxes are due (2) Tax = ($170,000 - $9,000) x 0.4 = $64,400. d. The higher the sale price, the higher the terminal cash flow. 8-21 LG 6: Terminal Cash Flow–Replacement Decision 218 Chapter 8 Capital Budgeting Cash Flows After-tax proceeds from sale of new asset = Proceeds from sale of new machine - Tax on sale of new machine l Total after-tax proceeds-new asset - After-tax proceeds from sale of old asset Proceeds from sale of old machine + Tax on sale of old machine 2 Total after-tax proceeds-old asset + Change in net working capital Terminal cash flow l $75,000 (14,360) $60,640 (15,000) 6,000 ( 9,000) 25,000 $76,640 Book value of new machine at end of year.4: [1 - (.20 + .32+.19 + .12) x ($230,000)] = $39,100 $75,000 - $39,100 = $35,900 recaptured depreciation $35,900 x (.40) = $14,360 tax liability Book value of old machine at end of year 4: $0 $15,000 - $0 = $15,000 recaptured depreciation $15,000 x (.40) = $ 6,000 tax benefit 2 219 Part 3 Long-Term Investment Decisions 8-22 LG 4, 5, 6: Relevant Cash Flows for a Marketing Campaign Marcus Tube Calculation of Relevant Cash Flow ($000) Calculation of Net Profits after Taxes and Operating Cash Flow: With Marketing Campaign 2004 $20,500 16,400 $ 4,100 2005 $21,000 16,800 $ 4,200 2006 $21,500 17,200 $ 4,300 2007 $22,500 18,000 $ 4,500 2008 $23,500 18,800 $ 4,700 Sales CGS (@ 80%) Gross Profit Less: Operating Expenses General and Administrative (10% of sales) $ 2,050 Marketing Campaign 150 Depreciation 500 Total operating expenses 2,700 Net profit before taxes $1,400 Less: Taxes 40% 560 Net profit after taxes $ 840 +Depreciation 500 Operating CF $1,340 $ 2,100 150 500 2,750 $1,450 580 $ 870 500 $1,370 $ 2,150 150 500 2,800 $1,500 600 $ 900 500 $1,400 $ 2,250 150 500 2,900 $1,600 640 $ 960 500 $1,460 $ 2,350 150 500 3,000 $1,700 680 $1,020 500 $1,520 Without Marketing Campaign Years 2004 - 2008 Net profit after taxes $ 900 +Depreciation 500 Operating cash flow $ 1,400 Relevant Cash Flow ($000) With Without Marketing Campaign Marketing Campaign $1,340 $1,400 1,370 1,400 1,400 1,400 1,460 1,400 1,520 1,400 Year 2004 2005 2006 2007 2008 8-23 Incremental Cash Flow $(60) (30) -060 120 LG 4, 5: Relevant Cash Flows–No Terminal Value 220 Chapter 8 Capital Budgeting Cash Flows a. Installed cost of new asset Cost of new asset $76,000 + Installation costs 4,000 Total cost of new asset - After-tax proceeds from sale of old asset Proceeds from sale of old asset (55,000) + Tax on sale of old asset* 16,200 Total proceeds, sale of old asset Initial investment * $80,000 (38,800) $41,200 Book value of old machine: [1 - (.20 + .32 + .19)] x $50,000 = = $14,500 $40,500 $14,200 2,000 $16,200 gain on asset $55,000 - $14,500 $35,500 recaptured depreciation x.40 = $ 5,000 capital gain x .40 = Total tax on sale of asset = b. Calculation of Operating Cash Flow Year PBDT Depreciation NPBT Taxes NPAT Depreciation Cash flow (1) $14,000 6,000 $ 8,000 3,200 $4,800 6,000 $10,800 Old Machine (2) (3) $16,000 $20,000 6,000 2,500 $10,000 $17,500 4,000 7,000 $ 6,000 $10,500 6,000 2,500 $12,000 $13,000 New Machine (2) (3) $30,000 $30,000 25,600 15,200 $ 4,400 $14,800 1,760 5,920 $ 2,640 $ 8,880 25,600 15,200 $28,240 $24,080 (4) $18,000 0 $18,000 7,200 $10,800 0 $10,800 (5) $14,000 0 $14,000 5,600 $ 8,400 0 $ 8,400 (6) $0 0 0 0 $0 0 $0 Year PBDT Depreciation NPBT Taxes NPAT Depreciation Cash flow (1) $30,000 16,000 $14,000 5,600 $ 8,400 16,000 $24,400 (4) $30,000 9,600 $20,400 8,160 $12,240 9,600 $21,840 (5) (6) $30,000 $0 9,600 4,000 $20,400 -$4,000 8,160 -1,600 $12,240 -$2,400 9,600 4,000 $21,840 $1,600 Year Incremental (1) (2) 221 (3) (4) (5) (6) Part 3 Long-Term Investment Decisions After-tax Cash flows c. -$41,200 | 0 $13,600 | 1 $13,600 $16,240 $11,080 $11,040 $13,440 $ 1,600 $16,240 | 2 Cash Flows $11,080 $11,040 | | 3 4 End of Year $13,440 | 5 $1,600 | 6 8-24 a. LG 4, 5, 6: Integrative–Determining Relevant Cash Flows Initial investment: Installed cost of new asset = Cost of new asset + Installation costs Total cost of new asset After-tax proceeds from sale of old asset = Proceeds from sale of old asset + Tax on sale of old asset* Total proceeds from sale of old asset + Change in working capital Initial investment * $105,000 5,000 $110,000 (70,000) 16,480 (53,520) 12,000 $68,480 Book value of old asset: [1 - (.20 + .32)] x $60,000 = $28,800 $70,000 - $28,800 = $41,200 gain on sale of asset $31,200 recaptured depreciation x .40 $10,000 capital gain x .40 Total tax of sale of asset = $12,480 = 4,000 = $16,480 b. Calculation of Operating Cash Inflows Profits Before 222 Operating Chapter 8 Capital Budgeting Cash Flows Depreciation Depre- Net Profits Year and Taxes ciation Before Taxes New Grinder 1 $43,000 $22,000 $21,000 2 43,000 35,200 7,800 3 43,000 20,900 22,100 4 43,000 13,200 29,800 5 43,000 13,200 29,800 6 --05,500 -5,500 Existing Grinder 1 $26,000 $11,400 2 24,000 7,200 3 22,000 7,200 4 20,000 3,000 5 18,000 -06 -0-0- Taxes $ 8,400 3,120 8,840 11,920 11,920 -2,200 Net Profits After Taxes $12,600 4,680 13,260 17,880 17,880 -3,300 Cash Inflows $34,600 39,880 34,160 31,080 31,080 2,200 $14,600 16,800 14,800 17,000 18,000 -0- $5,840 6,720 5,920 6,800 7,200 -0- $ 8,760 10,080 8,880 10,200 10,800 -0- $20,160 17,280 16,080 13,200 10,800 -0- Year 1 2 3 4 5 6 Calculation of Incremental Cash Inflows Incremental Operating New Grinder Existing Grinder Cash Flow $34,600 $20,160 $14,440 39,880 17,280 22,600 34,160 16,080 18,080 31,080 13,200 17,880 31,080 10,800 20,280 2,200 -02,200 c. Terminal Cash Flow: After-tax proceeds from sale of new asset = Proceeds from sale of new asset - Tax on sale of new asset* 223 $29,000 ( 9,400) Part 3 Long-Term Investment Decisions Total proceeds from sale of new asset - After-tax proceeds from sale of old asset = Proceeds from sale of old asset + Tax on sale of old asset Total proceeds from sale of old asset + Change in net working capital Terminal cash flow * 19,600 0 0 0 12,000 $31,600 Book value of asset at end of year 5 = $ 5,500 $29,000 - $5,500 = $23,500 recaptured depreciation $23,500 x .40 = $ 9,400 d. Year 5 Relevant Cash Flow: Operating cash flow $20,280 Terminal cash flow 31,600 Total inflow $51,880 0 1 2 3 4 5 6 -68,480 8-25 a. 14,400 22,600 18,080 17,880 51,880 2,200 LG 4, 5, 6: Integrative–Determining Relevant Cash Flows Initial investment: A B Installed cost of new asset Cost of new asset $40,000 $54,000 6,000 + Installation costs 8,000 Total proceeds, sale of new asset 48,000 60,000 - After-tax proceeds from sale of old asset Proceeds from sale of old asset (18,000) (18,000) + Tax on sale of old asset * 3,488 3,488 Total proceeds, sale of old asset (14,512) (14,512) 6,000 + Change in working capital 4,000 Initial investment $37,488 $51,488 * Book value of old asset: [1 - (.20 + .32 + .19)] x ($32,000) = $9,280 b. Calculation of Operating Cash Inflows Profits Before Depreciation DepreOperating Cash Net Profits 224 Net Profits Chapter 8 Capital Budgeting Cash Flows Year and Taxes ciation Hoist A 1 $21,000 $ 9,600 2 21,000 15,360 3 21,000 9,120 4 21,000 5,760 5 21,000 5,760 6 -02,400 Hoist B 1 $22,000 2 24,000 3 26,000 4 26,000 5 26,000 6 -0Existing Hoist 1 $14,000 2 14,000 3 14,000 4 14,000 5 14,000 6 -0- Before Taxes $11,400 5,640 11,880 15,240 15,240 -2,400 Taxes $4,560 2,256 4,752 6,096 6,096 -960 After Taxes $6,840 3,384 7,128 9,144 9,144 -1,440 Inflows $16,440 18,744 16,248 14,904 14,904 960 $12,000 19,200 11,400 7,200 7,200 3,000 $10,000 4,800 14,600 18,800 18,800 -3,000 $4,000 1,920 5,840 7,520 7,520 -1,200 $6,000 2,880 8,760 11,280 11,280 -1,800 18,000 22,080 20,160 18,480 18,480 1,200 $3,840 3,840 1,600 -0--0-0- $10,160 10,160 12,400 14,000 14,000 -0- $4,064 4,064 4,960 5,600 5,600 -0- $6,096 6,096 7,440 8,400 8,400 -0- $9,936 9,936 9,040 8,400 8,400 -0- Year 1 2 3 4 5 6 Calculation of Incremental Cash Inflows Incremental Cash Flow Hoist A Hoist B Existing Hoist Hoist A Hoist B $16,440 $18,000 $9,936 $6,504 $ 8,064 18,744 22,080 9,936 8,808 12,144 16,248 20,160 9,040 7,208 11,120 14,904 18,480 8,400 6,504 10,080 14,904 18,480 8,400 6,504 10,080 960 1,200 -0960 1,200 c. Terminal Cash Flow: (A) After-tax proceeds form sale of new asset Proceeds from sale of new asset - Tax on sale of new asset l 225 (B) $20,000 (6,800) $12,000 (3,840) Part 3 Long-Term Investment Decisions Total proceeds-new asset 8,160 13,200 - After-tax proceeds from sale of old asset Proceeds from sale of old asset (1,000) (1,000) 2 400 400 + Tax on sale of old asset Total proceeds-old asset (600) (600) + Change in net working capital 4,000 6,000 Terminal cash flow $11,560 $18,600 1 Book value of Hoist A at end of year 5 = $2,400 $12,000 - $2,400 = $9,600 recaptured depreciation $9,600 x .40 = $3,840 tax Book value of Hoist B at end of year 5 = $3,000 $20,000 - $3,000 = $17,000 recaptured depreciation $17,000 x .40 = $6,800 tax 2 Book value of Existing Hoist at end of year 5 = $0 $1,000 - $0 = $1,000 recaptured depreciation $1,000 x .40 = $400 tax Year 5 Relevant Cash Flow - Hoist A: Operating cash flow $ 6,504 Terminal cash flow 11,560 Total inflow $18,064 Year 5 Relevant Cash Flow - Hoist B: Operating cash flow $ 10,080 Terminal cash flow 18,600 Total inflow $28,680 d. Hoist A -$37,488 | 0 $6,504 | 1 $8,808 | 2 Cash Flows $7,208 $6,504 | | 3 4 End of Year $18,064 | 5 $960 | 6 Hoist B -$51,488 | 0 $8,064 | 1 $12,144 | 2 Cash Flows $11,120 $10,080 | | 3 4 End of Year 226 $28,680 | 5 $1,200 | 6 Chapter 8 Capital Budgeting Cash Flows CHAPTER 8 CASE Determining Relevant Cash Flows for Clark Upholstery Company's Machine Renewal or Replacement Decision Clark Upholstery is faced with a decision to either renew its major piece of machinery or to replace the machine. The case tests the students' understanding of the concepts of initial investment and relevant cash flows. a. Initial Investment Alternative 1 Alternative 2 Installed cost of new asset Cost of asset $90,000 $100,000 10,000 + Installation costs 0 Total proceeds, sale of new asset 90,000 110,000 - After-tax proceeds from sale of old asset Proceeds from sale of old asset 0 (20,000) + Tax on sale of old asset* 0 8,000 Total proceeds, sale of old asset 0 (12,000) + Change in working capital 15,000 22,000 $120,000 Initial investment $105,000 * Book value of old asset $20,000 - $0 $20,000 x (.40) =0 = $20,000 recaptured depreciation = $ 8,000 tax b. Calculation of Operating Cash Inflows Profits Before Operating Depreciation DepreNet Profits Net Profits Cash Year and Taxes ciation Before Taxes Taxes After Taxes Inflows Alternative 1 1 $198,500 $18,000 $180,500 $ 72,200 $108,300 $126,300 2 290,800 28,800 262,000 104,800 157,200 186,000 3 381,900 17,100 364,800 145,920 218,880 235,980 4 481,900 10,800 471,100 188,440 282,660 293,460 5 581,900 10,800 571,100 228,440 342,660 353,460 6 -04,500 -4,500 -1,800 -2,700 1,800 Alternative 2 1 $235,500 2 335,200 3 385,100 4 435,100 5 551,100 6 -0- $22,000 $213,500 $85,400 $128,100 35,200 300,000 120,000 180,000 20,900 364,200 145,680 218,520 13,200 421,900 168,760 253,140 13,200 537,900 215,160 322,740 5,500 -5,500 -2,200 -3,300 Calculation of Incremental Cash Inflows 227 $150,100 215,200 239,420 266,340 335,940 2,200 Part 3 Long-Term Investment Decisions Year 1 2 3 4 5 6 c. Alternative 1 $ 126,300 186,000 235,980 293,460 353,460 1,800 Terminal Cash Flow: Alternative 2 $150,100 215,200 239,420 266,340 335,940 2,200 Existing $100,000 150,000 200,000 250,000 320,000 -0- Incremental Cash Flow Alt. 1 Alt. 2 $26,300 $50,100 36,000 65,200 35,980 39,420 43,460 16,340 33,460 15,940 1,800 2,200 Alternative 1 Alternative 2 After-tax proceeds from sale of new asset = Proceeds from sale of new asset $8,000 $25,000 (1,400) (7,800) - Tax on sale of new assetl Total proceeds, sale of new asset 6,600 17,200 - After-tax proceeds from sale of old asset = Proceeds from sale of old asset (2,000) (2,000) + Tax on sale of old asset2 800 800 Total proceeds, sale of old asset (1,200) (1,200) + Change in working capital 15,000 22,000 Terminal cash flow $20,400 $38,000 1 Book value of Alternative 1 at end of year 5: = $4,500 $8,000 - $4,500 = $3,500 recaptured depreciation $3,500 x (.40) = $1,400 tax Book value of Alternative 2 at end of year 5: = $5,500 $25,000 - $5,500 = $19,500 recaptured depreciation $19,500 x (.40) = $7,800 tax 2 Book value of old asset at end of year 5: $2,000 - $0 $2,000 x (.40) = = = $0 $2,000 recaptured depreciation $800 tax Alternative 1 Year 5 Relevant Cash Flow: Operating Cash Flow: Terminal Cash Flow Total Cash Inflow $33,460 20,400 $53,860 Alternative 2 Year 5 Relevant Cash Flow: Operating Cash Flow: Terminal Cash Flow Total Cash Inflow $15,940 38,000 $53,940 228 Chapter 8 Capital Budgeting Cash Flows d. Alternative 1 $26,300 | 1 $35,980 | 2 Cash Flows $43,460 $33,460 | | 3 4 End of Year $53,860 | 5 $1,800 | 6 -$105,000 | 0 Alternative 2 -$120,000 | 0 $50,100 | 1 $65,200 | 2 Cash Flows $39,420 $16,340 | | 3 4 End of Year $53,940 | 5 $2,200 | 6 e. Alternative 2 appears to be slightly better because it has the larger incremental cash flow amounts in the early years. 229 CHAPTER 9 Capital Budgeting Techniques INSTRUCTOR’S RESOURCES Overview This chapter continues the discussion of capital budgeting begun in the preceding chapter (Chapter 8), which established the basic principles of determining relevant cash flows. Both the sophisticated (net present value and the internal rate of return) and unsophisticated (average rate of return and payback period) capital budgeting techniques are presented. Discussion centers on the calculation and evaluation of the NPV and IRR in investment decisions, with and without a capital rationing constraint. PMF DISK PMF Tutor Topics covered for this chapter include net present value, internal rate of return, payback method, and risk-adjusted discount rates (RADRs). PMF Problem–Solver: Capital Budgeting Techniques This module allows the student to determine the length of the payback period, the net present value, and internal rate of return for a project. PMF Templates Spreadsheet templates are provided for the following problems: Problem 9-4 9-12 Topic NPV IRR–Mutually exclusive projects 231 Part 3 Long-Term Investment Decisions Study Guide The following Study Guide examples are suggested for classroom presentation: Example 1 2 8 Topic Payback Net present value Internal rate of return 232 Chapter 9 Capital Budgeting Techniques ANSWERS TO REVIEW QUESTIONS 9-1 Once the relevant cash flows have been developed, they must be analyzed to determine whether the projects are acceptable or to rank the projects in terms of acceptability in meeting the firm's goal. The payback period is the exact amount of time required to recover the firm's initial investment in a project. In the case of a mixed stream, the cash inflows are added until their sum equals the initial investment in the project. In the case of an annuity, the payback is calculated by dividing the initial investment by the annual cash inflow. The weaknesses of using the payback period are 1) no explicit consideration of shareholders' wealth; 2) failure to take fully into account the time factor of money; and 3) failure to consider returns beyond the payback period and, hence, overall profitability of projects. Net present value computes the present value of all relevant cash flows associated with a project. For conventional cash flow, NPV takes the present value of all cash inflows over years 1 through n and subtracts from that the initial investment at time zero. The formula for the net present value of a project with conventional cash flows is: NPV 9-5 = present value of cash inflows - initial investment 9-2 9-3 9-4 Acceptance criterion for the net present value method is if NPV > 0, accept; if NPV < 0, reject. If the firm undertakes projects with a positive NPV, the market value of the firm should increase by the amount of the NPV. The internal rate of return on an investment is the discount rate that would cause the investment to have a net present value of zero. It is found by solving the NPV equation given below for the value of k that equates the present value of cash inflows with the initial investment. NPV = ∑ CFt − I0 t t =1 (1 + k ) n 9-6 9-7 If a project's internal rate of return is greater than the firm's cost of capital, the project should be accepted; otherwise, the project should be rejected. If the project has an acceptable IRR, the value of the firm should increase. Unlike the NPV, the amount of the expected value increase is not known. 233 Part 3 Long-Term Investment Decisions 9-8 The NPV and IRR always provide consistent accept/reject decisions. These measures, however, may not agree with respect to ranking the projects. The NPV may conflict with the IRR due to different cash flow characteristics of the projects. The greater the difference between timing and magnitude of cash inflows, the more likely it is that rankings will conflict. A net present value profile is a graphic representation of the net present value of a project at various discount rates. The net present value profile may be used when conflicting rankings of projects exist by depicting each project as a line on the profile and determining the point of intersection. If the intersection occurs at a positive discount rate, any discount rate below the intersection will cause conflicting rankings, whereas any discount rates above the intersection will provide consistent rankings. Conflicts in project rankings using NPV and IRR result from differences in the magnitude and timing of cash flows. Projects with similar-sized investments having low early-year cash inflows tend to be preferred at lower discount rates. At high discount rates, projects with the higher early-year cash inflows are favored, as later-year cash inflows tend to be severely penalized in present value terms. The reinvestment rate assumption refers to the rate at which reinvestment of intermediate cash flows theoretically may be achieved under the NPV or the IRR methods. The NPV method assumes the intermediate cash flows are reinvested at the discount rate, whereas the IRR method assumes intermediate cash flows are reinvested at the IRR. On a purely theoretical basis, the NPV's reinvestment rate assumption is superior because it provides a more realistic rate, the firm's cost of capital, for reinvestment. The cost of capital is generally a reasonable estimate of the rate at which a firm could reinvest these cash inflows. The IRR, especially one well exceeding the cost of capital, may assume a reinvestment rate the firm cannot achieve. In practice, the IRR is preferred due to the general disposition of business people toward rates of return rather than pure dollar returns. 9-9 9-10 234 Chapter 9 Capital Budgeting Techniques SOLUTIONS TO PROBLEMS Note to instructor: In most problems involving the internal rate of return calculation, a financial calculator has been used. 9-1 a. b. 9-2 a. LG 2: Payback Period $42,000 ÷ $7,000 = 6 years The company should accept the project, since 6 < 8. LG 2: Payback Comparisons Machine 1: $14,000 ÷ $3,000 = 4 years, 8 months Machine 2: $21,000 ÷ $4,000 = 5 years, 3 months Only Machine 1 has a payback faster than 5 years and is acceptable. The firm will accept the first machine because the payback period of 4 years, 8 months is less than the 5-year maximum payback required by Nova Products. Machine 2 has returns which last 20 years while Machine 1 has only seven years of returns. Payback cannot consider this difference; it ignores all cash inflows beyond the payback period. LG 2, 3: Choosing Between Two Projects with Acceptable Payback Periods b. c. d. 9-3 a. Year 0 1 2 3 4 5 Project A Cash Investment Inflows Balance -$100,000 $10,000 -90,000 20,000 -70,000 30,000 -40,000 40,000 0 20,000 Year 0 1 2 3 4 5 Project B Cash Investment Inflows Balance -$100,000 40,000 -60,000 30,000 -30,000 20,000 -10,000 10,000 0 20,000 Both project A and project B have payback periods of exactly 4 years. b. Based on the minimum payback acceptance criteria of 4 years set by John Shell, both projects should be accepted. However, since they are mutually exclusive projects, John should accept project B. Project B is preferred over A because the larger cash flows are in the early years of the project. The quicker cash inflows occur, the greater their value. 235 c. Part 3 Long-Term Investment Decisions 9-4 LG 3: NPV PVn = PMT x (PVIFA14%,20 yrs) = $2,000 x 6.623 PVn PVn = $13,246 NPV = PVn - Initial investment NPV = $13,246 - $10,000 NPV = $3,246 Calculator solution: $3,246.26 Accept a. b. PVn PVn = $3,000 x 6.623 = $19,869 NPV = PVn - Initial investment NPV = $19,869 - $25,000 NPV = -$ 5,131 Calculator solution: - $5,130.61 Reject c. PVn PVn = $5,000 x 6.623 = $33,115 NPV = PVn - Initial investment NPV = $33,115 - $30,000 NPV = $3,115 Calculator solution: $3,115.65 Accept 9-5 LG 3: NPV for Varying Cost of Captial PVn = PMT x (PVIFAk%,8 yrs.) 10 % PVn = $5,000 x (5.335) PVn = $26,675 NPV = PVn - Initial investment NPV = $26,675 - $24,000 NPV = $2,675 Calculator solution: $2,674.63 Accept; positive NPV c. 14% PVn = $5,000 x (4.639) PVn = $23,195 NPV = PVn - Initial investment NPV = $23,195 - $24,000 NPV = - $805 Calculator solution: - $805.68 Reject; negative NPV LG 2: NPV–Independent Projects Project A PVn = PMT x (PVIFA14%,10 yrs.) 236 a. b. PVn PVn 12 % = $5,000 x (4.968) = $24,840 NPV = PVn - Initial investment NPV = $24,840 - $24,000 NPV = $840 Calculator solution: $838.19 Accept; positive NPV 9-6 Chapter 9 Capital Budgeting Techniques PVn PVn = $4,000 x (5.216) = $20,864 NPV = $20,864 - $26,000 NPV = - $5,136 Calculator solution: - $5,135.54 Reject Project B-PV of Cash Inflows Year CF PVIF14%,n 1 2 3 4 5 6 $100,000 120,000 140,000 160,000 180,000 200,000 .877 .769 .675 .592 .519 .456 PV $ 87,700 92,280 94,500 94,720 93,420 91,200 $553,820 NPV = PV of cash inflows - Initial investment = $553,820 - $500,000 NPV = $53,820 Calculator solution: $53,887.93 Accept Project C-PV of Cash Inflows Year CF PVIF14%,n 1 2 3 4 5 6 7 8 9 10 $20,000 19,000 18,000 17,000 16,000 15,000 14,000 13,000 12,000 11,000 .877 .769 .675 .592 .519 .456 .400 .351 .308 .270 PV $ 17,540 14,611 12,150 10,064 8,304 6,840 5,600 4,563 3,696 2,970 $86,338 NPV = PV of cash inflows - Initial investment = $86,338 - $170,000 NPV = - $83,662 Calculator solution: - $83,668.24 Reject Project D PVn = PMT x (PVIFA14%,8 yrs.) PVn = $230,000 x 4.639 237 Part 3 Long-Term Investment Decisions PVn = $1,066,970 NPV = PVn - Initial investment NPV = $1,066,970 - $950,000 NPV = $116,970 Calculator solution: $116,938.70 Accept Project E-PV of Cash Inflows Year CF PVIF14%,n 4 5 6 7 8 9 $20,000 30,000 0 50,000 60,000 70,000 .592 .519 .400 .351 .308 PV $ 11,840 15,570 0 20,000 21,060 21,560 $90,030 NPV = PV of cash inflows - Initial investment NPV = $90,030 - $80,000 NPV = $10,030 Calculator solution: $9,963.62 Accept 9-7 a. LG 3: NPV PVA = $385,000 x (PVIFA9%,5) PVA = $385,000 x (3.890) PVA = $1,497,650 Calculator solution: $1,497,515.74 The immediate payment of $1,500,000 is not preferred because it has a higher present value than does the annuity. b. PVA $1,500,000 = = $385,604 PVIFA9%,5 3.890 Calculator solution: $385,638.69 PMT = c. PVAdue = $385,000 x (PVIFA9%,4 + 1) PVAdue = $385,000 x (3.24 + 1) PVAdue = $385,000 x (4.24) PVAdue = $1,632,400 Changing the annuity to a beginning-of-the-period annuity due would cause Simes Innovations to prefer the $1,500,000 one-time payment since the PV of the annuity due is greater than the lump sum. 238 Chapter 9 Capital Budgeting Techniques d. No, the cash flows from the project will not influence the decision on how to fund the project. The investment and financing decisions are separate. LG 3: NPV and Maximum Return PVn = PMT x (PVIFAk%,n) 9-8 a. PVn PVn PVn = $4,000 x (PVIFA10%,4) = $4,000 x (3.170) = $12,680 NPV = PVn - Initial investment NPV = $12,680 - $13,000 NPV = -$320 Calculator solution: -$320.54 Reject this project due to its negative NPV. b. $13,000 = $4,000 x (PVIFAk%,n) $13,000 ÷ $4,000 = (PVIFAk%,4) 3.25 = PVIFA9%,4 Calculator solution: 8.86% 9% is the maximum required return that the firm could have for the project to be acceptable. Since the firm’s required return is 10% the cost of capital is greater than the expected return and the project is rejected. 9-9 LG 3: NPV–Mutually Exclusive Projects PVn = PMT x (PVIFAk%,n) a. & b. Press A PV of cash inflows; NPV PVn = PMT x (PVIFA15%,8 yrs.) PVn = $18,000 x 4.487 PVn = $80,766 NPV = PVn - Initial investment NPV = $80,766 - $85,000 NPV = - $4,234 Calculator solution: -$4,228.21 Reject Year CF PVIF15%,n 1 2 $12,000 14,000 239 B PV $10,440 10,584 .870 .756 Part 3 Long-Term Investment Decisions 3 4 5 6 16,000 18,000 20,000 25,000 .658 .572 .497 .432 10,528 10,296 9,940 10,800 $62,588 NPV = $62,588 - $60,000 NPV = $2,588 Calculator solution: $2,584.33 Accept C Year 1 2 3 4 5 6 7 8 CF $50,000 30,000 20,000 20,000 20,000 30,000 40,000 50,000 PVIF15%,n .870 .756 .658 .572 .497 .432 .376 .327 PV $ 43,500 22,680 13,160 11,440 9,940 12,960 15,040 16,350 $145,070 NPV = $145,070 - $130,000 NPV = $15,070 Calculator solution: $15,043.88 Accept c. Ranking - using NPV as criterion Rank 1 2 3 9-10 a. Press C B A NPV $15,070 2,588 - 4,234 LG 2, 3: Payback and NPV Project A B C Payback Period $40,000 ÷ $13,000 = 3.08 years 3 + ($10,000 ÷ $16,000) = 3.63 years 2 + ($5,000 ÷ $13,000) = 2.38 years b. Project C, with the shortest payback period, is preferred. Project A PVn = $13,000 x 3.274 PVn = $42,562 240 Chapter 9 Capital Budgeting Techniques PV = $42,562 - $40,000 NPV = $2,562 Calculator solution: $2,565.82 B Year 1 2 3 4 5 CF $ 7,000 10,000 13,000 16,000 19,000 PVIF16%,n .862 .743 .641 .552 .476 PV 6,034 7,430 8,333 8,832 9,044 $39,673 NPV = $39,673 - $40,000 NPV = - $327 Calculator solution: - $322.53 C Year 1 2 3 4 5 CF $19,000 16,000 13,000 10,000 7,000 PVIF16%,n .862 .743 .641 .552 .476 PV $16,378 11,888 8,333 5,520 3,332 $45,451 NPV = $45,451 - $40,000 NPV = $ 5,451 Calculator solution: $5,454.17 Project C is preferred using the NPV as a decision criterion. c. At a cost of 16%, Project C has the highest NPV. Because of Project C’s cash flow characteristics, high early-year cash inflows, it has the lowest payback period and the highest NPV. LG 4: Internal Rate of Return IRR is found by solving: n ⎡ CFt ⎤ $0 = ∑ ⎢ − Initial Investment t⎥ t =1 ⎣ (1 + IRR ) ⎦ 9-11 It can be computed to the nearest whole percent by the estimation method as shown for Project A below or by using a financial calculator. (Subsequent IRR problems have been solved with a financial calculator and rounded to the nearest whole percent.) 241 Part 3 Long-Term Investment Decisions Project A Average Annuity = ($20,000 + $25,000 + 30,000 + $35,000 + $40,000) ÷ 5 Average Annuity = $150,000 ÷ 5 Average Annuity = $30,000 PVIFAk%,5yrs. PVIFA19%,5 yrs. PVlFA20%,5 yrs. = $90,000 ÷ $30,000 = 3.0576 = 2.991 = 3.000 However, try 17% and 18% since cash flows are greater in later years. CFt Yeart 1 2 3 4 5 (1) $20,000 25,000 30,000 35,000 40,000 PVIF17%,t (2) .855 .731 .624 .534 .456 PV@17% [(1) x (2)] (3) $17,100 18,275 18,720 18,690 18,240 $91,025 - 90,000 $ 1,025 PVIF18%,t (4) .847 .718 .609 .516 .437 PV@18% [(1) x (4)] (5) $16,940 17,950 18,270 18,060 17,480 $88,700 - 90,000 - $ 1,300 Initial investment NPV NPV at 17% is closer to $0, so IRR is 17%. If the firm's cost of capital is below 17%, the project would be acceptable. Calculator solution: 17.43% Project B = PMT x (PVIFAk%,4 yrs.) PVn $490,000 = $150,000 x (PVIFAk%,4 yrs.) $490,000 ÷ $150,000 = (PVIFAk%,4 yrs.) 3.27 = PVIFAk%,4 8% < IRR < 9% Calculator solution: IRR = 8.62% The firm's maximum cost of capital for project acceptability would be 8% (8.62%). Project C PVn $20,000 $20,000 = PMT x (PVIFAk%,5 yrs.) = $7,500 x (PVIFAk%,5 yrs.) ÷ $7,500 = (PVIFAk%,5 yrs.) 242 Chapter 9 Capital Budgeting Techniques 2.67 = PVIFAk%,5 yrs. 25% < IRR < 26% Calculator solution: IRR = 25.41% The firm's maximum cost of capital for project acceptability would be 25% (25.41%). Project D $120,000 $100,000 $80,000 $60,000 $0 = + + + − $240,000 1 2 3 (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) 4 IRR = 21%; Calculator solution: IRR = 21.16% 9-12 LG 4: IRR–Mutually Exclusive Projects a. and b. Project X $100,000 $120,000 $150,000 $190,000 $250,000 $0 = + + + + − $500,000 1 (1 + IRR ) (1 + IRR ) 2 (1 + IRR ) 3 (1 + IRR ) 4 (1 + IRR ) 5 IRR = 16%; since IRR > cost of capital, accept. Calculator solution: 15.67% Project Y $140,000 $120,000 $95,000 $70,000 $50,000 + + + + − $325,000 $0 = 1 2 3 4 (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) 5 IRR = 17%; since IRR > cost of capital, accept. Calculator solution: 17.29% c. 9-13 a. Project Y, with the higher IRR, is preferred, although both are acceptable. LG 4: IRR, Investment Life, and Cash Inflows b. PVn = PMT x (PVIFAk%,n) $61,450 = $10,000 x (PVIFA k%,10 yrs.) $61,450 ÷ $10,000 = PVIFAk%,10 Yrs. 6.145 = PVIFAk%,10 yrs. k = IRR = 10% (calculator solution: 10.0%) The IRR < cost of capital; reject the project. PVn = PMT x (PVIFA%,n) $61,450 = $10,000 x (PVIFA15%,n) $61,450 ÷ $10,000 = PVIFA15%,n 6.145 = PVIFA15%,n 243 Part 3 Long-Term Investment Decisions 18 yrs. < n < 19 yrs. Calculator solution: 18.23 years The project would have to run a little over 8 more years to make the project acceptable with the 15% cost of capital. c. PVn = PMT x (PVIFA15%,10) $61,450 = PMT x (5.019) $61,450 ÷ 5.019 = PMT $12,243.48 = PMT Calculator solution: $12,244.04 LG 3, 4: NPV and IRR 9-14 a. PVn PVn PVn = PMT x (PVIFA10%,7 yrs.) = $4,000 x (4.868) = $19,472 NPV = PVn - Initial investment NPV = $19,472 - $18,250 NPV = $1,222 Calculator solution: $1,223.68 b. PVn = PMT x (PVIFAk%,n) $18,250 = $4,000 x (PVIFAk%,7yrs.) $18,250 ÷ $4,000 = (PVIFAk%,7 yrs.) 4.563 = PVIFAk%,7 yrs. IRR = 12% Calculator solution: 12.01% The project should be accepted since the NPV > 0 and the IRR > the cost of capital. LG 3: NPV, with Rankings c. 9-15 a. NPVA = $20,000(PVIFA15%,3) - $50,000 NPVA = $20,000(2.283) - $50,000 NPVA = $45,660 - $50,000 = - $4,340 Calculator solution: - $4,335.50 Reject NPVB = $35,000(PVIF15%,1) + $50,000(PVIFA15%,2)(PVIF15%,1) - $100,000 NPVB = $35,000(.870) + $50,000(1.626)(.870) - $100,000 NPVB = $30,450 + $70,731- $100,000 = $1,181 Calculator solution: $1,117.78 Accept 244 Chapter 9 Capital Budgeting Techniques NPVC = $20,000(PVIF15%,1) + $40,000(PVIF15%,2) + $60,000(PVIF15%,3) $80,000 NPVC = $20,000(.870) + $40,000(.756) + $60,000(.658) - $80,000 NPVC = $17,400 + $30,240 + 39,480 - $80,000 = $7,120 Calculator solution: $7,088.02 Accept NPVD = $100,000(PVIF15%,1) + $80,000(PVIF15%,2) + $60,000(PVIF15%,3) - $180,000 NPVD = $100,000(.870) + $80,000(.756) + $60,000(.658) - $180,000 NPVD = $87,000 + $60,480 + 39,480 - $180,000 = $6,960 Calculator solution: $6,898.99 Accept b. Rank 1 2 3 Press C D B NPV $7,120 6,960 1,181 c. Using the calculator the IRRs of the projects are: Project IRR A 9.70% B 15.63% C 19.44% D 17.51% Since the lowest IRR is 9.7% all of the projects would be acceptable if the cost of capital was approximately 10%. NOTE: Since project A was the only reject project from the 4 projects, all that was needed to find the minimum acceptable cost of capital was to find the IRR of A. 9-16 a. LG 2, 3, 4: All Techniques, Conflicting Rankings Year Project A Cash Investment Inflows Balance 245 Year Project B Cash Investment Inflows Balance Part 3 Long-Term Investment Decisions 0 1 2 3 4 5 6 $45,000 45,000 45,000 45,000 45,000 45,000 -$150,000 -105,000 -60,000 -15,000 +30,000 0 1 2 3 4 $75,000 60,000 30,000 30,000 30,000 30,000 -$150,000 -75,000 -15,000 +15,000 0 PaybackA = $150,000 = 3.33 years = 3 years 4 months $45,000 $15,000 years = 2.5 years = 2 years 6 months $30,000 PaybackB = 2 years + b. NPVA = $45,000(PVIFA0%,6) - $150,000 NPVA = $45,000(6) - $150,000 NPVA = $270,000 - $150,000 = $120,000 Calculator solution: $120,000 + NPVB = $75,000(PVIF0%,1) + $60,000(PVIF0%,2) $30,000(PVIFA0%,4)(PVIF0%,2) -$150,000 NPVB = $75,000 + $60,000 + $30,000(4) - $150,000 NPVB = $75,000 + $60,000 + $120,000 - $150,000 = $105,000 Calculator solution: $105,000 c. NPVA = $45,000(PVIFA9%,6) - $150,000 NPVA = $45,000(4.486) - $150,000 NPVA = $201,870 - $150,000 = $51,870 Calculator solution: $51,886.34 + NPVB = $75,000(PVIF9%,1) + $60,000(PVIF9%,2) $30,000(PVIFA9%,4)(PVIF9%,2) -$150,000 NPVB = $75,000(.917) + $60,000(.842) + $30,000(3.24)(.842) - $150,000 NPVB = $68,775 + $50,520 + $81,842 - $150,000 = $51,137 Calculator solution: $51,112.36 d. Using a financial calculator: IRRA = 19.91% IRRB = 22.71% Rank NPV 1 246 e. Project A Payback 2 IRR 2 Chapter 9 Capital Budgeting Techniques B 1 2 1 The project that should be selected is A. The conflict between NPV and IRR is due partially to the reinvestment rate assumption. The assumed reinvestment rate of project B is 22.71%, the project's IRR. The reinvestment rate assumption of A is 9%, the firm's cost of capital. On a practical level project B will probably be selected due to management’s preference for making decisions based on percentage returns, and their desire to receive a return of cash quickly. 9-17 a. LG 2, 3: Payback, NPV, and IRR Payback period 3 + ($20,000 ÷ $35,000) = 3.57 years PV of cash inflows Year 1 2 3 4 5 CF $20,000 25,000 30,000 35,000 40,000 PVIF12%,n .893 .797 .712 .636 .567 PV $ 17,860 19,925 21,360 22,260 22,680 $104,085 b. NPV = PV of cash inflows - Initial investment NPV = $104,085 - $95,000 NPV = $9,085 Calculator solution: $9,080.61 c. $0 = $20,000 $25,000 $30,000 $35,000 $40,000 + + + + − $95,000 1 2 3 4 (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR )5 IRR = 15% Calculator solution: 15.36% d. NPV = $9,085; since NPV > 0; accept IRR = 15%; since IRR > 12% cost of capital; accept The project should be implemented since it meets the decision criteria for both NPV and IRR. LG 3, 4, 5: NPV, IRR, and NPV Profiles 9-18 a. and b. Project A PV of cash inflows: 247 Part 3 Long-Term Investment Decisions Year 1 2 3 4 5 CF $25,000 35,000 45,000 50,000 55,000 PVIF12%,n .893 .797 .712 .636 .567 PV $ 22,325 27,895 32,040 31,800 31,185 $145,245 NPV = PV of cash inflows - Initial investment NPV = $145,245 - $130,000 NPV = $15,245 Calculator solution: $15,237.71 Based on the NPV the project is acceptable since the NPV is greater than zero. $0 = $25,000 $35,000 $45,000 $50,000 $55,000 + + + + − $130,000 1 2 3 4 (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) 5 IRR = 16% Calculator solution: 16.06% Based on the IRR the project is acceptable since the IRR of 16% is greater than the 12% cost of capital. Project B PV of cash inflows: Year CF PVIF12%,n .893 .797 .712 .636 .567 PV $ 35,720 27,895 21,360 6,360 2,835 $ 94,170 1 2 3 4 5 $40,000 35,000 30,000 10,000 5,000 NPV = $94,170 - $85,000 NPV = $9,170 Calculator solution: $9,161.79 Based on the NPV the project is acceptable since the NPV is greater than zero. $0 = $40,000 $35,000 $30,000 $10,000 $5,000 + + + + − $85,000 1 2 3 4 (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) 5 248 Chapter 9 Capital Budgeting Techniques IRR = 18% Calculator solution: 17.75% Based on the IRR the project is acceptable since the IRR of 16% is greater than the 12% cost of capital. c. Net Present Value Profile 90000 80000 70000 60000 Net Present Value ($) 50000 40000 30000 20000 10000 0 0 5 10 15 20 NPV - A NPV - B Discount Rate (%) Discount Rate 0% 12% 15% 16% 18% d. Data for NPV Profiles NPV A B $ 80,000 $ 35,000 $ 15,245 $ 9,170 0 0 The net present value profile indicates that there are conflicting rankings at a discount rate lower than the intersection point of the two profiles (approximately 15%). The conflict in rankings is caused by the relative cash flow pattern of the two projects. At discount rates above approximately 15%, Project B is preferable; below approximately 15%, Project A is better. Project A has an increasing cash flow from year 1 through year 5, whereas Project B has a decreasing cash flow from year 1 through year 5. Cash flows moving in opposite directions often cause conflicting rankings. e. 249 Part 3 Long-Term Investment Decisions 9-19 LG 2, 3, 4, 5, 6: All Techniques–Mutually Exclusive Investment Decision Project B $31,500 3.2 years $10,786 17% Cash inflows (years 1 - 5) a. Payback* b. NPV* c. IRR* A $20,000 3 years $10,340 20% C $32,500 3.4 years $ 4,303 15% * Supporting calculations shown below: a. Payback Period: Project A: Project B: Project C: $60,000 ÷ $20,000 = 3 years $100,000 ÷ $31,500 = 3.2 years $110,000 ÷ $32,500 = 3.4 years c. IRR Project, A NPV at 19% = $1,152.70 NPV at 20% = - $ 187.76 Since NPV is closer to zero at 20%, IRR = 20% Calculator solution: 19.86% b. NPV Project A PVn =PMT x (PVIFA13%,5 Yrs.) PVn = $20,000 x 3.517 PVn = 70,340 NPV = $70,340 - $60,000 NPV = $10,340 Calculator solution: $10,344.63 Project B PVn = $31,500.00 x 3.517 PVn = $110,785.50 NPV = $110,785.50 - $100,000 NPV = $10,785.50 Calculator solution: $10,792.78 Project C PVn = $32,500.00 x 3.517 PVn = $114,302.50 Project B NPV at 17% = $779.40 NPV at 18% = -$1,494.11 Since NPV is closer to zero at 17%, IRR = 17% Calculator solution: 17.34% NPV = $114,302.50 - $110,000 NPV = $4,302.50 Calculator solution: $4,310.02 Project C NPV at 14% = $1,575.13 NPV at 15% = - $1,054.96 Since NPV is closer to zero at 15%, IRR = 15% Calculator solution: 14.59% 250 Chapter 9 Capital Budgeting Techniques d. Comparative Net Present Value Profiles 60000 50000 40000 Net Present Value ($) NPV - A 30000 NPV - B NPV - C 20000 10000 0 0 5 10 15 20 Discount Rate (%) Data for NPV Profiles Discount Rate 0% 13% 15% 17% 20% A $ 40,000 $ 10,340 0 NPV B $ 57,500 10,786 0 - C $ 52,500 4,303 0 - The difference in the magnitude of the cash flow for each project causes the NPV to compare favorably or unfavorably, depending on the discount rate. e. Even though A ranks higher in Payback and IRR, financial theorists would argue that B is superior since it has the highest NPV. Adopting B adds $445.50 more to the value of the firm than does A. 251 Part 3 Long-Term Investment Decisions 9-20 LG 2, 3, 4, 5, 6: Projects All Techniques with NPV Profile–Mutually Exclusive a. Project A Payback period Year 1 + Year 2 + Year 3 Year 4 Initial investment = = = $60,000 $20,000 $80,000 Payback Payback = 3 years + ($20,000 ÷ 30,000) = 3.67 years Project B Payback period $50,000 ÷ $15,000 = 3.33 years b. Project A PV of cash inflows Year CF PVIF13%,n .885 .783 .693 .613 .543 PV $ 13,275 15,660 17,325 18,390 19,005 $83,655 1 2 3 4 5 $15,000 20,000 25,000 30,000 35,000 NPV = PV of cash inflows - Initial investment NPV = $83,655 - $80,000 NPV = $3,655 Calculator solution: $3,659.68 Project B NPV = PV of cash inflows - Initial investment PVn = PMT x (PVIFA13%,n) PVn = $15,000 x 3.517 PVn = $52,755 NPV = $52,755 - $50,000 = $2,755 Calculator solution: $2,758.47 252 Chapter 9 Capital Budgeting Techniques c. Project A $15,000 $20,000 $25,000 $30,000 $35,000 $0 = + + + + − $80,000 1 2 3 4 (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) 5 IRR = 15% Calculator solution: 14.61% Project B $0 = $15,000 x (PVIFA k%,5) - $50,000 IRR = 15% Calculator solution: 15.24% d. Net Present Value Profile 50000 45000 40000 Net Present Value ($) 35000 30000 NPV - A 25000 20000 15000 10000 5000 0 0 2 4 6 8 10 12 14 16 NPV - B Discount Rate (%) 253 Part 3 Long-Term Investment Decisions Data for NPV Profiles Discount Rate NPV A B 0% $ 45,000 $ 25,000 13% $ 3,655 $ 2,755 14.6% 0 15.2% 0 Intersection - approximately 14% If cost of capital is above 14%, conflicting rankings occur. The calculator solution is 13.87%. e. Both projects are acceptable. Both have positive NPVs and equivalent IRR's that are greater than the cost of capital. Although Project B has a slightly higher IRR, the rates are very close. Since Project A has a higher NPV, and also has the shortest payback, accept Project A. LG 2, 3, 4: Integrative–Complete Investment Decision 9-21 a. Initial investment: Installed cost of new press = Cost of new press - After-tax proceeds from sale of old asset Proceeds from sale of existing press + Taxes on sale of existing press * Total after-tax proceeds from sale Initial investment $2,200,000 (1,200,000) 480,000 (720,000) $1,480,000 * Book value = $0 $1,200,000 - $1,000,000 = $200,000 capital gain $1,000,000 - $0 = $1,000,000 recaptured depreciation $200,000 capital gain x (.40) = $ 80,000 $1,000,000 recaptured depreciation x (.40) = $400,000 = $480,000 tax liability b. 254 Chapter 9 Capital Budgeting Techniques Year Revenues Expenses 1 $1,600,000 2 1,600,000 3 1,600,000 4 1,600,000 5 1,600,000 6 0 c. d. Calculation of Operating Cash Flows Net Profits Net Profits Cash Depreciation before Taxes Taxes after Taxes Flow $800,000 800,000 800,000 800,000 800,000 0 $440,000 704,000 418,000 264,000 264,000 110,000 $360,000 $144,000 $216,000 $656,000 96,000 38,400 57,600 761,600 382,000 152,800 229,200 647,200 536,000 214,400 321,600 585,600 536,000 214,400 321,600 585,600 -110,000 -44,000 -66,000 44,000 Payback period = 2 years + ($62,400 ÷ $647,200) = 2.1 years PV of cash inflows: Year CF 1 2 3 4 5 6 $656,000 761,600 647,200 585,600 585,600 44,000 PVIF11%,n .901 .812 .731 .659 .593 .535 PV $591,056 618,419 473,103 385,910 347,261 23,540 $2,439,289 NPV = PV of cash inflows - Initial investment NPV = $2,439,289 - $1,480,000 NPV = $959,289 Calculator solution: $959,152 $0 = $656,000 $761,600 $647,200 $585,600 $585,600 $44,000 + + + + + − $1,480,000 1 2 3 4 5 (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) 6 IRR = 35% Calculator solution: 35.04% e. The NPV is a positive $959,289 and the IRR of 35% is well above the cost of capital of 11%. Based on both decision criteria, the project should be accepted. 