...Case - Statement of Cash Flow: Three Examples Exhibit #1 Alpha Corp: In this example we have a case in which years 89, 90 and 91 net income is less than net cash provided by operating activities. One of the major reasons for this appears to have been depreciating high cost of equipment. The depreciation is trending downward over the three-year period indicating less long-term assets are being purchased/capitalized to run operations. While depreciation does not involve cash, it does impact net income. In addition, account payables have been decreasing over the last two years and significant cash has been used in the last year to pay the liability. In 1990 there are significant costs associated with restructuring activities. There were costs in all 3 years but 1990 was almost triple that of 89 or 91. Cash flow from operations did not cover investments in depreciable equipment, capitalized software or dividends paid for all three years. The difference was trending in that operations would soon be able to cover these accounts. Dividends paid out decreases over the three-year period and were not paid in 91. Investing in these types of assets decreased over the 3 years. Funds to cover these costs came from long-term debt as well as the sell of class B stock. It is important to point out that Alpha sold off more than it acquired in new depreciable assets. Alpha is also spending cash on long-term debt as a primary source of financing cash flow. It appears in the past...
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...statements of cash flows? Blockbuster was reporting the cost of the buying DVDs in the investing part of the flow. However, after talking to the SEC they decided that these costs should be placed onto the operating cash flow. This had a large negative effect on their operating cash flows during the restatement periods 2. Read SFAS #95, paragraphs 24 and 85-87, and explain how this relates to Blockbuster. This is very similar to what the standard is referring to in paragraph 24. It is an asset that is rented out for a short period of time and then is sold when the movie become a little older. Paragraph 87 describes some of the situations in which classification is not totally clear. It says an item needs to be recognized based on the predominate source of cash flow. In this case the DVDs lead to rental revenue, which are part of the company’s operations. Read the article: “Quick Cash via Receivables Deals Can Leave a Blurry Fiscal Picture,” by Michael Rapoport, in Wall Street Journal, June 16, 2006, p. C3. 3. What “trick” can companies use to boost their operating cash flows, at least in the short run? Companies can securitize their accounts receivables. They bundle their receivables and then using an off-balance entity they sell these securities. The company will receive cash from these securities with the promise of paying back the investors when the customers pay the receivables. This allows them to increase operating cash flows and does not get...
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...PURWANINGRUM CASE 3-1 Cash Flow Analysis – Orthodontic Centers of America 1. Actual cash collection for year 1998 to 2000: | 2000 | 1999 | 1998 | Total Receivables | 3.535.000 | 87.563.000 | 66.477.000 | net change | (84.028.000) | 21.086.000 | 66.477.000 | | | | | Patient prepayments | - | - | 4.326.000 | net change | - | (4.326.000) | 4.326.000 | | | | | Net Revenue | 268.836.000 | 226.290.000 | 171.298.000 | Less: change in account receivable | 84.028.000 | (21.086.000) | (66.477.000) | Plus: change in advances | - | (4.326.000) | 4.326.000 | Actual Cash Collections | 352.864.000 | 200.878.000 | 109.147.000 | 2. (i) Comparison of cash collection with revenue reported for each year: | 2000 | 1999 | 1998 | Cash Collections | 352.864.000 | 200.878.000 | 109.147.000 | Reported Revenue | 268.836.000 | 226.290.000 | 171.298.000 | % Change | 31,26% | -11,23% | -36,28% | Difference | 84.028.000 | (25.412.000) | (62.151.000) | (ii) Comparison of cash collection with revenue using pre-Januay 1, 2000 recognition method: | 2000 | 1999 | 1998 | Cash Collections...
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...Sunset Medical: A Statement of Cash Flow Case Scott Wandler* College of Business Administration University of New Orleans New Orleans, LA 70148 swandler@uno.edu Kevin Watson College of Business Administration Iowa State University Ames, IA 50011 kwatson@iastate.edu *Corresponding Author Abstract Medical is based on a real situation occurring at an Orthopedic Medical practice in Colorado. While attending a trade show Dr. Jones, the managing partner at Sunset Medical, was approached by a medical consulting firm, Physicians Medical Inc. (PMI), to provide the practice billing and administrative services. Dr. Jones decided to hire PMI and signed a contract in February of 2011. Based on the interim financial statements that were released in June of 2011, Dr. Jones gave PMI control of the overall day to day operations of the practice. PMI immediately relieved the office manager of her duties and took over all operations of the practice. In early 2012, the 2011 financial statements were released and were not as impressive as the mid-year results. Dr. Jones is now worried that the increased power given to PMI may have been a mistake and has asked you to give a full assessment of the situation. The case is suitable for an introductory Financial or Managerial Accounting class at the M.B.A. level once the students have a working knowledge of the financial statements. The students must critically evaluate contract language and...
