...INTERNATIONAL PERFORMANCE EVALUATION What I would like to know? how project has done economically ECONOMIC RETURN ON FOREIGN INVESTMENT financial ratios for Invemstment performance: DENOMINATOR Germany vs. Mexico: in local currency subsidiary ratios in local currency Inflation Bias in these ratios ADJUST DENOMINATOR FOR INFLATION MEASURE OF PERFORMANCE EVA = Economic value added EVA=NOPAT- WACC * invested capital (=D+E) - NOPAT= net operating profit after taxes (essentially fancy word for CF) substract from that WACC -> WAS there anything left after substracting it EVA More economic concept: NPV approach BUT: (period by period NPV – disadvantage) DANGERS FOR EVA: - Every specific project needed it own WACC * lower WACC – higher EVA – performance realtive to EVA WACC – same to everything -> tendency to take more risky projects and turn down safe ones Bogey-rate to WACC added in practice PERFORMANCE STANDARDS: What are you comparing with? Corporate minimums: IRR of a Project to be accepted i.e. Comparative approach with performance hard to do because information not available comparison to other units in parent Problem: if not similar risk structures +availability of data comparison with self over time safe but no information about relative performance - relative improvement gives you no absolute measure WHAT DO COMPANIES ACTUALLY DO? - in practice: Non-Financial Methods: ...
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...Running Head: Financial Concepts in Rodolfo Furniture Store Scenario Financial Concepts in Rodolfo Furniture Store Scenario: Discussion and Explanation Writer’s Name Course Name, Semester No, Class Level Supervisor Name September 11, 2009 Abstract Rodolfo's Furniture Store Scenario provides the expedient case study for studying the concept of financial principle in the competitive economic environment. The current paper discusses the approach of financial management with correct application of ideas to create value and economic efficiency through analysis of financial transactions to establish the position of Rodolfo in market. Cost Relationships and Behaviors to Supplement Decision-Making Prerogatives for the Manager Financial principles, financial markets, and business ethics form a foundation for the financial decisions that managers routinely make. Rodolfo’s case study shows that the arrival of new competitor from oversees have put unexpected challenges on the financial condition of the company. The principles of finance describe typical behavior in financial transactions and provide guidance for decision making in the case of Rodolfo. Competitors have advantage of applying the new technology to produce customized product with precise measurement to meet the demands of customer. Rodolfo is also seeing the issue of rise in labor cost due to economic prosperity of the city. Since financial self-interest guides rational decision making, Rodolfo has...
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...required return? What general principle does the example illustrate regarding a project’s life, its discounted payback period, and its NPV? a. Payback on this bond is 25 years. You pay $1,000. You receive $40 a year for 25 years, a total of $1,000. b. The bond is not necessarily a bad investment. Payback does not take time value of money into account, nor does it account for cash flows received after the payback period. It is more appropriate to calculate the NPV of an investment. Given the risk level of the bond, is 4% a fair return? If the answer is yes, then the bond may be a good investment. c. The discounted payback, using a 4% discount rate, is 30 years. This shows that unless the acceptable payback period is decreased when discounted payback is used, vs. regular payback, then projects which return money late in the life of the investment are even more disadvantaged under discounted payback than under regular payback. NPV is a more appropriate method to use to determine the value of an investment project. A8-1. a. Payback on this bond is 25 years. You pay $1,000. You receive $40 a year for 25years, a total of $1,000. b. The bond is not necessarily a bad investment. Payback does not take timevalue of money into account, nor does it account for cash flows received after the payback period. It is more appropriate to calculate the NPV of aninvestment. Given the risk level of the bond, is 4% a fair return? If the answer is yes, then the bond may be a good investment...
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...This paper will look at the different alternatives that are available to the management of Guillermo's Furniture Store. The paper will include three different alternatives that Guillermo's could use, and what the optimal Weighted Average Cost of Capital (WACC) of each option will be presented along with techniques for reducing risks. There are many forms of capital budgeting models that can be used. Payback made simple, NPV, IRR, and Payback discounted. The payback period: The simple payback period can be defined as “the expected number of years required to recover the original investment.” (Emery 2007) For example, if Guillermo’s invest $300 million in one of its projects, within that particular time period Guillermo should able to receive back the original money invested. For example, Guillermo’s cumulative cash flow is at t = 0 is just the initial cost of -$300,000. In the first year the cumulative cash flow is the previous cumulative of $300, 000 plus the first year for the cash flow of $500: -$300,000 + $42,573=-$257,427. In comparison the cumulative for the second year is the previous cumulative of -$257,427 plus the inflow of cash from the second year of $42,573, resulting in –$214,854. Therefore the calculations of payback occurred during the third year. If the $40,584 of inflows comes in evenly during the third year, then the exact payback period can be found as follows: Applying the same procedure to the other two alternatives (Project High-Tech and Broker) you...