9-22 LG 3, 4, 5: Integrative–Investment Decision 255 Part 3 Long-Term Investment Decisions a. Initial investment: Installed cost of new asset = Cost of the new machine $1,200,000 + Installation costs 150,000 Total cost of new machine - After-tax proceeds from sale of old asset = Proceeds from sale of existing machine (185,000) - Tax on sale of existing machine* (79,600) Total after-tax proceeds from sale + Increase in net working capital Initial investment * Book value = $384,000 $1,350,000 (264,600) 25,000 $1,110,400 Year 1 2 3 4 5 6 Calculation of Operating Cash Flows New Machine Reduction in Net Profits Net Profits Cash Operating Costs Depreciation Before Taxes Taxes After Taxes Flow $350,000 $270,000 $ 80,000 $32,000 $ 48,000 $318,000 350,000 432,000 - 82,000 - 32,800 - 49,200 382,800 350,000 256,500 93,500 37,400 56,100 312,600 350,000 162,000 188,000 75,200 112,800 274,800 350,000 162,000 188,000 75,200 112,800 274,800 0 67,500 - 67,500 - 27,000 - 40,500 27,000 Existing Machine Net Profits Before Taxes Taxes - $152,000 - $60,800 - 96,000 - 38,400 - 96,000 - 38,400 - 40,000 - 16,000 0 0 0 0 Year 1 2 3 4 5 6 Depreciation $152,000 96,000 96,000 40,000 0 0 Net Profits Cash After Taxes Flow - $91,200 $60,800 - 57,600 38,400 - 57,600 38,400 - 24,000 16,000 0 0 0 0 Incremental Operating Cash Flows Year New Machine Existing Machine 256 Incremental Cash Flow Chapter 9 Capital Budgeting Techniques 1 2 3 4 5 6 $318,000 382,800 312,600 274,800 274,800 27,000 $60,800 38,400 38,400 16,000 0 0 $257,200 344,400 274,200 258,800 274,800 27,000 Terminal cash flow: After-tax proceeds from sale of new asset = Proceeds from sale of new asset - Tax on sale of new asset * Total proceeds-sale of new asset - After-tax proceeds from sale of old asset + Change in net working capital Terminal cash flow $200,000 (53,000) $147,000 0 25,000 $172,000 * Book value of new machine at the end of year 5 is $67,500 200,000 - $67,500 = $132,500 recaptured depreciation 132,500 x.40 = $53,000 tax liability b. Year CF PVIF9%,n .917 .842 .772 .708 .650 .650 PV $ 235,852 289,985 211,682 183,230 178,620 111,800 $1,211,169 1 $257,200 2 344,400 3 274,200 4 258,800 5 274,800 Terminal value 172,000 NPV = PV of cash inflows - Initial investment NPV = $1,211,169 - $1,110,400 NPV = $100,769 Calculator solution: $100,900 c. $257,200 $344,400 $274,200 $258,800 $446,800 + + + + − $1,110,400 (1 + IRR )1 (1 + IRR ) 2 (1 + IRR ) 3 (1 + IRR ) 4 (1 + IRR ) 5 IRR = 12.2% Calculator solution: 12.24% $0 = d. Since the NPV > 0 and the IRR > cost of capital, the new machine should be purchased. 257 Part 3 Long-Term Investment Decisions e. 12.24%. The criterion is that the IRR must equal or exceed the cost of capital; therefore, 12.24% is the lowest acceptable IRR. 258 Chapter 9 Capital Budgeting Techniques CHAPTER 9 CASE Making Norwich Tool's Lathe Investment Decision The student is faced with a typical capital budgeting situation in Chapter 9's case. Norwich Tool must select one of two lathes that have different initial investments and cash inflow patterns. After calculating both unsophisticated and sophisticated capital budgeting techniques, the student must reevaluate the decision by taking into account the higher risk of one lathe. a. Payback period Lathe A: Years 1 - 4 Payback = 4 years + ($16,000 ÷ $450,000) Lathe B: Years 1 - 3 Payback = 3 years + ($56,000 ÷ $86,000) = $644,000 = 4.04 years = $304,000 = 3.65 years Lathe A will be rejected since the payback is longer than the 4-year maximum accepted, and lathe B is accepted because the project payback period is less than the 4-year payback cutoff. b. (1) NPV Year 1 2 3 4 5 Lathe A Cash Flow PVIF13% PV $113,280 142,506 115,038 102,984 244,350 $718,158 Lathe B Cash Flow PVIF13%,t $ 88,000 .885 120,000 .783 96,000 .693 86,000 .613 207,000 .543 PV = PV\ $ 77,880 93,960 66,528 52,718 112,401 $403,487 $128,000 .885 182,000 .783 166,000 .693 168,000 .613 450,000 .543 PV = NPVA = $718,158 - $660,000 = $58,158 Calculator solution: $58,132.89 NPVB = $403,487 - $360,000 = $43,487 Calculator solution: $43,483.25 (2) IRR Lathe A: $128,000 $182,000 $166,000 $168,000 $450,000 $0 = + + + + − $660,000 (1 + IRR )1 (1 + IRR ) 2 (1 + IRR )3 (1 + IRR ) 4 (1 + IRR )5 IRR = 16% Calculator solution: 15.95% Lathe B: 259 Part 3 Long-Term Investment Decisions $0 = $88,000 $120,000 $96,000 $86,000 $207,000 + + + + − $360,000 1 2 3 4 (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR ) (1 + IRR )5 IRR = 17% Calculator solution: 17.34% Under the NPV rule both lathes are acceptable since the NPVs for A and B are greater than zero. Lathe A ranks ahead of B since it has a larger NPV. The same accept decision applies to both projects with the IRR, since both IRRs are greater than the 13% cost of capital. However, the ranking reverses with the 17% IRR for B being greater than the 16% IRR for lathe A. c. Summary Lathe A 4.04 years $58,158 16% Lathe B 3.65 years $43,487 17% Payback period NPV IRR Both projects have positive NPVs and IRRs above the firm's cost of capital. Lathe A, however, exceeds the maximum payback period requirement. Because it is so close to the 4-year maximum and this is an unsophisticated capital budgeting technique, Lathe A should not be eliminated from consideration on this basis alone, particularly since it has a much higher NPV. If the firm has unlimited funds, it should choose the project with the highest NPV, Lathe A, in order to maximize shareholder value. If the firm is subject to capital rationing, Lathe B, with its shorter payback period and higher IRR, should be chosen. The IRR considers the relative size of the investment, which is important in a capital rationing situation. 260 Chapter 9 Capital Budgeting Techniques d. To create an NPV profile it is best to have at least 3 NPV data points. To create the third point an 8% discount rate was arbitrarily chosen. With the 8% rate the NPV for lathe A is $176,077 and the NPV for lathe B is $104,663 500000 450000 400000 NPV 350000 300000 NPV - A 250000 200000 150000 100000 50000 0 0 2 4 6 8 10 12 14 16 18 NPV - B Cost of Capital Lathe B is preferred over lathe A based on the IRR. However, as can be seen in the NPV profile, to the left of the cross-over point of the two lines lathe A is preferred. The underlying cause of this conflict in rankings arises from the reinvestment assumption of NPV versus IRR. NPV assumes the intermediate cash flows are reinvested at the cost of capital, while the IRR has cash flows being reinvested at the IRR. The difference in these two rates and the timing of the cash flows will determine the cross-over point. e. On a theoretical basis lathe A should be preferred because of its higher NPV and thus its known impact on shareholder wealth. From a practical perspective lathe B may be selected due to its higher IRR and its faster payback. This difference results from managers preference for evaluating decisions based on percent returns rather than dollar returns, and on the desire to get a return of cash flows as quickly as possible. 261 CHAPTER 10 Risk and Refinements in Capital Budgeting INSTRUCTOR’S RESOURCES Overview Chapters 8 and 9 developed the major decision-making aspects of capital budgeting. Cash flows and budgeting models have been integrated and discussed in providing the principles of capital budgeting. However, there are more complex issues beyond those presented. Chapter 10 expands capital budgeting to consider risk with such methods as sensitivity analysis, scenario analysis, and simulation. Capital budgeting techniques used to evaluate international projects, as well as the special risks multinational companies face, are also presented. Additionally, two basic risk-adjustment techniques are examined: certainty equivalents and risk-adjusted discount rates. PMF DISK PMF Tutor A topic covered for this is risk-adjusted discount rates (RADRs). PMF Problem-Solver: Capital Budgeting Techniques This module allows the student to compare the annualized net present value of projects with unequal lives. PMF Templates No spreadsheet templates are provided for this chapter. Study Guide There are no particular Study Guide examples suggested for classroom presentation. 263 Part 3 Long-Term Investment Decisions ANSWERS TO REVIEW QUESTIONS 10-1 There is usually a significant degree of uncertainty associated with capital budgeting projects. There is the usual business risk along with the fact that future cash flows are an estimate and do not represent exact values. This uncertainty exists for both independent and mutually exclusive projects. The risk associated with any single project has the capability to change the entire risk of the firm. The firm's assets are like a portfolio of assets. If an accepted capital budgeting project has a risk different from the average risk of the assets in the firm, it will cause a shift in the overall risk of the firm. Risk, in terms of cash inflows from a project, is the variability of expected cash flows, hence the expected returns, of the given project. The breakeven cash inflow⎯the level of cash inflow necessary in order for the project to be acceptable⎯may be compared with the probability of that inflow occurring. When comparing two projects with the same breakeven cash inflows, the project with the higher probability of occurrence is less risky. a. Sensitivity analysis uses a number of possible inputs (cash inflows) to assess their impact on the firm's return (NPV). In capital budgeting, the NPVs are estimated for the pessimistic, most likely, and optimistic cash flow estimates. By subtracting the pessimistic outcome NPV from the optimistic outcome NPV, a range of NPVs can be determined. b. Scenario analysis is used to evaluate the impact on return of simultaneous changes in a number of variables, such as cash inflows, cash outflows, and the cost of capital, resulting from differing assumptions relative to economic and competitive conditions. These return estimates can be used to roughly assess the risk involved with respect to the level of inflation. c. Simulation is a statistically based approach using random numbers to simulate various cash flows associated with the project, calculating the NPV or IRR on the basis of these cash flows, and then developing a probability distribution of each project's rate of returns based on NPV or IRR criterion. 10-4 a. Multinational companies (MNCs) must consider the effect of exchange rate risk, the risk that the exchange rate between the dollar and the currency in which the project's cash flows are denominated will reduce the project's future cash flows. If the value of the dollar depreciates relative to that currency, the market value of the project's cash flows will decrease as a result. Firms can use hedging to protect themselves against this risk in the short term; for the long term, financing the project using local currency can minimize this risk. 10-2 10-3 264 Chapter 10 Risk and Refinements in Capital Budgeting b. Political risk, the risk that a foreign government's actions will adversely affect the project, makes international projects particularly risky, because it cannot be predicted in advance. To take this risk into account, managers should either adjust expected cash flows or use risk-adjusted discount rates when performing the capital budgeting analysis. Adjustment of cash flows is the preferred method. c. Tax laws differ from country to country. Because only after-tax cash flows are relevant for capital budgeting decisions, managers must account for all taxes paid to foreign governments and consider the effect of any foreign tax payments on the firm's U.S. tax liability. d. Transfer pricing refers to the prices charged by a corporation's subsidiaries for goods and services traded between them; the prices are not set by the open market. In terms of capital budgeting decisions, managers should be sure that transfer prices accurately reflect actual costs and incremental cash flows. e. MNCs cannot evaluate international capital projects from only a financial perspective. The strategic viewpoint often is the determining factor in deciding whether or not to undertake a project. In fact, a project that is less acceptable on a purely financial basis than another may be chosen for strategic reasons. Some reasons for MNC foreign investment include continued market access, the ability to compete with local companies, political and/or social reasons (for example, gaining favorable tax treatment in exchange for creating new jobs in a country), and achievement of a particular corporate objective such as obtaining a reliable source of raw materials. 10-5 Risk-adjusted discount rates reflect the return that must be earned on a given project in order to adequately compensate the firm's owners. The relationship between RADRs and the CAPM is a purely theoretical concept. The expression used to value the expected rate of return of a security ki (ki = RF + [b x (km - RF)]) is rewritten substituting an asset for a security. Because real corporate assets are not traded in efficient markets and estimation of a market return, km, for a portfolio of such assets would be difficult, the CAPM is not used for real assets. A firm whose stock is actively traded in security markets generally does not increase in value through diversification. Investors themselves can more efficiently diversify their portfolio by holding a variety of stocks. Since a firm is not rewarded for diversification, the risk of a capital budgeting project should be considered independently rather than in terms of their impact on the total portfolio of assets. In practice, management usually follows this approach and evaluates projects based on their total risk. 10-6 265 Part 3 Long-Term Investment Decisions 10-7 Yet RADRs are most often used in practice for two reasons: 1) financial decision makers prefer using rate of return-based criteria, and 2) they are easy to estimate and apply. In practice, risk is subjectively categorized into classes, each having a RADR assigned to it. Each project is then subjectively placed in the appropriate risk class. A comparison of NPVs of unequal-lived mutually exclusive projects is inappropriate because it may lead to an incorrect choice of projects. The annualized net present value converts the net present value of unequal-lived projects into an annual amount that can be used to select the best project. The expression used to calculate the ANPV follows: ANPV = NPVj PVIFAk%, nj 10-8 10-9 Real Options are opportunities embedded in real assets that are part of the capital budgeting process. Managers have the option of implementing some of these opportunities to alter the cash flow and risk of a given project. Examples of real options include: Abandonment – the option to abandon or terminate a project prior to the end of its planned life. Flexibility - the ability to adopt a project that permits flexibility in the firm’s production process, such as be able to reconfigure a machine to accept various types of inputs. Growth - the option to develop follow-on projects, expand markets, expand or retool plants, and so on, that would not be possible without implementation the project that is being evaluated. Timing - the ability to determine the exact timing of when various action of the project will be undertaken. 10-10 Strategic NPV incorporates the value of the real options associated with the project while traditional NPV includes only the identifiable relevant cash flows. Using strategic NPV could alter the final accept/reject decision. It is likely to lead to more accept decisions since the value of the options is added to the traditional NPV as shown in the following equation. NPVstrategic = NPVtraditional = Value of real options 10-11 Capital rationing is a situation where a firm has only a limited amount of funds available for capital investments. In most cases, implementation of the acceptable projects would require more capital than is available. Capital rationing is common for a firm, since unfortunately most firms do not have sufficient capital available to invest in all acceptable projects. In theory, capital rationing should not exist because firms should accept all projects with positive NPVs or IRRs greater than the cost of capital. However, most firms operate with finite capital 266 Chapter 10 Risk and Refinements in Capital Budgeting expenditure budgets and must select the best from all acceptable projects, taking into account the amount of new financing required to fund these projects. 10-12 The internal rate of return approach and the net present value approach to capital rationing both involve ranking projects on the basis of IRRs. Using the IRR approach, a cut-off rate and a budget constraint are imposed. The NPV first ranks projects by IRR and then takes into account the present value of the benefits from each project in order to determine the combination with the highest overall net present value. The benefit of the NPV approach is that it guarantees a maximum dollar return to the firm, whereas the IRR approach does not. 267 Part 3 Long-Term Investment Decisions SOLUTIONS TO PROBLEMS 10-1 a. & b. Project A Risk Low Reason The cash flows from the project can be easily determined since this expenditure consists strictly of outflows. The amount is also relatively small. The competitive nature of the industry makes it so that Caradine will need to make this expenditure to remain competitive. The risk is only moderate since the firm already has clients in place to use the new technology. Since the firm is only preparing a proposal, their commitment at this time is low. However, the $450,000 is a large sum of money for the company and it will immediately become a sunk cost. Although this purchase is in the industry in which Caradine normally operates, they are encountering a large amount of risk. The large expenditure, the competitiveness of the industry, and the political and exchange risk of operating in a foreign country adds to the uncertainty. LG 1: Recognizing Risk B Medium C Medium D High NOTE: Other answers are possible depending on the assumptions a student may make. There is too little information given about the firm and industry to establish a definitive risk analysis. 10-2 a. LG 2: Breakeven Cash Flows $35,000 = CF(PVIFA14%,12) $35,000 = CF(5.66) CF = $6,183.75 Calculator solution: $6,183.43 $35,000 = CF(PVIFA10%,12) $35,000 = CF(6.814) CF = $5,136.48 Calculator solution: $5,136.72 The required cash flow per year would decrease by $1,047.27. b. 268 Chapter 10 Risk and Refinements in Capital Budgeting 10-3 a. LG 2: Breakeven Cash Inflows and Risk Project X PVn = PMT x (PVIFA15%,5 yrs.) PVn = $10,000 x (3.352) PVn = $33,520 NPV = PVn - Initial investment NPV = $33,520 - $30,000 NPV = $3,520 Calculator solution: $3,521.55 Project Y PVn = PMT x (PVIFA15%,5 yrs.) PVn = $15,000 x (3.352) PVn = $50,280 NPV = PVn - Initial investment NPV = $50,280 - $40,000 NPV = $10,280 Calculator solution: $10,282.33 Project Y $CF x 3.352 = $40,000 $CF = $40,000 ÷ 3.352 $CF = $11,933.17 Project Y Probability = 25% b. Project X $CF x 3.352 = $30,000 $CF = $30,000 ÷ 3.352 $CF = $8,949.88 Project X Probability = 60% c. d. Project Y is more risky and has a higher potential NPV. Project X has less risk and less return while Project Y has more risk and more return, thus the risk-return trade-off. Choose Project X to minimize losses; to achieve higher NPV, choose Project Y. LG 2: Basic Sensitivity Analysis Range A = $1,800 - $200 = $1,600 NPV Outcome Project A Table Value - $ 6,297 514 7,325 $13,622 Calculator Solution - $ 6,297.29 513.56 7,324.41 $13,621.70 Project B Calculator Table Value Solution - $ 337 - $ 337.79 514 513.56 1,365 1,364.92 $1,702 $1,702.71 Range B = $1,100 - $900 = $200 e. 10-4 a. b. Pessimistic Most likely Optimistic Range c. Since the initial investment of projects A and B are equal, the range of cash flows and the range of NPVs are consistent. Project selection would depend upon the risk disposition of the management. (A is more risky than B but also has the possibility of a greater return.) d. 269 Part 3 Long-Term Investment Decisions 10-5 a. LG 4: Sensitivity Analysis Range P = $1,000 - $500 Range Q = $1,200 - $400 = $500 = $800 NPV Outcome Project A Table Value $73 1,609 3,145 Calculator Solution $ 72.28 1,608.43 3,144.57 Project B Calculator Table Value Solution -$ 542 -$ 542.17 1,609 1,608.43 4,374 4,373.48 b. Pessimistic Most likely Optimistic c. Range P = $3,145 - $73 = $3,072 (Calculator solution: $3,072.29) Range Q = $4,374 - (-$542) = $4,916 (Calculator solution: $4,915.65) Each computer has the same most likely result. Computer Q has both a greater potential loss and a greater potential return. Therefore, the decision will depend on the risk disposition of management. 10-6 a. LG 2: Simulation Ogden Corporation could use a computer simulation to generate the respective profitability distributions through the generation of random numbers. By tying various cash flow assumptions together into a mathematical model and repeating the process numerous times, a probability distribution of project returns can be developed. The process of generating random numbers and using the probability distributions for cash inflows and outflows allows values for each of the variables to be determined. The use of the computer also allows for more sophisticated simulation using components of cash inflows and outflows. Substitution of these values into the mathematical model yields the NPV. The key lies in formulating a mathematical model that truly reflects existing relationships. The advantages to computer simulations include the decision maker's ability to view a continuum of risk-return trade-offs instead of a single-point estimate. The computer simulation, however, is not feasible for risk analysis. b. 270 Chapter 10 Risk and Refinements in Capital Budgeting 10-7 a. LG 4: Risk–Adjusted Discount Rates-Basic Project E: PVn = $6,000 x (PVIFA15%,4) PVn = $6,000 x 2.855 PVn = $17,130 NPV = $17,130 - $15,000 NPV = $2,130 Calculator solution: $2,129.87 Project F: Year 1 2 3 4 CF $6,000 4,000 5,000 2,000 PVIF15%,n .870 .756 .658 .572 PV $5,220 3,024 3,290 1,144 $12,678 NPV = $12,678 - $11,000 NPV = $1,678 Calculator solution: $1,673.05 Project G:Year 1 2 3 4 CF $ 4,000 6,000 8,000 12,000 PVIF15%,n .870 .756 .658 .572 PV $3,480 4,536 5,264 6,864 $20,144 NPV = $20,144 - $19,000 NPV = $1,144 Calculator solution: $1,136.29 Project E, with the highest NPV, is preferred. b. RADRE RADRF RADRG Project E: = .10 + (1.80 x (.15 - .10)) = .19 = .10 + (1.00 x (.15 - .10)) = .15 = -.10 + (0.60 x (.15 - .10)) = .13 $6,000 x (2.639) = $15,834 NPV = $15,834 - $15,000 NPV = $834 Calculator solution: $831.51 c. 271 Part 3 Long-Term Investment Decisions Project F: Same as in a., $1,678 (Calculator solution: $1,673.05) CF $ 4,000 6,000 8,000 12,000 PVIF13%,n .885 .783 .693 .613 PV $ 3,540 4,698 5,544 7,356 $ 21,138 Project G:Year 1 2 3 4 NPV = $21,138 - $19,000 NPV = $2,138 Calculator solution: $2,142.93 Rank: 1 2 3 d. Project G F E After adjusting the discount rate, even though all projects are still acceptable, the ranking changes. Project G has the highest NPV and should be chosen. LG 4: Risk-adjusted Discount rates-Tabular NPVA = ($7,000 x 3.993) - $20,000 NPVA = $7,951 (Use 8% rate) Calculator solution: $ 7,948.97 NPVB = ($10,000 x 3.443) - $30,000 NPVB = $4,330 (Use 14% rate) Calculator solution: $ 4,330.81 Project A, with the higher NPV, should be chosen. 10-8 a. b. Project A is preferable to Project B, since the net present value of A is greater than the net present value of B. LG 4: Risk-adjusted Rates of Return using CAPM kX = 7% + 1.2(12% - 7%) = 7% + 6% = 13% kY = 7% + 1.4(12% - 7%) = 7% + 7% = 14% NPVX = $30,000(PVIFA13%,4) - $70,000 NPVX = $30,000(2.974) - $70,000 NPVX = $89,220 - $70,000 = $19,220 10-9 a. 272 Chapter 10 Risk and Refinements in Capital Budgeting NPVY = $22,000(PVIF14%,1) + $32,000(PVIF14%,2) + $38,000(PVIF14%3) + $46,000(PVIF14%,4) - $70,000 NPVY = $22,000(.877) + $32,000(.769) + $38,000(.675) + $46,000(.592) $70,000 NPVY = $19,294 + $24,608 + $25,650 + $27,232 - 70,000 = $26,784 b. The RADR approach prefers Y over X. The RADR approach combines the risk adjustment and the time adjustment in a single value. The RADR approach is most often used in business. 10-10 LG 4: Risk Classes and RADR a. Project X: Year 1 2 3 4 5 CF $80,000 70,000 60,000 60,000 60,000 PVIF22%,n .820 .672 .551 .451 .370 PV $65,600 47,040 33,060 27,060 22,200 $194,960 NPV = $194,960 - $180,000 NPV = $14,960 Calculator solution: $14,930.45 Project Y: Year 1 2 3 4 5 CF $50,000 60,000 70,000 80,000 90,000 PVIF13%,n .885 .783 .693 .613 .543 PV $ 44,250 46,980 48,510 49,040 48,870 $237,650 NPV = $237,650 - $235,000 NPV = $2,650 Calculator solution: $2,663.99 Project Z: Year 1 2 3 4 5 CF $90,000 $90,000 $90,000 $90,000 $90,000 PVIFA15%,5 PV 3.352 $ 301,680 NPV = $ 301,680 - $ 310,000 NPV = - $ 8,320 Calculator solution: -$8,306.04 273 Part 3 Long-Term Investment Decisions b. Projects X and Y are acceptable with positive NPV's, while Project Z with a negative NPV is not. Project X with the highest NPV should be undertaken. 10-11 LG 5: Unequal Lives–ANPV Approach a. Machine A PVn = PMT x (PVIFA12%,6 yrs.) PVn = $12,000 x (4.111) PVn = $49,332 NPV = NPV = NPV = Calculator PVn - Initial investment $ 49,332 - $ 92,000 - $ 42,668 solution: - $ 42,663.11 Machine B Year 1 2 3 4 CF PVIFA12%,n .893 .797 .712 .636 PV $ 8,930 15,940 21,360 25,440 $ 71,670 $10,000 20,000 30,000 40,000 NPV = $71,670 - $65,000 NPV = $6,670 Calculator solution: $6,646.58 Machine C PVn = PMT x (PVIFA12%,5 yrs.) PVn = $ 30,000 x 3.605 PVn = $ 108,150 NPV = PVn - Initial investment NPV = $ 108,150 - $ 100,500 NPV = $ 7,650 Calculator solution: $ 7,643.29 Rank 1 2 3 Project C B A (Note that A is not acceptable and could be rejected without any additional analysis.) 274 Chapter 10 Risk and Refinements in Capital Budgeting b. Annualized NPV (ANPVj) = NPVj PVIFAk%, nj Machine A: ANPV = - $ 42,668 ÷ 4.111 (12%,6 years) ANPV = - $ 10,378 Machine B: ANPV = $ 6,670 ÷ 3.037 (12%,4 years) ANPV = $ 2,196 Machine C ANPV = $ 7,650 ÷ 3.605 (12%,5 years) ANPV = $ 2,122 Rank 1 2 3 c. Project B C A Machine B should be acquired since it offers the highest ANPV. Not considering the difference in project lives resulted in a different ranking based in part on C's NPV calculations. 10-12 LG 5: Unequal Lives–ANPV Approach a. Project X Year 1 2 3 4 CF $ 17,000 25,000 33,000 41,000 PVIF14%,n .877 .769 .675 .592 PV $ 14,909 19,225 22,275 24,272 $ 80,681 NPV = $80,681 - $78,000 NPV = $2,681 Calculator solution: $2,698.32 275 Part 3 Long-Term Investment Decisions Project Y Year 1 2 CF $ 28,000 38,000 PVIF14%,n .877 .769 PV $ 24,556 29,222 $ 53,778 NPV = $53,778 - $52,000 NPV = $1,778 Calculator solution: $1,801.17 Project Z PVn = PMT x (PVIFA14%,8 yrs.) PVn = $15,000 x 4.639 PVn = $69,585 NPV = PVn - Initial investment NPV = $69,585 - $66,000 NPV = $3,585 Calculator solution: $3,582.96 Rank 1 2 3 b. Project Z X Y NPVj PVIFAk%, nj Annualized NPV (ANPVj) = Project X ANPV = $2,681 ÷ 2.914 (14%,4 yrs.) ANPV = $920.04 Project Y ANPV = $1,778 ÷ 1.647 (14%,2 yrs.) ANPV = $1,079.54 Project Z ANPV = $3,585 ÷ 4.639 (14%, 8 yrs.) ANPV = $772.80 Rank 1 2 3 Project Y X Z 276 Chapter 10 Risk and Refinements in Capital Budgeting c. Project Y should be accepted. The results in a and b show the difference in NPV when differing lives are considered. 10-13 LG 5: Unequal Lives–ANPV Approach a. Sell Year CF PVIF12%,n 1 2 $ 200,000 250,000 .893 .797 PV $ 178,600 199,250 $ 377,850 NPV = $377,850 - $200,000 NPV = $177,850 Calculator solution: $177,786.90 License Year 1 2 3 4 5 CF $ 250,000 100,000 80,000 60,000 40,000 PVIF12%,n .893 .797 .712 .636 .567 PV $ 223,250 79,700 56,960 38,160 22,680 $ 420,750 NPV = $420,750 - $200,000 NPV = $220,750 Calculator solution: $220,704.25 Manufacture Year CF 1 2 3 4 5 6 $ 200,000 250,000 200,000 200,000 200,000 200,000 PVIF12%,n .893 .797 .712 .636 .567 .507 PV $ 178,600 199,250 142,400 127,200 113,400 101,400 $ 862,250 NPV = $862,250 - $450,000 NPV = $412,250 Calculator solution: $412,141.16 Rank 1 2 Alternative Manufacture License 277 Part 3 Long-Term Investment Decisions 3 b. Sell NPVj PVIFAk%, nj Annualized NPV (ANPVj) = Sell License ANPV = $177,850 ÷ 1.690 (12%,2yrs.) ANPV = $220,750 ÷ 3.605 (12%,5yrs.) ANPV = $105,236.69 ANPV = $61,234.40 Manufacture ANPV = $412,250 ÷ 4.111 (12%,6 yrs.) ANPV = $100,279.74 Rank 1 2 3 c. Alternative Sell Manufacture License Comparing projects of unequal lives gives an advantage to those projects that generate cash flows over the longer period. ANPV adjusts for the differences in the length of the projects and allows selection of the optimal project. 10-14 LG 6: Real Options and the Strategic NPV a. Value of real options = value of abandonment + value of expansion + value of delay Value of real options = (.25 x $1,200) + (.30 x $3,000) + (.10 x $10,000) Value of real options = $300 + $900 + $1,000 Value of real options = $2,200 NPVstrategic = NPVtraditional + Value of real options NPVstrategic = -1,700 + 2,200 = $500 b. Due to the added value from the options Rene should recommend acceptance of the capital expenditures for the equipment. In general this problem illustrates that by recognizing the value of real options a project that would otherwise be unacceptable (NPVtraditional < 0) could be acceptable (NPVstrategic > 0). It is thus important that management identify and incorporate real options into the NPV process. c. 278 Chapter 10 Risk and Refinements in Capital Budgeting 10-15 LG 6: Capital Rationing-IRR and NPV Approaches a. Rank by IRR Project F E G C B A D IRR 23% 22 20 19 18 17 16 Initial investment $ 2,500,000 800,000 1,200,000 Total Investment $ 2,500,000 3,300,000 4,500,000 Projects F, E, and G require a total investment of $4,500,000 and provide a total present value of $5,200,000, and therefore a net present value of $700,000. b. Rank by NPV (NPV = PV - Initial investment) Project F A C B D G E NPV $500,000 400,000 300,000 300,000 100,000 100,000 100,000 Initial investment $2,500,000 5,000,000 2,000,000 800,000 1,500,000 1,200,000 800,000 Project A can be eliminated because, while it has an acceptable NPV, its initial investment exceeds the capital budget. Projects F and C require a total initial investment of $4,500,000 and provide a total present value of $5,300,000 and a net present value of $800,000. However, the best option is to choose Projects B, F, and G, which also use the entire capital budget and provide an NPV of $900,000. c. The internal rate of return approach uses the entire $4,500,000 capital budget but provides $200,000 less present value ($5,400,000 - $5,200,000) than the NPV approach. Since the NPV approach maximizes shareholder wealth, it is the superior method. The firm should implement Projects B, F, and G, as explained in part c. d. 279 Part 3 Long-Term Investment Decisions 10-16 LG 6: Capital Rationing-NPV Approach a. Project A B C D E F G PV $ 384,000 210,000 125,000 990,000 570,000 150,000 960,000 b. The optimal group of projects is Projects C, F, and G, resulting in a total net present value of $235,000. 280 Chapter 10 Risk and Refinements in Capital Budgeting Chapter 10 Case Evaluating Cherone Equipment's Risky Plans for Increasing Its Production Capacity a. (1) Plan X Year 1 2 3 4 5 CF $ 470,000 610,000 950,000 970,000 1,500,000 PVIF12%,n .893 .797 .712 .636 .567 PV $ 419,710 486,170 676,400 616,920 850,500 $3,049,700 NPV = $3,049,700 - $2,700,000 NPV = $349,700 Calculator solution: $349,700 Plan Y Year 1 2 3 4 5 CF $ 380,000 700,000 800,000 600,000 1,200,000 PVIF12%,n .893 .797 .712 .636 .567 PV $ 339,340 557,900 569,600 381,600 680,400 $2,528,840 NPV = $2,528,840 - $2,100,000 NPV = $428,840 Calculator solution: $428,968.70 (2) Using a financial calculator the IRRs are: IRRX = 16.22% IRRY = 18.82% Both NPV and IRR favor selection of project Y. The NPV is larger by $79,140 ($428,840 - $349,700) and the IRR is 2.6% higher. 