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...Chapter 13 ------------------------------------------------- Capital Budgeting: Estimating Cash Flow ------------------------------------------------- and Analyzing Risk ANSWERS TO BEGINNING-OF-CHAPTER QUESTIONS 13-1 The firm’s FCFs reflect both its past and current investments. Past investments produce current FCFs, but current investments are expected to add to FCF at some future point. Conceptually, a project’s projected cash flows and are expected to contribute that same amount to the firm’s future free cash flows. In practice, project cash flows are analyzed to determine what projects the firm will invest in, and then the sum of those investments, and the cash flows they produce, will in the future be reflected in the firm’s FCFs. If a firm identifies and then invests in positive NPV projects, this will increase the value of its operations as determined by the FCF model. The central issue is analyzing individual projects, and here the key factor is assessing the cash flows. See the BOC spreadsheet model. We go through the model to show how capital budgeting projects are analyzed. In this case, the initial NPV, IRR, and MIRR, all evaluated at the 12% average cost of capital and using the expected input values, indicate that the firm should accept the project. However, the risk analysis as done in the scenario analysis indicates that the project is riskier than average, hence the evaluation should be done with a somewhat higher WACC...
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...Procedure Cash Management Cash Management 1. DEFINITIONS............................................................................................................. 3 1.1. Cash Management ............................................................................................................................... 3 1.2. Cash Flow Analysis ............................................................................................................................. 3 2. SCOPE ....................................................................................................................... 3 3. TARGET/PURPOSE .................................................................................................. 3 3.1. Cash Management on plant/location level ........................................................................................3 3.2. Cash Management on group level ..................................................................................................... 3 4. CASH MANAGEMENT PROCESS ............................................................................ 4 4.1. Golden rule for cash and finance management at CO. ................................................................... 4 4.2. Cash Management Instruments ......................................................................................................... 4 4.3. Payment terms .............................................
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...Professionals often must create financial models that illustrate historic financial statements along with integrated income statement, balance sheet and cash flow projections for evaluating various types of transactions such as: Sale of the Company Merger of the Company Public or Private Placement of new capital (bank loans, high yield issue, IPO or secondary equity offering, private equity or debt placement, etc.) Leveraged buyouts / Management buyouts Restructuring / Bankruptcy In these cases, the associate or analyst is expected to construct the financial model with guidance from the management team on assumptions and projections. Typically, the associate and analyst are responsible for “running the model”, including the ability to run base-case, upside, downside and alternate capital structure scenarios. For pitches and other cases where there is no access to the management team, projections from research reports (equity research reports, high yield research reports, credit rating agency reports, etc) can be used. 3 Introduction Tips for Setting Up the Financial Model Keep historic and projected income statement, balance sheet and cash flow on same worksheet Have Historic Ratios / Assumptions for Projections on the same worksheet but separate from the worksheet that has income statement, balance sheet and cash flow Formatting is very important in investment banking: same font and letter size...
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...Super Project Case • What are the relevant cash flows that General Foods should use in evaluating the Super Project? In particular, how should management deal with such issues as o Test-market expenses? o Overhead Expenses? o Erosion of Jell-O contribution margin? o Allocation of charges for the use of the excess agglomerator? The relevant cash flows that General Foods should use in evaluating the Super Project are considered Incremental cash flows and are “the changes in the firm’s cash flows that occur as a direct consequence of accepting the project”. Incremental cash flows include changes in working capital; cost of project, overhead expenses, erosion of Jell-o margin, opportunity cost (allocation of charges for the use of the excess agglometor), net proceeds and tax savings from the sale of old assets. General Foods Accounting and Financial Manual specified that capital project request be prepared on an incremental basis. Although Super Project incurred an expense of testing the market, this expense must not be included in the cash flow analysis because it can be considered a sunk cost. General Foods expected Super to capture a 10% share of the total desert market. This expense is required for conducting market research and will not be recovered. Sources of cash flow include, Overhead expenses, which must be included in the cash flow analysis. The estimated expansion of the Super Project to capture 80% of the market will require extra capital and...