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...V O LU M E 2 1 | N U M B E R 4 | FAL L 2 0 0 9 Journal of APPLIED CORPORATE FINANCE A MO RG A N S TA N L E Y P U B L I C AT I O N In This Issue: Market Efficiency and Risk Management The Global Financial Crisis and the Efficient Market Hypothesis: What Have We Learned? Contingent Capital vs. Contingent Reverse Convertibles for Banks and Insurance Companies International Insurance Society Roundtable on Risk Management After the Crisis 8 Ray Ball, University of Chicago 17 Christopher L. Culp, Compass Lexecon and University of Chicago 28 Panelists: Geoffrey Bell, Geoffrey Bell & Company; Nikolaus von Bomhard, Munich Re; Prem Watsa and Bijan Khosrowshahi, Fairfax Financial Holdings. Moderated by Brian Duperreault, MMC Lessons from the Financial Crisis on Risk and Capital Management: The Case of Insurance Companies 52 Neil A. Doherty, University of Pennsylvania’s Wharton School of Business, and Joan Lamm-Tennant, Guy Carpenter & Co. and the Wharton School The Theory and Practice of Corporate Risk Management 60 Henri Servaes and Ane Tamayo, London Business School, and Peter Tufano, Harvard Business School Measuring the Contributions of Brand to Shareholder Value (and How to Maintain or Increase Them) Creating Value Through Best-In-Class Capital Allocation 79 John Gerzema, Ed Lebar, and Anne Rivers, Young & Rubicam Brands 89 Marc Zenner, Tomer Berkovitz, and John H.S. Clark, J.P. Morgan Using Corporate Inflation Protected...
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...Perpetuity: NPV= C1r Growing Perpetuity: NPV=C1r-g Annuity: NPV= C1r-C1r(1+r)t=C1(1+r)t-1r(1+r)t Growing Annuity: NPV= C1r-g-C1(1+g)t(r-g)(1+r)t Equivalent Annual Cash Flows: EAC=NPV(1+r)t-1r(1+r)t Stock Values: Div Yield=DivPrice Div=Payout Ratio*EPS Payout Ratio=DivEPS g= Plowback Ratio*ROE r=DivPrice-g Valuing Stocks: Stage 1. Current Dividends Estimation Stage 2. Firm-Specific Growth Rate Stage 3. Firm Long Term Growth Rate Stage 4. Constant Growth Rate, usually the growth Rate of the Economy. Value of non-listed Firm: Estimate cost of equity of the similar listed firms. Profitability Index=NPVInitial Investment Duration: Macaulay Duration (in how many years will the initial investment be repaid) DMAC= t=1Tt*Ct(1+r)tP0 Modified Duration (relative Change in Price) DMOD= 1(1+r)*t=1Tt*Ct(1+r)tP0 Change in price: DEUR=dP0dr=-1(1+r)*t=1Tt*C(1+r)t Duration of the Portfolio DPortfolioMAC= DBond1MAC*P0Bond1P0Portfolio+DBond2MAC*P0Bond2P0Portfolio * The higher Duration the more sensitive is the Bond to changes of interest rate Markowitz Portfolio theory: Expected Return: μ=1ni=1nri Variance: σ2=1(n-1)i=1n(ri-μ)2 Standard Error: Err=σn Covariance: σAB=1(n-1)i=1n(riA-μA)(riB-μB) Correlation coefficient: ρAB=σABσAσB Markowitz Portfolio Theory: σ2=a2σA2+b2σB2+2abσAB μ=arA+(1-a)rB Portfolio of identical Stocks: σPortfolio=1nσOne stock2+1-1nσBetween two stocks Sharpe ratio (Slope of the Capital Market Line): Sharpe Ratio=...
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...Management Control System Notes Ch. 1 – The Nature of MCS Simons Levers of Control Belief systems: empower individuals and encourage them to search for new opportunities. They communicate core values and inspire all participants to commit to the organization’s purpose. COMMITMENT Boundary systems: establish the rules of the game and identify actions and pitfalls that employees must avoid. PUNISHMENT Diagnostic controls systems: allow managers to ensure that important goals are being achieved efficiently and effectively. They eliminate the manager’s burden of constant monitoring. However, they can create pressures that can lead to control failures. Interactive control systems: enable top‐level managers to focus on strategic uncertainties, to learn about threats and opportunities as competitive conditions change, and to respond proactively. * Management control systems are set in place to help a company achieve their organizational strategy and goals. * Work of management: planning, directing and motivating, and controlling. * An organization consists of a group of people who work together to achieve certain common goals. * The CEO or senior management decides on the overall strategies that will enable the organization to meet its goals. * The management control process is the process by which managers at all levels ensure that the people they supervise implement the organization’s strategies. * System: a prescribed and usually repetitious way of...