281 Part 3 Long-Term Investment Decisions b. Plan X Year 1 2 3 4 5 CF $ 470,000 610,000 950,000 970,000 1,500,000 PVIF13%,n .885 .783 .693 .613 .543 PV $ 415,950 477,630 658,350 594,610 814,500 $2,961,040 NPV = $2,961,040 - $2,700,000 NPV = $261,040 Calculator solution: $261,040 Plan Y Year 1 2 3 4 5 CF $ 380,000 700,000 800,000 600,000 1,200,000 PVIF15%,n .870 .756 .658 .572 .497 PV $ 330,600 529,200 526,400 343,200 596,400 $2,325,800 NPV = $2,325,800 - $2,100,000 NPV = $225,800 Calculator solution: $225,412.37 The RADR NPV favors selection of project X. Ranking Plan X Y c. NPV 2 1 IRR 2 1 RADRs 1 2 Both NPV and IRR achieved the same relative rankings. However, making risk adjustments through the RADRs caused the ranking to reverse from the non-risk adjusted results. The final choice would be to select Plan X since it ranks first using the risk-adjusted method. Plan X Value of real options = .25 x $100,000 = $25,000 NPVstrategic = NPVtraditional + Value of real options NPVstrategic = $261,040 + $25,000 = $286,040 282 d. Chapter 10 Risk and Refinements in Capital Budgeting Plan Y Value of real options = .20 x $500,000 = $100,000 NPVstrategic = NPVtraditional + Value of real options NPVstrategic = $225,412 + $100,000 = $328,412 e. The addition of the value added by the existence of real options the ordering of the projects is reversed. Project Y is now favored over project X using the RADR NPV for the traditional NPV. Capital rationing could change the selection of the plan. Since Plan Y requires only $2,100,000 and Plan X requires $2,700,000, if the firm's capital budget was less than the amount needed to invest in project X, the firm would be forced to take Y to maximize shareholders' wealth subject to the budget constraint. f. 283 Part 3 Long-Term Investment Decisions INTEGRATIVE CASE 3 LASTING IMPRESSIONS COMPANY Integrative Case III involves a complete long-term investment decision. The Lasting Impressions Company is a commercial printer faced with a replacement decision in which two mutually exclusive projects have been proposed. The data for each press have been designed to result in conflicting rankings when considering the NPV and IRR decision techniques. The case tests the students' understanding of the techniques as well as the qualitative aspects of risk and return decision-making. a. (1) Calculation of initial investment for Lasting Impressions Company: Press A Press B Installed cost of new press = Cost of new press $830,000 $640,000 + Installation costs 40,000 20,000 Total cost-new press $870,000 $660,000 - After-tax proceeds-sale of old asset = Proceeds from sale of old press 420,000 420,000 + Tax on sale of old press* 121,600 121,600 Total proceeds-sale of old press (298,400) (298,400) 0 + Change in net working capital" 90,400 Initial investment $662,000 $361,600 * Sale price - Book value Gain x Tax rate (40%) $420,000 116,000 $304,000 121,600 Book value = $ 400,000 = [(.20 +.32 +.19) x $400,000] = $116,000 **Cash Accounts receivable Inventory Increase in current assets Increase in current liabilities Increase in net working capital $ 25,400 120,000 (20,000) $125,400 ( 35,000) $ 90,400 284 Chapter 10 Risk and Refinements in Capital Budgeting (2) Depreciation Press A Cost 1 $870,000 2 870,000 3 870,000 4 870,000 5 870,000 6 870,000 Rate .20 .32 .19 .12 .12 .05 Depreciation $ 174,000 278,400 165,300 104,400 104,400 43,500 $ 870,000 Depreciation $132,000 211,200 125,400 79,200 79,200 33,000 $ 660,000 Press B 1 2 3 4 5 6 Cost $660,000 660,000 660,000 660,000 660,000 660,000 Rate .20 .32 .19 .12 .12 .05 Existing Press 1 2 3 4 5 6., Cost $400,000 400,000 400,000 0 0 0 Rate .12 (Yr. 4) .12 (Yr. 5) .05 (Yr. 6) 0 0 0 Depreciation $ 48,000 48,000 20,000 0 0 0 $116,000 285 Part 3 Long-Term Investment Decisions Operating Cash Inflows Existing Earnings Before Press Depreciation Year and Taxes Depreciation 1 $ 120,000 $ 48,000 2 120,000 48,000 3 120,000 20,000 4 120,000 0 5 120,000 0 6 0 0 Press A Earnings Before Depreciation Year and Taxes Depreciation 1 $ 250,000 $ 174,000 2 270,000 278,400 3 300,000 165,300 4 330,000 104,400 5 370,000 104,400 6 0 43,500 Press B Earnings Before Depreciation Year and Taxes Depreciation 1 $ 210,000 $ 132,000 2 210,000 211,200 3 210,000 125,400 4 210,000 79,200 5 210,000 79,200 6 0 33,000 Earnings Before Taxes $ 72,000 72,000 100,000 120,000 120,000 0 Earnings After Taxes $ 43,200 43,200 60,000 72,000 72,000 0 Cash Flow $ 91,200 91,200 80,000 72,000 72,000 0 Earnings Before Taxes $ 76,000 - 8,400 134,700 225,600 265,600 - 43,500 Earnings After Taxes $ 45,600 - 5,040 80,820 135,360 159,360 - 26,100 Cash Flow $ 219,000 273,360 246,120 239,760 263,760 17,400 Old Incremental Cash Flow Cash Flow $ 91,200 $ 128,400 91,200 182,160 80,000 166,120 72,000 167,760 72,000 191,760 0 17,400 Earnings Before Taxes $ 78,000 - 1,200 84,600 130,800 130,800 - 33,000 Earnings After Taxes $ 46,800 - 720 50,760 78,480 78,480 - 19,800 Cash Flow $ 178,800 210,480 176,160 157,680 157,680 13,200 Old Incremental Cash Flow Cash Flow $ 91,200 $ 87,600 91,200 119,280 80,000 96,160 72,000 85,680 72,000 85,680 0 13,200 286 Chapter 10 Risk and Refinements in Capital Budgeting (3) Terminal cash flow: Press A Press B After-tax proceeds-sale of new press = Proceeds on sale of new press $ 400,000 $ 330,000 Tax on sale of new press* (142,600) (118,800) Total proceeds-new press $257,400 $211,200 - After-tax proceeds-sale of old press = Proceeds on sale of old press (150,000) (150,000) 60,000 + Tax on sale of old press** 60,000 Total proceeds-old press (90,000) (90,000) + Change in net working capital 90,400 0 Terminal cash flow $257,800 $121,200 * Press A Sale price $400,000 Less: Book value (Yr. 6) 43,500 Gain $356,500 Tax rate x.40 Tax $142,600 Press B Sale price Less: Book value (Yr. 6) Gain Tax rate Tax $330,000 33,000 $297,000 x .40 $118,800 ** Sale price $150,000 Less: Book value (Yr. 6) 0 Gain $150,000 Tax rate x.40 Tax $ 60,000 Press A Press B $662,000 $361,600 Cash Inflows $128,400 $ 87,600 182,160 119,280 166,120 96,160 167,760 85,680 449,560 206,880 Initial Investment Year 1 2 3 4 5* * Year 5 Operating cash flow Terminal cash inflow Total Press A $191,760 257,800 $449,560 Press B $ 85,680 121,200 $206,880 287 Part 3 Long-Term Investment Decisions b. Press A $128,400 | 1 $182,160 | 2 Cash Flows $166,120 $167,760 | | 3 4 End of Year $449,560 | 5 | 0 | 6 Press B $87,600 | 1 $119,280 | 2 Cash Flows $96,160 $85,680 | | 3 4 End of Year $206,880 | 5 | 0 | 6 c Relevant cash flow Year 1 2 3 4 5 (1) Press A: Payback Payback Press B: Payback Payback (2) Press A: Cumulative Cash Flows Press A Press B $ 128,400 $ 87,600 310,560 206,880 476,680 303,040 644,440 388,720 1,094,000 595,600 4 years + [(662,000 - 644,440) ÷ 191,760] = 4 + (17,560 ÷ 191,760) = 4.09 years 3 years + [(361,600 - 303,040) ÷ 85,680] = 3 + (58,560 ÷ 85,680) = 3.68 years Year 1 2 3 4 5 Cash Flow $ 128,400 182,160 166,120 167,760 449,560 PVlF14%,t .877 .769 .675 .592 .519 PV $ 112,607 140,081 112,131 99,314 233,322 $ 697,455 Net present value = $697,455 - $662,000 Net present value = $35,455 Calculator solution: $35,738.83 288 Chapter 10 Risk and Refinements in Capital Budgeting Press B: Year 1 2 3 4 5 Cash Flow $ 87,600 119,280 96,160 85,680 206,880 PVlF14%,t .877 .769 .675 .592 .519 PV $ 76,825 91,726 64,908 50,723 107,371 $391,553 Net present value = $391,553 - $361,600 Net present value = $29,953 Calculator solution: $30,105.89 (3) Internal rate of return: Press A:15.8% Press B:17.1% d. Net Present Value Profile 500000 450000 400000 Net Present Value ($) 350000 300000 NPV - A 250000 200000 150000 100000 50000 0 0 2 4 6 8 10 12 14 16 18 NPV - B Discount Rate (%) 289 Part 3 Long-Term Investment Decisions Data for Net Present Value Profile Discount rate Net Present Value Press A Press B 0% $ 432,000 $ 234,000 14% 35,455 29,953 15.8% 0 17.1% 0 When the cost of capital is below approximately 15 percent, Press A is preferred over Press B, while at costs greater than 15 percent, Press B is preferred. Since the firm's cost of capital is 14 percent, conflicting rankings exist. Press A has a higher value and is therefore preferred over Press B using NPV, whereas Press B's IRR of 17.1 percent causes it to be preferred over Press A, whose IRR is 15.8 percent using this measure. e. (1) (2) If the firm has unlimited funds, Press A is preferred. If the firm is subject to capital rationing, Press B may be preferred. f. The risk would need to be measured by a quantitative technique such as certainty equivalents or risk-adjusted discount rates. The resultant net present value could then be compared to Press B and a decision made. 290 PART 4 Long-Term Financial Decisions CHAPTERS IN THIS PART 11 12 13 The Cost of Capital Leverage and Capital Structure Dividend Policy INTEGRATIVE CASE 4 O’GRADY APPAREL COMPANY CHAPTER 11 The Cost of Capital INSTRUCTOR’S RESOURCES Overview This chapter introduces the student to an important financial concept, the cost of capital. The mechanics of computing the sources of capital-debt, preferred stock, common stock, and retained earnings are reviewed. The relationship between the cost of capital and both the firm's financing activities and capital investment decisions is explored. In the framework of a target capital structure, the weighted average cost of capital is then applied to capital investment decisions. PMF DISK PMF Tutor: Cost of Capital Topics from this chapter covered in the PMF Tutor are after-tax cost of debt; cost of preferred stock; cost of common stock, CAPM; cost of common stock, constant growth; cost of new common stock; and weighted average cost of capital. PMF Problem- Solver: Cost of Capital This module allows the student to determine the following: 1) cost of long-term debt (bonds), 2) cost of preferred stock, 3) cost of common stock, 4) weighted average cost of capital, and 5) weighted marginal cost of capital. PMF Templates Spreadsheet templates are provided for the following problems: Problem 11-6 11-7 Topic Cost of preferred stock Cost of common stock equity–CAPM 293 Part 4 Long-Term Financial Decisions Study Guide Suggested Study Guide examples for classroom presentation: Example 7 8 Topic Weighted average cost of capital Marginal cost of capital schedule 294 Chapter 11 The Cost of Capital ANSWERS TO REVIEW QUESTIONS 11-1 The cost of capital is the rate of return a firm must earn on its investment in order to maintain the market value of its stock. The cost of capital provides a benchmark against which the potential rate of return on an investment is compared.. Holding business risk constant assumes that the acceptance of a given project leaves the firm's ability to meet its operating expenses unchanged. Holding financial risk constant assumes that the acceptance of a given project leaves the firm's ability to meet its required financing expenses unchanged. By doing this it is possible to more easily calculate the firm's cost of capital, which is a factor taken into consideration in evaluating new projects. The cost of capital is measured on an after-tax basis in order to be consistent with the capital budgeting framework. The only component of the cost of capital that actually requires a tax adjustment is the cost of debt, since interest on debt is treated as a tax-deductible expenditure. Measuring the cost of debt on an after-tax basis reduces the cost. The use of the weighted average cost of capital is recommended over the cost of the source of funds to be used for the project. The interrelatedness of financing decisions assuming the presence of a target capital structure is reflected in the weighted average cost of capital. 11-4 In order to make any such financing decision, the overall cost of capital must be considered. This results from the interrelatedness of financing activities. For example, a firm raising funds with debt today may need to use equity the next time, and the cost of equity will be related to the overall capital structure, including debt, of the firm at the time. The net proceeds from the sale of a bond are the funds received from its sale after all underwriting and brokerage fees have been paid. A bond sells at a discount when the rate of interest currently paid on similar-risk bonds is above the bond's coupon rate. Bonds sell at a premium when their coupon rate is above the prevailing market rate of interest on similar-risk bonds. Flotation costs are fees charged by investment banking firms for their services in assisting in selling the bonds in the primary market. These costs reduce the total proceeds received by the firm since the fees are paid from the bond funds. 11-6 The three approaches to finding the before-tax cost of debt are: 1. The quotation approach which uses the current market value of a bond to determine the yield-to-maturity on the bond. If the market price of the bond is equal to its par value the yield-to-maturity is the same as the coupon rate. 295 11-2 11-3 11-5 Part 4 Long-Term Financial Decisions 2. The calculation approach finds the before-tax cost of debt by calculating the internal rate of return (IRR) on the bond cash flows. The approximation approach uses the following formula to approximate the before-tax cost of the debt. I+ [($1,000 − Nd )] n ( Nd + $1,000) 2 3. kd = where: I = the annual interest payment in dollars Nd = the net proceeds from the sale of a bond n = the term of the bond in years The first part of the numerator of the equation represents the annual interest, and the second part represents the amortization of any discount or premium; the denominator represents the average amount borrowed. 11-7 The before-tax cost is converted to an after-tax debt cost (ki) by using the following equation: ki = kd x (1 - T), where T is the firm's tax rate. The cost of preferred stock is found by dividing the annual preferred stock dividend by the net proceeds from the sale of the preferred stock. The formula is: kp = Dp Np 11-8 where: Dp = the annual dividend payment in dollars Np = the net proceeds from the sale of the preferred stock 11-9 The assumptions underlying the constant growth valuation (Gordon) model are: 1. The value of a share of stock is the present value of all dividends expected to be paid over its life. 2. The rate of growth of dividends and earnings is constant, which means that the firm has a fixed payout ratio. 3. Firms perceived by investors to be equally risky have their expected earnings discounted at the same rate. 11-10 The cost of retained earnings is technically less than the cost of new common stock, since by using retained earnings (cash) the firm avoids underwriting costs, as well as possible underpricing costs. 296 Chapter 11 The Cost of Capital 11-11 The weighted average cost of capital (WACC), ka, is an average of the firm's cost of long-term financing. It is calculated by weighting the cost of each specific type of capital by its proportion in the firm's capital structure 11-12 Using target capital structure weights, the firm is trying to develop a capital structure which is optimal for the future, given present investor attitudes toward financial risk. Target capital structure weights are most often based on desired changes in historical book value weights. Unless significant changes are implied by the target capital structure weights, little difference in the weighted marginal cost of capital results from their use. 11-13 The weighted marginal cost of capital (WMCC) is the firm’s weighted average cost of capital associated with its next dollar of total new financing. The WMCC is of interest to managers because it represents the current cost of funds should the firm need to go to the capital markets for new financing. The schedule of WMCC increases as a firm goes to the market for larger sums of money because the risk exposure to the supplier of funds of the borrowing firm’s risk increases to the point that the lender must increase their interest rate to justify the additional risk. 11-14 The investment opportunities schedule (IOS) is a ranking of the firm’s investment opportunities from the best (highest returns) to worst (lowest returns). The schedule is structured so that it is a decreasing function of the level of total investment. The downward direction of the schedule is due to the benefit of selecting the projects with the greatest return. The look also helps in the identification of the projects that have an IRR in excess of the cost of capital, and in see which projects can be accepted before the firm exceeds it limited capital budget. 11-15 All projects to the left of the cross-over point of the IOS and the WMCC lines have an IRR greater than the firm’s cost of capital. Undertaking all of these projects will maximize the owner’s wealth. Selecting any projects to the right of the cross-over point will decrease the owner’s wealth. In practice manager’s normally do not invest to the point where IOS = WMCC due to the self-imposed capital budgeting constraint most firm’s follow. 297 Part 4 Long-Term Financial Decisions SOLUTIONS TO PROBLEMS 11-1 a. LG 1: Concept of Cost of Capital The firm is basing its decision on the cost to finance a particular project rather than the firm’s combined cost of capital. This decision-making method may lead to erroneous accept/reject decisions. ka ka ka ka = = = = wdkd + weke .40 (7%) + .60(16%) 2.8% + 9.6% 12.4% b. c. d. Reject project 263. Accept project 264. Opposite conclusions were drawn using the two decision criteria. The overall cost of capital as a criterion provides better decisions because it takes into consideration the long-run interrelationship of financing decisions. LG 2: Cost of Debt Using Both Methods Net Proceeds: Nd = $1,010 - $30 Nd = $980 t 0 1-15 15 CF $ 980 -120 -1,000 11-2 a. b. Cash Flows: c. Cost to Maturity: ⎡n I ⎤⎡M⎤ Bo = ⎢∑ +⎢ t⎥ n⎥ ⎣ t =1 (1 + k ) ⎦ ⎣ (1 + k ) ⎦ ⎡ 15 − $120 ⎤ ⎡ − $1,000 ⎤ +⎢ $980 = ⎢∑ t⎥ 15 ⎥ ⎣ t =1 (1 + k ) ⎦ ⎣ (1 + k ) ⎦ Step 1: Try 12% V = 120 x (6.811) + 1,000 x (.183) V = 817.32 + 183 V = $1,000.32 (Due to rounding of the PVIF, the value of the bond is 32 cents greater than expected. At the coupon rate, the value of a $ 1,000 face value bond is $1,000.) 298 Chapter 11 The Cost of Capital Try 13%: V = 120 x (6.462) + 1,000 x (.160) V = 775.44 + 160 V = $935.44 The cost to maturity is between 12% and 13%. Step 2: Step 3: Step 4: $1,000.32 - $935.44 $1,000.32 - $980.00 $20.32 ÷ $64.88 = $64.88 = $20.32 = = = .31 12.31% = before-tax cost of debt 7.39% = after-tax cost of debt Step 5: 12 + .31 12.31 (1 - .40) Calculator solution: 12.30% d. Approximate before-tax cost of debt I+ $1,000 − Nd n Nd + $1,000 2 kd = ($1,000 − $980) 15 kd = ($980 + $1,000) 2 kd = $121.33 ÷ $990.00 kd = 12.26% $120 + Approximate after-tax cost of debt = 12.26% x (1 - .4) = 7.36% e. The interpolated cost of debt is closer to the actual cost (12.2983%) than using the approximating equation. However, the short cut approximation is fairly accurate and expedient. LG 2: Cost of Debt–Using the Approximation Formula: I+ $1,000 − Nd n Nd + $1,000 2 11-3 kd = ki = kd x (1 - T) Bond A 299 Part 4 Long-Term Financial Decisions $1,000 − $955 $92.25 20 kd = = = 9.44% $955 + $1,000 $977.50 2 ki = 9.44% x (1 - .40) = 5.66% $90 + Bond B $1,000 − $970 $101.88 16 kd = = = 10.34% $970 + $1,000 $985 2 ki = 10.34% x (1 - .40) = 6.20% $100 + $1,000 − $955 $123 15 kd = = = 12.58% $955 + $1,000 $977.50 2 ki = 12.58% x (1 - .40) = 7.55% $120 + $1,000 − $985 $90.60 25 kd = = = 9.13% $985 + $1,000 $992.50 2 ki = 9.13% x (1 - .40) = 5.48% $90 + Bond E $1,000 − $920 $113.64 22 kd = = = 11.84% $920 + $1,000 $960 2 ki = 11.84% x (1 - .40) = 7.10% $110 + 11-4 LG 2: The Cost of Debt Using the Approximation Formula I+ $1,000 − Nd n Nd + $1,000 2 Bond D Bond C kd = ki = kd x (1 - T) Alternative A 300 Chapter 11 The Cost of Capital $1,000 − $1,220 $76.25 16 kd = = = 6.87% $1,220 + $1,000 $1,110 2 ki = 6.87% x (1 - .40) = 4.12% $90 + Alternative B $1,000 − $1,020 $70 + $66.00 5 kd = = = 6.54% $1,020 + $1,000 $1,010 2 ki = 6.54% x (1 - .40) = 3.92% Alternative C $1,000 − $970 $60 + $64.29 7 kd = = = 6.53% $970 + $1,000 $985 2 ki = 6.53% x (1 - .40) = 3.92% Alternative D $1,000 − $895 $50 + $60.50 10 kd = = = 6.39% $895 + $1,000 $947.50 2 ki = 6.39% x (1 - .40) = 3.83% 11-5 a. LG 2: Cost of Preferred Stock: kp = Dp ÷ Np $12.00 kp = = 12.63% $95.00 kp = $10.00 = 11.11% $90.00 b. 11-6 LG 2: Cost of Preferred Stock: kp = Dp ÷ Np Preferred Stock Calculation A kp = $11.00 ÷ $92.00 B kp = 3.20 ÷ 34.50 5.00 ÷ 33.00 C kp = D kp = 3.00 ÷ 24.50 E kp = 1.80 ÷ 17.50 LG 3: Cost of Common Stock Equity–CAPM 301 = = = = = 11.96% 9.28% 15.15% 12.24% 10.29% 11-7 Part 4 Long-Term Financial Decisions ks ks ks ks = = = = RF + [b x (km - RF)] 6% + 1.2 x (11% - 6%) 6% + 6% 12% = 6% = 12% a. Risk premium b. Rate of return c. After-tax cost of common equity using the CAPM = 12% 11-8 a. LG 3: Cost of Common Stock Equity: kn = D1 + g Nn g= D2003 = FVIFk%,4 D1999 $3.10 = 1.462 $2.12 g= From FVIF table, the factor closest to 1.462 occurs at 10% (i.e., 1.464 for 4 years). Calculator solution: 9.97% b. c. Nn = $52 (given in the problem) D 2004 +g P0 $3.40 kr = + .10 = 15.91% $57.50 kr = d. D 2004 +g Nn $3.40 kr = + .10 = 16.54% $55.00 kr = 11-9 LG 3: Retained Earnings versus New Common Stock 302 Chapter 11 The Cost of Capital kr = Firm A B C D D1 +g P0 kn = D1 +g Nn kr kn kr kn kr kn kr kn = = = = = = = = Calculation ($2.25 ÷ $50.00) + 8% ($2.25 ÷ $47.00) + 8% ($1.00 ÷ $20.00) + 4% ($1.00 ÷ $18.00) + 4% ($2.00 ÷ $42.50) + 6% ($2.00 ÷ $39.50) + 6% ($2.10 ÷ $19.00) + 2% ($2.10 ÷ $16.00) + 2% = = = = = = = = 12.50% 12.79% 9.00% 9.56% 10.71% 11.06% 13.05% 15.13% 11-10 LG 2, 4: The Effect of Tax Rate on WACC a. WACC = (.30)(11%)(1 – .40) + (.10)(9%) + (.60)(14%) WACC = 1.98% + .9% + 8.4% WACC = 11.28% WACC = (.30)(11%)(1 – .35) + (.10)(9%) + (.60)(14%) WACC = 2.15% + .9% + 8.4% WACC = 11.45% WACC = (.30)(11%)(1 – .25) + (.10)(9%) + (.60)(14%) WACC = 2.48% + .9% + 8.4% WACC = 11.78% As the tax rate decreases, the WACC increases due to the reduced tax shield from the tax-deductible interest on debt. b. c. d. 11-11 LG 4: WACC–Book Weights a. Type of Capital L-T Debt Preferred stock Common stock Book Value $ 700,000 50,000 650,000 $1,400,000 Weight 0.500 0.036 0.464 1.000 Cost 5.3% 12.0% 16.0% Weighted Cost 2.650% .432% 7.424% 10.506% b. The WACC is the rate of return that the firm must receive on long-term projects to maintain the value of the firm. The cost of capital can be compared to the return for a project to determine whether the project is acceptable. 11-12 LG 4: WACC–Book Weights and Market Weights 303 Part 4 Long-Term Financial Decisions a. Book value weights: Type of Capital Book Value L-T Debt $4,000,000 Preferred stock 40,000 Common stock 1,060,000 $5,100,000 Market value weights: Type of Capital Market Value L-T Debt $3,840,000 Preferred stock 60,000 Common stock 3,000,000 $6,900,000 Weight 0.784 0.008 0.208 Cost 6.00% 13.00% 17.00% Weighted Cost 4.704% .104% 3.536% 8.344% b. Weight 0.557 0.009 0.435 Cost 6.00% 13.00 17.00 Weighted Cost 3.342% .117% 7.395% 10.854% c. The difference lies in the two different value bases. The market value approach yields the better value since the costs of the components of the capital structure are calculated using the prevailing market prices. Since the common stock is selling at a higher value than its book value, the cost of capital is much higher when using the market value weights. Notice that the book value weights give the firm a much greater leverage position than when the market value weights are used. 11-13 LG 4: WACC and Target Weights a. Historical market weights: Type of Capital Weight L-T Debt .25 Preferred stock .10 Common stock .65 Cost 7.20% 13.50% 16.00% Weighted Cost 1.80% 1.35% 10.40% 13.55% b. Target market weights: Type of Capital Weight L-T Debt .30 Preferred Stock .15 Common Stock .55 Cost 7.20% 13.50% 16.00% Weighted Cost 2.160% 2.025% 8.800% 12.985% 11-14 LG 2, 3, 4, 5: Cost of Capital and Break Point a. Cost of Retained Earnings $1.26(1 + .06) $1.34 kr = + .06 = = 3.35% + 6% = 9.35% $40.00 $40.00 Cost of New Common Stock 304 b. Chapter 11 The Cost of Capital ks = $1.26(1 + .06) $1.34 + .06 = = 3.44% + 6% = 9.44% $40.00 − $1.00 $39.00 c. Cost of Preferred Stock kp = $2.00 $2.00 = = 9.09% $25.00 − $3.00 $22.00 d. $1,000 − $1,175 $65.00 5 = = 5.98% kd = $1,175 + $1,000 $1,087.50 2 ki = 5.98% x (1 - .40) = 3.59% $100 + $4,200,000 - ($1.26 × 1,000,000) $2,940,000 = = $5,880,000 .50 .50 e. BPcommon equity = f. WACC = (.40)(3.59%) + (.10)(9.09%) + (.50)(9.35%) WACC = 1.436 + .909 + 4.675 WACC = 7.02% This WACC applies to projects with a cumulative cost between 0 and $5,880,000. g. WACC = (.40)(3.59%) + (.10)(9.09%) + (.50)(9.44%) WACC = 1.436 + .909 + 4.72 WACC = 7.07% This WACC applies to projects with a cumulative cost over $5,880,000. 11-15 LG 2, 3, 4, 5: Calculation of Specific Costs, WACC, and WMCC a. Cost of Debt: (approximate) ($1,000 − Nd ) I+ n kd = ( Nd + $1,000) 2 kd = $100 + ($1,000 − $950) $100 + $5 10 = = 10.77% ($950 + $1,000) $975 2 305 Part 4 Long-Term Financial Decisions ki = 10.77 x (l - .40) ki = 6.46% Cost of Preferred Stock: kp = Dp ÷ Np kp = $8 ÷ $63 = 12.70% Cost of Common Stock Equity: ks = (D1 ÷ P0) + g Growth rate: $4.00 ÷ $2.85 = 1.403 Look for FVIF factor nearest 1.403. From FVIF table: g = 7% Calculator solution: 7.1% kr = ($4.00 ÷ $50.00) + 7% = 15.00% Cost of New Common Stock Equity: kn = ($4.00 ÷ $42.00) + 7% = 16.52% b. Breaking point = AFj ÷ Wj BPcommon equity = [$7,000,000 x (1 - .6)*)] ÷ 0.50 = $5,600,000 Between $0 and $5,600,000, the cost of common stock equity is 15% because all common stock equity comes from retained earnings. Above $5,600,000, the cost of common stock equity is 16.52%. It is higher due to the flotation costs associated with a new issue of common stock. * The firm expects to pay 60% of all earnings available to common shareholders as dividends. c. WACC - $0 to $5,600,000: L-T Debt Preferred stock Common stock .40 x 6.46% .10 x 12.70% .50 x 15.00% WACC = 2.58% = 1.27% = 7.50% = 11.35% .40 x 6.46% = 2.58% .10 x 12.70% = 1.27% .50 x 16.52% = 8.26% WACC = 12.11% 11-16 LG 2, 3, 4, 5: Calculation of Specific Costs, WACC, and WMCC d. a. Debt: (approximate) WACC - above $5,600,000: L-T Debt Preferred stock Common stock 306 Chapter 11 The Cost of Capital ($1,000 Nd ) n kd = ( Nd + $1,000) 2 I+ $80 + ($1,000 − $940) $80 + $3 20 = = 8.56% ($940 + $1,000) $970 2 kd = ki = kd x (1 - t) ki = 8.56% x (1 - .40) ki = 5.1% Preferred Stock: Dp kp = Np $7.60 kp = = 8.44% $90 Common Stock: Dj kn = +g Nn $7.00 kp = = .06 = .1497 = 14.97% $78 Retained Earnings: D1 kr = +g P0 $7.00 kp = = .06 = .1378 = 13.78% $90 b. Breaking point = AFj Wi (1) BPcommon equity = [$100,000 ] = $200,000 .50 Cost of Capital Source 5.1% 8.4% Weighted Cost 1.53% 1.68% (2) Target Capital Type of Capital Structure % WACC equal to or below $200,000 BP: Long-term debt .30 Preferred stock .20 307 Part 4 Long-Term Financial Decisions Common stock equity .50 13.8% WACC = 6.90% 10.11% (3) WACC above $200,000 BP: Long-term debt .30 Preferred stock .20 Common stock equity .50 5.1% 8.4% 15.0% WACC = 1.53% 1.68% 7.50% 10.71% 11-17 LG 4, 5, 6: Integrative–WACC, WMCC, and IOS a. Breaking Points and Ranges: Source Cost Range of Breaking Range of Total of Capital % New Financing Point New Financing Long-term debt 6 $0 - $320,000 $320,000 ÷ .40 = $800,000 $0 - $800,000 8 $320,001 Greater than and above $800,000 Preferred stock 17 $0 and above Greater than $0 Common stock 20 $0 - $200,000 $200,000 ÷ .40 = $500,000 $0 - $500,000 equity 24 $200,001 Greater than and above $500,000 b. WACC will change at $500,000 and $800,000. c. WACC: Range of Total New Financing $0 - $500,000 Source of Capital (1) Debt Preferred Common Debt Preferred Common Debt Preferred Common Target Proportion (2) 0.40 0.20 0.40 0.40 0.20 0.40 0.40 0.20 0.40 $500,000 - $800,000 Greater than $800,000 Cost Weighted Cost % (2) x (3) (3) (4) 6 2.40% 17 3.40% 20 8.00% WACC = 13.80% 6% 2.40% 17% 3.40% 24% 9.60% WACC = 15.40% 8% 3.20% 17% 3.40% 24 9.60% WACC = 16.20% d. IOS Data for Graph Investment E C G IRR 23% 22 21 Initial Investment $200,000 100,000 300,000 308 Cumulative Investment $200,000 300,000 600,000 Chapter 11 The Cost of Capital A H I B D F 19 17 16 15 14 13 200,000 100,000 400,000 300,000 600,000 100,000 800,000 900,000 1,300,000 1,600,000 2,200,000 2,300,000 IOS and WMCC 24 23 22 21 20 19 A E C G Weighted Average Cost of Capital/Return (%) 18 17 16 15 14 13 12 0 300 600 H I B D F WMCC IOS 900 1200 1500 1800 2100 2400 Total New Financing or Investment (000) e. The firm should accept investments E, C, G, A, and H, since for each of these, the internal rate of return (IRR) on the marginal investment exceeds the weighted marginal cost of capital (WMCC). The next project (i.e., I) cannot be accepted since its return of 16% is below the weighted marginal cost of the available funds of 16.2%. 11-18 LG 4, 5, 6: Integrative–WACC, WMCC, and IOC a. WACC: 0 to $600,000 = (.5)(6.3%) + (.1)(12.5%) + (.4)(15.3%) = 3.15% + 1.25% + 6.12% = 10.52% = (.5)(6.3%) + (.1)(12.5%) + (.4)(16.4%) = 3.15% + 1.25% + 6.56% = 10.96% = (.5)(7.8%) + (.1)(12.5%) + (.4)(16.4%) = 3.9% + 1.25% + 6.56% = 11.71% 309 WACC: $600,001 - $1,000,000 WACC: $1,000,001 and above Part 4 Long-Term Financial Decisions b. See part c for the WMCC schedule. All four projects are recommended for acceptance since the IRR is greater than the WMCC across the full range of investment opportunities. c. IOS and WMCC 15 H 14 G 13 K Weighted Average Cost of Capital/ Return (%) 12 M A 11 WMCC IOS 10 0 200 400 600 800 1000 1200 1400 1600 1800 2000 Total New Financing/Investment ($000) d. In this problem, projects H, G, and K would be accepted since the IRR for these projects exceeds the WMCC. The remaining project, M, would be rejected because the WMCC is greater than the IRR. 310 Chapter 11 The Cost of Capital CHAPTER 11 CASE Making Star Products' Financing/Investment Decision The Chapter 11 case, Star Products, is an exercise in evaluating the cost of capital and available investment opportunities. The student must calculate the component costs of financing, long-term debt, preferred stock, and common stock equity; determine the breaking points associated with each source; and calculate the weighted average cost of capital (WACC). Finally, the student must decide which investments to recommend to Star Products. a. Cost of financing sources Debt: Below $450,000: kd = I+ ($1,000 − Nd ) n ( Nd + $1,000) 2 ($1,000 − $960) 15 ($960 + $1,000) 2 kd = $90 + kd = $92.67 = .0946 = 9.46% $980 ki = kd x (1 - t) ki = 9.46 x (1 - .4) ki = 5.68% Above $450,000: ki = kd x (1 - t) ki = 13.0 x (1 - .4) ki = 7.8% Preferred Stock: Dp kp = Np kp = $9.80 = .1508 = 15.08% $65 Common Stock Equity: 311 Part 4 Long-Term Financial Decisions $0 - $1,500,000: kr = (Di ÷ P0) + g kr = ($.96 ÷ $12) + .11 kr = .19 or 19% kn = (Di ÷ Nn) + g = ($.96 ÷ $9) + .11 = .2166 or 21.7% Above $1,500,000: b. Breaking points Breaking point = AFj Wi $450,000 = $1,500,000 .30 $1,500,000 = $2,500,000 .60 BPLong-term debt = BPcommon equity c. = Weighted average cost of capital: Target Capital (1) Type of Capital Structure From $0 to $1,500,000: Long-term debt .30 Preferred stock .10 Common stock equity .60 1.00 Cost of Capital Source 5.7% 15.1% 19.0% WACC Weighted Cost 1.71% 1.51% 11.40% 14.62% = (2) From $1,500,000 to $2,500,000: Long-term debt .30 7.8% Preferred stock .10 15.1% 19.0% Common stock equity .60 1.00 WACC (3) Above $2,500,000: Long-term debt Preferred stock Common stock equity = 2.34% 1.51% 11.40% 15.25% .30 .10 .60 1.00 7.8% 15.1% 21.7% WACC = 2.34% 1.51% 13.02% 16.87% 312 Chapter 11 The Cost of Capital d. IOS and WMCC 26 25 24 23 22 21 C D B Weighted Average Cost of Capital/ Return (%) 20 19 18 17 16 15 14 13 12 0 400 F E WMCC A G IOS 800 1200 1600 2000 2400 2800 3200 3600 Total New Financing/Investment ($000) e. Projects C, D, B, F, and E should be accepted, because each has a return (IRR) greater than the weighted average cost of capital. These projects will require $2,400,000 in new financing. 313 CHAPTER 12 Leverage and Capital Structure INSTRUCTOR’S RESOURCES Overview This chapter introduces the student to the concepts of operating and financial leverage and the associated business and financial risks. As a prerequisite to operating leverage, breakeven analysis is presented through graphic and algebraic methods. The limitations of breakeven analysis are also discussed. Financial leverage is presented graphically by comparing financial plans on a set of EBIT-EPS axes. The degree of operating, financial, and total leverage are presented to provide tools to measure the relative differences in risk of differing operating and financial structures within the firm. Capital structure is discussed with regard to a firm's optimal mix of debt and equity, and the EBIT-EPS and valuation model approaches to evaluate capital structure, as well as important qualitative factors, are presented. PMF DISK This chapter's topics are not covered on the PMF Tutor or the PMF Problem-Solver. PMF Templates A spreadsheet template is provided for the following problem: Problem 12-2 Topic Breakeven comparisons–Algebraic 315 Part 4 Long-Term Financial Decisions Study Guide The following Study Guide examples are suggested for classroom presentation: Example 1 4 Topic Degree of operating leverage Breakeven analysis 316 Chapter 12 Leverage and Capital Structure ANSWERS TO REVIEW QUESTIONS 12-1 Leverage is the use of fixed-cost assets or funds to magnify the returns to owners. Leverage is closely related to the risk of being unable to meet operating and financial obligations when due. Operating leverage refers to the sensitivity of earnings before interest and taxes to changes in sales revenue. Financial leverage refers to the sensitivity of earnings available to common shareholders to changes in earnings before interest and taxes. Total leverage refers to the overall sensitivity of earnings available to common shareholders to changes in sales revenue. The firm's operating breakeven point is the level of sales at which all fixed and variable operating costs are covered; i.e., EBIT equals zero. An increase in fixed operating costs and variable operating costs will increase the operating breakeven point and vice versa. An increase in the selling price per unit will decrease the operating breakeven point and vice versa. Operating leverage is the ability to use fixed operating costs to magnify the effects of changes in sales on earnings before interest and taxes. Operating leverage results from the existence of fixed operating costs in the firm's income stream. The degree of operating leverage (DOL) is measured by dividing a percent change in EBIT by the percent change in sales. It can also be calculated for a base sales level using the following equation: 12-2 12-3 DOL at base sales level Q = Where: Q P VC FC 12-4 Q × (P - VC) Q × (P - VC) - FC = = = = quantity of units sales price per unit variable costs per unit fixed costs per period Financial leverage is the use of fixed financial costs to magnify the effects of changes in EBIT on earnings per share. Financial leverage is caused by the presence of fixed financial costs such as interest on debt and preferred stock dividends. The degree of financial leverage (DFL) may be measured by either of two equations: 1. DFL = % change in EPS % change in EBIT 317 Part 4 Long-Term Financial Decisions 2. DFL at base level EBIT = = = = = EBIT EBIT - I - [PD × (1 ÷ (1 - T)) ] Where: EPS EBIT I PD 12-5 Earnings per share Earnings before interest and taxes Interest on debt Preferred stock dividends The total leverage of the firm is the combined effect of fixed costs, both operating and financial, and is therefore directly related to the firm's operating and financial leverage. Increases in these types of leverage will increase total risk and vice versa. Both types of leverage do complement each other in the sense that their effects are not additive but rather they are multiplicative. This means that the overall effect of the presence of these types of leverage on the firm is quite great, since their combined leverage more than proportionately magnifies the effects of changes in sales on earnings per share. A firm's capital structure is the mix of long-term debt and equity it utilizes. The key differences between debt and equity capital are summarized in the table below. Key Differences between Debt and Equity Capital Type of Capital Debt Equity No Yes Senior to equity Subordinate to debt Stated None Interest deduction No deduction 12-6 Characteristic Voice in management* Claims on income and assets Maturity Tax treatment * In default, debt holders and preferred stockholders may receive a voice in management; otherwise, only common stockholders have voting rights. The ratios used to determine the degree of financial leverage in the firm's capital structure are the debt and the debt-equity ratios, which are direct measures; and the times interest earned and fixed-payment coverage ratios which are indirect measures. Higher direct ratios indicate a greater level of financial leverage. If coverage ratios are low, the firm is less able to meet fixed payments and will generally have high financial leverage. 12-7 The capital structure of non-U.S. companies can be quite different from that of U.S. corporations. These firms tend to have more debt than domestic companies. Several reasons contribute to this fact. U.S. capital markets are more developed than most other countries, providing U.S. firms with more alternative forms of financing. Also, large commercial banks take an active role in financing foreign 318 Chapter 12 Leverage and Capital Structure corporations. Share ownership is more concentrated at foreign companies, which reduces or eliminates potential agency problems and permits companies to operate with higher leverage. Similarities exist between non-U.S. and U.S. firms with regard to capital structure. Debt ratios within industry groupings generally follow similar patterns, as they do in the U.S., and large multinational companies (MNCs) headquartered outside of the U.S. share more similarities with other MNCs than with smaller firms based in their home country. In recent years, foreign firms have moved away from bank financing, leading to capital structures that are closer in form to that of U.S. corporations. 12-8 The tax-deductibility of interest is the major benefit of debt financing. In effect, the government subsidizes the cost of debt through the tax deduction. Because this reduces the amount of taxes paid, more earnings are available for investors. Business risk is the risk that the firm will be unable to cover its operating costs. Three factors affecting business risk are the use of fixed operating costs (operating leverage), revenue stability, and cost stability. Revenue stability refers to the relative variability of the firm's sales revenues, which is a function of the demand for the firm's product. Cost stability refers to the relative predictability of the input prices such as labor and materials. The greater the revenue and cost stability, the lower the business risk. The capital structure decision is influenced by the level of business risk. Firms with high business risk tend toward less highly leveraged capital structures, and vice versa. Financial risk is the risk that the firm will be unable to meet required financial obligations. The more fixed-cost components in a firm's capital structure (debt, leases, and preferred stock), the greater its financial leverage and financial risk. Therefore, financial risk is affected by management's capital structure decision, and that is affected by business risk. 12-9 12-10 The agency problem occurs because lenders provide funds to a firm based on their expectations for the firm's current and future capital expenditures and capital structure, which determine the firm's business and financial risk. Firm managers, as agents for the owners, have an incentive to "take advantage" of lenders. Lenders have an incentive to protect their own interests and have developed monitoring and controlling techniques to do so. Lenders protect themselves by means of loan covenants that limit the firm's ability to significantly change its business or financial risk. These covenants may include maintaining a minimum level of net working capital, restrictions on asset acquisitions and additional debt (through minimum coverage ratios), executive salaries, and dividend payments. The firm incurs agency costs when it agrees to the operating and financial provisions in the loan agreement. Since the firm's risk is somewhat controlled by the covenants, the lender can provide funds at a lower cost, which benefits the firm and its owners. 319 Part 4 Long-Term Financial Decisions 12-11 Asymmetric information results when a firm's managers have more information about operations and future prospects than do investors. This additional information will generally cause financial managers to raise funds using a pecking order (a hierarchy of financing beginning with retained earnings, followed by debt, and finally, equity) rather than maintaining a target capital structure. This might appear to be inconsistent with wealth maximization, but asymmetric information allows management to make capital structure decisions which do, in fact, lead to wealth maximization. Because of management's access to asymmetric information, the firm's financing decisions can give signals to investors reflecting management's view of the stock value. The use of debt sends a positive signal that management believes its stock is undervalued. Conversely, issuing new stock may be interpreted as a negative signal that management believes the stock is overvalued. This leads to a decline in share price, making new equity financing very costly. 12-12 As financial leverage increases, both the cost of debt and the cost of equity increase, with equity rising at a faster rate. The overall cost of capital–with the addition of debt–first begins to decrease, reaches a minimum, and then begins to increase. There is an optimal capital structure under this approach, occurring at the minimum point of the cost of capital. This optimal capital structure allows management to invest in a larger number of profitable projects, maximizing the value of the firm. 12-13 The EBIT-EPS approach is based upon the assumption that the firm, by attempting to maximize earnings per share, will also maximize the owners' wealth. The theoretical approach described in 12-12 evaluates capital structure based upon the minimization of the overall cost of capital and maximizing value; the EBIT-EPS approach involves selecting the capital structure providing maximum earnings per share, which is assumed to be consistent with the maximization of share price. This approach is believed to indirectly be consistent with wealth maximization, since earnings per share and share price are believed to be closely related. It is used to select the best of a number of possible capital structures, rather than to determine an "optimal capital structure." The financial breakeven point is the level of EBIT at which the firm's earnings per share would equal zero. The financial breakeven point can be determined by finding the before-tax cost of interest and preferred dividends. Letting I = interest, PD = preferred dividends, and t = the tax rate, the expression for the financial breakeven point is: PD (1 - tax rate) The following graph illustrates this concept. Financial breakeven point = I + 320 Chapter 12 Leverage and Capital Structure Financial Breakeven 20 15 10 Financial Breakeven Point EPS ($) 5 0 0 -5 -10 -15 20000 40000 60000 80000 100000 120000 140000 EBIT ($) 12-14 It is very unlikely that the two objectives of maximizing value and maximizing EPS would lead to the same conclusion about optimal capital structure. Generally, the optimal capital structure will have a lower percentage of debt under wealth maximization than with EPS maximization. This is because maximization of EPS fails to consider risk. 12-15 Basically, the firm should find the optimal capital structure that balances risk and return factors to maximize share value. This requires estimates of required rates of return under different levels of risk: the estimate of risk associated with each level of debt and the value of the firm under each level of debt given the risk. The firm should then choose the one that maximizes its value. In addition to quantitative considerations, the firm should take into account factors related to business risk, agency costs, and the asymmetric information. These include 1) revenue stability, 2) cash flow, 3) contractual obligations, 4) management preferences, 5) control, 6) external risk assessment, and 7) timing. 