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...Case 10:Phuket Beach Hotel VALUING MUTUALLY EXCLUSIVE CAPITAL PROJECTS Case Overview Planet Karaoke Pub Project Lives Monthly rental (5% increment for 3rd and 4th year) 4 years 170, 000 (THB) 770, 000 to 1, 000, 000 (THB) 55, 000 (THB) Up front renovation cost (Depreciated over the life of project - straight line method with zero salvage value) Overhead expenses Repair and maintenance cost 10, 000 (THB) / year Case Overview Beach Karaoke Pub Project Lives Up front investment (Equaled depreciation) 6 years 800, 000 to 1,200 000 (THB) 900, 000 (THB) 4, 672, 000 (THB) Other investment (Equipment and chairs) (Depreciated over the life of project - straight line method with zero salvage value) Estimated total sales (1st year) (5% average growth per annum) Operating costs: Food and beverage costs Salaries Other operating costs 25% of sales 16% of sales 22% of sales Repair and maintenance cost 10, 000 (THB) / year Case Overview Beach Karaoke Pub Capital structure (75% equity & 25% debt) Debt – loan from Siam Commercial Bank – interest rate 10% Hotel owners’ cost of equity - 12% Corporate tax rate – 30% Future profits – discounted 5% Risk factor – 25% Conservatism- risk factor (consideration due to the negative factor for pub) Question 1 Assess the economic benefits associated with each of the capital projects. What is the initial outlay? What are the incremental cash flows over the life of the project...
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...Value of Money MINI CASE Assume that you are nearing graduation and that you have applied for a job with a local bank. As part of the bank's evaluation process, you have been asked to take an examination which covers several financial analysis techniques. The first section of the test addresses discounted cash flow analysis. See how you would do by answering the following questions. a. Draw time lines for (a) a $100 lump sum cash flow at the end of year 2, (b) an ordinary annuity of $100 per year for 3 years, and (c) an uneven cash flow stream of -$50, $100, $75, and $50 at the end of years 0 through 3. Answer: (Begin by discussing basic discounted cash flow concepts, terminology, and solution methods.) A time line is a graphical representation which is used to show the timing of cash flows. The tick marks represent end of periods (often years), so time 0 is today; time 1 is the end of the first year, or 1 year from today; and so on. 0 | i% 1 2 | | year lump sum 100 0 cash flow i% 1 2 3 | | | 100 | 100 100 1 2 3 | | | 75 50 annuity 0 | i% uneven cash flow stream -50 100 A lump sum is a single flow; for example, a $100 inflow in year 2, as shown in the top time line. An annuity is a series of equal cash flows occurring over equal intervals, as illustrated in the middle time line. An uneven cash flow stream is an irregular series of cash flows which do not constitute...
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...0195301501_158-192_ch7.qxd 11/3/05 12:47 PM Page 158 CHAPTER 7 INTRODUCTION TO CAPITAL BUDGETING 7.1 7.2 7.3 7.4 7.5 7.6 7.7 7.8 7.9 7.10 7.11 Overview 159 The NPV Rule for Judging Investments and Projects 159 The IRR Rule for Judging Investments 161 NPV or IRR, Which to Use? 162 The “Yes–No” Criterion: When Do IRR and NPV Give the Same Answer? 163 Do NPV and IRR Produce the Same Project Rankings? 164 Capital Budgeting Principle: Ignore Sunk Costs and Consider Only Marginal Cash Flows 168 Capital Budgeting Principle: Don’t Forget the Effects of Taxes—Sally and Dave’s Condo Investment 169 Capital Budgeting and Salvage Values 176 Capital Budgeting Principle: Don’t Forget the Cost of Foregone Opportunities 180 In-House Copying or Outsourcing? A Mini-case Illustrating Foregone Opportunity Costs 181 Accelerated Depreciation 184 Conclusion 185 Exercises 186 158 0195301501_158-192_ch7.qxd 11/3/05 12:47 PM Page 159 CHAPTER 7 Introduction to Capital Budgeting 159 OVERVIEW Capital budgeting is finance terminology for the process of deciding whether or not to undertake an investment project. There are two standard concepts used in capital budgeting: net present value (NPV) and internal rate of return (IRR). Both of these concepts were introduced in Chapter 5; in this chapter we discuss their application to capital budgeting. Here are some of the topics covered: • Should you undertake a specific project? We call this the “yes–no” decision, and we show how both NPV...