321 Part 4 Long-Term Financial Decisions SOLUTION TO PROBLEMS 12-1 LG 1: Breakeven Point–Algebraic Q = FC ÷ (P - VC) Q = $12,350 ÷ ($24.95 - $15.45) Q = 1,300 12-2 a. LG 1: Breakeven Comparisons–Algebraic Q = FC ÷ (P - VC) Firm F: Q= $45,000 = 4,000 units ($18.00 − $6.75) $30,000 = 4,000 units ($21.00 − $13.50) $90,000 = 5,000 units ($30.00 − $12.00) Firm G: Q= Firm H: b. Q= From least risky to most risky: F and G are of equal risk, then H. It is important to recognize that operating leverage is only one measure of risk. LG 1: Breakeven Point–Algebraic and Graphic 12-3 a. Q = FC ÷ (P - VC) Q = $473,000 ÷ ($129 - $86) Q = 11,000 units 322 Chapter 12 Leverage and Capital Structure b. Graphic Operating Breakeven Analysis 3000 Profits Breakeven Point Sales Revenue Total Operating Cost 2500 2000 Cost/Revenue ($000) Losses 1500 1000 500 Fixed Cost 0 0 4000 8000 12000 16000 20000 24000 Sales (Units) 12-4 a. b. LG 1: Breakeven Analysis Q= $73,500 = 21,000 CDs ($13.98 − $10.48) Total operating costs = FC + (Q x VC) Total operating costs = $73,500 + (21,000 x $10.48) Total operating costs = $293,580 2,000 x 12 = 24,000 CDs per year. 2,000 records per month exceeds the operating breakeven by 3,000 records per year. Barry should go into the CD business. EBIT EBIT EBIT EBIT = = = = (P x Q) - FC - (VC x Q) ($13.98 x 24,000) - $73,500 - ($10.48 x 24,000) $335,520 - $73,500 - $251,520 $10,500 c. d. 323 Part 4 Long-Term Financial Decisions 12-5 a. b. c. d. e. LG 1: Breakeven Point–Changing Costs/Revenues Q = F ÷ (P - VC) Q Q Q Q = = = = $40,000 ÷ ($10 - $8) $44,000 ÷ $2.00 $40,000 ÷ $2.50 $40,000 ÷ $1.50 = = = = 20,000 books 22,000 books 16,000 books 26,667 books The operating breakeven point is directly related to fixed and variable costs and inversely related to selling price. Increases in costs raise the operating breakeven point, while increases in price lower it. LG 1: Breakeven Analysis 12-6 a. b. Q= FC $4,000 = = 2,000 figurines (P − VC) $8.00 − $6.00 $10,000 4,000 9,000 -$ 3,000 $15,000 4,000 9,000 $ 2,000 Sales Less: Fixed costs Variable costs ($6 x 1,500) EBIT Sales Less: Fixed costs Variable costs ($6 x 1,500) EBIT Q= c. d. e. EBIT + FC $4,000 + $4,000 $8,000 = = = 4,000 units P − VC $8 − $6 $2 One alternative is to price the units differently based on the variable cost of the unit. Those more costly to produce will have higher prices than the less expensive production models. If they wish to maintain the same price for all units they may have to reduce the selection from the 15 types currently available to a smaller number which includes only those that have variable costs of $6 or less. 324 Chapter 12 Leverage and Capital Structure 12-7 LG 2: EBIT Sensitivity a. and b. Sales Less: Variable costs Less: Fixed costs EBIT c. 8,000 units $72,000 40,000 20,000 $12,000 8,000 10,000 10,000 units $90,000 50,000 20,000 $20,000 12,000 units $108,000 60,000 20,000 $28,000 12,000 Unit Sales Percentage (8,000 - 10,000) ÷ 10,000 change in unit sales = - 20% Percentage (12,000 - 20,000) ÷ 20,000 change in EBIT = -40% d. (12,000 - 10,000) ÷ 10,000 0 = + 20% (28,000 - 20,000) ÷ 20,000 0 = + 40% EBIT is more sensitive to changing sales levels; it increases/decreases twice as much as sales. LG 2: Degree of Operating Leverage 12-8 a. b. Q= FC $380,000 = = 8,000 units (P − VC) $63.50 − $16.00 Sales Less: Variable costs Less: Fixed costs EBIT c. 9,000 units $571,500 144,000 380,000 $ 47,500 10,000 units $635,000 160,000 380,000 $ 95,000 11,000 units $698,500 176,000 380,000 $142,500 Change in Unit Sales % Change in Sales 9,000 units - 1,000 -1,000 ÷ 10,000 = - 10% -$47,500 -$47,500 ÷ 95,000 - 50% 325 10,000 units 0 0 11,000 units + 1,000 1,000 ÷ 10,000 = + 10% +$47,500 $47,500 ÷ 95,000 + 50% Change in EBIT % Change in EBIT 0 0 Part 4 Long-Term Financial Decisions d. 9,000 units % Change in EBIT % Change in Sales - 50 ÷ - 10 = 5 11,000 units 50 ÷ 10 = 5 e. DOL = [Q × (P - VC)] [Q × (P - VC)] − FC [10,000 × ($63.50 - $16.00) - $380,000] $475,000 = 5.00 $95,000 DOL = [10,000 × ($63.50 - $16.00)] DOL = 12-9 a. LG 2: Degree of Operating Leverage–Graphic Q= FC $72,000 = = 24,000 units (P − VC) $9.75 − $6.75 b. DOL = [Q × (P - VC)] [Q × (P - VC)] − FC [25,000 × ($9.75 - $6.75)] = 25.0 [25,000 × ($9.75 - $6.75)] − $72,000 [30,000 × ($9.75 - $6.75)] = 5.0 [30,000 × ($9.75 - $6.75)] − $72,000 [40,000 × ($9.75 - $6.75)] = 2.5 [40,000 × ($9.75 - $6.75)] − $72,000 DOL = DOL = DOL = 326 Chapter 12 Leverage and Capital Structure c. DOL versus Unit Sales 30 25 Degree of Operating Leverage 20 15 10 5 0 15000 20000 25000 30000 35000 40000 Unit Sales d. DOL = [24,000 × ($9.75 - $6.75)] =∞ [24,000 × ($9.75 - $6.75)] − $72,000 At the operating breakeven point, the DOL is infinite. e. DOL decreases as the firm expands beyond the operating breakeven point. 12-10 LG 2: EPS Calculations (a) $24,600 9,600 $15,000 6,000 $9,000 7,500 $1,500 (b) $30,600 9,600 $21,000 8,400 $12,600 7,500 $5,100 (c) $35,000 9,600 $25,400 10,160 $15,240 7,500 $7,740 EBIT Less: Interest Net profits before taxes Less: Taxes Net profit after taxes Less: Preferred dividends Earnings available to common shareholders EPS (4,000 shares) $0.375 $1.275 $1.935 327 Part 4 Long-Term Financial Decisions 12-11 LG 2: Degree of Financial Leverage a. EBIT Less: Interest Net profits before taxes Less: Taxes (40%) Net profit after taxes EPS (2,000 shares) b. $80,000 40,000 $40,000 16,000 $24,000 $12.00 $120,000 40,000 $80,000 32,000 $48,000 $24.00 DFL = EBIT ⎡ ⎛ 1 ⎞⎤ ⎟⎥ ⎢EBIT - I - ⎜ PD × ⎜ (1 - T) ⎟⎦ ⎝ ⎠ ⎣ DFL = c. $80,000 =2 [$80,000 - $40,000 - 0] EBIT Less: Interest Net profits before taxes Less: Taxes (40%) Net profit after taxes EPS (3,000 shares) DFL = $80,000 16,000 $64,000 25,600 $38,400 $12.80 $120,000 16,000 $104,000 41,600 $62,400 $20.80 $80,000 = 1.25 [$80,000 - $16,000 - 0] 12-12 LG 2, 5: DFL and Graphic Display of Financing Plans a. DFL = EBIT ⎡ ⎛ 1 ⎞⎤ ⎟⎥ ⎢EBIT - I - ⎜ PD × ⎜ (1 - T) ⎟⎦ ⎝ ⎠ ⎣ DFL = $67,500 = 1.5 [$67,500 - $22,500 - 0] 328 Chapter 12 Leverage and Capital Structure b. Graphic Display of Financing Plans 2 1.8 1.6 1.4 1.2 EPS 1 0.8 0.6 0.4 0.2 0 17.5 -0.2 -0.4 -0.6 27.5 37.5 47.5 57.5 67.5 77.5 87.5 ($) EBIT ($000) c. DFL = $67,500 $6,000 ⎤ ⎡ ⎢$67,500 - $22,500 - .6 ⎥ ⎦ ⎣ = 1.93 d. e. See graph The lines representing the two financing plans are parallel since the number of shares of common stock outstanding is the same in each case. The financing plan, including the preferred stock, results in a higher financial breakeven point and a lower EPS at any EBIT level. 12-13 LG 1, 2: Integrative–Multiple Leverage Measures a. Operating breakeven = $28,000 = 175,000 units $0.16 b. DOL = [Q × (P - VC)] [Q × (P - VC)] − FC [400,000 × ($1.00 - $0.84)] $64,000 = = 1.78 [400,000 × ($1.00 - $0.84)] − $28,000 $36,000 DOL = 329 Part 4 Long-Term Financial Decisions c. EBIT EBIT EBIT EBIT DFL = = = = = (P x Q) - FC - (Q x VC) ($1.00 x 400,000) - $28,000 - (400,000 x $0.84) $400,000 - $28,000 - $336,000 $36,000 EBIT ⎡ ⎛ 1 ⎞⎤ ⎟⎥ ⎢EBIT - I - ⎜ PD × ⎜ (1 - T) ⎟⎦ ⎠ ⎝ ⎣ $36,000 ⎡ ⎛ $2,000 ⎞⎤ ⎢$36,000 - $6,000 - ⎜ ⎟ ⎜ (1 - .4) ⎟⎥ ⎠⎦ ⎝ ⎣ = 1.35 DFL = d. DTL = [Q × (P - VC)] ⎡ ⎛ PD ⎞⎤ ⎢Q × (P - VC ) − FC − I − ⎜ ⎟ ⎜ (1 − T) ⎟⎥ ⎠⎦ ⎝ ⎣ DTL = [400,000 × ($1.00 - $0.84)] ⎡ ⎛ $2,000 ⎞⎤ ⎢400,000 × ($1.00 - $0.84 ) − $28,000 − $6,000 − ⎜ ⎟ ⎜ (1 − .4) ⎟⎥ ⎠⎦ ⎝ ⎣ $64,000 $64,000 = = 2.40 [$64,000 - $28,000 - $9,333] $26,667 DTL = DTL = DOL x DFL DTL = 1.78 x 1.35 = 2.40 The two formulas give the same result. 12-14 LG 2: Integrative–Leverage and Risk a. DOLR = [100,000 × ($2.00 - $1.70)] = $30,000 = 1.25 [100,000 × ($2.00 - $1.70)] − $6,000 $24,000 $24,000 = 1.71 [$24,000 - $10,000] DFLR = DTLR = 1.25 x 1.71 = 2.14 330 Chapter 12 Leverage and Capital Structure b. DOLW = [100,000 × ($2.50 - $1.00)] $150,000 = = 1.71 [100,000 × ($2.50 - $1.00)] − $62,500 $87,500 $87,500 = 1.25 [$87,500 - $17,500] DFLW = DTLR = 1.71 x 1.25 = 2.14 c. d. Firm R has less operating (business) risk but more financial risk than Firm W. Two firms with differing operating and financial structures may be equally leveraged. Since total leverage is the product of operating and financial leverage, each firm may structure itself differently and still have the same amount of total risk. 12-15 LG 1, 2: Integrative–Multiple Leverage Measures and Prediction a. b. Q = FC ÷ (P - VC) Q = $50,000 ÷ ($6 - $3.50) = 20,000 latches $180,000 50,000 105,000 25,000 13,000 12,000 4,800 $7,200 Sales ($6 x 30,000) Less: Fixed costs Variable costs ($3.50 x 30,000) EBIT Less interest expense EBT Less taxes (40%) Net profits DOL = c. [Q × (P - VC)] [Q × (P - VC)] − FC DOL = [30,000 × ($6.00 - $3.50)] $75,000 = = 3.0 [30,000 × ($6.00 - $3.50)] − $50,000 $25,000 EBIT ⎡ ⎛ 1 ⎞⎤ ⎟⎥ ⎢EBIT - I - ⎜ PD × ⎜ (1 - T) ⎟⎦ ⎠ ⎝ ⎣ $25,000 $25,000 = = 75.08 $25,000 − $13,000 − [$7,000 × (1 ÷ .6)] $333 d. DFL = DFL = e. DTL = DOL x DFL = 3 x 75.08 = 225.24 331 Part 4 Long-Term Financial Decisions f. Change in sales = 15,000 = 50% 30,000 % Change in EBIT = % change in sales x DOL = 50% x 3 = 150% New EBIT = $25,000 + ($25,000 x 150%) = $62,500 % Change in net profit = % change in sales x DTL = 50% x 225.24 = 11,262% New net profit = $7,200 + ($7,200 x 11,262%) = $7,200 + $810,864 =$818,064 12-16 LG 3: Various Capital Structures Debt Ratio 10% 20% 30% 40% 50% 60% 90% Debt $100,000 $200,000 $300,000 $400,000 $500,000 $600,000 $900,000 Equity $900,000 $800,000 $700,000 $600,000 $500,000 $400,000 $100,000 Theoretically, the debt ratio cannot exceed 100%. Practically, few creditors would extend loans to companies with exceedingly high debt ratios (>70%). 12-17 LG 3: Debt and Financial Risk a. EBIT Calculation Probability Sales Less: Variable costs (70%) Less: Fixed costs EBIT Less Interest Earnings before taxes Less: Taxes Earnings after taxes .20 $200,000 140,000 75,000 $(15,000) 12,000 $(27,000) (10,800) $(16,200) .60 $300,000 210,000 75,000 $15,000 12,000 $3,000 1,200 $1,800 .20 $400,000 280,000 75,000 $45,000 12,000 $33,000 13,200 $19,800 b. EPS 332 Chapter 12 Leverage and Capital Structure Earnings after taxes Number of shares EPS Expected EPS = ∑ EPSj × Prj i =1 n $(16,200) 10,000 $(1.62) $1,800 10,000 $0.18 $19,800 10,000 $1.98 Expected EPS Expected EPS Expected EPS σEPS = n = (-$1.62 x .20) + ($0.18 x .60) + ($1.98 x .20) = -$.324 +$0.108 + $.396 = $0.18 2 ∑ (EPS - EPS) i i =1 × Pri σEPS = [(-$1.62 - $0.18) 2 × .20 + ($0.18 − $0.18) 2 × .60 + ($1.98 − $0.18) 2 × .20 [ [ σEPS = ($3.24 ×.20) + 0 + ($3.24 ×.20) σEPS = $0.648 + $0.648 σEPS = $1.296 = $1.138 CVEPS = c. σ EPS 1138 . = = 6.32 Expected EPS .18 EBIT * Less: Interest Net profit before taxes Less: Taxes Net profits after taxes EPS (15,000 shares) * From part a. Expected EPS σEPS = $(15,000) 0 $(15,000) (6,000) $(9,000) $(0.60) $15,000 0 $15,000 6,000 $9,000 $0.60 $45,000 0 $45,000 18,000 $27,000 $1.80 = ($-0.60 x .20) + ($0.60 x .60) + ($1.80 x .20) = $0.60 2 [(-$0.60 - $0.60) × .20 + ($0.60 − $0.60) 2 × .60 + ($1.80 − $0.60) 2 × .20 [ [ σEPS = ($1.44 ×.20) + 0 + ($1.44 ×.20) σEPS = $0.576 = $0.759 333 Part 4 Long-Term Financial Decisions CVEPS = d. $0.759 = 1265 . .60 Summary Statistics Expected EPS σEPS CVEPS With Debt $ 0.180 $1.138 6.320 All Equity $ 0.600 $ 0.759 1.265 Including debt in Tower Interiors' capital structure results in a lower expected EPS, a higher standard deviation, and a much higher coefficient of variation than the all-equity structure. Eliminating debt from the firm's capital structure greatly reduces financial risk, which is measured by the coefficient of variation. 12-18 LG 4: EPS and Optimal Debt Ratio a. Debt Ratio vs. EPS 4.2 4 3.8 3.6 Earnings per share ($) 3.4 3.2 3 2.8 2.6 2.4 2.2 2 0 20 40 60 80 100 Debt Ratio (%) 334 Chapter 12 Leverage and Capital Structure Maximum EPS appears to be at 60% debt ratio, with $3.95 per share earnings. b. CVEPS = σEPS EPS CV .5 .6 .8 1.0 1.4 Debt Ratio 0% 20 40 60 80 Debt Ratio vs. Coefficient of Variation 1.4 1.2 1 Coefficient of Variation of EPS 0.8 Financial Risk 0.6 0.4 Business Risk 0.2 0 0 10 20 30 40 50 60 70 80 Debt Ratio (%) 335 Part 4 Long-Term Financial Decisions 12-19 LG 5: EBIT-EPS and Capital Structure a. Using $50,000 and $60,000 EBIT: Structure A $50,000 $60,000 16,000 16,000 $34,000 $44,000 17,600 13,600 $20,400 $26,400 $5.10 $6.60 $4.80 $7.80 Structure B $50,000 $60,000 34,000 34,000 $16,000 $26,000 6,400 10,400 $9,600 $15,600 EBIT Less: Interest Net profits before taxes Less: Taxes Net profit after taxes EPS (4,000 shares) EPS (2,000 shares) Financial breakeven points: Structure A $16,000 Structure B $34,000 b. 8 Comparison of Financial Structures Sructure B 7 6 5 Crossover Point $52,000 EPS ($) 4 3 2 1 0 10000 Structure A 20000 30000 40000 50000 60000 EBIT ($) c. If EBIT is expected to be below $52,000, Structure A is preferred. If EBIT is expected to be above $52,000, Structure B is preferred. Structure A has less risk and promises lower returns as EBIT increases. B is more risky since it has a higher financial breakeven point. The steeper slope of the line for Structure B also indicates greater financial leverage. 336 d. Chapter 12 Leverage and Capital Structure e. If EBIT is greater than $75,000, Structure B is recommended since changes in EPS are much greater for given values of EBIT. 12-20 LG 5: EBIT-EPS and Preferred Stock a. EBIT Less: Interest Net profits before taxes Less: Taxes Net profit after taxes Less: Preferred dividends Earnings available for common shareholders EPS (8,000 shares) EPS (10,000 shares) b. Structure A $30,000 $50,000 12,000 12,000 $18,000 $38,000 15,200 7,200 $10,800 $22,800 1,800 1,800 $9,000 $1.125 $21,000 $2.625 Structure B $30,000 $50,000 7,500 7,500 $22,500 $42,500 9,000 17,000 $13,500 $25,500 2,700 2,700 $10,800 $22,800 $1.08 $2.28 Comparison of Capital Structures 3 Structure A 2.5 2 Crossover Point $27,000 EPS ($) 1.5 1 Structure B 0.5 0 0 10000 20000 30000 40000 50000 60000 EBIT ($) c. d. Structure A has greater financial leverage, hence greater financial risk. If EBIT is expected to be below $27,000, Structure B is preferred. If EBIT is expected to be above $27,000, Structure A is preferred. 337 Part 4 Long-Term Financial Decisions e. If EBIT is expected to be $35,000, Structure A is recommended since changes in EPS are much greater for given values of EBIT. 12-21 LG 3, 4, 6: Integrative–Optimal Capital Structure a. Debt ratio EBIT Less interest EBT Taxes @40% Net profit Less preferred dividends Profits available to common stock # shares outstanding EPS b. 0% $2,000,000 0 $2,000,000 800,000 $1,200,000 200,000 $1,000,000 200,000 $5.00 15% $2,000,000 120,000 $1,880,000 752,000 $1,128,000 200,000 $ 928,000 170,000 $5.46 30% $2,000,000 270,000 1,730,000 692,000 $1,038,000 200,000 $ 838,000 140,000 $5.99 45% $2,000,000 540,000 $1,460,000 584,000 $ 876,000 200,000 $ 676,000 110,000 $6.15 60% $2,000,000 900,000 $1,100,000 440,000 $660,000 200,000 $ 460,000 80,000 $5.75 P0 = EPS ks Debt: 15% $5.46 P0 = = $42.00 .13 Debt: 45% $6.15 P0 = = $38.44 .16 Debt: 0% $5.00 P0 = = $41.67 .12 Debt: 30% $5.99 P0 = = $42.79 .14 Debt: 60% $5.75 P0 = = $28.75 .20 c. The optimal capital structure would be 30% debt and 70% equity because this is the debt/equity mix that maximizes the price of the common stock. 338 Chapter 12 Leverage and Capital Structure 12-22 LG 3, 4, 6: Integrative–Optimal Capital Structures a. 0% debt ratio Probability Sales Less: Variable costs (70%) Less: Fixed costs EBIT Less Interest Earnings before taxes Less: Taxes Earnings after taxes EPS (25,000 shares) .20 $200,000 80,000 100,000 $20,000 0 $20,000 8,000 $12,000 $0.48 Probability .60 $300,000 120,000 100,000 $80,000 0 $80,000 32,000 $48,000 $1.92 .20 $400,000 160,000 100,000 $140,000 0 $140,000 56,000 $84,000 $3.36 20 % debt ratio: Total capital=$250,000 (100% equity = Amount of debt = 20% x $250,000 Amount of equity = 80% x 250,000 Number of shares = $200,000 ÷ $10 book value 25,000 shares x $10 book value) = $50,000 = $200,000 = 20,000 shares EBIT Less Interest Earnings before taxes Less: Taxes Earnings after taxes EPS (20,000 shares) .20 $20,000 5,000 $15,000 6,000 $9,000 $0.45 Probability .60 $80,000 5,000 $75,000 30,000 $45,000 $2.25 .20 $140,000 5,000 $135,000 54,000 $81,000 $4.05 40% debt ratio: Amount of debt = 40% x $250,000: = total debt capital = $100,000 Number of shares = $150,000 equity ÷ $10 book value = 15,000 shares EBIT Less Interest Earnings before taxes Less: Taxes Earnings after taxes EPS (15,000 shares) .20 $20,000 12,000 $8,000 3,200 $4,800 $0.32 Probability .60 $80,000 12,000 $68,000 27,200 $40,800 $2.72 .20 $140,000 12,000 $128,000 51,200 $76,800 $5.12 339 Part 4 Long-Term Financial Decisions 60% debt ratio: Amount of debt = 60% x $250,000 = total debt capital = $150,000 Number of shares = $100,000 equity ÷ $10 book value = 10,000 shares EBIT Less Interest Earnings before taxes Less: Taxes Earnings after taxes EPS (10,000 shares) .20 $20,000 21,000 $(1,000) (400) $(600) $ ( 0.06) Number of Common Shares 25,000 20,000 15,000 10,000 Probability .60 $80,000 21,000 $59,000 23,600 $35,400 $3.54 .20 $140,000 21,000 $119,000 47,600 $71,400 $7.14 Debt Ratio 0% 20% 40% 60% E(EPS) $1.92 $2.25 $2.72 $3.54 σEPS .9107 1.1384 1.5179 2.2768 CV (EPS) .4743 .5060 .5581 .6432 Dollar Amount of Debt 0 $50,000 $100,000 $150,000 Share Price * $1.92/.16 = $12.00 $2.25/.17 = $13.24 $2.72/.18 = $15.11 $3.54/.24 = $14.75 * Share price: problem. b. (1) (2) E(EPS) ÷ required return for CV for E(EPS), from table in Optimal capital structure to maximize EPS: Optimal capital structure to maximize share price: 60% debt 40% equity 40% debt 60% equity 340 Chapter 12 Leverage and Capital Structure c. 16 14 12 EPS vs. Share Price Share Price E(EPS)/ Share Price ($) 10 8 6 E(EPS) 4 2 0 0 10 20 30 40 50 60 Debt Ratio (%) 12-23 LG 3, 4, 5, 6: Integrative–Optimal Capital Structure a. % Debt 0 10 20 30 40 50 60 b. Total Assets $40,000,000 40,000,000 40,000,000 40,000,000 40,000,000 40,000,000 40,000,000 $ Debt $ 0 4,000,000 8,000,000 12,000,000 16,000,000 20,000,000 24,000,000 $ Equity $40,000,000 36,000,000 32,000,000 28,000,000 24,000,000 20,000,000 16,000,000 No. of shares @ $25 1,600,000 1,440,000 1,280,000 1,120,000 960,000 800,000 640,000 % Debt 0 10 20 30 40 50 60 $ Total Debt $ 0 4,000,000 8,000,000 12,000,000 16,000,000 20,000,000 24,000,000 Before Tax Cost of Debt, kd 0.0% 7.5 8.0 9.0 11.0 12.5 15.5 $ Interest Expense $ 0 300,000 640,000 1,080,000 1,760,000 2,500,000 3,720,000 341 Part 4 Long-Term Financial Decisions c. % Debt 0 10 20 30 40 50 60 d. $ Interest Expense $ 0 300,000 640,000 1,080,000 1,760,000 2,500,000 3,720,000 EBT $8,000,000 7,700,000 7,360,000 6,920,000 6,240,000 5,500,000 4,280,000 Taxes @40% $3,200,000 3,080,000 2,944,000 2,768,000 2,496,000 2,200,000 1,712,000 Net Income $4,800,000 4,620,000 4,416,000 4,152,000 3,744,000 3,300,000 2,568,000 # of Shares 1,600,000 1,440,000 1,280,000 1,120,000 960,000 800,000 640,000 EPS $3.00 3.21 3.45 3.71 3.90 4.13 4.01 % Debt 0 10 20 30 40 50 60 e. EPS $3.00 3.21 3.45 3.71 3.90 4.13 4.01 kS 10.0% 10.3 10.9 11.4 12.6 14.8 17.5 P0 $30.00 31.17 31.65 32.54 30.95 27.91 22.91 The optimal proportion of debt would be 30% with equity being 70%. This mix will maximize the price per share of the firm's common stock and thus maximize shareholders' wealth. Beyond the 30% level, the cost of capital increases to the point that it offsets the gain from the lower-costing debt financing. 12-24 LG 4, 5, 6: Integrative–Optimal Capital Structure a. Probability .30 .40 Sales $600,000 $900,000 Less: Variable costs (40%) 240,000 360,000 300,000 Less: Fixed costs 300,000 EBIT $ 60,000 $240,000 b. .30 $1,200,000 480,000 300,000 $ 420,000 Number of Debt Amount Amount Shares of Ratio of Debt of Equity Common Stock * 0% $ 0 $1,000,000 40,000 15% 150,000 850,000 34,000 30% 300,000 700,000 28,000 45% 450,000 550,000 22,000 60% 600,000 400,000 16,000 * Dollar amount of equity ÷ $25 per share = Number of shares of common stock. c. 342 Chapter 12 Leverage and Capital Structure Debt Ratio 0% 15% 30% 45% 60% d. Amount of Debt $ 0 150,000 300,000 450,000 600,000 Before tax cost of debt 0.0% 8.0 10.0 13.0 17.0 Annual Interest $ 0 12,000 30,000 58,500 102,000 EPS = [(EBIT - Interest) (1- T)] ÷ Number of common shares outstanding. Debt Ratio 0% Calculation ($ 60,000 - $0) x (.6) ÷ 40,000 shares ($240,000 - $0) x (.6) ÷ 40,000 shares ($420,000 - $0) x (.6) ÷ 40,000 shares ($ 60,000 - $12,000) x (.6) ÷ 34,000 shares ($240,000 - $12,000) x (.6) ÷ 34,000 shares ($420,000 - $12,000) x (.6) ÷ 34,000 shares ($ 60,000 - $30,000) x (.6) ÷ 28,000 shares ($240,000 - $30,000) x (.6) ÷ 28,000 shares ($420,000 - $30,000) x (.6) ÷ 28,000 shares ($ 60,000 - $58,500) x (.6) ÷ 22,000 shares ($240,000 - $58,500) x (.6) ÷ 22,000 shares ($420,000 - $58,500) x (.6) ÷ 22,000 shares ($ 60,000 - $102,000) x (.6) ÷ 16,000 shares ($240,000 - $102,000) x (.6) ÷ 16,000 shares ($420,000 - $102,000) x (.6) ÷ 16,000 shares EPS = $0.90 = 3.60 = 6.30 = $0.85 = 4.02 = 7.20 = $0.64 = 4.50 = 8.36 = $0.04 = 4.95 = 9.86 = - $1.58 = 5.18 = 11.93 15% 30% 45% 60% 343 Part 4 Long-Term Financial Decisions e. (1) E(EPS) =.30(EPS1) +.40(EPS2) +.30(EPS3) Debt Ratio 0% Calculation .30 x (0.90) + .40 x (3.60) + .30 x (6.30) .27 + 1.44 + 1.89 .30 x (0.85) + .40 x (4.02) + .30 x (7.20) .26 + 1.61 + 2.16 .30 x (0.64) + .40 x (4.50) + .30 x (8.36) .19 + 1.80 + 2.51 .30 x (0.04) + .40 x (4.95) + .30 x (9.86) .01 + 1.98 + 2.96 .30 x (-1.58) + .40 x (5.18) + .30 x (11.93) - .47 + 2.07 + 3.58 σEPS E(EPS) = $3.60 15% = $4.03 30% = $4.50 45% = $4.95 60% = $5.18 (2) Debt Ratio 0% Calculation σEPS = [(.90 - 3.60) 2 × .3 + (3.60 − 3.60) 2 × .4 + (6.30 − 3.60) 2 × .3 [ [ σEPS = 2.187 + 0 + 2.187 σEPS = 4.374 σEPS = 2.091 15% σEPS = [ (.85 - 4.03) 2 ×.3] + [ (4.03 − 4.03) 2 ×.4] + [ (7.20 − 4.03) 2 ×.3] σEPS = 3.034 + 0 + 3.034 σEPS = 6.068 σEPS = 2.463 30% σEPS = [ (.64 - 4.50) 2 ×.3] + [ (4.50 − 4.50) 2 ×.4] + [ (8.36 − 4.50) 2 ×.3] σEPS = 4.470 + 0 + 4.470 σEPS = 8.94 σEPS = 2.99 45% σEPS = [ (.04 - 4.95) 2 ×.3] + [ (4.95 − 4.95) 2 ×.4] + [ (9.86 − 4.95) 2 ×.3] 344 Chapter 12 Leverage and Capital Structure σEPS = 7.232 + 0 + 7.187232 σEPS = 14.464 σEPS = 3803 . 60% σEPS = [(-1.58 - 5.18) 2 × .3 + (5.18 − 5.18) 2 × .4 + (11.930 − 5.18) 2 × .3 [ [ σEPS = 13.669 + 0 + 13.669 σEPS = 27.338 σEPS = 5.299 (3) Debt Ratio 0% 15% 30% 45% 60% f. (1) σEPS 2.091 2.463 2.990 3.803 5.229 ÷ ÷ ÷ ÷ ÷ ÷ E(EPS) 3.60 4.03 4.50 4.95 5.18 = = = = = = CV .581 .611 .664 .768 1.009 E(EPS) vs. Debt Ratio 6 5 4 E(EPS) ($) 3 2 1 0 0 10 20 30 40 50 60 70 Debt Ratio (%) (2) Coefficient of Variation vs. Debt Ratio 345 Part 4 Long-Term Financial Decisions 6 5 4 Coefficient of Variation 3 2 1 0 0 10 20 30 40 50 60 70 Debt Ratio (%) The return, as measured by the E(EPS), as shown in part d, continually increases as the debt ratio increases, although at some point the rate of increase of the EPS begins to decline (the law of diminishing returns). The risk as measured by the CV also increases as the debt ratio increases, but at a more rapid rate. 346 Chapter 12 Leverage and Capital Structure g. Comparison of Capital Structures 12 10 8 $198 6 100 60% Debt 30% Debt 0% Debt EPS ($) 4 2 0 0 -2 -4 60 120 180 240 300 360 420 EBIT ($000) The EBIT ranges over which each capital structure is preferred are as follows: Debt ratio 0% 30% 60% EBIT Range $0 - $100,000 $100,001 - $198,000 above $198,000 To calculate the intersection points on the graphic representation of the EBITEPS approach to capital structure, the EBIT level which equates EPS for each capital structure must be found, using the formula in Footnote 22. EPS = Set (1 - T) × (EBIT - I) - PD number of common shares outstanding EPS 0% = EPS 30% EPS 30% = EPS 60% The first calculation, EPS 0% = EPS 30%, is illustrated: 347 Part 4 Long-Term Financial Decisions EPS0% = [(1-.4)(EBIT - $0) - 0] 40,000 shares EPS30% = [(1 - .4)(EBIT - $30,000) - 0] 28,000 shares 16,800 EBIT = 24,000 EBIT - 720,000,000 EBIT = 720,000,000 = $100,000 7,200 The major problem with this approach is that is does not consider maximization of shareholder wealth (i.e., share price). h. Debt Ratio 0% 15% 30% 45% 60% i. EPS $3.60 $4.03 $4.50 $4.95 $5.18 ÷ ÷ ÷ ÷ ÷ ÷ ks .100 .105 .116 .140 .200 Share Price $36.00 $38.38 $38.79 $35.36 $25.90 To maximize EPS, the 60% debt structure is preferred. To maximize share value, the 30% debt structure is preferred. A capital structure with 30% debt is recommended because it maximizes share value and satisfies the goal of maximization of shareholder wealth. 348 Chapter 12 Leverage and Capital Structure CHAPTER 12 CASE Evaluating Tampa Manufacturing's Capital Structure This case asks the student to evaluate Tampa's current and proposed capital structures in terms of maximization of earnings per share and financial risk before recommending one. It challenges the student to go beyond just the numbers and consider the overall impact of his or her choices on the firm's financial policies. a. Times Interest Earned Calculations Debt Coupon rate Interest EBIT Interest Times interest earned = Current 10% Debt $1,000,000 .09 $ 90,000 $1,200,000 $90,000 Alternative A 30% Debt $3,000,000 .10 $ 300,000 $1,200,000 $300,000 Alternative B 50% Debt $5,000,000 .12 $ 600,000 $1,200,000 $600,000 13.33 4 2 As the debt ratio increases from 10% to 50%, so do both financial leverage and risk. At 10% debt and $1,200,000 EBIT, the firm has over 13 times coverage of interest payments; at 30%, it still has 4 times coverage. At 50% debt, the highest financial leverage, coverage drops to 2 times, which may not provide enough cushion. Both the times interest earned and debt ratios should be compared to those of the printing equipment industry. b. EBIT-EPS Calculations (using any two EBIT levels) EBIT Interest PBT Taxes PAT EPS Current 10% Debt 100,000 Shares $ 600,000 $1,200,000 90,000 90,000 $ 510,000 $1,110,000 444,000 204,000 $ 306,000 $ 666,000 $3.06 $6.66 Alternative A 30% Debt 70,000 Shares $ 600,000 $1,200,000 300,000 300,000 $ 300,000 $ 900,000 120,000 360,000 $ 180,000 $ 540,000 $2.57 $7.71 Alternative B 50% Debt 40,000 Shares $ 600,000 $1,200,000 600,000 600,000 $ 0 $ 600,000 0 240,000 $ 0 $ 360,000 0 $9.00 349 Part 4 Long-Term Financial Decisions Comparison of Capital Structures 9 8 7 6 EPS 50% EPS 30% EPS 10% EPS ($) 5 4 3 2 1 0 0 200000 400000 600000 800000 1000000 1200000 EBIT ($) c. If Tampa's EBIT is $1,200,000, EPS is highest with the 50% debt ratio. The steeper slope of the lines representing higher debt levels demonstrates that financial leverage increases as the debt ratio increases. Although EPS is highest at 50%, the company must also take into consideration the financial risk of each alternative. The drawback to the EBIT-EPS approach is its emphasis on maximizing EPS rather than owner's wealth. It does not take risk into account. Also, if EBIT falls below about $750,000 (intersection of 10% and 30% debt), EPS is higher with a capital structure of 10%. Market value: P0 = EPS ÷ ks Current: Alternative A-30%: Alternative B-50%: $6.66 ÷ .12 $7.71 ÷ .13 $9.00 ÷ .18 = $55.50 = $59.31 = $50.00 d. e. Alternative A, 30% debt, appears to be the best alternative. Although EPS is higher with Alternative B, the financial risk is high; times interest earned is only 2 times. Alternative A has a moderate risk level, with 4 times coverage of interest earned, and provides increased market value. Choosing this capital structure allows the firm to benefit from financial leverage while not taking on too much financial risk. 350 CHAPTER 13 Dividend Policy INSTRUCTOR’S RESOURCES Overview Chapter 13 concentrates on the dividend decision from the viewpoint of both the firm and the investors. The types of dividend policies, forms of dividends, and their possible effects on the value of the firm are included in this chapter. The arguments for the relevancy and irrelevancy of dividends are presented. The legal, contractual and internal constraints affecting dividend policy are discussed. An introduction to dividend reinvestment plans is included. PMF DISK This chapter's topics are not covered on the PMF Tutor or the PMF Problem-Solver. PMF Templates A spreadsheet template is provided for the following problem: Problem 13-11 Topic Stock dividend–Investor Study Guide The following Study Guide examples are suggested for classroom presentation: Example 1 Topic Dividend policy 351 Part 4 Long-Term Financial Decisions ANSWERS TO REVIEW QUESTIONS 13-1 All holders of a firm's stock in the firm's stock ledger on the date of record, which is set by the directors, will receive a declared dividend. These stockholders are referred to as holders of record. Due to the time needed to make bookkeeping entries when a stock is traded the stock will sell ex dividend, which means without dividends, beginning four business days prior to the date of record. The firm’s directors set both the date of record and the dividend payment date. Dividend reinvestment plans enable stockholders to use dividends to acquire full or fractional shares at little or no transaction cost. These plans can be handled in either of two ways. In one approach, a third-party trustee is paid a fee to buy the firm's outstanding shares on the open market on behalf of the shareholders. This plan benefits the participants by reducing their transaction cost. The second approach involves buying newly issued shares directly from the firm with no transaction cost. The residual theory of dividends suggests that the firm's dividend payment should be the amount left over (the residual) after all acceptable investment opportunities have been undertaken. Since investment opportunities would tend to vary year to year, this approach would not lead to a stable dividend. This theory considers dividends irrelevant, representing an earnings residual rather than an active policy component affecting the firm's value. a. The dividend irrelevance theory proposed by Miller and Modigliani (M & M) states that in a perfect world, the value of a firm is not affected by dividends but is determined solely by the earnings power and risk of the company's assets. The proportion of retained earnings used for dividends versus reinvestment also has no impact on value. M and M argue that changes in share price following increases or decreases in dividends are the result of the informational content of dividends, which sends a signal to investors that management expects future earnings to change in the same direction as the change in dividends. Another aspect of M and M's theory is the clientele effect, which means that investors choose firms with dividend policies corresponding to their own preferences. Since shareholders get what they expect, stock value is unaffected by dividend policy. b. Conversely, Gordon and Lintner's dividend relevance theory states that there is a direct relationship between a firm's dividend policy and its market value. According to their bird-in-the-hand argument, investors are generally riskaverse, and current dividends (bird-in-the-hand) reduce investor uncertainty by lowering the discount rate applied to earnings, thereby increasing stock value. Although empirical studies of dividend relevance theory have not provided conclusive evidence supporting this argument, it intuitively makes sense. In 352 13-2 13-3 13-4 Chapter 13 Dividend Policy practice, it appears that actions of managers and investors support dividend relevance. 13-5 a. Legal constraints prohibit the corporation from paying out cash dividends which are considered part of the firm's "legal capital," measured by either the par value of common stock or the par value plus paid-in capital in excess of par. b. Contractual constraints limit the firm's ability to pay dividends according to the restrictive covenants in a loan agreement. c. Internal constraints are the corporation's own cash limitations. d. Growth prospects limit the amount of cash dividends since the firm needs to direct all available funds to finance capital expenditures. e. Owner considerations take into account factors which lead to a dividend policy favorably affecting the majority of owners. Examples are the tax status of the stockholder, his or her other investment opportunities, and ownership dilution, each of which can direct the firm toward a high or low dividend payout policy. f. Market considerations are the perceptions of the stockholders and their response to the dividend policy, which may indirectly affect the stock price. 13-6 With a constant-payout-ratio dividend policy, the firm pays out a certain percentage of earnings each period. A regular dividend policy is a fixed dollar dividend payment each period. The amount of this payment may be increased over the long run in response to proven increases in earnings. low-regular-andextra dividend policy pays a constant dollar or regular dividend in each period; in periods with especially high earnings, an "extra" dividend is paid. While the constant-payout ratio policy results in dividend variability and owner uncertainty, the regular dividend policy and low-regular-and-extra dividend policy reduce owner uncertainty by fulfilling their dividend expectation each period. Both the regular dividend and the low-regular-and-extra dividend policies provide good signals to investors. 13-7 A stock dividend is a dividend paid in the form of stock made to existing owners. Although stock dividends are more costly to issue than cash dividends, the advantages generally outweigh these costs. Stock dividends are a means of giving the owners something without having to use cash. Generally, a firm that is growing rapidly and needs internal financing to perpetuate this growth uses stock dividends. 353 Part 4 Long-Term Financial Decisions The stockholder's assumption that he or she will break even in five years with a 20 percent stock dividend is incorrect. A stock dividend does not mean an increase in value of holdings; the per-share value decreases in proportion to the dividend and the investor's holdings remain the same in terms of both value and percentage ownership. 13-8 A stock split is a method of increasing the number of shares belonging to each shareholder. A stock split reduces the par value of stock outstanding and increases the number of shares outstanding. A reverse stock split is exactly the opposite of a stock split. The par value is increased and the number of shares outstanding is reduced. Neither type of split has any effect on a firm's financial structure but can be viewed as a change in accounting values. Normally, (reverse) stock splits are made when the firm believes its stock price is too (low) high to be actively traded. A stock dividend works the same as a stock split except that the ratio of new shares to old shares is lower. For example, a common stock split is 2 for 1. A stock dividend may be a 10% dividend, having the same effect as a 1.1 for 1 split. Repurchasing shares in order to redistribute excess cash to owners is a way of passing cash directly to the shareholders who sell their shares back to the firm. The advantage of a stock repurchase is the tax deferral allowed the stockholder. If a cash dividend were paid, the owner would have to pay ordinary income taxes, whereas an increase in market value of the stock due to the repurchase will not be taxed until the owner sells the shares. If earnings remain constant, the result of a repurchase is to raise the per share earnings on those shares remaining outstanding since there will be fewer shares having a claim on the same amount of earnings. Since it would take fewer total shares to own the same firm, the value of each share would rise accordingly. In other words, the repurchase or retirement of common stock can be viewed as a type of reverse dilution, since reducing the number of shares outstanding increases the earnings per share and market value of stock. 13-9 354 Chapter 13 Dividend Policy SOLUTIONS TO PROBLEMS 13-1 a. Retained earnings (Dr.) Dividends payable (Cr.) b. c. Ex dividend date is Thursday, July 6. Cash $170,000 Dividends payable $ 0 Retained earnings $2,170,000 LG 1: Dividend Payment Procedures Debit $330,000 Credit $330,000 d. The dividend payment will result in a decrease in total assets equal to the amount of the payment. Notwithstanding general market fluctuations, the stock price would be expected to drop by the amount of the declared dividend on the ex dividend date. LG 1: Dividend Payment Friday, May 7 Monday, May 10 The price of the stock should drop by the amount of the dividend ($0.80). Her return would be the same under either scenario. She would simply be trading off the $0.80 dividend for capital gains if she bought the stock ex-dividend. LG 2: Residual Dividend Policy Residual dividend policy means that the firm will consider its investment opportunities first. If after meeting these requirements there are funds left, the firm will pay the residual out in the form of dividends. Thus, if the firm has excellent investment opportunities, the dividend will be smaller than if investment opportunities are limited. e. 13-2 a. b. c. d. 13-3 a. b. Proposed 355 Part 4 Long-Term Financial Decisions Capital budget Debt portion Equity portion Available retained earnings Dividend Dividend payout ratio c. $2,000,000 800,000 1,200,000 $2,000,000 800,000 40% $3,000,000 1,200,000 1,800,000 $2,000,000 200,000 10% $4,000,000 1,600,000 2,400,000 $2,000,000 0 0% The amount of dividends paid is reduced as capital expenditures increase. Thus, if the firm chooses larger capital investments, dividend payment will be smaller or nonexistent. LG 3: Dividend Constraints Maximum dividend: $1,900,000 = $4.75 per share 400,000 $160,000 = $0.40 per share 400,000 13-4 a. b. c. Largest dividend without borrowing: In a, cash and retained earnings each decrease by $1,900,000. In b, cash and retained earnings each decrease by $160,000. Retained earnings (and hence stockholders' equity) decrease by $80,000. LG 3: Dividend Payment Procedures Maximum dividend: $40,000 = $1.60 per share 25,000 d. 13-5 a. b. A $20,000 decrease in cash and retained earnings is the result of an $0.80 per share dividend. Cash is the key constraint, because a firm cannot pay out more in dividends than it has in cash, unless it borrows. LG 4: Low-Regular-and-Extra Dividend Policy Year 1998 1999 2000 Year Payout % 25.4 23.3 17.9 25% Actual Payout Payout Year 2001 2002 2003 25% Payout Payout % 22.9 20.8 16.7 Actual Payout $ Diff. c. 13-6 a. b. $ Diff. 356 Year Chapter 13 Dividend Policy 1998 1999 2000 c. $0.49 0.54 0.70 .50 .50 .50 0.01 - 0.04 - 0.20 2001 2002 2003 0.55 0.60 0.75 .50 .50 .50 - 0.05 - 0.10 - 0.25 In this example the firm would not pay any extra dividend since the actual dividend did not fall below the 25% minimum by $1.00 in any year. When the “extra” dividend is not paid due to the $1.00 minimum, the extra cash can be used for additional investment by placing the funds in a short-term investment account. If the firm expects the earnings to remain above the EPS of $2.20 the dividend should be raised to $0.55 per share. The 55 cents per share will retain the 25% target payout but allow the firm to pay a higher regular dividend without jeopardizing the cash position of the firm by paying too high of a regular dividend. LG 4: Alternative Dividend Policies Year 1994 1995 1996 1997 1998 Dividend $0.10 0.00 0.72 0.48 0.96 Year 1999 2000 2001 2002 2003 Dividend $1.28 1.12 1.28 1.52 1.60 d. 13-7 a. b. Year 1994 1995 1996 1997 1998 Year 1994 1995 1996 1997 1998 Dividend $1.00 1.00 1.00 1.00 1.00 Dividend $0.50 0.50 0.50 0.50 0.50 Year 1999 2000 2001 2002 2003 Year 1999 2000 2001 2002 2003 Dividend $1.10 1.20 1.30 1.40 1.50 Dividend $0.66 0.50 0.66 1.14 1.30 c. d. 13-8 a. With a constant-payout policy, if the firm’s earnings drop or a loss occurs the dividends will be low or nonexistent. A regular dividend or a low-regular-andextra dividend policy reduces owner uncertainty by paying relatively fixed and continuous dividends. LG 4: Alternative Dividend Policies Year Dividend 357 Year Dividend Part 4 Long-Term Financial Decisions 1996 1997 1998 1999 b. Year 1996 1997 1998 1999 Year 1996 1997 1998 1999 Year 1996 1997 1998 1999 $0.22 0.50 0.30 0.53 Dividend $0.50 0.50 0.50 0.50 Dividend $0.50 0.50 0.50 0.53 Dividend $0.50 0.50 0.50 0.53 2000 2001 2002 2003 Year 2000 2001 2002 2003 Year 2000 2001 2002 2003 Year 2000 2001 2002 2003 $0.00 0.60 0.78 0.70 Dividend $0.50 0.50 0.60 0.60 Dividend $0.50 0.62 0.84 0.74 Dividend $0.50 0.62 0.88 0.78 c. d. e. Part a. uses a constant-payout-ratio dividend policy, which will yield low or no dividends if earnings decline or a loss occurs. Part b. uses a regular dividend policy, which minimizes the owners' uncertainty of earnings. Part c. uses a lowregular-and-extra dividend policy, giving investors a stable income which is necessary to build confidence in the firm. Part d. still provides the stability of Plans b. and c. but allows for larger future dividend growth. 358 Chapter 13 Dividend Policy 13-9 LG 5: Stock Dividend–Firm a. 5% Stock Dividend $100,000 21,0001 294,000 85,000 $500,000 b. (1) 10% Stock Dividend $100,000 22,0002 308,000 70,000 $500,000 b. (2) 20% Stock Dividend $100,000 24,0003 336,000 40,000 $500,000 Preferred Stock Common Stock (xx,xxx shares @$2.00 par) Paid-in Capital in Excess of Par Retained Earnings Stockholders’ Equity 1 2 3 10,500 shares 11,000 shares 12,000 shares c. Stockholders' equity has not changed. Funds have only been redistributed between the stockholders' equity accounts. 13-10 LG 5: Cash versus Stock Dividend a. Preferred Stock Common Stock (400,000 shares @$1.00 par) Paid-in Capital in Excess of Par Retained Earnings Stockholders’ Equity b. Preferred Stock Common Stock (xxx,xxx shares @$1.00 par) Paid-in Capital in Excess of Par Retained Earnings Stockholders’ Equity 1% $100,000 $0.01 $100,000 Cash Dividend $0.05 $0.10 $100,000 $100,000 $0.20 $100,000 400,000 200,000 316,000 $1,016,000 400,000 200,000 300,000 $1,000,000 400,000 200,000 280,000 $980,000 400,000 200,000 240,000 $940,000 Stock Dividend 5% 10% $100,000 $100,000 20% $100,000 404,000 212,000 304,000 $1,020,000 420,000 260,000 240,000 $1,020,000 440,000 320,000 160,000 $1,020,000 480,000 440,000 0 $1,020,000 359 Part 4 Long-Term Financial Decisions c. Stock dividends do not affect stockholders' equity; they only redistribute retained earnings into common stock and additional paid-in capital accounts. Cash dividends cause a decrease in retained earnings and, hence, in overall stockholders' equity. 13-11 LG 5: Stock Dividend–Investor a. EPS = $80,000 = $2.00 40,000 400 = 1.0% 40,000 b c. Percent ownership = Percent ownership after stock dividend: 440 ÷ 44,000 = 1%; stock dividends maintain the same ownership percentage. They do not have a real value. Market price: $22 ÷ 1.10 = $20 per share Her proportion of ownership in the firm will remain the same, and as long as the firm's earnings remain unchanged, so, too, will her total share of earnings. d. e. 13-12 LG 5: Stock Dividend–Investor a. b. 500 = 1.0% 50,000 His proportionate ownership remains the same in each case Percent ownership = EPS = $120,000 = $2.40 per share 50,000 c. Market price = $40 = $38.10 1.05 $40 = $36.36 1.10 Market price = The market price of the stock will drop to maintain the same proportion, since more shares are being used. 360 Chapter 13 Dividend Policy d EPS = $2.40 = $2.29 per share 1.05 $2.40 = $2.18 per share 1.10 EPS = e. Value of holdings: $20,000 under each plan. As long as the firm's earnings remain unchanged, his total share of earnings will be the same. The investor should have no preference because the only value is of a psychological nature. After a stock split or dividend, however, the stock price tends to go up faster than before. f. 13-13 LG 6: Stock Split–Firm a. b. c. d. e. CS CS CS CS CS = = = = = $1,800,000 $1,800,000 $1,800,000 $1,800,000 $1,800,000 (1,200,000 shares ( 400,000 shares (1,800,000 shares (3,600,000 shares ( 150,000 shares @ $1.50 par ) @ $4.50 par ) @ $1.00 par ) @ $0.50 par ) @ $12.00 par) 13-14 LG 5, 6: Stock Split Versus Stock Dividend-Firm a. There would be a decrease in the par value of the stock from $3 to $2 per share. The shares outstanding would increase to 150,000. The common stock account would still be $300,000 (150,000 shares at $2 par). The stock price would decrease by one-third to $80 per share. Before stock split: After stock split: (a) b. c. $100 per share ($10,000,000 ÷ 100,000) $66.67 per share ($10,000,000 ÷ 150,000) d. A 50% stock dividend would increase the number of shares to 150,000 but would not entail a decrease in par value. There would be a transfer of $150,000 into the common stock account and $5,850,000 in the paid-in capital in excess of par account from the retained earnings account, which decreases to $4,000,000. The stock price would change to approximately the same level. Before dividend: After dividend: $100 per share ($10,000,000 ÷ 100,000) $26.67 per share ($4,000,000 ÷ 150,000) (b) (c) 361 Part 4 Long-Term Financial Decisions e. Stock splits cause an increase in the number of shares outstanding and a decrease in the par value of the stock with no alteration of the firm's equity structure. However, stock dividends cause an increase in the number of shares outstanding without any decrease in par value. Stock dividends cause a transfer of funds from the retained earnings account into the common stock account and paid-in capital in excess of par account. 13-15 LG 5, 6: Stock Dividend Versus Stock Split–Firm a. A 20% stock dividend would increase the number of shares to 120,000 but would not entail a decrease in par value. There would be a transfer of $20,000 into the common stock account and $580,000 [($30 - $1) x 20,000] in the paid-in capital in excess of par account from the retained earnings account. The per-share earnings would decrease since net income remains the same but the number of shares outstanding increases by 20,000. EPSstock dividend = $360,000 = $3.00 120,000 b. There would be a decrease in the par value of the stock from $1 to $0.80 per share. The shares outstanding would increase to 125,000. The common stock account would still be $100,000 (125,000 shares at $0.80 par). The per-share earnings would decrease since net income remains the same but the number of shares outstanding increases by 25,000. EPSstock split = $360,000 = $2.88 125,000 c. The option in part b, the stock split, will accomplish the goal of reducing the stock price while maintaining a stable level of retained earnings. A stock split does not cause any change in retained earnings but reduces the price of the shares in the same proportion as the split ratio. The firm may be restricted in the amount of retained earnings available for dividend payments, whether cash or stock dividends. Stock splits do not have any impact on the firm's retained earnings. d. 13-16 LG 6: Stock Repurchase a. Shares to be repurchased = $400,000 = 19,047 shares $21.00 362 Chapter 13 Dividend Policy b EPS = $800,000 = $2.10 per share 380,953 If 19,047 shares are repurchased, the number of common shares outstanding will decrease and earnings per share will increase. c. d. Market price: $2.10 x 10 = $21.00 per share The stock repurchase results in an increase in earnings per share from $2.00 to $2.10. The pre-repurchase market price is different from the post-repurchase market price by the amount of the cash dividend paid. The post-repurchase price is higher because there are fewer shares outstanding. Cash dividends are taxable to the stockholder. If the firm repurchases stock, taxes on the increased value resulting from the purchase are deferred until the shares are sold. e. 13-17 LG 6: Stock Repurchase a. b. Shares outstanding needed = ($1,200,000 × .40) $480,000 = = 240,000 $2.00 $2.00 300,000 – 240,000 = 60,000 shares to repurchase 363 Part 4 Long-Term Financial Decisions CHAPTER 13 CASE Establishing General Access Company’s Dividend Policy and Initial Dividend This case requires the student to evaluate the alternative dividend payout policies that a firm may follow. They need to evaluate the alternatives with regard to both the financial facts of the firm as well as the stockholders’ dividend preferences. a. The company has experienced positive and increasing earnings since it went public in 1997 Management believes that EPS should remain stable over the next three years (± 10%). This stable earning pattern is conducive to having some form of regular dividend payout policy. Either the regular dividend policy or the low-regular-and-extra dividend policy would be consistent with the earnings stability. The constant payout ratio could work but may be unacceptable to the shareholders due to the nature of the industry. Competition in the Internet access industry is strong. Should General Access experience volatility in their earnings they would pass this volatility on to its shareholders through dividend changes. The low-regular-and-extra dividend policy should be adopted for two reasons. First, this approach provides the dividend stability consistent with the firm’s earnings stability and growth. Secondly, the firm has the flexibility to increase or decrease dividends when earnings vacillate due to economic or competitive conditions. There are six factors the board should consider before setting an initial dividend policy: 1. Legal constraints – Are there legal restrictions that come into play that will prohibit the firm from paying a dividend? A common constraint in most states is the firm cannot pay dividends out of “legal capital,” which is normally measured as the par value of common stock, plus perhaps any paidin capital in excess of par. 2. Contractual constraints – Loan covenants may be in place that place some prohibitions on the ability of the firm to pay dividends. 3. Internal constraints – This factor addresses whether or not the firm has the available funds to make the cash dividend payments. Although legally a firm can borrow to pay dividends, most lenders are reluctant to make such loans. 4. Growth prospects – If the firm needs the funds to invest in new or ongoing projects they may wish to retain earnings to fund the investments. The firm can pay dividends and then raise funds externally, but often these external sources are more expensive and/or increase the risk of the firm. 5. Owner considerations – Although it is impossible to maximize the wealth of every single owner, managers should consider the tax status, owners’ other wealth opportunities, and ownership dilution possibilities when making the dividend decision. 6. Market consideration – How will market participants view the dividend decision? This factor is concerned with the information content of the decision to institute a dividend payout where none previously existed. 364 b. c. Chapter 13 Dividend Policy d. Ms. McNeely will want to set a dividend that is high enough to inform stockholders of the financial strength of the firm. She needs to be cautious of not setting it too high and forcing the firm into a dividend cut possibility in future years. The volatility of EPS is an important consideration. A worst-case scenario for EPS volatility is minus 10%. EPS could be as low as $3.33, but could rise to $4.07 in a best-case outcome. The most likely scenario growth of 5% results in an EPS of $3.89. She should also look at the dividend policies of competitor firms. What is their current policy and what policy did they follow when they first started paying out a dividend? Investor’s may partially form their expectations from the decisions of these competitors. The initial dividend should be approximately $0.72 per share per year ($0.18 per quarter). General Access has had EPS in excess of $0.72 since 1995, the year after they went public. This amount is a payout ratio of about 20% based on 2000 EPS. This is a substantial initial dividend, which is probably what is needed by the market since investors in General Access have experienced rapid share price appreciation. To start with too low of a dividend would signal a decline in the investment potential of the firm. To make the dividend higher may place financial stress on the firm in the near future should profits decline. Even if the firm’s EPS declined 10% to $3.33 the payout ratio would increase to only 21.6%. If better than expected earnings are experienced, the firm can declare the extra dividend to share this wealth with stockholders. e. 365 Part 4 Long-Term Financial Decisions INTEGRATIVE CASE 4 O'GRADY APPAREL COMPANY Integrative Case 4 O'Grady Apparel Company, is an exercise in evaluating the cost of capital and available investment opportunities. The student must calculate the component costs of financing, long-term debt, preferred stock, and common stock equity, and determine the weighted average cost of capital (WACC). Investment decisions must be made between competing projects. Finally, the student must reanalyze the case given a new, more highly leveraged capital structure. a. Cost of financing sources Debt: $0 - $700,000 $1,000 - Nd n kd = Nd + $1,000 2 I+ $120 + kd = $1,000 - $970 $123 10 = = 12.5% $970 + $1,000 $985 2 ki = kd x (1 - t) ki = .125 x (1 - .4) ki = .075 or 7.5% Above $700,000: kj = .18 x (1 - t) kj = .18 x (1 - .4) kj = .108 or 10.8% kp = Dp ÷ Np kp = $10.20 ÷ $57 kp = .179 or 17.9% ks = (D1 ÷ P0) + g ks = ($1.76 ÷ $20) +.15 ks = .238 or 23.8% Preferred Stock: Common Stock Equity: $0 - $1,300,000: Above $1,300,000: b. (1) kn = (D1 ÷ Nn) + g kn = ($1.76 ÷ $16) + .15 kn = .26 or 26% Breaking Points: BPj = AFj ÷ Wj 366 Chapter 13 Dividend Policy Long - term debt = Preferred stock: $700,000 = $2,800,000 .25 Not applicable $1,300,000 = $2,000,000 .65 Common stock equity = (2) Ranges of Total New financing $0 - $2,000,000 $2,000,001 - $2,800,000 Above $2,800,000 (3) Cost of Component Source of Financing Long-term Preferred Common Debt Stock Stock Equity 7.5% 17.9% 23.8% 7.5% 10.8% 17.9% 17.9% 26.0% 26.0% Weighted average cost of capital: ka = (wj x kj) + (wp x kp) + (ws x kr or n) Range $0 - $2,000,000 $2,000,001 - $2,800,000 Above $2,800,000 Calculation (.25 x .075) + (.10 x .179) + (.65 x .238) (.25 x .075) + (.10 x .179) + (.65 x .260) (.25 x .108) + (.10 x .179) + (.65 x .260) WACC = .191 or 19.1% = .206 or 20.6% = .217 or 21.4% 367 Part 4 Long-Term Financial Decisions c. IOS and WMCC 28 D 26 C 24 Weighted Average Cost of Capital and IRR (%) F 22 A WMCC B E 18 G IOS 16 0 500 1000 1500 2000 2500 3000 3500 20 Total New Financing/Investment ($000) (2) Projects D, C, F, and A should be accepted since each has an internal rate of return greater than the weighted average cost of capital. Changing the capital structure to include more debt while keeping the cost of each financing source the same will change both the breaking points at which the weighted average cost of capital changes and the WACC. d. (1) Breaking points for 50% debt, 10% preferred stock, and 40% common stock: Long - term debt = $700,000 = $1,400,000 .50 $1,300,000 = $3,250,000 .40 Common stock equity = WACC for new capital structure: Range Calculation $0 - $1,400,000 (.50 x .075) + (.10 x .179) + (.40 x .238) $1,400,001 - $3,250,000 (.50 x .108) + (.10 x .179) + (.40 x .238) Above $3,250,000 (.50 x .108) + (.10 x .179) + (.40 x .260) WACC = .151 or 15.1% = .167 or 16.7% = .176 or 17.6% Since the total for all investment opportunities is $3,200,000, the lowest IRR is 17%, and the cost of capital below $3,250,000 is less than 17% (15.1% and 16.7%), all 7 projects are acceptable. 368 Chapter 13 Dividend Policy (2) For any set of investment opportunities, the more highly leveraged capital structure will result in accepting more projects. However, a more highly leveraged capital structure increases the firm's financial risk. O’Grady follows a constant-payout-ratio dividend policy. For each of the years 2001 through 2003 the firm paid out a constant 40% of earnings. The same payout percent is included in the projections for 2004. Given the firm’s growth in sales and earnings it would seem appropriate to not continue the constant payout. O’Grady’s could use the internally generated funds to help finance some of the growth. They should change their dividend policy to the regular dividend policy. They can maintain the constant dividend as earnings increase, freeing up some cash for investment. If earnings continue to increase the constant dividend policy could later be converted to a low-regular-and-extra dividend policy. Retaining more of the income will increase the breakpoint for common stock equity financing. This higher breakpoint will cause a shift downward in the WMCC schedule. O’Grady’s should be able to undertake additional investment opportunities and further increase shareholders’ wealth. e. (1) (2) 369 PART 5 Short-Term Financial Decisions CHAPTERS IN THIS PART 14 15 Working Capital and Current Assets Management Current Liabilities Management INTEGRATIVE CASE 5: CASA DE DISEÑO CHAPTER 14 Working Capital and Current Assets Management INSTRUCTOR’S RESOURCES Overview This chapter introduces the fundamentals and describes the interrelationship of net working capital, profitability, and risk in managing the firm's current asset accounts. The chapter then focuses on the management of three major current asset accounts⎯cash, accounts receivable and inventory. A brief discussion of general inventory management policies, international inventory management, and several specific inventory management techniques: ABC, economic order quantity (EOQ), reorder point, materials requirement planning (MRP), and just-in-time (JIT). The key aspects of accounts receivable management are discussed: credit policy, credit terms, and collection policy. The chapter also discusses the additional risk factors involved in managing international accounts receivable. Examples demonstrate the effect of changes in credit policy. Also discussed are the impact of changes in cash discounts PMF DISK This chapter's topics are not covered on the PMF Tutor or the PMF Problem-Solver. PMF Templates The following spreadsheet templates are provided: Problem 14-1 14-6 Topic Cash conversion cycle EOQ, reorder point, and safety stock 373 Part 5 Short-Term Financial Decisions Study Guide The following Study Guide examples are suggested for classroom presentation: Example 2 4 7 Topic Aggressive versus conservative financing strategy Loss of loan discounts Accounts receivable and cost 374 Chapter 14 Working Capital and Current Assets Management ANSWERS TO REVIEW QUESTIONS 14-1 Short-term financial management, the management of the firm's current assets and liabilities, is one of the financial manager's most important functions. Managing these accounts wisely results in a balance between profitability and risk that has a positive impact on the firm's value. Current assets represent about 40% of total assets, and current liabilities account for 26% of total liabilities in U.S. manufacturing firms. Therefore, managing these current balance sheet accounts to achieve an appropriate balance between profitability and risk takes a large amount of a financial manager's time. The basic definition of net working capital is the difference between current assets and current liabilities. An alternative definition is that portion of current assets financed by long-term funding (when current assets exceed current liabilities-positive working capital) or that portion of the firm's fixed assets financed with current liabilities (when current assets are less than current liabilities-negative working capital). 14-2 The more predictable a firm's cash inflows, the lower the level of net working capital with which it can safely operate. This is true since the more predictable or certain the receipt of cash inflow, the less cushion (i.e., net working capital) needed to absorb unexpected funds requirements. The higher a firm's net working capital, the higher its liquidity may be, since more current assets are available to provide for payment of short-term obligations. However, if current assets are predominantly illiquid inventories or prepaid expenses, liquidity may not be improved with higher net working capital. Also, positive net working capital is financed with long-term funds which are usually more costly and can place more constraints on the firm's operations. Technical insolvency occurs if a firm is unable to meet its payments when due. Generally, the higher the firm's net working capital, the lower the risk, or chance, of technical insolvency. Increasing net working capital indicates increased liquidity and therefore a decreased risk of technical insolvency, and vice versa. 14-3 If a firm increases the ratio of current-to-total assets, it will have a larger proportion of current assets. Because current assets are less profitable, overall profitability will decrease. The firm will have more net working capital (due to increased current assets), lower risk of technical insolvency, and also may have greater liquidity. It is also important to consider the composition of current assets. The "nearer" a current asset is to cash, the greater its liquidity may be and the lower its risk. For example, an investment in accounts receivable is less risky than inventory. The higher the ratio of current liabilities to total assets, the more current liabilities in relation to long-term funds held by the firm. Since in most economic conditions, current liabilities are a cheaper form of financing than long-term 375 Part 5 Short-Term Financial Decisions funds, the reduced financing costs should increase the firm's profits. At the same time, the firm has less net working capital, thereby reducing liquidity and increasing the risk of technical insolvency. A decrease in the ratio would increase both profits and risk. 14-4 A firm's operating cycle is the period when a firm has its money tied up in inventory and accounts receivable until cash is collected from the sale of the finished product. It is calculated by adding the average age of inventory (AAI) to the average collection period (ACP). The cash conversion cycle (CCC) is the number of days in the firm's operating cycle (OC) minus the average payment period (APP) for inputs to production. The CCC takes into account the time at which payment is made for material; this spontaneous form of financing partially or fully offsets the need for negotiated financing while resources are tied up in the operating cycle. If a firm does not face a seasonal cycle then they will face only a permanent funding requirement. With seasonal needs the firm must also make a decision as to how they wish to meet the short-term nature of their seasonal cash demands. They may choose either an aggressive or conservative policy toward this cyclical need. An aggressive strategy finances a firm's seasonal needs, and possibly some of its permanent needs, with short-term funds, including trade credit as well as bank lines of credit or commercial paper. This approach seeks to increase profit by using as much of the less expensive short-term financing as possible, but increases risk since the firm operates with minimum net working capital, which could become negative. Another factor contributing to risk is the potential to quickly arrange for long-term funding, which is generally more difficult to negotiate, to cover shortfalls in seasonal needs. The conservative strategy finances all expected fund requirements with long-term funds, while short-term funds are reserved for use in the event of an emergency. This strategy results in relatively lower profits, since the firm uses more of the expensive long-term financing and may pay interest on unneeded funds. The conservative approach has less risk because of the high level of net working capital (i.e., liquidity) which is maintained; the firm has reserved short-term borrowing power for meeting unexpected fund demands. 14-7 The longer the cash conversion cycle the greater the amount of investment tied up in low return assets. Any extension of the cycle can result in higher costs and lower profits. 14-5 14-6 14-8 Financial managers will tend to want to keep inventory levels low to reduce financing costs. Marketing managers will tend to want large finished goods 376 Chapter 14 Working Capital and Current Assets Management inventories. Manufacturing managers will tend to want high raw materials and finished goods inventories. The purchasing manager may favor high raw materials inventories if quantity discounts are available for large purchases. Inventory is an investment because managers must purchase the raw materials and make expenditures for the production of the product such as paying labor costs. Until cash is received through the sale of the finished goods the cash expended for creation of the inventory, in any of its forms, is an investment by the firm. 14-9 The ABC system divides inventory into three categories of descending importance based on certain criteria established by the firm, such as total dollar investment and cost per item. Control of the A items is the most sophisticated due to the high investment involved, while B and C items would be subject to less strict controls. The economic order quantity (EOQ) looks at all of the various costs of inventory and determines what order size minimizes total inventory cost. The model analyzes the tradeoff between order cost and carrying cost and determines the order quantity that minimizes the total inventory cost. The just-in-time (JIT) system is a form of inventory control that attempts to reduce (at least theoretically) raw materials and finished goods inventory to zero. Ideally, the firm has only work-in-process inventory. JIT relies on timely receipt of high quality materials and workmanship; this system requires extensive cooperation among all parties. Materials Requirement Planning (MRP) is a computerized system that breaks down the bill of materials for each product in order to determine what to order, when to order it, and what priorities to assign to ordering. MRP relies on EOQ and reorder point concepts to determine how much to order. 14-10 The need to ship materials and products to foreign countries creates challenges for international inventory managers. Time delays, damaged goods, and theft may occur. The primary concern becomes having materials/goods where needed, on a timely basis, rather than ordering the most economical amount. 14-11 A firm uses a credit selection process to determine if credit should be extended to a customer and if so, how much. The credit manager may use the five Cs of credit to focus the analysis of a customer's creditworthiness: 1. Character - the applicant's past record of meeting financial, contractual, and moral obligations. 2. Capacity - the applicant's ability to repay the requested credit amount; this is evaluated through financial statement analysis, particularly liquidity and debt ratios. 3. Capital - the applicant's financial strength, measured by ownership position (percentage of equity) and profitability ratios. 377 Part 5 Short-Term Financial Decisions 4. Collateral - the assets available to secure the applicant's credit. 5. Conditions - the current economic and business environment, as well as any special circumstances, affecting either party to the credit transaction. Character and capacity are the most important aspects in deciding whether to extend credit. Capital, collateral, and conditions are considered when structuring the credit arrangement. 14-12 Credit scoring is the ranking of an applicant's overall credit strength. It is derived as a weighted average of scores on key financial and credit characteristics. Credit scoring is not generally used in mercantile credit decisions because the necessary statistical characteristics are not available. 14-13 The trade-offs in tightening credit standards are that, while investment in accounts receivable and bad debt expenses may decrease, sales volume may also decrease. 14-14 The risks of international credit management include exposure to foreign exchange rate fluctuations and delays in shipping goods and receiving payment. Companies must extend credit in the local currency of countries where they do business. If the currency depreciates against the dollar between the time the invoice is sent and the payment is collected, the seller will have a loss. 14-15 A firm’s credit terms conform to those of its industry for competitive reasons. If their terms are less restrictive than their competitors they will attract less credit worthy customers that may default on payments. If their credit terms are too restrictive they will lose business to its competitors. 14-16 Active monitoring allows manager to determine if credit customers are complying with the stated credit terms. Slow payments lengthen the average collection period and the firm’s investment in accounts receivable. Average collection period is used to determine the average number of days that it takes to collect accounts receivable. The collection period includes both the time from sale until the customer places the payment in the mail and the time to receive, process, and collect the payment once received. The aging of account receivable breaks the firms existing accounts receivable balance into groups based on the length of time the receivable has been outstanding. The length of time usually consists of intervals, such as 30-60 days and 61-90 days. 14-17 Float refers to funds that have been dispatched by a payer but are not in a form that can be spent by the payee. The three components of float are mail float, processing float, and clearing float. 378 Chapter 14 Working Capital and Current Assets Management 14-18 The firm desires to reduce collection float to decrease the investment in accounts receivable. Benefits are received from increasing the payment float by also reducing the firm’s net working capital investment. 14-19 The three main advantages of cash concentration are: 1. It creates a large pool of funds for making short-term cash investments. Having a large pool of money allows for increased variety in the selection from available securities and also reduces transaction costs. 2. The internal control and tracking of transactions is improved. 3. Allows for improved payment strategies that can lead to reduced idle cash balances. 14-20 Three mechanisms of cash concentration are 1. depository transfer checks, 2. automated clearing house, and 3. wire transfers. The objective of zero-balance accounts is to eliminate nonearning cash balance in corporate checking accounts. 14-21 To be marketable, a security must have both a ready market and safety of principal. The market should have breadth (a large number of participants) and depth (the ability to absorb a large dollar amount of a particular security). While both are desirable, depth of market is more important in maintaining stability of security prices. Government issues of marketable securities, such as Treasury and federal agency issues, have relatively low yields due to their low risk and exemption from state and local (but not federal) taxes. 379 Part 5 Short-Term Financial Decisions SOLUTIONS TO PROBLEMS 14-1 a. LG 2: Cash Conversion Cycle Operating cycle OC = Average age of inventories + Average collection period = 90 days + 60 days = 150 days = Operating cycle - Average payment period = 150 days - 30 days = 120 days = (total annual outlays ÷ 360 days) x CCC = [$30,000,000 ÷ 360] x 120 = $10,000,000 b. Cash Conversion Cycle CCC c. Resources needed d. Shortening either the average age of inventory or the average collection period, lengthening the average payment period, or a combination of these can reduce the cash conversion cycle. LG 2: Changing Cash Conversion Cycle AAI Operating Cycle = = = = 360 days ÷ 8 times inventory = 45 days AAl + ACP 45 days + 60 days 105 days 14-2 a. Cash Conversion Cycle = OC - APP = 105 days - 35 days = 70 days = Total outlays ÷ 360 days = $3,500,000 ÷ 360 = $9,722 = Daily Expenditure x CCC = $9,722 x 70 = $680,540 = (Daily expenditure x reduction in CC) x financing rate = ($9,722 x 20) x .14 = $27,222 b. Daily Cash Operating Expenditure Resources needed c. Additional profit 14-3 LG 2: Multiple Changes in Cash Conversion Cycle 380 Chapter 14 Working Capital and Current Assets Management a. AAI OC = = = = = = = = = 360 ÷ 6 times inventory = 60 days AAI + ACP 60 days + 45 days 105 days OC - APP 105 days - 30 days 75 days $3,000,000 ÷ 360 $8,333 CCC Daily Financing Resources needed = Daily financing x CCC = $8,333 x 75 = $624,975 = 55 days + 35 days = 90 days = 90 days - 40 days = 50 days = $8,333 x 50 = $416,650 = (Daily expenditure x reduction in CCC) x financing rate = ($8,333 x 25) x .13 = $27,082 b. OC CCC Resources needed c. Additional profit d. Reject the proposed techniques because costs ($35,000) exceed savings ($27,082). 381 Part 5 Short-Term Financial Decisions 14-4 a. LG 2: Aggressive versus Conservative Seasonal Funding Strategy Total Funds Requirements $2,000,000 2,000,000 2,000,000 4,000,000 6,000,000 9,000,000 12,000,000 14,000,000 9,000,000 5,000,000 4,000,000 3,000,000 = = = Permanent Requirements $2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 2,000,000 $2,000,000 $48,000,000 ÷ 12 $4,000,000 Seasonal Requirements $0 0 0 2,000,000 4,000,000 7,000,000 10,000,000 12,000,000 7,000,000 3,000,000 2,000,000 1,000,000 Month January February March April May June July August September October November December Average permanent requirement Average seasonal requirement b. 1. Under an aggressive strategy, the firm would borrow from $1,000,000 to $12,000,000 according to the seasonal requirement schedule shown in a. at the prevailing short-term rate. The firm would borrow $2,000,000, or the permanent portion of its requirements, at the prevailing long-term rate. 2. Under a conservative strategy, the firm would borrow at the peak need level of $14,000,000 at the prevailing long-term rate. c. = = = Conservative = = Aggressive ($2,000,000 x .17) + ($4,000,000 x .12) $340,000 + $480,000 $820,000 ($14,000,000 x .17) $2,380,000 d. In this case, the large difference in financing costs makes the aggressive strategy more attractive. Possibly the higher returns warrant higher risks. In general, since the conservative strategy requires the firm to pay interest on unneeded funds, its cost is higher. Thus, the aggressive strategy is more profitable but also more risky. 14-5 LG 3 EOQ Analysis 382 Chapter 14 Working Capital and Current Assets Management a. (1) EOQ = (2 × S × O) (2 × 1,200,000 × $25) = = 10,541 C $0.54 (2 × 1,200,000 × 0) =0 $0.54 (2 × 1,200,000 × $25) =∞ $0.00 (2) EOQ = (3) EOQ = EOQ approaches infinity. This suggests the firm should carry the large inventory to minimize ordering costs. b. The EOQ model is most useful when both carrying costs and ordering costs are present. As shown in part a, when either of these costs are absent the solution to the model is not realistic. With zero ordering costs the firm is shown to never place an order. When carrying costs are zero the firm would order only when inventory is zero and order as much as possible (infinity). LG 3: EOQ, Reorder Point, and Safety Stock EOQ = (2 × S × O) (2 × 800 × $50) = = 200 units C 2 14-6 a. b. Average level of inventory 200 units 800 units × 10 days + 2 360 = 122.22 units = c. Reorder point (800 units × 10 days) (800 units × 5 days) + 360 days 360 days = 33.33 units = Do Not Change (1) ordering costs (5) economic order quantity d. Change (2) carrying costs (3) total inventory cost (4) reorder point 14-7 LG 4: Accounts Receivable Changes without Bad Debts 383 Part 5 Short-Term Financial Decisions a. Current units Increase Additional profit contribution = = = = $360,000,000 ÷ $60 = 6,000,000 units 6,000,000 x 20% = 1,200,000 new units ($60 - $55) x 1,200,000 units $6,000,000 b. Average investment in accounts receivable = Turnover, present plan Turnover, proposed plan Marginal Investment in A/R: Average investment, proposed plan: (7,200,000 units * ×$55) 5 Average investment, present plan: (6,000,000 units × $55) 6 Marginal investment in A/R total variable cost of annual sales turnover of A/R 360 = =6 60 360 360 = =5 = (60 × 1.2) 72 = $79,200,000 = = 55,000,000 $24,200,000 * Total units, proposed plan = existing sales of 6,000,000 units + 1,200,000 additional units. c. Cost of marginal investment in accounts receivable: Marginal investment in A/R $24,200,000 Required return x .14 Cost of marginal investment in A/R $ 3,388,000 The additional profitability of $6,000,000 exceeds the additional costs of $3,388,000. However, one would need estimates of bad debt expenses, clerical costs, and some information about the uncertainty of the sales forecast prior to adoption of the policy. LG 2: Accounts Receivable Changes and Bad Debts d. 14-8 a. b. Bad debts Proposed plan (60,000 x $20 x .04) Present plan (50,000 x $20 x .02) Cost of marginal bad debts $48,000 20,000 $28,000 c. No, since the cost of marginal bad debts exceeds the savings of $3,500. 