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...Ratliff, Sharyl Stewart 6/9/13 FIN/370 Caledonia Products Integrative Problem Mini-Case Questions Ms. Nicole L. Givens 1. Why should Caledonia focus on project free cash flows as opposed to the accounting profits earned by the projects when analyzing whether to undertake the project? The focus should be on free cash flows rather than accounting profits because these are the flows that the firm receives and can reinvest. After correctly examining cash flows an analyze of the timing of the benefit or cost can be done correctly. Incremental cash flows should be looked at the project from the point of the company as a whole; the incremental cash flows are the marginal benefits from the project and, as such, are the increased value to the firm from accepting the project. 2. What are the incremental cash flows for the projects in year 1 through 5 and how do these cash flows differ from accounting profits or earrings? In years through 5 the incremental cash flow data indicates the cash flows peak a year 3 which increased the positive cash flow. It did drop in year for and five but was greater then years 1 and 2. We can see a positive cash flow balance although there was a revenue drop. Incremental cash flow differs from accounting profits because accounting profits include taxes and cash flow does not. 3. What is the project initial outlay? The project initial outlay would be...
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...Leeds Metropolitan University 4/30/2012 IFM PLC | Consultancy Report | Financial Analysis and assessing future options for the company | Mohamed Kamara and Iwi Ugiagbe-Green Jens Hagenbeck ID: 33269369 Executive Summary This consultancy report aims at the Board of Directors of IFM Plc a multinational company providing financial services and was being ordered by Finance Director Mrs. Diana Worth. It analyses and evaluates a prospective joint venture between a German subsidiary and EMF Plc, re-domiciling the parent company from France to Monaco and expanding into Asia. The financial analysis showed that a joint venture requires an €2 million investment, which could be funded by the shareholders offering a yield of return of 12%. Using the financial data provided and calculating the weighted average cost of capital and the Net Present Value, a WACC of 10% and a NPV of €2.051 million were the results, proving the worthiness of the investment into the joint venture. Before signing any agreements further research needs to be taken to evaluate non-financial aspects such as opportunity costs and other investments. The second part of the report deals with the re-domiciling of the parent company from France to Monaco. From a business perspective and logical point of view this step makes sense as a lot of business operations are being run in Monaco, but it could still damage the company’s image to move from France just for profit and also shareholders might...
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...on a separate document. Explain how you reached the answer or show your work if a mathematical calculation is needed, or both. Submit your assignment using the assignment link in the course shell. This homework assignment is worth 100 points. Use the following information for Questions 1 through 8: Assume that you recently graduated and have just reported to work as an investment advisor at the one of the firms on Wall Street. You have been presented and asked to review the following Income Statement and Balance Sheets of one of the firm’s clients. Your boss has developed the following set of questions you must answer. 1. What is the free cash flow for 2013? 2. Suppose Congress changed the tax laws so that Berndt’s depreciation expenses doubled. No changes in operations occurred. What would happen to reported profit and to net cash flow? 3. Calculate the 2013 current and quick ratios based on the projected balance sheet and income statement data. What can you say about the company’s liquidity position in 2013? 4. Calculate the 2013 inventory turnover, days sales outstanding (DSO), fixed assets turnover, and total assets turnover. 5. Calculate the 2013 debt ratio, liabilities-to-assets ratio, times-interest-earned, and EBITDA coverage ratios. What can you conclude from these ratios? 6. Calculate the 2013 profit margin, basic earning power (BEP), return on assets (ROA), and return on equity (ROE). What can you say about these...
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...costs are those which need to be considered for decision making. They vary between the alternatives. Opportunity costs is the cost of choosing one alternative over the other. There are three different types of incremental analysis – present worth analysis, cash flow analysis and rate of return analysis. Cash flow analysis: · First step is to identify the incremental after tax cash flows for all alternatives. · When determining the above, only relevant costs are to be taken · Consider the cost of opportunity of not choosing the other alternative · Overhead costs which are fixed should not be allocated · Changes in net working capital (Current Assets – Current Liabilities) should be included · Depreciation is a non cash expense. However, the tax effect of the same should be considered if tax rates are applicable · Second step is to discount the cash flows using an appropriate discounting rate considering the time value of money. · Finally, the best alternative is chosen after considering the following non-quantitative factors. Other outside factors: Other qualitative factors to be kept in mind by the manager are the following: Employee morale – in case it is a “Make or buy decision”, employees may lose their morale if a “Buy” decision is taken. Quality of supplies – In...
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