384 Chapter 14 Working Capital and Current Assets Management d. Additional profit contribution from sales: 10,000 additional units x ($20 - $15) $50,000 (28,000) Cost of marginal bad debts (from part b) 3,500 Savings Net benefit from implementing proposed plan $25,500 This policy change is recommended because the increase in sales and the savings of $3,500 exceed the increased bad debt expense. e. When the additional sales are ignored, the proposed policy is rejected. However, when all the benefits are included, the profitability from new sales and savings outweigh the increased cost of bad debts. Therefore, the policy is recommended. LG 4: Relaxation of Credit Standards 14-9 Additional profit contribution from sales: 1,000 additional units x ($40 - $31) Cost of marginal investment in A/R: Average investment, proposed plan: 11,000 units × $31 360 60 Average investment, present plan: 10,000 units × $31 360 45 Marginal investment in A/R Required return on investment Cost of marginal investment in A/R Cost of marginal bad debts: Bad debts, proposed plan (.03 x $40 x 11,000 units) Bad debts, present plan (.01 x $40 x 10,000 units) Cost of marginal bad debts Net loss from implementing proposed plan $ 9,000 $56,833 38,750 $18,083 x .25 (4,521) $13,200 4,000 (9,200) ($4,721) The credit standards should not be relaxed since the proposed plan results in a loss. 14-10 LG 5: Initiating a Cash Discount 385 Part 5 Short-Term Financial Decisions Additional profit contribution from sales: 2,000 additional units x ($45 - $36) $18,000 Cost of marginal investment in A/R: Average investment, proposed plan: 42,000 units × $36 $126,000 360 30 Average investment, present plan: 40,000 units × $36 240,000 360 60 Reduced investment in A/R $114,000 Required return on investment x .25 Cost of marginal investment in A/R 28,500 Cost of cash discount: (.02 x .70 x $45 x 42,000 units) (26,460) Net profit from implementing proposed plan $20,040 Since the net effect would be a gain of $20,040, the project should be accepted. 14-11 LG 5: Shortening the Credit Period Reduction in profit contribution from sales: 2,000 units x ($56- $45) Cost of marginal investment in A/R: Average investment, proposed plan: 10,000 units × $45 360 36 Average investment, present plan: 12,000 units × $45 360 45 Marginal investment in A/R Required return on investment Benefit from reduced Marginal investment in A/R Cost of marginal bad debts: Bad debts, proposed plan (.01 x $56 x 10,000 units) Bad debts, present plan (.015 x $56 x 12,000 units) Reduction in bad debts Net loss from implementing proposed plan This proposal is not recommended. 14-12 LG 5: Lengthening the Credit Period 386 ($22,000) $45,000 67,500 $22,500 x.25 5,625 $ 5,600 10,080 4,480 ($11,895) Chapter 14 Working Capital and Current Assets Management Preliminary calculations: Contribution margin Variable cost percentage ($450,000 − $345,000) = .233 3 $450,000 = 1 - contribution margin = 1- .233 = .767 = a. Additional profit contribution from sales: ($510,000 - $450,000) x .233 contribution margin Cost of marginal investment in A/R: Average investment, proposed plan: $510,000×.767 360 60 $14,000 b. $65,195 Average investment, present plan: $450,000×.767 360 30 Marginal investment in A/R Required return on investment Cost of marginal investment in A/R c. 28,763 ($36,432) x .20 ($7,286) Cost of marginal bad debts: Bad debts, proposed plan (.015 x $510,000) Bad debts, present plan (.01 x $450,000) Cost of marginal bad debts Net benefit from implementing proposed plan $ 7,650 4,500 (3,150) ($10,436) d. The net benefit of lengthening the credit period is minus $10,436; therefore the proposal is not recommended. 14-13 LG 6: Float a. b. Collection float Opportunity cost = 2.5 + 1.5 + 3.0 = 7 days = $65,000 x 3.0 x .11 = $21,450 The firm should accept the proposal because the savings ($21,450) exceed the costs ($16,500). 14-14 LG 6: Lockbox System a. Cash made available = $3,240,000 ÷ 360 387 Part 5 Short-Term Financial Decisions = ($9,000/day) x 3 days b. = = $27,000 $4,050 Net benefit = $27,000 x .15 The $9,000 cost exceeds $4,050 benefit; therefore, the firm should not accept the lockbox system. 14-15 LG 6: Zero-Balance Account Current average balance in disbursement account Opportunity cost (12%) Current opportunity cost Zero-Balance Account Compensating balance Opportunity cost (12%) Opportunity cost + Monthly fee ($1,000 x 12) Total cost $420,000 x .12 $ 50,400 $300,000 x .12 $ 36,000 12,000 $ 48,000 The opportunity cost of the zero-balance account proposal ($48,000) is less than the current account opportunity cost ($50,000). Therefore, accept the zerobalance proposal. 388 Chapter 14 Working Capital and Current Assets Management CHAPTER 14 CASE Assessing Roche Publishing Company’s Cash Management Efficiency Chapter 14's case involves the evaluation of a furniture manufacturer's cash management by its treasurer. The student must calculate the operating cycle, cash conversion cycle, and resources needed and compare them to industry standards. The cost of the firm's current operating inefficiencies is determined and the case also looks at the decision to relax its credit standards. Finally, all the variables are consolidated and a recommendation made. a. Roche Publishing: Operating Cycle = Average Age of Inventory + Average Collection Period = 120 days + 60 days = 180 days = Operating Cycle - Average Payment Period = 180 days - 25 days = 155 days = = Total annual outlays × Cash Conversion Cycle 360 days $12,000,000 × 155 = $5,166,667 360 Cash Conversion Cycle Resources needed b. Industry Industry OC = 85 days + 42 days = 127 days = 127 days - 40 days = 87 days $12,000,000 × 87 = $2,900,000 360 $5,166,667 2,900,000 $3,266,667 Industry CCC Industry Resources needed = c. Roche Publishing Resources needed Less: Industry Resources needed Cost of inefficiency: $3,266,667 x .12 = $ 392,000 389 Part 5 Short-Term Financial Decisions d. To determine the net profit or loss from the change in credit standards we must evaluate the three factors that are impacted: 1. Changes in sales volume 2. Investment in accounts receivable 3. Bad-debt expenses. Changes in sales volume Total contribution margin of annual sales: Under present plan = ($13,750,000 x .20) = $2,750,000 $3,000,000 Under proposed plan = ($15,000,000 x .20) = Increase in contribution margin = $250,000 ($3,000,000 - $2,750,000). Investment in accounts receivable: Turnover of accounts receivable: Under present plan = 360 360 = =6 Average collection period 60 360 360 Under proposed plan = = = 8.57 Average collection period 42 Average investment in accounts receivable: Under present plan = ($13,750,000 × .80) = $11,000,000 = $1,833,333 6 6 8.57 8.57 ($15,000,000 × .80) = $12,000,000 = $1,400,233 Under proposed plan = Cost of marginal investment in accounts receivable: Average investment under proposed plan - Average investment under present plan Marginal investment in accounts receivable x Required return on investment Cost of marginal investment in A/R Cost of marginal bad debts: Bad debt would remain unchanged as specified in the case. $1,400,233 1,833,333 - 433,100 .12 - $ 51,972 Net profits from implementation of new plan: 390 Chapter 14 Working Capital and Current Assets Management Additional profit contribution from sales: ($1,250,000 x .20) Cost of marginal investment in AR: Average investment under proposed plan Average investment under present plan Marginal investment in AR Cost of marginal investment in AR (.012 x *433,100) 250,000 1,400,233 1,833,333 -433,100 -51,972 $ 198,028 e. Savings from reducing inefficiency Net profits from implementation of new plan Annual savings $ 392,000 198,028 $ 590,028 f. Roche Publishing should incur the cost to correct its cash management inefficiencies and should also soften the credit standards to save a total of $509,028 per year. 391 CHAPTER 15 Current Liabilities Management INSTRUCTOR’S RESOURCES Overview This chapter introduces the fundamentals and describes the interrelationship of net working capital, profitability, and risk in managing the firm's current liability accounts. The management of current liabilities requires choosing appropriate levels of financing and involves trade-offs between risk and profitability. This chapter also reviews sources of secured and unsecured short-term financing, including the role of international loans. Spontaneous sources, such as accounts payable and accruals, are differentiated from negotiated bank sources, such as lines of credit. The cash discount offered on accounts payable and the cost of forgoing the discount are described. Secured sources include bank and commercial finance company loans backed by collateral such as inventory or accounts receivable. PMF DISK This chapter's topics are not covered on the PMF Tutor or the PMF Problem-Solver. PMF Templates The following spreadsheet template is provided: Problem 15-8 Topic Cost of bank loan 393 Part 5 Short-Term Financial Decisions Study Guide The following Study Guide examples are suggested for classroom presentation: Example 1 4 Topic Loss of loan discounts Accounts receivable as collateral 394 Chapter 15 Current Liabilities Management ANSWERS TO REVIEW QUESTIONS 15-1 The two key sources of spontaneous short-term financing (financing that arises from the normal operating cycle) are accounts payable and accruals. Both of these sources are spontaneous, since their levels increase and decrease directly with increases or decreases in sales. If sales increase, the firm will purchase more new materials, resulting in higher accruals of these items. There is no cost⎯stated or unstated⎯associated with taking a cash discount; there is a cost of giving up a cash discount. By giving up a cash discount, the purchaser pays the full price for merchandise but can make the payment later. The unstated cost of giving up a cash discount is the implied rate of interest paid to delay payments. This rate can be used to make decisions with respect to whether or not the discount should be taken. If the cost of giving up the cash discount is greater than the cost of borrowing short-term funds, the firm should take the discount. Cash discounts can be a source of additional profitability for a firm. However, some firms, either due to lack of alternative funding sources or ignorance of the true cost, do not take advantage of these discounts. Stretching accounts payable is the process of delaying the payment of accounts payable for as long as possible without damaging the firm’s credit rating. Stretching payments reduces the implicit cost of giving up a cash discount. The prime rate of interest, which is the lowest rate charged on business loans to the best business borrowers, is usually used by the lender as a base rate to which a premium is added by the lender, depending upon the risk of the borrower, in order to determine the rate charged. A floating-rate loan has its interest tied to the prime rate. The rate of interest is established at an increment above the prime rate and floats at that increment above prime over the term of the note. The effective interest rate is the actual rate of interest paid for the period. The calculation of this rate depends on whether interest is paid at maturity or in advance (deducted from the loan so that the borrower receives less than the requested amount). When interest is paid at maturity, the effective interest rate is equal to: Interest Amount borrowed 15-2 15-3 15-4 15-5 The effective interest rate when interest is paid in advance–a discount loan–is calculated as follows: Interest Amount borrowed - Interest Paying interest in advance raises the effective rate above the stated rate. 395 Part 5 Short-Term Financial Decisions 15-6 A single-payment note is an unsecured loan from a commercial bank. It usually has a short maturity⎯30 to 90 days⎯and the interest rate is normally tied in some way to the prime rate of interest. The interest rate on these notes may be fixed or floating. The effective annual interest rate when the note is rolled over throughout the year on the same terms is calculated on a compound basis as follows, using Equation 5.10: k⎞ ⎛ keff = ⎜1 + ⎟ − 1 ⎝ m⎠ m 15-7 A line of credit is an agreement between a commercial bank and a business that states the amount of unsecured short-term borrowing the bank will make available to the firm over a given period of time. a. In a line of credit agreement, a bank may retain the right to revoke the line if any major changes occur in the firm's financial condition or operations. b. To ensure that the borrower will be a good customer, frequently a line of credit will require the borrower to maintain compensating balances in a demand deposit. In some cases, fees in lieu of balances may be negotiated. c. To ensure that money lent under the credit agreement is actually being used to finance seasonal needs, banks require that the borrower have a zero loan balance for a certain number of days per year. This is called the annual cleanup period. 15-8 A revolving credit agreement is a guaranteed line of credit. Under a line of credit agreement, a firm is not guaranteed that the bank will have funds available to lend upon demand, while under the more formal revolving credit agreement the availability of funds is guaranteed. Since the lender under the revolving credit agreement guarantees the availability of funds, the borrower must pay a commitment fee, a fee levied against the average unused portion of the line. Commercial paper (CP), which is a short-term, unsecured promissory note, can be sold by large, creditworthy firms in order to raise funds. Commercial paper is merely the IOU of a financially sound firm. The maturity of commercial paper is generally between 3 to 270 days and is normally issued in multiples of $100,000 or more. The interest rate on CP is usually 1 to 2 percent below the prime rate and is a less costly source of short-term funds than bank loans. Commercial paper is purchased by corporations, life insurance companies, pension funds, banks, and other financial institutions and investors. Commercial paper may be sold directly by the issuing firm to a purchaser or may be sold through a middleman known as a commercial paper house, which charges a fee to the issuer for its marketing efforts. 15-9 396 Chapter 15 Current Liabilities Management 15-10 International transactions differ from domestic ones because they involve payments made or received in a foreign currency. This results in additional foreign costs and also exposes the company to foreign exchange risk. A letter of credit is a letter written by a company's bank to a foreign supplier that effectively guarantees payment of an invoiced amount, assuming that all the specified terms are met. "Netting" occurs when a company's subsidiaries or divisions located in different countries have transactions that result in intracompany receivables and payables. Rather than pay the gross amount of both the receivables and payables, paying the net amount due⎯which is lower⎯allows the parent to reduce foreign exchange fees and other transaction costs. 15-11 Lenders view secured and unsecured short-term loans as having the same degree of risk. The benefit of the collateral for a secured loan is only beneficial if the firm goes into bankruptcy. The risk associated with going bankrupt and defaulting on and loan does not change due to be secured or unsecured. 15-12 The interest rate charged on secured short-term loans is typically higher than the interest rate on unsecured short-term loans. Typically, companies that require secured loans may not qualify for unsecured debt, and they are perceived as higher-risk borrowers by lenders. The presence of collateral does not change the risk of default; it provides a means to reduce losses if the borrower defaults. In general, lenders require security for less creditworthy, higher-risk borrowers. Since the negotiation and administration of these loans is more troublesome for the lender, the lender normally requires certain fees to be paid by the secured borrower. The higher rates on these secured short-term loans are attributable to the greater risk of default and the increased loan administration costs of these loans over the unsecured short-term loan. 15-13 a. A pledge of accounts receivable is the use of a firm's receivables to secure a short-term loan. The lender evaluates the quality of the accounts receivable, selects acceptable accounts, and files a lien on the collateral. After the selection of accounts, the lender determines the percentage advanced against receivables. Typically ranging from 50 to 90 percent of the face value of the acceptable receivables, this amount becomes the principal on the loan. Pledging receivables usually costs 2 to 5 percent above the prime rate due to the nature of the borrower and additional administrative costs. Commercial banks offer this type of financing. b. Factoring accounts receivable is the outright sale to the factor or other financial institution. The factor sets the conditions of the sale in a factoring agreement. Normally factoring is done on a nonrecourse basis (the factor accepts all credit risks), and the customer is usually notified that the account receivable has been sold. Factoring can typically cost from 3 to 7 percent 397 Part 5 Short-Term Financial Decisions above the prime rate, including commissions and interest. This type of financing is handled by specialized financial institutions called factors; some commercial banks and commercial finance companies factor receivables. While the cost is high, the advantages include immediate conversion of receivables into cash and also the known pattern of cash flows. 15-14 a. Floating inventory liens are made by lenders and secured by a claim on general inventory consisting of a diversified and low cost group of merchandise. Generally less than 50 percent of the book value of the average inventory is advanced. The interest charge on a floating lien is typically 3 to 5 percent above the prime rate. b. Trust receipt inventory loans are often made by manufacturers' financing subsidiaries to their customers. Under this arrangement, merchandise is typically expensive (automotive, industrial and consumer-durable equipment, for example) and remains in the hands of the borrower. The lender advances 80 to 100% of the cost of the salable inventory. The borrower is free to sell the merchandise and is trusted to remit the loan amount plus accrued interest to the lender immediately. The interest charge is generally 2 percent or more above the prime rate. c. A warehouse receipt loan is an arrangement whereby the lender receives control of the pledged collateral. The inventory may be retained by the borrower in the firm's warehouse with security administered by a field warehousing company. Or the inventory may be stored in a terminal warehouse located in the geographic vicinity of the borrower. Generally, less than 75 to 90 percent of the collateral's value is advanced to the borrower at an interest rate from 4 to 8 percent above the prime rate. 398 Chapter 15 Current Liabilities Management SOLUTIONS TO PROBLEMS 15-1 a. c. 15-2 a. b. c. d. e. f. g. 15-3 a. LG 1: Payment Dates December 25 January 9 b. December 30 d. January 30 LG 1: Cost of Giving Up Cash Discount (.02 ÷ .98) (.01 ÷ .99) (.02 ÷ .98) (.03 ÷ .97) (.01 ÷ .99) (.03 ÷ .97) (.04 ÷ .96) x x x x x x x (360 ÷ 20) (360 ÷ 20) (360 ÷ 35) (360 ÷ 35) (360 ÷ 50) (360 ÷ 20) (360 ÷ 170) = = = = = = = 36.73% 18.18% 20.99% 31.81% 7.27% 55.67% 8.82% LG 1: Credit Terms 1/15 net 45 date of invoice 2/10 net 30 EOM 2/7 net 28 date of invoice 1/10 net 60 EOM 45 days 50 days 28 days 80 days Cost of giving up cash discount = Cost of Cost of Cost of Cost of Cost of Cost of Cost of Cost of b. c. CD 360 × 100% - CD N 1% 360 giving up cash discount = × 100% - 1% 30 giving up cash discount = .0101 × 12 = .1212 = 12.12% 2% 360 giving up cash discount = × 100% - 2% 20 giving up cash discount = .0204 × 18 = .1836 = 36.72% 2% 360 giving up cash discount = × 100% - 2% 21 giving up cash discount = .0204 × 17.14 = .3497 = 34.97% 1% 360 giving up cash discount = × 100% - 1% 50 giving up cash discount = .0204 × 7.2 = .1049 = 14.69% 399 Part 5 Short-Term Financial Decisions d. In all four cases the firm would be better off to borrow the funds and take the discount. The annual cost of not taking the discount is greater than the firm's 8% cost of capital. LG 1: Cash Discount versus Loan 15-4 Cost of giving up cash discount = (.03 ÷ .97) x (360 ÷ 35) = 31.81% Since the cost of giving up the discount is higher than the cost of borrowing for a short-term loan, Erica is correct; her boss is incorrect. 15-5 a. LG 1, 2: Cash Discount Decisions Supplier J K L M Cost of Forgoing Discount (.01 ÷ .99) x (360 ÷ 20) = 18.18% (.02 ÷ .98) x (360 ÷ 60) = 12.24% (.01 ÷ .99) x (360 ÷ 40) = 9.09% (.03 ÷ .97) x (360 ÷ 45) = 24.74% b. Decision Borrow Give up Give up Borrow Prairie would have lower financing costs by giving up Ks and Ls discount since the cost of forgoing the discount is lower than the 16% cost of borrowing. c. Cost of giving up discount from Supplier M = (.03 ÷ .97) x (360 ÷ 75) = 14.85% In this case the firm should give up the discount and pay at the end of the extended period. LG 2: Changing Payment Cycle 15-6 Annual Savings = ($10,000,000) x (.13) = $1,300,000 15-7 LG 2: Spontaneous Sources of Funds, Accruals Annual savings = $750,000 x .11 = $82,500 15-8 a. b. c. LG 3: Cost of Bank Loan Interest = ($10,000 x .15) x (90 ÷ 360) = $375 Effective 90 day rate = $375 = 3.75% $10,000 Effective annual rate = (1 + 0.0375)4 - 1 = 15.87% 400 Chapter 15 Current Liabilities Management 15-9 LG 3: Effective Annual Rate of Interest Effective interest = $10,000 × .10 = 14.29% [$10,000 × (1 - .10 - .20)] 15-10 LG 3: Compensating Balances and Effective Annual Rates a. Compensating balance requirement = $800,000 borrowed x 15% = $120,000 = $800,000 - $120,000 = $680,000 = $800,000 x 11 % = $ 88,000 = $88,000 = 12.94% $680,000 Amount of loan available for use Interest paid Effective interest rate b. Additional balances required = $120,000 - $70,000 = $ 50,000 = $88,000 . = 1173% $800,000 − $50,000 Effective interest rate c. Effective interest rate = 11% (None of the $800,000 borrowed is required to satisfy the compensating balance requirement.) d. The lowest effective interest rate occurs in situation c, when Lincoln has $150,000 on deposit. In situations a and b, the need to use a portion of the loan proceeds for compensating balances raises the borrowing cost. 15-11 LG 4: Compensating Balance vs. Discount Loan a. State Bank interest = $150,000 × .09 $13,500 = = 10.0% $150,000 - ($150,000 × .10) $135,000 This calculation assumes that Weathers does not maintain any normal account balances at State Bank. $150,000 × .09 $13,500 Frost Finance interest = = = 9.89% $150,000 - ($150,000 × .09) $136,500 401 Part 5 Short-Term Financial Decisions b. If Weathers became a regular customer of State Bank and kept its normal deposits at the bank, then the additional deposit required for the compensating balance would be reduced and the cost would be lowered. 15-12 LG 5: Integrative–Comparison of Loan Terms a. b. (.08 + .033) ÷ .80 = 14.125% Effective annual interest rate = [$2,000,000 × (.08 + .028) + (.005 × $2,000,000)] = 14.125% ($2,000,000 × .80) c. The revolving credit account seems better, since the cost of the two arrangements is the same; with a revolving loan arrangement, the loan is committed. 15-13 LG 4: Cost of Commercial Paper a. Effective 90 - day rate = $1,000,000 - $978,000 = 2.25% $978,000 Effective annual rate = ( 1 + .0225)4 – 1 = 9.31% b. Effective 90 - day rate = [$1,000,000 - $978,000 + $9,612] = 3.26% ($978,000 - $9,612) Effective annual rate = ( 1 + .0326)4 – 1 = 13.69% 15-14 LG 5: Accounts Receivable as Collateral a. Acceptable Accounts Receivable Customer Amount D $ 8,000 E 50,000 F 12,000 H 46,000 J 22,000 K 62,000 Total Collateral $200,000 b. Adjustments: 5% returns/allowances, 80% advance percentage. 402 Chapter 15 Current Liabilities Management Level of available funds = [$200,000 x (1 - .05)] x .80 = $152,000 15-15 LG 5: Accounts Receivable as Collateral a. Customer A E F G H Total Collateral Amount $20,000 2,000 12,000 27,000 19,000 $80,000 b. c. $80,000 x (1 - .1) = $72,000 $72,000 x (.75) = $54,000 15-16 LG 3, 5: Accounts Receivable as Collateral, Cost of Borrowing a. b. [$134,000 – ($134,000 x .10)] x .85 = $102,510 ($100,000 x .02) + ($100,000 x .115) = $2,000 + $11,500 = $13,500 Interest cost = $13,500 = 13.5% $100,000 .115 ⎞ ⎛ ($100,000 x .02) + ⎜ $100,000 × ⎟ = $2,000 + $5,750 = $7,750 2⎠ ⎝ Interest cost = $7,750 = 7.75% for 6 months $100,000 Effective annual rate = (1 + .0775)2 - 1 = 16.1% .115 ⎞ ⎛ ($100,000 x .02) + ⎜ $100,000 × ⎟ = $2,000 + $2,875 = $4,875 4⎠ ⎝ Interest cost = $4,875 = 4.88% $100,000 Effective annual rate = (1 + .0488)4 - 1 = 21.0% 15-17 LG 5: Factoring Holder Company Factored Accounts 403 Part 5 Short-Term Financial Decisions May 30 Accounts A B C D E F G H Amount $200,000 90,000 110,000 85,000 120,000 180,000 90,000 30,000 Date Due 5/30 5/30 5/30 6/15 5/30 6/15 5/15 6/30 Status on May 30 C 5/15 U U C 5/30 C 5/27 C 5/30 U C 5/30 Amount Remitted $196,000 88,200 107,800 83,300 117,600 176,400 88,200 29,400 Date of Remittance 5/15 5/30 5/30 5/30 5/27 5/30 5/15 5/30 The factor purchases all acceptable accounts receivable on a nonrecourse basis, so remittance is made on uncollected as well as collected accounts. 15-18 LG 6, 7: Inventory Financing a. City-Wide Bank: [$75,000 x (.12 ÷ 12)] +(.0025 x $100,000) = $1,000 Sun State Bank: $100,000 x (.13 ÷ 12) = $1,083 Citizens’ Bank and Trust: [$60,000 x (.15 ÷ 12)] + (.005 x $60,000) = $1,050 City-Wide Bank is the best alternative, since it has the lowest cost. Cost of giving up cash discount = (.02 ÷ .98)(360 / 20) = 36.73% 16.00% b. c. The effective cost of taking a loan = ($1,000 / $75,000) x 12 = Since the cost of giving up the discount (36.73%) is higher than borrowing at Citywide Bank (16%), the firm should borrow to take the discount. 404 Chapter 15 Current Liabilities Management CHAPTER 15 CASE Selecting Kanton Company's Financing Strategy and Unsecured Short-Term Borrowing Arrangement This case asks the student to evaluate the permanent and short-term funding requirements of Kanton Company, and to choose a financing strategy from among three alternatives: aggressive, conservative, and trade-off. The company's funding requirements vary considerably during the year, showing a seasonal pattern and peaking mid-year. Then the student must calculate the effective annual interest rates for two short-term borrowing alternatives and make a recommendation. a. Strategy I - Aggressive (1) Amount required: $2,500,000 short-term and $1,000,000 long-term (2) Cost: (10% x $2,500,000) + (14% x $1,000,000) = $390,000 Strategy 2 - Conservative (1) Amount required: $7,000,000 long-term and $0 short-term (2) Cost: (14% x $7,000,000) = $980,000 Strategy 3 – Trade-off (1) Calculation of short-term requirements (1) Total Funds Month Requirements January $1,000,000 February 1,000,000 March 2,000,000 April 3,000,000 May 5,000,000 June 7,000,000 July 6,000,000 August 5,000,000 September 5,000,000 October 4,000,000 November 2,000,000 December 1,000,000 (2) Permanent Requirements $3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 Seasonal Requirements $ 0 0 0 0 2,000,000 4,000,000 3,000,000 2,000,000 2,000,000 1,000,000 0 0 Monthly Average: Permanent = $3,000,000 Seasonal = $1,166,667 (sum of seasonal requirements ÷ 12) (2) Cost: (10% x $1,166,667) + (14% x $3,000,000) = $536,667 b. Net working capital = Current assets - Current liabilities 405 Part 5 Short-Term Financial Decisions Aggressive = $4,000,000 - $2,500,000 = $1,500,000 - $0 = $4,000,000 Conservative = $4,000,000 Trade-off c. = $4,000,000 - $1,166,667 = $2,833,333 The three strategies differ in terms of profitability and risk. The aggressive strategy is the most profitable⎯it has the lowest cost, $300,000⎯because it uses the largest amount of the less-expensive short-term financing. It also pays interest only on needed financing. The aggressive strategy is also the most risky, relying heavily on short-term financing, which may have more limited availability. Net working capital is lowest, also increasing risk. Because the conservative strategy funds the highest amount in any month for the whole year with more-expensive long-term financing, it is the most expensive ($980,000) and the least profitable. It is the lowest-risk strategy, however, reserving short-term financing for emergencies. The high level of working capital also reduces risk. The trade-off strategy falls between the two extremes in terms of both profitability and risk. The cost ($536,667) is higher than the aggressive strategy because the permanent funds requirement of $3,000,000 is financed with more costly long-term funds. In five months (January, February, March, November, and December), the company pays interest on unneeded funds. The risk is less than with the aggressive strategy; some short-term borrowing capacity is preserved for emergencies. Because a portion of short-term requirements is financed with long-term funds, the firm's ability to obtain short-term financing is good. Mr. Mercado should consider implementing the trade-off strategy. The wide swings in monthly funds requirements make the cost of the conservative strategy very high in comparison to the reduced risk. For the same reason, the aggressive strategy is quite risky, requiring the firm to raise short-term funds ranging from $1,000,000 to $6,000,000. If it should become difficult to arrange short-term financing, Kanton Company would be in trouble. Note: Other recommendations are possible, depending on the student's risk preference. Of course, the student should present sound reasons for his or her choice of strategy. d. (1) Effective interest, line of credit: 406 Chapter 15 Current Liabilities Management Interest on borrowing: $600,000 x (7% + 2.5%) = $57,000 Effective interest = (2) Interest $57,000 = = 11.88% Amount available for use $600,000 × .80 Effective interest, revolving credit agreement: Cost of borrowing: Interest: $600,000 x (7% + 3.0%) $60,000 Commitment Fee: $400,000 x .5% 2,000 Total $62,000 Effective interest = Interest and commitment fee Amount available for use $62,000 = = 12.92% $600,000 × .80 e. The line of credit arrangement seems better, since its annual cost of 11.88% is less than the 12.92% cost of the revolving loan arrangement. Kanton will save about 1% in terms of annual interest cost (11.88% versus 12.92%) by using the line of credit. The only negative is that if Third National lacks loanable funds, Kanton may not be able to borrow the needed funds. Under the revolving credit agreement, funds availability would be guaranteed. 407 Part 5 Short-Term Financial Decisions INTEGRATIVE CASE CASA DE DISEÑO 5 Integrative Case V, Casa de Diseño, involves evaluating working capital management of a furniture manufacturer. Operating cycle, cash conversion cycle, and negotiated financing needed are determined and compared with industry practices. The student then analyzes the impact of changing the firm's credit terms to evaluate its management of accounts receivable before making a recommendation. a. Operating Cycle = Average Age of Inventory + Average Collection Period = 110 days + 75 days = 185 days = Operating Cycle - Average Payment Period = 185 days - 30 days = 155 days Total annual outlays × Cash Conversion Cycle 360 days $26,500,000 = ×155 360 = $11,409,722 = = 83 days + 75 days = 158 days = 158 days - 39 days = 119 days $26,500,000 ×119 360 = $8,759,722 Cash Conversion Cycle Resources needed b. Industry OC Industry CCC Industry Resources needed = c. Casa de Diseño Negotiated Financing $11,409,722 Less: Industry Resources needed $ 2,650,000 Cost of inefficiency: 8,759,722 $2,650,000 x .15 = $397,500 d. (1) Offering 3/10 net 60: 408 Chapter 15 Current Liabilities Management Reduction in collection period = 75 days x (1 - .4) = 45 days Operating cycle = 83 days + 45 days = 128 days = 128 days - 39 days = 89 days $26,500,000 × 89 days 360 = $6,551,389 = = $8,759,722 - $6,551,389 = $2,208,333 = $2,208,333 x .15 = $331,250 $40,000,000 x .45 x .03 = $540,000 Cash Conversion Cycle Resources needed Additional Savings (2) (3) Reduction in sales: Average investment in accounts receivable assuming cash discount: New average collection period ($40,000,000 x .80) ÷ (360 ÷ 45) = 45 days = $4,000,000 Average investment in accounts receivable assuming no cash discount: (40,000,000 x .80) ÷ (360 ÷ 75) = $6,666,667 Reduction in investment in accounts receivable: $6,66,667 - $4,000,000 Annual savings: $2,666,667 x .15 (4) = $2,666,667 = $400,000 Reduction in bad debt expense: $40,000,000 x (.02 - .015) Cost of offering cash discount Annual savings from reduction in investment in accounts receivable Annual savings from reduction in bad debt expense Savings due to cash discount = $200,000 ($540,000) 400,000 200,000 $ 60,000 (5) e. Ms. Leal should bring working capital measures in line with the industry and offer the proposed cash discount. 409 Part 5 Short-Term Financial Decisions f. The other sources of financing available include both unsecured and secured sources. Unsecured Sources: Short-term self-liquidating bank loans – usually used to help with seasonal needs where the loan is repaid as receivables are collected Single payment bank notes – normally a short-term (30 days to 9 months) loan to be repaid on the end of the loan period. Line of credit – a loan much like a credit card in that the borrow can draw down the money as needed and make various payments. The loan must often be paid in full at some point within each year. Revolving credit agreement – a guaranteed amount of funds available to the borrower. The borrower usually pays a commitment fee to the bank to compensate them for having the funds available “on demand.” Commercial paper – a 3 day to 270 day loan sold as a security to the lender. Secured Sources: Pledging accounts receivable – a lender purchases the receipts to be received from the accounts receivable accounts of the borrower. The lender advances the money to the borrower in an amount discounted from the book value of the receivables. When the borrower collects the receivables payments the money is remitted to the lender. Factoring accounts receivable – Selling the firms accounts receivable to a lender at a discount to the book value of the receivables. The factor normally receives the payment directly from the customer when they make payment. Floating inventory liens – when inventory is used as collateral for a loan. Trust receipt inventory loans – a loan against relatively expensive and easily identifiable assets, such as automobile. The loan is repaid when the asset is sold. Warehouse receipt loans – when assets in a warehouse are pledged against a loan. The lender takes control of the inventory items that are normally stored in a public warehouse. 410 PART 6 Special Topics in Managerial Finance CHAPTERS IN THIS PART 16 17 18 Hybrid and Derivative Securities Mergers, LBOs, Divestitures, and Business Failure International Managerial Finance INTEGRATIVE CASE 6: ORGANIC SOLUTIONS CHAPTER 16 Hybrid and Derivative Securities INSTRUCTOR’S RESOURCES Overview This chapter focuses on other sources of long-term financing: leasing, convertible bonds, convertible preferred stock, and warrants. The basic features, costs, and advantages of these financing methods are discussed. The basic types of leases (operating and financial), leasing arrangements, and legal aspects of leasing are presented, as well as the procedure used to analyze a lease versus purchase decision. The student learns how to evaluate convertible securities and stock-purchase warrants. The use and features of stock options are presented. The chapter concludes with a discussion of the use of options to hedge foreign currency exposure. PMF DISK This chapter's topics are not covered on either the PMF Tutor or the PMF ProblemSolver. PMF Templates A spreadsheet template is provided for the following problem: Problem 16-4 Study Guide The following Study Guide examples are suggested for classroom presentation: Example 3 4 Topic Stock warrants Lease-versus-purchase analysis Topic Lease-versus-purchase 413 Part 6 Special Topics in Managerial Finance ANSWERS TO REVIEW QUESTIONS 16-1 Hybrid securities contain characteristics of both debt and equity. Hybrid securities are a form of financing used by the firm. Derivative securities are neither debt nor equity. They are securities that derive their value from another "underlying" asset. Derivatives are not used by the firm for raising funds but are used for managing certain aspects of the firm's risk. Leasing is a financing technique that allows a firm to obtain the use of certain fixed assets by making periodic, contractual payments that are tax deductible. An operating lease is a contractual agreement whereby the lessee agrees to make periodic payments to the lessor for five or fewer years for an asset's services. Such leases are generally cancelable at the option of the lessee, who may be required to pay a predetermined cancellation penalty. Assets leased under an operating lease, such as computers, generally have a usable life longer than the term of the lease. Therefore, normally the asset has a positive market value at the termination of the lease. Total lease payments are generally less than the cost of the leased asset. A financial (or capital) lease is a longer-term lease than an operating lease. It is noncancelable and therefore obligates the lessee to make payments for the use of an asset over a predefined period of time. Financial leases are commonly used for leasing land, buildings, and large pieces of equipment. The noncancelable feature of this type of lease makes it quite similar to certain types of long-term debt. The total payments under a financial lease are normally greater than the cost of the leased assets to the lessor. In this case the lease period is closely aligned to the asset's productive life. The FASB Standard No. 13 defines a capitalized (financial) lease as one having any of the following four elements: (1) transfer of property to the lessee by the end of the lease term; (2) a purchase option at a low or "bargain" price, exercisable at a "fair market value;" (3) a lease term equal in length to 75 percent or more of the estimated economic life of the property; (4) the present value of lease payments at the beginning of the lease equal to 90 percent or more of the fair market value of the leased property, less any investment tax credit received by the lessor. Three methods used by lessors to acquire assets to be leased are: (1) a direct lease - the lessor owns or acquires the assets that are leased to the lessee. (2) a sale-leaseback arrangement - the lessor purchases the assets from the lessee and leases them back. 16-2 414 Chapter 16 Hybrid and Derivative Securities (3) a leveraged lease - a financial arrangement which includes one or more third-party lenders. Under a leveraged lease, the lessor acts as an equity participant, supplying only a fraction of the cost of the asset, with the lender(s) supplying the remainder. The direct lease and the sale-leaseback differ according to which party holds title to the asset prior to the lease. The leveraged lease may be a direct lease or sale-leaseback, but is differentiated by the participation of a third-party lender. 16-3 The lease-versus-purchase-decision is made using basic capital budgeting procedures. The following steps are involved in the analysis: Step 1: Find the after-tax cash outflows for each year under the lease alternative. This step generally involves a fairly simple tax adjustment of the annual lease payments. The cost of exercising a purchase option in the final year is included if applicable. Find the after-tax cash outflows for each year under the purchase alternative. This step involves adjusting the scheduled loan payment and maintenance cost outlay for the tax shields resulting from the tax deductions attributable to maintenance, interest, and depreciation. Calculate the present value of the cash outflows associated with the lease (from Step 1) and purchase (from Step 2) alternatives using the after-tax cost of debt as the discount rate. The after-tax cost of debt is used since this decision involves very low risk. Choose the alternative with the lowest present value of cash outflows from Step 3. This will be the least costly financial alternative. Step 2: Step 3: Step 4: Present value techniques must be used because the cash outflows occur over a period of years. 16-4 FASB Standard No. 13 established requirements (see question 18-2) for the explicit disclosure of certain types of lease obligations on the firm's balance sheet. Any lease that meets at least one of these requirements must be capitalized. To do so, the present value of the lease payments is discounted at the appropriate rate of return. Reporting the capitalization of leases must meet FASB Standard No. 13 guidelines, but in general the capitalized value is added to net fixed assets and to long-term liabilities. The caption on the asset side of the balance sheet is "lease property under capital lease." The caption on the liability side of the balance sheet is "obligation under capital lease." 415 Part 6 Special Topics in Managerial Finance 16-5 The key advantages of leasing are the ability to "depreciate" land through tax deductibility of lease payment; the favorable financial ratio effects; the increased liquidity a sale-leaseback arrangement may provide; the ability to get 100 percent financing; the limited claims against the firm in bankruptcy or reorganization; the possible avoidance of the risk of obsolescence; the lack of many restrictive covenants; and the financing flexibility provided. The most important advantages of leasing to a firm are its effect on financial ratios, the ability to increase liquidity, and the ability to obtain 100 percent financing. The disadvantages of leasing include: its high implicit interest cost; the lack of any salvage value benefits; difficulty in making property improvements; and certain obsolescence considerations. 16-6 A conversion feature is an option included as part of a bond or preferred stock issue that permits the holder to convert the security into a specified number of shares of common stock. The conversion ratio is the ratio at which the convertible security can be exchanged for common stock. Contingent securities⎯convertibles, warrants, and stock options that could be converted to common stock⎯affect the reporting of the firm's earnings per share (EPS). Firms with contingent securities, that if converted or exercised would increase the number of shares outstanding by more than 3 percent, must report earnings in two other ways: primary EPS and fully diluted EPS. Primary EPS, which includes any common stock equivalents (CSE), is calculated by dividing earnings available for common stockholders (adjusted for interest and preferred stock dividends that would not be paid given assumed conversion) by the sum of the number of shares outstanding and the CSE. Fully diluted EPS treats as common stock all contingent securities. It is calculated by dividing earnings available for common stockholders (adjusted for interest and preferred stock dividends that would not be paid given assumed conversion of all outstanding convertibles) by the number of shares of common stock that would be outstanding if all contingent securities are converted and exercised. Motives for financing with convertible securities include their use as a form of deferred common stock financing; Their use as a "sweetener" for financing since convertible securities are usually sold at lower interest rates; the inclusion of fewer restrictive covenants, and the ability to raise temporarily cheap funds through debt, then shift capital structure through conversion into equity at a later date. 16-7 When the price of the firm's common stock rises above the conversion price, the market price of the convertible security will normally rise to a level close to its conversion value. The convertible security holders may not convert in this situation for two reasons: (1) they already have the market price benefit obtainable from conversion and still receive the fixed periodic interest or dividend 416 Chapter 16 Hybrid and Derivative Securities payments; and (2) they may have a general lack of confidence in the ability of the current market price of the common stock to remain at its current level. The call feature may be used to force conversion, since the call price of the security generally exceeds the security's par value by an amount equal to one year's stated interest on the security. Although the issuer must pay a premium for calling a security, the call privilege is generally not exercised until the conversion value of the security is 10 to 15 percent above the call price. This call premium assures the issuer that when the call is made, the holders of the convertible will convert it instead of accepting the call price. An overhanging issue is a convertible security that cannot be forced into conversion using the call feature. 16-8 The straight bond value of a convertible security is the price at which the security would sell in the market without the conversion feature. This value is determined by valuing a straight bond with similar payments issued by a firm having the same operating and financial risks. The straight value of a convertible bond can be found by discounting the bond interest payments and maturity value at the rate of interest that has to be charged on a straight bond issued by the company. A convertible feature on a security can only add value or have no effect on value; therefore, the value of the security as a straight issue is often viewed as the minimum value. The conversion stock value of a convertible security is the value of a convertible security measured in terms of the market value of the security into which it may be converted. Since most convertible securities are convertible into common stock, the conversion value may be found by multiplying the conversion ratio by the current market price of the firm's common stock. The market value of a convertible security is greater than its straight or conversion value. The market premium is the amount by which the market value exceeds the straight or conversion value of a convertible security. The relationship between the straight value, conversion stock value, market value, and market premium associated with a convertible security is as follows. The straight bond value is the floor, or minimum price at which a convertible trades. When the market price of the common stock into which the convertible can be converted exceeds the conversion price, the conversion value will be above par. The market value of the convertible bond is usually greater than either the straight or conversion values. As the straight value and the conversion value become closer, the market premium increases (see Figure 18.1 in text). 417 Part 6 Special Topics in Managerial Finance 16-9 Stock-purchase warrants give the holder the option to purchase a certain number of shares of common stock at a specified price. They are often attached to debt issues as “sweeteners," adding to marketability and lowering the required interest rate. The effect of the exercise of warrants is to dilute earnings and control since a number of new shares of common stock are automatically issued, similar to the conversion of convertibles. The exercise of a warrant shifts the firm's capital structure to a less highly levered position, since new equity capital is created without any change in the firm's debt capital. If a convertible security is converted, the effect is more pronounced, since new common equity is created through a corresponding reduction in debt or preferred stock. Warrants result in an influx of new capital, while convertibles shift debt or preferred stock financing into common stock financing. 16-10 The implied price of a warrant that is attached to a bond is found by first subtracting the straight bond value from the price of the bond with warrants attached. This gives the price of all warrants; to get the price of one warrant, divide by the number of warrants. The straight bond value is the present value of cash inflows discounted by the yield on similar-risk bonds. The theoretical value of each warrant (TVW) is the amount it would be expected to sell for in the marketplace. The formula is: TVW = (P0 - E) x N where TVW = the theoretical value of a warrant = current market price of a share of common stock P0 E = exercise price of the warrant N = number of shares obtainable with one warrant Since the TVW takes into account specific features of the warrant, the implied price is meaningful only when the two are compared. If the implied price is above the theoretical value, the price of the bond with warrants attached may be too high. If the reverse is true, the bond may be quite attractive. Firms should therefore "sweeten" bonds by pricing them so that the implied price is slightly below the theoretical value. This allows it to sell bonds with warrants at a lower coupon rate, resulting in lower debt service costs. 16-11 The market value of a warrant is generally above the theoretical value. Only when the theoretical value of a warrant is very high are the market and theoretical values of a warrant quite close. The market value of a warrant generally exceeds the theoretical value by the greatest amount when the stock's market price is close to the warrant exercise price per share. The amount by which the market value of the warrant exceeds the theoretical value is called the warrant premium. 418 Chapter 16 Hybrid and Derivative Securities 16-12 An option is a financial instrument that provides its holder with an opportunity to buy or sell an asset at a specified price. The striking price is the price at which the holder of the option can buy or sell the stock at any time prior to the expiration date. Rights and warrants are types of options, since the holder has the option to purchase stock at a specified price. A call is an option to purchase a specified number of shares of stock at a specified price on or before a specified date. A put is an option to sell a specified number of shares of stock at a specified price on or before a specified date. The logic of trading and exercising calls and puts is the expectation that the market price of the underlying stock will change in the desired direction. Call options are purchased with the expectation that the price of the stock will rise enough to cover the cost of the option. Put options are purchased with the expectation that the share price of the stock will decline over the life of the option. Options play no direct role in the fundraising activities of the financial manager as they are not a source of financing. 16-13 A company can hedge the risk of foreign exchange fluctuations by purchasing currency options. If it makes a sale in a foreign currency that is due to be paid at some point in the future, it can purchase a put option on that foreign currency to protect against appreciation of its own currency against the currency in which the sale was denominated. Such options effectively hedge the risk of adverse price movements but preserve the possibility of profiting from favorable price moves. The drawback to using options for hedging purposes is their high cost relative to hedging with more traditional futures or forward contracts. 419 Part 6 Special Topics in Managerial Finance SOLUTIONS TO PROBLEMS 16-1 LG 2: Lease Cash Flows Lease Payment (1) $100,000 80,000 150,000 60,000 20,000 Tax Benefit (2) $40,000 32,000 60,000 24,000 8,000 After-tax Cash Outflow ((1) - (2)) (3) $60,000 48,000 90,000 36,000 12,000 Firm A B C D E 16-2 Year 1-4 1 - 14 1-8 1 - 25 1 - 10 LG 2: Loan Interest Loan A Year 1 2 3 4 1 2 1 2 3 1 2 3 4 5 1 2 3 4 5 6 Interest Amount $1,400 1,098 767 402 $2,100 1,109 $312 220 117 $6,860 5,822 4,639 3,290 1,753 $4,240 3,768 3,220 2,585 1,848 993 B C D E 16-3 LG 2 Loan Payments and Interest 420 Chapter 16 Hybrid and Derivative Securities Payment = $117,000 ÷ 3.889 = $30,085 (Calculator solution: $30,087.43) Year 1 2 3 4 5 6 Beginning Balance $117,000 103,295 87,671 69,860 49,555 26,408 Interest $16,380 14,461 12,274 9,780 6,938 3,697 Principal $13,705 15,624 17,811 20,305 23,147 26,388 $116,980 $ 26,408 $117,000 Note: Due to the PVIFA tables in the text presenting factors only to the third decimal place and the rounding of interest and principal payments to the second decimal place, the summed principal payments over the term of the loan will be slightly different from the loan amount. To compensate in problems involving amortization schedules, the adjustment has been made in the last principal payment. The actual amount is shown with the adjusted figure to its right. 16-4 a. LG 2 Lease versus Purchase Lease After-tax cash outflow = $25,200 x (l - .40 ) = $15,120/year for 3years + $5,000 purchase option in year 3 (total for year 3: $20,120) Purchase Total Deductions (2+3+4) (5) $30,000 34,398 13,974 Tax Shields (.40)x(5) (6) $12,000 13,759 5,590 After-tax Cash Outflows [(1+2) - (6)] (7) $15,644 13,885 22,054 Year 1 2 3 b. Loan Payment (1) $25,844 25,844 25,844 Lease End of Year 1 2 3 Maintenance (2) $1,800 1,800 1,800 Depreciation (3) $19,800 27,000 9,000 Interest at 14% (4) $8,400 5,598 3,174 After-tax Cash Outflows $15,120 15,120 20,120 PVIF8%,n .926 .857 .794 PV of Outflows $14,001 12,958 15,975 $42,934 Calculator Solution $42,934.87 Purchase End After-tax 421 Calculator Part 6 Special Topics in Managerial Finance of Year 1 2 3 Cash Outflows $15,644 13,885 22,054 PVIF8%,n .926 .857 .794 PV of Outflows $14,486 11,899 17,511 $43,896 Solution $43,896.51 c. Since the PV of leasing is less than the PV of purchasing the equipment, the firm should lease the equipment and save $962 in present value terms. LG 2: Lease versus Purchase Lease After-tax cash outflows = $19,800 x (1 - .40) = $11,880/year for 5 years plus $24,000 purchase option in year 5 (total $35,880). Purchase Total Deductions (2+3+4) (5) $29,200 37,106 24,774 16,972 14,462 Tax Shields (.40)x(5) (6) $11,680 14,842 9,910 6,789 5,785 After-tax Cash Outflows [(1+2) - (6)] (7) $13,622 10,460 15,392 18,513 19,517 16-5 a. Year 1 2 3 4 5 b. Loan Payment (1) $23,302 23,302 23,302 23,302 23,302 Lease End of Year 1 2 3 4 5 Purchase 1 2 3 4 5 Maintenance (2) $2,000 2,000 2,000 2,000 2,000 Depreciation (3) $16,000 25,600 15,200 9,600 9,600 Interest at 14% (4) $11,200 9,506 7,574 5,372 2,862 After-tax Cash Outflows $11,880 11,880 11,880 11,880 35,880 PVIF9%,n .917 .842 .772 .708 .650 PV of Outflows $10,894 10,003 9,171 8,411 23,322 $61,801 Calculator Solution $61,807.41 c. $12,491 8,807 11,883 13,107 12,686 $58,986.46 $58,974 The present value of the cash outflows is less with the purchasing plan, so the firm should purchase the machine. By doing so, it saves $2,827 in present value terms. 422 $13,622 10,460 15,392 18,513 19,517 .917 .842 .772 .708 .650 Chapter 16 Hybrid and Derivative Securities 16-6 LG 2: Capitalized Lease Values Lease A B C D E Table Values $ 40,000 x 6.814 = $272,560 120,000 x 4.968 = 596,160 9,000 x 6.467 = 58,203 16,000 x 2.531 = 40,496 47,000 x 7.963 = 374,261 Calculator Solution $272,547.67 596,116.77 58,206.78 40,500.72 374,276.42 16-7 a. b. c. 16-8 a. b. c. 16-9 a. b. c. LG 3: Conversion Price $1,000 ÷ 20 shares = $50 per share $500 ÷ 25 shares = $20 per share $1,000 ÷ 50 shares = $20 per share LG 3: Conversion Ratio $1,000 ÷ $43.75 $1,000 ÷ $25.00 $600 ÷ $30.00 = = = 22.86 shares 40 shares 20 shares LG 3: Conversion (or Stock) Value Bond value = 25 shares x $50 = $1,250 = $ 525 Bond value = 12.5 shares x $42 Bond value = 100 shares x $10.50 = $1,050 16-10 LG 3: Conversion (or Stock) Value Bond A B C D Conversion Value 25 x $42.25 = $1,056.25 16 x $50.00 = $ 800.00 20 x $44.00 = $ 880.00 5 x $19.50 = $ 97.50 16-11 LG 4: Straight Bond Values 423 Part 6 Special Topics in Managerial Finance Bond A Years 1-20 20 Payments $ 100 1,000 Factors 6.623 .073 PV $ 662.30 73.00 $ 735.30 $ 549.50 112.80 $ 662.30 $ 803.01 12.00 $ 815.01 $ 807.24 20.00 $ 827.24 Calculator Solution $ 735.08 B 1-14 14 $ 96 800 5.724 .141 $ 662.61 C 1-30 30 $ 130 1,000 6.177 .012 $ 814.68 D 1-25 25 $ 140 1,000 5.766 .020 $ 827.01 16-12 LG 4: Determining Values–Convertible Bond a. Years 1-20 20 Payments $ 100 1,000 Factor, 12% 7.469 .104 PV $ 746.90 104.00 $ 850.90 Calculator Solution $ 850.61 b. Conversion value = 50 shares x market price 50 x $15 = $ 750 50 x $20 = 1,000 50 x $23 = 1,150 50 x $30 = 1,500 50 x $45 = 2,250 Share Price $15 20 23 30 45 Bond Value $ 850.90 1,000.00 1,150.00 1,500.00 2,250.00 c. d. As the share price increases the bond will start trading at a premium to the pure bond value due to the increased probability of a profitable conversion. At higher prices the bond will trade at its conversion value. The minimum bond value is $850.90. The bond will not sell for less than the straight bond value, but could sell for more. 16-13 LG 4: Determining Values–Convertible Bond 424 Chapter 16 Hybrid and Derivative Securities a. Straight Bond Value Years Payments 1-15 $ 130 15 1,000 Factor, 12% 5.575 .108 PV $ 724.75 108.00 $ 832.75 Calculator Solution $ 832.74 b. Conversion value $ 9.00 x 80 = $ 720 12.00 x 80 = 960 13.00 x 80 = 1,040 15.00 x 80 = 1,200 20.00 x 80 = 1,600 Share Price $ 9.00 12.00 13.00 15.00 20.00 Bond Value $ 832.75 960.00 1,040.00 1,200.00 1,600.00 c. (Bond will not sell below straight bond value) As the share price increases the bond will start trading at a premium to the pure bond value due to the increased probability of a profitable conversion. At higher prices the bond will trade at its conversion value. d. Value of a Convertible Bond 425 Part 6 Special Topics in Managerial Finance 1800 1600 1400 Conversion Value Value of Convertible Bond 1200 1000 800 600 400 200 0 0 5 X Straight Bond Value 10 15 20 25 Price per Share of Common Stock Up to Point X, the Straight Bond Value is the minimum market value. For stock prices above Point X, the Conversion Value Line is the market price of the bond. 16-14 LG 5: Implied Price of Attached Warrants Implied price of all warrants = Price of bond with warrants - Straight bond value Price per warrant = Implied Price of all warrants Number of warrants Straight Bond Value: Bond A Years 1-15 15 Payments $ 120 1,000 Factors 6.462 (13%) .160 PV $ 775.44 160.00 $ 935.44 $ 536.75 322.00 $ 858.75 $ 398.15 62.00 $460.15 PV Solution Calculator $ 935.38 B 1-10 10 $ 95 1,000 5.650 (12%) .322 $ 858.75 C 1-20 20 $ 50 500 7.963 (11%) .124 Bond Years Payments 426 Factors $460.18 Solution Calculator Chapter 16 Hybrid and Derivative Securities D 1-20 20 $ 110 1,000 7.469 (12%) .104 $ 821.59 104.00 $ 925.59 ÷ ÷ ÷ ÷ ÷ $ 925.31 Price Per Warrant: Bond Price with Warrants A B C D $1,000 1,100 500 1,000 - Straight Bond Value $935.44 858.75 460.15 925.59 = = = = = Implied Price $ 64.56 241.25 39.85 74.41 Number of Warrants 10 30 5 20 = Price per Warrant = = = = $6.46 8.04 7.97 3.72 16-15 LG 5: Evaluation of the Implied Price of an Attached Warrant a. Straight Bond Value Years 1-30 30 Payments $ 115 1,000 PVIF (13%) 7.496 .026 PV $ 862.04 26.00 $ 888.04 Calculator Solution $ 887.57 b. Implied price of all warrants = (Price with warrants - Straight Bond Value) Implied price of warrant = $1,000 - $888.04 Implied price of warrant = $111.96 Price per warrant = Implied price of all warrants ÷ number of warrants Price per warrant = $111.96 ÷ 10 Price per warrant = $11.20 The implied price of $11.20 is below the theoretical value of $12.50, which makes the bond an attractive investment. c. d. 16-16 LG 5: Warrant Values a. TVW TVW TVW TVW TVW TVW TVW TVW = = = = = = = = (Po - E) x N ($42 - $50) x 3 ($46 - $50) x 3 ($48 - $50) x 3 ($54 - $50) x 3 ($58 - $50) x 3 ($62 - $50) x 3 ($66 - $50) x 3 = = = = = = = - $24 - $12 -$ 6 $12 $24 $36 $48 b. Common Stock Price versus Warrant Price 427 Part 6 Special Topics in Managerial Finance 60 50 40 30 Value of Warrant ($) Market Value Theoretical Value 20 10 0 40 -10 -20 -30 45 50 55 60 65 70 Price per Share of Common Stock c. It tends to support the graph since the market value of the warrant for the $50 share price appears to fall on the market value function presented in the table and graphed in part b. The table shows that $50 is one-third of the way between the $48 and the $54 common stock value; adding one-third of the difference in warrant values corresponding to those stock values (i.e., ($18 - $9) ÷ 3) to the $9 warrant value would result in a $12 expected warrant value for the $50 common stock value. The warrant premium results from a combination of investor expectations and the ability of the investor to obtain much larger potential returns by trading in warrants rather than stock. The warrant premium is reflected in the graph by the area between the theoretical value and the market value of the warrant. Yes, the premium will decline to zero as the warrant expiration date approaches. This occurs due to the fact that as time diminishes, the possibilities for speculative gains likewise decline. d. e. 16-17 LG 5: Common Stock versus Warrant Investment a. $8,000 ÷ $50 per share = 160 shares $8,000 ÷ $20 per warrant = 400 warrants 160 shares x ($60 - $50) 400 shares x ($45 - $20) = = $1,600 profit $10,000 profit $1,600 ÷ $8,000 = 20% $10,000 ÷ $8,000 = 125% b. c. 428 Chapter 16 Hybrid and Derivative Securities d. Ms. Michaels would have increased profitability due to the high leverage effect of the warrant, but the potential for gain is accompanied with a higher level of risk. 16-18 LG 5: Common Stock versus Warrant Investment a. $6,300 ÷ $30 per share 210 shares x ($32 - $30) = 210 shares purchased = $420 profit $420 ÷ $6,300 = 6.67% b. $6,300 ÷ $7 per warrant = 900 warrants purchased Profit on original investment = [($4 per share x 2) - $7 price of warrant] = $1 $1 gain x 900 warrants = $900 profit $1 ÷ $7 = 14.29% total gain Stock (1) $6,300 investment - $6,300 proceeds from sale = $0 (2) 210 shares x ($28 - $30) = -$420 (-6.67%) c. Warrants (1) [($2 gain per share x 2 shares) - $7 price of warrant] x 900 warrants = -$3 x 900 = - $2,700 = -42.85% (2) Since the warrant exercise price and the stock price are the same, there is no reason to exercise the warrant. The full investment in the warrant is lost: $7 x 900 warrants = $6,300 -$7 ÷ $7 = -100% d. Warrants increase the possibility for gain and loss. The leverage associated with warrants results in higher risk as well as higher expected returns. 16-19 LG 6: Option Profits and Losses Option A 100 shares x $5/share = $500 $500 - $200 = $300 B 100 shares x $3/share = $300 $300 - $350 = -$50 The option would be exercised, as the loss is less than the cost of the option. C 100 shares x $10/share $1,000 - $500 = $1,000 = $500 D E -$300; the option would not be exercised. -$450; the option would not be exercised. 16-20 LG 6: Call Option 429 Part 6 Special Topics in Managerial Finance a. Stock transaction: $70/share - $62/share = $8/share profit $8/share x 100 shares = $800 Option transaction: ($70/share x 100 shares) - ($60/per share x 100 shares) - $600 cost of option profit b. = $ 7,000 = - 6,000 = - 600 = $ 400 c. $600 ÷ 100 shares = $6/share The stock price must rise to $66/share to break even. If Carol actually purchases the stock, she will need to invest $6,200 ($62/share x 100 shares) and can potentially lose this full amount. In comparison to the option purchase, Carol only risks the purchase price of the option, $600. If the price of the stock falls below $56/share, the option purchase is favored. (Below $56/share, the loss in stock value of $600 [($62 -$56 x 100 shares], would exceed the cost of the option). Due to less risk exposure with the option purchase, the profitability is correspondingly lower. d. 16-21 LG 5: Put Option a. ($45 - $46) x 100 shares = -$100 The option would not be exercised above the striking price; therefore, the loss would be the price of the option, $380. ($45 - $44) x 100 shares = $100 $100 - $380 = -$280 The option would be exercised, as the amount of the loss is less than the option price. ($45 - $40) x 100 shares $500 - $380 ($45 - $35) x 100 shares $1,000 - $380 = = = = $500 $120 $1,000 $620 b. c. The option would not be exercised above the striking price. If the price of the stock rises above the striking price, the risk is limited to the price of the put option. CHAPTER 16 CASE Financing L. Rashid Company's Chemical-Waste-Disposal System 430 Chapter 16 Hybrid and Derivative Securities In this case, the student is asked to evaluate three long-term financing alternatives for the company's proposed waste disposal system: straight debt, debt with warrants, or a financial lease. After determining the cost of each option on a present value basis, the student must choose the best alternative for L. Rashid Company. a. (1) Straight debt value: Payments (1) Years 1-3 $1,206,345 (Calculator solution: $2,897,437) (2) (3) PVIFA12%,3 (2) 2.402 Present Value (3) (1) x (2) $2,897,641 Implied price of all warrants: $3,000,000 - $2,897,637 = $102,563 Implied price of each warrant: $102,563 = = $2.05 50,000 Theoretical value of warrant: TVW = (P0 - E) x N TVW = ($28 - $30) x 2 TVW = - $4 (4) b. The price is clearly too high because the lender is effectively paying $2.05 for a warrant that has an estimated market value of $1. Debt with warrants is the best option due to the high implied price, lower payments (10% interest rate, versus 12% for straight debt), and the infusion of additional equity capital that will result from the exercise of the warrants at some point in the future. c. d. (1) Purchase alternative, financed using debt with warrants: Annual interest expense 431 Part 6 Special Topics in Managerial Finance End of Year 1 2 3 a Loan Payment (1) $1,206,345 1,206,345 1,206,345 Beginning Principal (2) $3,000,000 2,093,655 1,096,676 Interest Payments [.10 x (2)] (3) $300,000 209,366 109,668 Principal (1) - (3) (4) $ 906,345 996,979 1,096,677 Ending Principal [(2) - (4)] (5) $2,093,655 1,096,676 ⎯a Slight rounding error (2) After-tax cash outflows: Loan Year Payment (1) 1 $1,206,345 2 1,206,345 3 1,206,345 * Depreciation: 1 2 3 (3) Interest (from DepreMainpart (1)) ciation* tenance (4) (3) (2) $45,000 $1,000,000 $300,000 45,000 1,350,000 209,366 45,000 450,000 109,668 Tax Total Deductions Shields (2+3+4) (.40)x(5) (6) (5) $1,345,000 $538,000 1,604,366 641,746 604,688 241,867 After-tax Cash Outflow [(1+2)-(6)] (7) $ 713,345 609,599 1,009,478 $3,000,000 $3,000,000 $3,000,000 x x x .33 .45 .15 = = = $1,000,000 1,350,000 450,000 (rounded) Present value of cash outflows End of Year 1 2 3 After-tax Cash Outflow $713,345 609,599 1,009,478 PVIF6%,n .943 .890 .840 PV of Outflows $ 672,684 542,543 847,962 $2,063,189 Calculator Solution $2,063,085 e. Lease alternative (1) Annual after-tax outflows: Years 1-2: $1,200,000 x (1 -.40) = $720,000 Year 3: $720,000 + $220,000 purchase cost = $940,000 (2) Present value of cash outflows End of Year After-tax Cash Outflow PVIF6%,n 432 PV of Outflows Calculator Solution Chapter 16 Hybrid and Derivative Securities 1 2 3 $720,000 720,000 940,000 .943 .890 .840 $ 678,960 640,800 789,600 $2,109,360 $2,109,285 f. Purchasing the waste disposal system using debt with warrant financing is the preferred alternative. It is less costly, with cash outflows of $2,063,189 versus $2,109,360, for a saving of $46,171. 433 CHAPTER 17 Mergers, LB0s, Divestitures, and Business Failure INSTRUCTOR’S RESOURCES Overview This chapter covers the fundamentals of mergers, leveraged buyouts (LBOs), and divestitures, as well as methods for reorganizing or liquidating a firm in the event of a business failure. The motives for and types of mergers, as well as procedures to analyze and negotiate mergers, are discussed. The techniques for estimating the value of a target firm and analyzing cash or stock swap transactions are presented. The chapter next explains leveraged buyouts (LBOs), another technique to finance acquisitions, and international merger practices. Finally, the student is introduced to the types of business failure and the private and legal means of resolution (reorganization and bankruptcy) for creditors and stockholders. PMF DISK This chapter's topics are not covered in the PMF Tutor or the PMF Problem-Solver. PMF Templates Spreadsheet templates are provided for the following problems: Problem 17-1 17-4 17-7 Topic Tax effects of acquisition Asset acquisition decision EPS and merger terms 435 Part 6 Special Topics in Managerial Finance Study Guide The following Study Guide examples are suggested for classroom presentation: Example 1 2 Topic Tax effects of acquisition Asset acquisition decision 436 Chapter 17 Mergers, LBO’s, Divestitures, and Business Failure ANSWERS TO REVIEW QUESTIONS 17-1 a. A merger is the combination of two or more firms such that the resulting firm maintains the identity of one of the merged firms, while a consolidation is the combination of two or more firms to form a completely new corporation. Consolidations are generally made between similarly sized firms; mergers normally result from a large firm acquiring the assets or stock of a smaller company. The larger firm pays for its acquisition in either cash or stock (common and/or preferred). A holding company is a corporation that has a voting control in one or more other corporations. The companies controlled by a holding company are normally referred to as subsidiaries. The holding company arrangement differs from consolidation and merger in that the holding company consists of a group of subsidiary firms, each operating as a separate corporate entity, while a consolidated or merged firm is a single corporation. b. In a merger, the acquiring company attempts to acquire the target company. c. A friendly merger is one where the target company's management supports the acquiring company's proposal, and the firms work together to negotiate the transaction. If the target company is not receptive to the takeover proposal, a hostile merger situation exists, and the acquirer must try to gain control by buying enough shares in the market, often through tender offers. d. Strategic mergers are undertaken to achieve economies of scale by combining operations of the merged firms for greater productivity and profit. The goal of financial mergers is to restructure the acquired company to improve cash flow. The acquiring firm believes there is hidden value that can be unlocked through restructuring activities, including cost cutting and/or divestiture of unprofitable or incompatible assets. 17-2 a. A company can use a merger to quickly grow in size or market share or to diversify its product offerings by acquiring a going concern that meets its objectives. b. Synergy refers to the economies of scale resulting from reduced overhead in the merged firms. c. Mergers can improve a firm's ability to raise funds, since acquiring a cash-rich company increases borrowing power. d. A firm may merge with another in order to acquire increased managerial skills or technology that will enable it to more quickly achieve greater wealth maximization. 437 Part 6 Special Topics in Managerial Finance e. Mergers can be undertaken to achieve tax savings; a profitable firm can merge with a firm with tax loss carry forwards to reduce taxable income, thereby increasing after-tax earnings of the merged firm. f. Increased ownership liquidity can result when small firms merge to create a larger entity whose shares are more marketable. g. Mergers are also used as a defense against unfriendly takeovers; the target company finances an acquisition by adding substantial debt, thereby making itself unattractive to its potential purchaser. 17-3 a. A horizontal merger is the merger of two firms in the same line of business. b. A vertical merger involves the acquisition of a customer or supplier. c. A congeneric merger is the acquisition of a firm in the same general industry but neither in the same line of business as, nor a supplier or customer to, the acquiring firm. d. A conglomerate merger occurs when firms in unrelated businesses merge. 17-4 A leveraged buyout (LBO) is a form of financial merger, using large amounts of debt (typically 90% or more) to finance the acquisition. Three key attributes for an LBO acquisition candidate are 1) good position in its industry, with solid profit history and growth potential; 2) low level of debt and high level of assets to serve as loan collateral; and 3) stable and predictable cash flows for debt service and working capital. A divestiture is the sale of some of a firm's assets to achieve a more focused, streamlined operation and to increase profitability. An operating unit is part of a business that contributes to the firm's actual operations. It can be a plant, division, product line, or subsidiary. Four ways firms divest themselves of operating units are 1) sale of a product line to another firm; 2) sale of a unit to existing management, usually through an LBO; 3) spinning off the unit into an independent company; and 4) liquidation of the unit. Breakup value refers to what the sum of the value of the operating units would be if each unit was sold separately. Capital budgeting techniques are used to value target companies. If assets are being acquired, the acquisition price, tax losses, and benefits from the asset purchase are analyzed. The resulting after-tax cash flows are discounted at the cost of capital; if the net present value is greater than zero, the acquisition is acceptable. Going concerns are also valued using similar techniques, although it is more difficult to estimate cash and risk. Pro forma financial statements showing expected revenues and expenses after the merger are used to develop cash flow projections. Risk adjustments are made by choosing a cost of capital 438 17-5 17-6 Chapter 17 Mergers, LBO’s, Divestitures, and Business Failure figure that reflects any changes in the capital structure (financial risk) of the merged entity. This discount rate is applied to the cash inflows; a positive net present value supports the acquisition. An acquisition of a going concern using a stock swap is analyzed based on the ratio of exchange of shares and the effects of this ratio on the post-merger firm's earnings per share and price-earnings ratio. 17-7 The ratio of exchange is the amount paid per share of the target firm divided by the market price of the acquiring firm's shares. The ratio of exchange is not based on the current price per share of the acquired firm but on the negotiated price per share of the target firm and the market price per share of the acquiring firm. Since the ratio of exchange indicates the number of shares the acquiring firm gives for each share of the firm acquired through a stock swap, concern must be directed primarily toward the price paid through a stock swap, rather than the current market price of the acquired firm's stock. Although the acquired firm's stock price may affect the exchange ratio, the ratio itself is concerned solely with the price paid of the acquiring firm's stock. The initial impact of a stock swap acquisition may be a decrease in earnings per share for the merged company. However, the expected growth in earnings of the merged firm can have a significant impact on the long-run earnings per share of the merged firm. Combining two or more firms may make it possible for the sum of their earnings to exceed the total earnings of the firms when viewed separately, depending on the earnings and forecast growth of the firms to be combined. A long-run view may forecast a higher future EPS of the merged firm than the EPS of the acquiring firm alone, so it is important to consider more than just the initial impact when making the merger decision. 17-8 The role of the investment banker is to find a suitable merger partner and assist in the negotiations between the parties. Tender offers are made by a firm to its stockholders to buy a certain number of shares at a specified price, at a premium over the prevailing market price. When management negotiations for an acquisition break down, tender offers may be used to negotiate a merger directly with the firm's owners. Sometimes the tender offer is used to add pressure to existing merger negotiations; in other cases, it is made without warning in order to catch management off guard. a. In a white knight takeover defense, the target firm finds an acquirer, leading to competition between the white knight and hostile acquirer for control of the target. b. Poison pills are securities issued with special rights, such as voting rights or the right to purchase additional securities, effective only when a takeover is attempted. These special rights are designed to make the target a less attractive candidate for takeover. 17-9 439 Part 6 Special Topics in Managerial Finance c. Greenmail is the privately negotiated repurchase of a large block of stock at a premium from one or more stockholders to deter a hostile takeover by those shareholders. d. Leveraged recapitalization is the payment of a large cash dividend financed with debt. By increasing financial leverage, the target firm becomes unattractive. Recapitalization may also include an increase in existing management's equity and control. e. Key executives may receive golden parachutes, employment contract provisions for sizable compensation packages if a takeover occurs. The large cash outflows may deter hostile takeovers. f. Shark repellents are anti-takeover amendments to a firm's corporate charter constraining the transfer of managerial control as a result of a merger. 17-10 The advantages of the holding company arrangement are the leverage effect resulting from being able to control large amounts of assets with relatively small dollar investments; the risk protection resulting from the diversification of risk; legal benefits resulting in reduced taxes and the autonomy of subsidiaries; and the lack of negotiation required to gain control of a subsidiary. The disadvantages of the holding company arrangement are increased risk from the leverage obtained by a holding company (losses as well as gains are magnified); double taxation, which results because a portion of the holding company's income is from a subsidiary whose earnings have already been taxed before paying dividends that are taxed at the parent level; the difficulty in analyzing holding companies due to their complexity, which may depress priceearnings multiples; and high administrative costs from managing the diverse entities in a holding company. Pyramiding of holding companies occurs when one holding company controls other holding companies. This arrangement causes even greater magnification of earnings or losses. 17-11 Differences exist in merger practices between U.S. companies and non-U.S. companies. In other countries, notably Japan, takeovers are less common. Hostile takeovers are more a U.S. phenomenon and are not typically found elsewhere. Also, the style of corporate control is different. For example, there is less emphasis on shareholder value. Control of another foreign company is made more difficult from differences in capital market financing, more emphasis on stakeholder interests, and company ownership by fewer large shareholders. 440 Chapter 17 Mergers, LBO’s, Divestitures, and Business Failure However, in recent years there has been a shift toward the American model of corporate governance, due in part to the increased competitiveness of the global marketplace. The move toward European economic integration has resulted in more cross-border mergers. There has also been an increase in the number of takeovers of U.S. companies by European and Japanese companies. 17-12 The three types of business failure are: 1) low or negative returns, 2) technical insolvency, and 3) bankruptcy. Technical insolvency occurs when a firm cannot pay its liabilities as they come due, while bankruptcy is the situation in which a firm's liabilities exceed the fair value of its assets. A bankrupt firm is therefore one having a negative net worth. The courts treat both technical insolvency and bankruptcy the same way. In a legal sense, technical insolvency is considered a type of bankruptcy. The primary cause of bankruptcy is mismanagement; other causes include unfavorable economic conditions and corporate maturity. 17-13 In an extension, creditors receive payment in full but on an extended schedule. A composition is a pro rata cash settlement of creditor claims. An extension and composition may be combined to produce a settlement plan in which each creditor would receive a pro rata share of his claim, to be paid out on a predetermined schedule over a specified number of years. The pro rata payment would represent a composition, while paying out the claims over future years would be an extension. A voluntary settlement resulting in liquidation occurs when recommended by a creditor committee or if creditors cannot agree upon a settlement to sustain the firm. The creditors must assign the power to liquidate the firm to a committee or adjustment bureau. The assignee then liquidates the assets, obtaining the best price possible. The proceeds are then distributed to the creditors and owners, and the creditors sign a release of the obligation; if they do not sign the release, bankruptcy may result. Assignment is the process in which a third party, known as an assignee or trustee, is given the power to liquidate and distribute the proceeds on behalf of the owners of the firm. 441 Part 6 Special Topics in Managerial Finance 17-14 Chapter 11 of the Bankruptcy Reform Act of 1978 outlines the procedures for reorganization of a failed firm. 1. The filing firm is called the Debtor in Possession (DIP). Its first responsibility is the valuation of the firm, estimating both the liquidation value and the going concern value, in order to determine if reorganization is feasible. 2. If reorganization is feasible, the DIP must draw up a plan for reorganization, which results in a new capital structure and a scheme for exchanging securities in order to recapitalize the firm. 3. The exchange of securities recommended by the DIP must abide by the rules of priority, which indicate the order in which the claims of various parties must be satisfied in the recapitalization process. In general, senior claims must be satisfied prior to junior claims. 17-15 Chapter 7 of the Bankruptcy Reform Act of 1978 specifies the manner and priority for the distribution of assets in liquidation. The firm is liquidated when the court has determined that reorganization is not feasible. A company that has been declared bankrupt, voluntarily or involuntarily, may be liquidated. The judge appoints a trustee to perform the routine duties required in administering the bankruptcy. The trustee's responsibilities include liquidating the firm, disbursing money, keeping records, examining creditor claims, furnishing information as required, and making final reports on the liquidation. 17-16 Using the alphabetic characters to identify the items listed, the appropriate priority ordering of claims is (c), (j), (h), (i), (k), (g), (f), (b), (e), (a), (d). 442 Chapter 17 Mergers, LBO’s, Divestitures, and Business Failure SOLUTIONS TO PROBLEMS 17-1 a. LG 1, 3: Tax Effects of Acquisition Years 1-15 Earnings $280,000 Tax Liability $112,000 $1,680,000 Tax Liability $ 0 0 16,000 112,000 Total = Tax Savings $112,000 112,000 96,000 0 $320,000 After-Tax Earnings $168,000 Tax liability = $112,000 x 15 = b. Years 1 2 3 4-15 Earnings after Write-off $280,000 - $280,000 = 0 $280,000 - $280,000 = 0 $280,000 - $240,000 = $40,000 $280,000 - 0 = $280,000 c. With respect to tax considerations only, the merger would not be recommended because the savings ($320,000) are less than the cost ($350,000). The merger must also be justified on the basis of future operating benefits or on grounds consistent with the goal of maximizing shareholder wealth. LG 1, 3: Tax Effects of Acquisition Taxes .40 x (1) (2) $ 60,000 160,000 180,000 240,000 240,000 $880,000 Net Income (1) - (2) (3) $ 90,000 240,000 270,000 360,000 360,000 17-2 a. Net Profits Before Taxes Year (1) 1 $ 150,000 2 400,000 3 450,000 4 600,000 5 600,000 Total taxes without merger b. Year 1 2 3 4 5 Total taxes with merger c. Net Profits Before Taxes (1) $150,000 - $150 000 = 0 $400,000 - $400,000 = 0 $450,000 - $450,000 = 0 $600,000 - $600,000 = 0 $600,000 - $200,000 = $400,000 Taxes .40 x (1) (2) $0 0 0 0 160,000 $160,000 Total benefits (ignoring time value): $880,000 - $160,000 = $720,000 d. Net benefit = Tax benefits - (cost - liquidation of assets) 443 Part 6 Special Topics in Managerial Finance = ($1,800,000 x .4) - ($2,100,000 - $1,600,000) = $220,000 The proposed merger is recommended based on the positive net benefit of $226,060. 17-3 a. LG 1, 3: Tax Benefits and Price Reilly Investment Group Net Profit Before Tax Taxes .40 x (1) Year (1) (2) 1 $200,000 - $200,000 $ 0 2 $200,000 - $200,000 0 3 $200,000 - $200,000 0 4 $200,000 - $200,000 0 5-7 $200,000 80,000 Total Tax Advantage Webster Industries Net Profit Before Tax Taxes .40 x (1) Year (1) (2) 1 $80,000 - $80,000 $ 0 2 $120,000 - $120,000 0 3 $200,000 - $200,000 0 4 $300,000 - $300,000 0 5 $400,000 - $100,000 120,000 6 $400,000 160,000 7 $500,000 200,000 Total Tax Advantage Tax Advantage (3) $ 80,000 80,000 80,000 80,000 0 $320,000 b. Tax Advantage (3) $ 32,000 48,000 80,000 120,000 40,000 0 0 $320,000 c. Reilly Investment Group - PV of benefits: PV15%,4 Yrs. = $80,000 x 2.855 = $228,400 (Calculator solution: $228,398.27) Webster Industries - PV of benefits: Year Cash Flow x PV Factor (15%, n yrs.) 1 $ 32,000 x .870 2 $ 48,000 x .756 3 $ 80,000 x .658 4 $120,000 x .572 5 $ 40,000 x .497 Total Calculator solution: = = = = = PV of Benefits $ 27,840 36,288 52,640 68,640 19,880 $205,288 $205,219.74 d. Reilly would pay up to $228,400. Webster would pay no more than $205,288. Both firms receive $320,000 in tax shield benefits. However, Reilly can use these at an earlier time; therefore, the acquisition is worth more to this firm. 444 Chapter 17 Mergers, LBO’s, Divestitures, and Business Failure 17-4 a. LG 3: Asset Acquisition Decision Effective cost of press: = $60,000 + $90,000 - $65,000 NPV14%,10yrs. = ($20,000 x 5.216) - $85,000 = $85,000 = $19,320 Calculator solution: $19,322.31 b. c. Zarin should merge with Freiman, since the NPV is greater than zero. NPV14%,10yrs. = ($26,000 x 5.216) - $120,000 = $15,616 Calculator solution: $15,619.01 Since the NPV of the acquisition is greater than the NPV of the new purchase, the firm should make the acquisition of the press from Freiman. The advantage of better quality from the new press would have to be considered on a subjective basis. 17-5 a. LG 3: Cash Acquisition Decision PV of cash inflows Calculator solution $ 83,803.88 53,330.68 $167,134.56 125,000.00 $ 42,134.56 Year Cash Flow x PVA Factor (15%) 1-5 $ 25,000 x 3.352 6-10 $ 50,000 x (5.019 - 3.352) Total present value of cash inflows Less Cost of acquisition NPV PV $ 83,800 83,350 $167,150 125,000 $ 42,150 Since the NPV is positive, the acquisition is recommended. Of course, the effects of a rise in the overall cost of capital would need to be analyzed. b. PV of equipment purchase (12%,10yrs.): PV = $40,000 x 5.650 = $226,000 Calculator solution: $226,008.92 NPV = $226,000 - $125,000 = $101,000 The purchase of equipment results in a higher NPV ($101,000 versus $42,150). This is partially due to the lower discount factor (12% versus 15%). The equipment purchase is recommended. PV of cash inflows Calculator 445 c. Part 6 Special Topics in Managerial Finance Year Cash Flow x PVIFA12% 1-5 $ 25,000 x 3.605 6-10 $ 50,000 x (5.650 - 3.605) Total present value of cash inflows Less Cost of acquisition NPV PV $ 90,125 102,250 $192,375 125,000 $ 67,375 solution $ 90,119.41 102,272.34 $192,391.75 125,000.00 $ 67,391.75 No, the recommendation would not change. The NPV of the equipment purchase ($101,000) remains greater than the NPV of the acquisition ($67,375). 17-6 a. LG 3: Ratio of Exchange and EPS Number of additional shares needed = 1.8 x 4,000 EPS of merged firm = $28,000 ÷ (20,000 + 7,200) EPS of Marla's EPS of Victory = $1.029 x 1.8 Number of additional shares needed = 2.0 x 4,000 EPS of merged firm = $28,000 ÷ (20,000 + 8,000) EPS of Marla's EPS of Victory = $1.00 x 2.0 Number of additional shares needed = 2.2 x 4,000 EPS of merged firm = $28,000 ÷ (20,000 + 8,800) EPS of Marla's EPS of Victory = $.972 x 2.2 P/E calculations: (a) Price paid per share: $12.00 x 1.8 = $21.60 Price paid per share $21.60 P/E paid = = = 10.8 EPS of target $2.00 (b) Price paid per share: $12.00 x 2.0 = $24.00 Price paid per share $24.00 P/E paid = = = 12.0 $2.00 EPS of target = 7,200 = $1.029 = $1.029 = $1.852 = = = = 8,000 $1.00 $1.00 $2.00 b. c. = 8,800 = $.972 = $.972 = $2.139 d. (c) Price paid per share: $12.00 x 2.2 = $26.40 446 Chapter 17 Mergers, LBO’s, Divestitures, and Business Failure P/E paid = Price paid per share $26.40 = = 13.2 EPS of target $2.00 When the P/E paid (10.8) is less than the P/E of the acquiring firm (12.0), as in (a), the EPS of the acquiring firm increases and the EPS of the target firm decreases. When the P/E paid (12.0) is the same as the P/E of the acquiring firm (12.0), as in (b), the EPS of the acquiring and target firms remain the same. When the P/E paid (13.2) is more than the P/E of the acquiring firm (12.0), as in (c), the EPS of the acquiring firm decreases and the EPS of the target firm increases. 17-7 a. b. c. d. 17-8 LG 3: EPS and Merger Terms 20,000 x 0.4 = 8,000 new shares ($200,000 + $50,000) ÷ 58,000 = $4.31 per share $4.31 x 0.4 = $1.72 per share $4.31 per share. There is no change from the figure for the merged firm. LG 3: Ratio of Exchange Case A B C D E Ratio of Exchange $30 ÷ $50 = 0.60 $100 ÷ $80 = 1.25 $70 ÷ $40 = 1.75 $12.50 ÷ $50 = 0.25 $25 ÷ $25 = 1.00 Market Price Ratio of Exchange ($50 x 0.60) ÷ $25 = 1.20 ($80 x 1.25) ÷ $80 = 1.25 ($40 x 1.75) ÷ $60 = 1.17 ($50 x 0.25) ÷ $10 = 1.25 ($50 x 1.00) ÷ $20 = 2.50 The ratio of exchange of shares is the ratio of the amount paid per share of the target firm to the market price of the acquiring firm's shares. The market price ratio of exchange indicates the amount of market price of the acquiring firm given for every $1.00 of the acquired firm. 17-9 a. LG 3: Expected EPS-Merger Decision Graham & Sons - Premerger 447 Part 6 Special Topics in Managerial Finance Year Earnings 2000 $200,000 2001 $214,000 2002 $228,980 2003 $245,009 2004 $262,160 2005 $280,511 Graham & Sons – Postmerger b. EPS $2.000 $2.140 $2.290 $2.450 $2.622 $2.805 (1) New shares issued = 100,000 x .6 = 60,000 Year Earnings/Shares 2000 [($800,000 + $200,000) ÷ 260,000] x 0.6 2001 [($824,000 + $214,000) ÷ 260,000] x 0.6 2002 [($848,720 + $228,980) ÷ 260,000] x 0.6 2003 [($874,182 + $245,009) ÷ 260,000] x 0.6 2004 [($900,407 + $262,160) ÷ 260,000] x 0.6 2005 [($927,419 + $280,511) ÷ 260,000] x 0.6 (2) New shares issued = 100,000 x .8 = 80,000 Year Earnings/Shares 2000 [($800,000 + $200,000) ÷ 280,000] x 0.8 2001 [($824,000 + $214,000) ÷ 280,000] x 0.8 2002 [($848,720 + $228,980) ÷ 280,000] x 0.8 2003 [($874,182 + $245,009) ÷ 280,000] x 0.8 2004 [($900,407 + $262,160) ÷ 280,000] x 0.8 2005 [($927,419 + $280,511) ÷ 280,000] x 0.8 EPS = $2.308 = $2.395 = $2.487 = $2.583 = $2.683 = $2.788 EPS = $2.857 = $2.966 = $3.079 = $3.198 = $3.322 = $3.451 448 Chapter 17 Mergers, LBO’s, Divestitures, and Business Failure c. Merger Impact on Earning per Share 3.6 3.4 3.2 3 Postmerger, .6 Exhange Ratio Postmerger, .8 Exchange Ratio EPS ($) 2.8 2.6 2.4 Premerger 2.2 2 2000 2001 2002 2003 2004 2005 Year d. Graham & Sons' shareholders are much better off at the 0.8 ratio of exchange. The management would probably recommend that the firm accept the merger. If the ratio is 0.6, between 2001 and 2002, the EPS falls below what the firm would have earned without being acquired. Here management would probably recommend the merger be rejected. 17-10 LG 3: EPS and Postmerger Price a. b. Market price ratio of exchange: ($45 x 1.25) ÷ $50 = 1.125 Henry Company Mayer Services EPS P/E EPS P/E = = = = $225,000 ÷ 90,000 $45 ÷ $2.50 $50,000 ÷ 15,000 $50 ÷ $3.33 = = = = $2.50 18 times $3.33 15 times c. Price paid = Ratio of exchange x Market price of acquirer Price paid = 1.25 x $45 = $56.25 P/E = $56.25 ÷ $3.33 = 16.89 times New shares issued Total shares EPS = = = 1.25 x 15,000 = 90,000 + 18,750 = $275,000 ÷ 108,750 = 18,750 108,750 $2.529 d. 449 Part 6 Special Topics in Managerial Finance e. New market price = New EPS x P/E = $2.529 x 18 = $45.52 The market price increases due to the higher P/E ratio of the acquiring firm and the fact that the P/E ratio is not expected to change as a result of the acquisition. 17-11 LG 4: Holding Company a. b. Total assets controlled: $35,000 ÷ ($500,000 + $900,000) = 2.5% Outside company's equity ownership: $5,250 ÷ ($500,000 + $900,000) = 0.375% c. By gaining voting control in a company for a small investment, then using that company to gain voting control in another, a holding company provides control for a relatively small investment. (a) Total assets controlled: $35,000 ÷ ($500,000 + $900,000 + $400,000 + $50,000 + $300,000 + $400,000) = 1.37% (b) Outside company's equity ownership: 0.15 x 1.37% = .206% d. 17-12 LG 5: Voluntary Settlements a. b. c. Composition Extension Combination 17-13 LG 5: Voluntary Settlements a. b. c. d. Extension Composition (with extension of terms) Composition Extension 17-14 LG 5: Voluntary Settlements-Payments 450 Chapter 17 Mergers, LBO’s, Divestitures, and Business Failure a. b. c. d. $75,000 now; composition $75,000 in 90 days, $45,000 in 180 days; composition $75,000 in 60 days, $37,500 in 120 days, $37,500 in 180 days; extension $50,000 now, $85,000 in 90 days; composition 451 Part 6 Special Topics in Managerial Finance CHAPTER 17 CASE Deciding Whether to Acquire or Liquidate Procras Corporation In this case, the student is asked to analyze two alternatives, acquiring a bankrupt firm or liquidating it to see which makes more sense for Rome Industries. a. Ratio of exchange in market price: Rome $1.60 20 = .6 × $32 = .64 $30 Earnings per share Price/earnings ratio b. Postmerger EPS: New shares: Total shares: EPS: c. d. Procras $3.00 10 .60 x 60,000 400,000 + 36,000 = = 36,000 436,000 $640,000 + $180,000 $820,000 = = $1.88 436,000 436,000 = $34.78 Expected market price per share: $1.88 x 18.5 Change in value if Rome acquires Procras: Gain in market price per share: Increase in value: $34.78 - $32.00 $2.78 x 436,000 shares = $2.78 = $1,212,000 e. Claimants' Receipts in Liquidation: Proceeds from liquidation Payment to trustee Intervening period expenses Accrued wages Customer deposits Taxes due Funds available for creditors First mortgage Second mortgage Funds available for general creditors $3,200,000 150,000 100,000 120,000 60,000 70,000 $2,700,000 300,000 200,000 $2,200,000 452 Chapter 17 Mergers, LBO’s, Divestitures, and Business Failure Claims of General Creditors: Creditor Claims Accounts payable Notes payable - bank Unsecured bonds Totals * f. Amount $2,700,000 1,300,000 400,000 $4,400,000 Settlement at 50% * $1,350,000 650,000 200,000 $2,200,000 $2,200,000 available for creditors = 50% $4,400,000 creditor claims Amount due Rome Industries from a liquidation of Procras: $1,900,000 accounts receivable x 50% = $950,000 Rome Industries would increase in value $1,112,000 if it acquires Procras. This exceeds the $950,000 it would receive in liquidation. The acquisition appears to make sense in terms of "fit," vertical integration achieved, expansion of product lines, etc., so it is the best alternative. (However, management should feel confident that it has adequate resources in terms of management expertise and capital funds so that its expectations for Procras' future earnings are realistic and achievable.) The merger would be a better alternative for the common stockholders, who would receive .6 shares of Rome Industries, a profitable company, per Procras share. Under the liquidation scenario, part e. above, the common stockholders would receive nothing because there would be no funds left after creditor claims are paid. g. h. 453 CHAPTER 18 International Managerial Finance INSTRUCTOR’S RESOURCES Overview In today's global business environment, the financial manager must also be aware of the international aspects of finance. A variety of international finance topics are presented in this chapter, including taxes, accounting practices, risk, the international capital markets, and the effect on capital structure of operating in different countries. This chapter discusses limited techniques but provides a broad overview of the financial considerations of the multinational corporation. PMF DISK This chapter's topics are not covered in the PMF Tutor or the PMF Problem-Solver. PMF Templates A spreadsheet template is included for the following problem: Problem 18-1 Study Guide The following Study Guide example is suggested for classroom presentation: Example 1 Topic Exchange rates Topic Tax credits 455 Part 6 Special Topics in Managerial Finance ANSWERS TO REVIEW QUESTIONS 18-1 The first trading bloc was created by the North American Free Trade Agreement (NAFTA) which is the treaty that establishes free trade and open markets between Canada, Mexico, and the United States. The European Open Market is a second trading bloc and was created by a similar agreement among the 12 western European nations of the European Economic Community (now called the European Union, or EU) and eliminates tariff barriers to create a single marketplace. The EU is establishing a single currency for all participating countries called the Euro. The third bloc is called the Mercosur Group and consists of many of the countries in South America. An important component of free trade among countries, including those not part of one of the three trading blocs, is the General Agreement on Tariffs and Trade (GATT). GATT extends free trade to broad areas of activity–such as agriculture, financial services, and intellectual property–to any member country. GATT also established the World Trade Organization (WTO) to police and mediate disputes between member countries. 18-2 A joint venture is a partnership under which the participants have contractually agreed to contribute specified amounts of money and expertise in exchange for stated proportions of ownership and profit. It is essential to use this type of arrangement in countries requiring that majority ownership of MNC joint venture projects be held by domestically-based investors. Laws and restrictions regarding joint ventures have effects on the operating of MNCs in four major areas: 1) majority foreign ownership reduces management control by the MNC, 2) disputes over distribution of income and reinvestment frequently occur, 3) ceilings cap profit remittances to parent company, and 4) there is political risk exposure. 18-3 From the point of view of a U.S.-based MNC, key tax factors that need to be considered are 1) the level of foreign taxes, 2) the definition of taxable income, and 3) the existence of tax agreements between the U.S. and the host country. Unitary tax laws refer to taxes placed by state governments on MNCs, who pay taxes based on a percentage of their total worldwide income rather than on their earnings arising within the jurisdiction of each respective government. The emergence and the subsequent growth of the Euromarket, which provides for borrowing and lending currencies outside the country of origin, have been attributed to the following factors: the desire by the Russians to maintain their dollars outside the U.S.; consistent U.S. balance of payments deficits; and the existence of certain regulations and controls on dollar deposits in the United States. 18-4 456 Chapter 18 International Managerial Finance Certain cities around the world⎯including London, Singapore, Hong Kong, Bahrain, Luxembourg, and Nassau⎯have become known as major offshore centers of Euromarket business, where extensive Eurocurrency and Eurobond activities take place. Major participants in the Euromarket include the U.S., Germany, Switzerland, Japan, France, Britain, and the OPEC nations. In recent years, developing nations have also become part of the Euromarket. 18-5 The rules for consolidation of foreign subsidiaries currently rely on a parent MNC's percentage of beneficial ownership in a subsidiary. For 0-19% ownership, consolidation of only dividends as received by the parent is required; in the 20%49% range, a pro rata inclusion of profits and losses is required; and for 50%100%, full consolidation must take place. FASB No. 52 requires MNCs first to convert the financial statement accounts of foreign subsidiaries into functional currency (the currency of the economy where the entity primarily generates and spends cash and where its accounts are maintained) and then to translate the accounts into the parent firm's currency, using the all-current-rate method. The spot exchange rate is the rate of exchange between two currencies on any given day. The forward exchange rate is the rate of exchange between two currencies at some future date. Foreign exchange fluctuation affects individual accounts in the financial statements; this risk is called accounting exposure. Economic exposure is the risk arising from the potential impact of exchange rate fluctuations on the firm's value. Accounting exposure demonstrates paper translation losses, while economic exposure is the potential for real loss. If one country experiences a higher inflation rate than a country they trade with, the high inflation country will experience a decline (depreciation) in the value of their currency. This depreciation results from the fact that relatively high inflation causes the price of goods to increase. Foreign purchasers will decrease their demand for the high inflations country’s products due to the higher cost. This decrease in demand forces the value of the inflated currency is decline to bring the exchange-rate-adjusted price back into line with pre-inflation prices. Macro political risk means that due to political change, all foreign firms in the country will be affected. Micro political risk is specific to the individual firm or industry which is targeted for nationalization. Techniques for dealing with political risk are outlined in Table 18.4 and include joint venture agreements, prior sale agreements, international guarantees, license restrictions, and local financing. If cash flows are blocked by local authorities, the NPV of a project and its level of return is "normal," from the subsidiary's point of view. From the parent's perspective, however, NPV in terms of repatriated cash flows may actually be "zero." The life of a project, of course, can prove to be quite important. For longer projects, even if the cash flows are blocked during the first few years, there 457 18-6 18-7 18-8 18-9 Part 6 Special Topics in Managerial Finance can still be meaningful NPV from the parent's point of view if later years' cash flows are permitted to be freely repatriated back to the parent. 18-10 Several factors cause MNCs' capital structure to differ from that of purely domestic firms. Because MNCs have access to international bond and equity markets and, therefore, to a greater variety of financial instruments, certain capital components may have lower costs. The particular currency markets to which the MNC has access will also affect capital structure. The ability to diversify internationally also affects capital structure and may result in either higher leverage and/or higher agency costs. The differing political, legal, financial, and social aspects of each country can also impact capital structure considerations. 18-11 A foreign bond is an international bond sold primarily in the country of the currency in which it is issued. A Eurobond is sold primarily in countries other than the country of the currency in which the issue is denominated. Foreign bonds are generally sold by those resident underwriting institutions which normally handle bond issues. Eurobonds are usually handled by an international syndicate of financial institutions based in the United States or Western Europe. In the case of foreign bonds, interest rates are generally directly correlated with the domestic rates prevailing in the respective countries. For Eurobonds, several domestic and international (Euromarket) interest rates can influence the actual rates applicable to these bonds. 18-12 In terms of potential political risks and adverse actions by a host government, having more local debt (and thus more local investors or investments) in a foreign project can prove to be a valuable protective measure over the long-run. This strategy will likely cause the local government to be less threatening in the event of governmental or regulatory changes, since the larger amount of local sources of financing are included in the subsidiary's capital structure. 18-13 The Eurocurrency market provides short-term, foreign-currency financing to MNC subsidiaries. Supply and demand are major factors influencing exchange rates in this market. In international markets, the nominal interest rate is the stated interest rate charged when only the MNC’s parent currency is involved. Effective interest rates are nominal rates adjusted for any forecast changes in the foreign currency relative to the parent MNC’s currency. Consideration of effective rates of interest is critical to any MNC investment and borrowing decisions. 18-14 In dealing with "third parties," when the subsidiary's local currency is expected to appreciate in value, attempts must be made to increase accounts receivable and to decrease accounts payable. The net result would be to increase the subsidiary's resources in the local currency when it is expected to appreciate relative to the parent MNC's currency. 458 Chapter 18 International Managerial Finance 18-15 When it is expected that the subsidiary's local currency will depreciate relative to the "home" currency of the parent, intra-MNC accounts payable must be paid as soon as possible while intra-MNC accounts receivable should not be collected for as long as possible. The net result would be to decrease the resources denominated in that local currency. 18-16 The motives of international business combinations are much the same as for domestic combinations: growth, diversification, synergy, fund-raising, increased managerial skills, tax considerations, and increased ownership liquidity. Additional considerations are entry into foreign markets, and a conducive legal, corporate and tax environment. 459 Part 6 Special Topics in Managerial Finance SOLUTIONS TO PROBLEMS 18-1 LG 1: Tax Credits MNC's receipt of dividends can be calculated as follows: Subsidiary income before local taxes Foreign income tax at 33% Dividend available to be declared Foreign dividend withholding tax at 9% MNC's receipt of dividends a. $250,000 82,500 $167,500 15,075 $152,425 If tax credits are allowed, then the so-called "grossing up" procedure will be applied: Additional MNC income U.S. tax liability at 34% Total foreign taxes paid (credit) ($82,500 + $15,075) U.S. taxes due Net funds available to the MNC $250,000 $85,000 (97,575) (97,575) 0 $152,425 b. If no tax credits are permitted, then: MNC's receipt of dividends U.S. tax liability ($152,425 x .34) Net funds available to the MNC $152,425 51,825 $100,600 18-2 LG 3: Translation of Financial Statements Balance Sheet 12/31/03 U.S.$ 26.67 200.00 106.67 333.34 160.00 133.33 40.00 333.33** 12/31/04 U.S.$* 28.17 211.27 112.68 352.12 169.01 140.85 42.25 352.11** Cash Inventory Plant and Equipment (net) Total Debt Paid-in capital Retained earnings Total 460 Chapter 18 International Managerial Finance Income Statement 12/31/03 U.S.$ 20,000.00 19,833.33 166.67 12/31/04 U.S.$ 21,126.76 20,950.70 176.06 Sales Cost of goods sold Operating profits * ** 18-3 At 6% appreciation, the new exchange rate becomes 1.42 €/U.S.$ Differences in totals result from rounding. LG 5: Euromarket Investment and Fund Raising The effective rates of interest can be obtained by adjusting the nominal rates by the forecast percent revaluation in each case: US$ Effective rates Euromarket Domestic 5.0% 4.5% MP 8.0% 7.6% ¥ 7.2% 6.7% Following the assumption outlined in the problem, the best sources of investment and borrowing are the following: $80 million excess is to be invested in the MP Mexican $60 million to be raised in the US$ Euromarket. 461 Part 6 Special Topics in Managerial Finance CHAPTER 18 CASE Assessing a Direct Investment in Chile by U.S. Computer Corporation In this case, students evaluate the feasibility of a proposed foreign investment⎯construction of a factory in Chile. They must consider many factors that make international transactions complex, including political and foreign exchange rate risks and raising funds in international markets. a. Cost of Capital-US$: Type of Capital Long-term debt Equity Total Amount 6,000,000 4,000,000 $12,000,000 Weight 60.00% 40.00 % 100.00% Cost 6.0% 12.0% Weighted Cost 3.60% 4.80% 8.40% WACC = 8.40%, or 8% to the nearest whole percent * Includes both dollar- and peso-denominated working capital b. Present value, 5 years: Operating cash flow = sales x .20 = $20,000,000 x .20 = $4,000,000 = $4,000,000 x PVIFA8%,5 yrs. = $4,000,000 x 3.993 = $15,972,000 PV PV PV If the dollar appreciates (gets stronger) against the Chilean peso, it takes more pesos to buy each dollar. For example, if the exchange rate changes to 500 pesos per dollar, sales of Ps 8 billion equals $16,000,000, compared to $20,000,000 at the current exchange rate. Peso cash flows are therefore worth less, and the PV would decrease. c. USCC faces foreign exchange risks because the value of the Chilean peso can fluctuate against the dollar, and it is not a currency that can be hedged. Any changes in exchange rates will result in a corresponding change in USCC's dollardenominated revenues, costs, and profits. To minimize foreign exchange risk, USCC can purchase more components with pesos, sell more products priced in dollars, or both. It could purchase or produce more computer components in Chile rather than importing them from the U.S. USCC could also export finished computers to market outside of Chile with sales denominated in dollars. Local (peso) financing carries a much higher cost, 12% for working capital versus 5% in the Eurobond market, and 14% for long-term funds versus 6% in the 462 d. Chapter 18 International Managerial Finance Eurobond market. Also, if the peso depreciates against the dollar, the value of USCC's investment will decrease, as will any repatriated amounts. The use of peso financing minimizes exchange rate risk. An unstable political environment increases both political and exchange rate risks. The factory could be seized by the Chilean government if it decides to nationalize foreign assets. The value of the peso relative to the dollar would be likely to depreciate. Joining NAFTA would strengthen Chile's economic ties with the U.S. This should make the project more attractive. 463 Part 6 Special Topics in Managerial Finance INTEGRATIVE CASE ORGANIC SOLUTIONS 6 Integrative Case 6, Organic Solutions, asks students to evaluate a proposed acquisition by means of either a cash transaction or a stock swap. The effects on the short- and longterm EPS should be calculated and other proposals to achieve the merger discussed. The students must also consider the qualitative implications of acquiring a non-U.S.-based company. a. Price for cash acquisition of GTI: Incremental Cash Flow $18,750,000 18,750,000 20,500,000 21,750,000 24,000,000 25,000,000 Present Value of GTI $16,162,500 13,931,250 13,140,500 12,006,000 11,424,000 72,575,000 $139,239,250 $139,243,245 Year 1 2 3 4 5 6-30 PVIF,16% .862 .743 .641 .552 .476 (6.177 - 3.274) Total Calculator Solution: The maximum price Organic Solutions (OS) should offer GTI for a cash acquisition is $139,239,250. b. (1) Straight bonds – Financing such a large portion of the acquisition with straight bonds will dramatically increase the financial risk of the firm. The management of OS must be very comfortable that the combined firm is able to generate adequate cash to service this debt. The coupon rate on these bonds could also be quite high. The potential benefit to the OS owners is the magnified return on equity that could result from the leverage. Convertible bonds – Initially convertibles will provide much of the same concern as straight bonds since financial leverage will increase. There are two benefits to convertible bonds not available with straight bonds. First is that the coupon rate will be lower. Investors will value the conversion feature and will be willing to pay more, thus reducing the cost, for the convertible bond. The second advantage is that the leverage will decrease as conversion occurs, assuming the benefits of the acquisition ultimately proves favorable, and the value of the firm increases by the merger. The drawback is the potential dissolution of ownership that will occur if and when the bonds are converted. (2) 464 Chapter 18 International Managerial Finance (3) Bonds with stock purchase warrants attached – The benefits and disadvantages of this security mix are similar to those of a convertible bond. However, there is one major difference. The attached warrants may eventually be used to supply the firm with additional equity capital. This inflow of capital will lower the financial risk of the firm and generate additional funds. There will still be the dissolution of ownership potential. Ratio of exchange: $30 ÷ $50 = .60 Organic Solutions must exchange .60 shares of its stock for each share of GTI's stock to acquire the firm in a stock swap. The exchange of stock should increase Organic Solutions' EPS to $3.93, an increase from $3.50. Calculations: New OS shares required: Total OS shares: EPS for OS: EPS for GTI: c. (1) (2) 4,620,000 x .60 = 2,772,000 10,000,000 + 2,772,000 = 12,772,000 $35,000,000 + $15,246,000 = $3.93 12,772,000 $3.93 x .60 = $2.36, a decrease from $3.30 The decrease in EPS for GTI can be explained by looking at the price/earnings ratio for OS and the price/earnings ratio based on the price paid for GTI: OS $50 (market) $3.50 14.29 $3.93 GTI $30 (price paid) $3.30 9.09 $2.36 Price per share EPS - premerger P/E ratio EPS - postmerger When the P/E ratio paid is less than the P/E ratio of the acquiring company, there is an increase in the acquiring company's EPS and a decrease in the target's EPS. (3) Over the long run, the EPS of the merged firm would probably not increase. Usually the earnings attributable to the acquired company's assets grow at a faster rate than those resulting from the acquiring company's premerger assets. d. OS could make a tender offer to GTI's stockholders or the firm could propose a combination cash payment-stock swap acquisition. 465 Part 6 Special Topics in Managerial Finance e. The fact that GTI is actually a foreign-based company would impact many areas of the foregoing analysis. Regulations that apply to international operations tend to complicate the preparation of financial statements for foreign-based subsidiaries. Certain factors influence the risk and return characteristics of a multinational corporation (MNC), particularly economic and political risks. There are two forms of political risk: macro, which involves all foreign firms in a country, and micro, which involves only a specific industry, individual firm, or corporations from a particular country. International cash flows can be subject to a variety of factors, including local taxes in host countries, host-country regulations that may block the return of MNCs' cash flow, the usual business and financial risks, currency and political actions of host governments, and local capital market conditions. Foreign exchange risks can also complicate international cash management. 466 ...
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This note was uploaded on 11/17/2010 for the course BUSI BUS taught by Professor Gg during the Spring '10 term at CUNY Baruch.

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