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...asked to calculate the weighted average cost of capital (WACC) for each division as well as for the company as a whole. The primary goals of Midland’s financial strategy: * to fund significant overseas growth; * to invest in value – creating projects across all divisions; * to optimize its capital structure; and * to opportunistically repurchase undervalued shares. Janet Mortensen’s estimates of cost of capital were used for the following analysis: * Asset appraisal – asset valuation * Capital Budgeting – DCF, NPV and allocation of budget to different projects and division * Performance assessment – ROE, ROA vs Cost of Equity and WACC * ROE > Cost of Equity = Positive Value, ROA > WACC = Positive Value * M&A Proposals * Stock repurchase decisions – Value < Price = Overvalued The estimates of cost capital will be a critical input into calculations such as NPV, Value and hurdle...
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...Finance Theories Taxonomy 1 Finance Theories Taxonomy 2 Finance Theories Taxonomy This document presents a taxonomy of selected finance theories developed in past 5 decades by academics, practitioners and scholars in the United States, Europe, Asia and Latin America. A total of 14 theories and models are synthesized in this work, organized in five tables with the same structure: Theories of capital structure; capital budgeting and cost of equity; asset valuation, financial behavior and international finances. Each table contains theories organized alphabetically with an indication of its germinal or current character. The description of the theory is accompanied by current examples of empirical research that updates or contradicts the theory and additional information about limitations, scope and opportunities of research. Finance Theories Taxonomy 3 Table 1 Finance Theories Taxonomy: Theories of capital structure Theory General description Current examples of the theory Other attributes Modigliani and Miller Germinal theory of corporate finance A review of the theory by Criticism against flaws of M& M theory Theory of investment proposed by Miller and Modigliani Miller himself, offers a new (Ball, 2001) (1958) argues that “the value of a firm view about the so called ‘junk 1. Market perfection. M&M assumed is independent of its capital structure” bonds’ which were considered information was...
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...One of the most important decisions that must be taken when selecting from a range of projects is which method(s) of Capital Budgeting a company will opt for in order to arrive at the final proposed solution. “Investment decisions must be consistent with the objectives of the particular business. For a private sector business, maximising the wealth of the owners (shareholders) is usually assumed to be the key financial objective.” (Atrill and McLaney, 2009, p. 259) As a company exists primarily to increase the wealth of the stakeholders it should only invest capital to implement a project when the outcome will result in benefits that exceed the cost of the investment. Appraisals need to be carried out in order to select the project which provides the best return on that investment. Capital Budgeting is the process of appraising these projects in order to select the project most suited to the company‟s strategy. The purpose of this report is to discuss four methods of appraisal (Payback Period, Accounting Rate of Return, Net Present Value and Internal Rate of Return). A case study describes each of these appraisal processes when applied to the requirement to purchase one printing press, to be selected from two qualifying contenders. This is achieved through an in-depth appraisal analysis coupled with a review of sensitivity analysis, in turn followed by an assessment of installation risks that could adversely affect the appraisal process. “Budgeting and cost management is the...
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...Chapter 11 Miller (pad 383-397) Systems Levers SYSTEMS AS IMPLEMENTATION LEVERS In this chapter, we define Systems as established procedures by which organizations allocate resources and monitor their use. We refer to two categories of systems: Resourcing and Control. While we look at control systems as a whole, we further categorize an organization’s resourcing systems into three distinct types that reflect three basic resources organizations depend on: INFORMATION, PEOPLE AND CAPITAL. Both resourcing systems and control systems serve the needs of internal customers – those in the organization’s core processes – who, in turn, arte externally focused, serving customers outside the organization. You may remember seeing these distinctions made in previous chapters, using a model here as exhibit 11.1 A Generic Model of Core Processes and Systems Without the resources (information, people, capital) basic to the operation, core processes cannot offer the value customers need, and they will cease to provide an affective source of competitive advantage. At the same time, with-out controls the core processes are likely to move in different directions, squandering the resources they are allocated because they lack coordination. The way in which information is collected and provided, the general approach to developing human resources, the mind- set behind the capital allocation system, and the extent to which the firm emphasizes input...
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...Unit 1: Role and Scope of management accounting 1.1The Role of the Management Accountant |Content |CLP |Text |Worked Example/Activity Ref | | | | | | |What is it? Provision of info financial and non-financial to decisions makers usually in|Pg 9 | |Activity 1 - the role of the| |the organisation | | |decision maker | | | | | | |Thought Process: | | | | |understanding what is required | | | | |calculating or compiling the information required | | | | |analysing, interpreting or understanding the information obtained | | | | |Making recommendations and drawing conclusions | | ...
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...Powered by TCPDF (www.tcpdf.org) OLIN BUSINESS SCHOOL Summer 2015 Advanced Corporate Finance IIIFrontiers of Valuation B62 FIN 534C Professor Todd Milbourn B62 MGT 534C Advanced Corporate Finance III – Frontiers of Valuation Summer 2015 Professor Todd Milbourn The Olin Business School Table of Contents 1. Valmont Industries HBP Case # UVA-F-1191 ............................................................................... 1 2. Super Project HBP Case # 9-112-034 ........................................................................................... 21 3. Calaveras Vineyards HBP Case # UVA-F-1094 ........................................................................... 37 4. Paginas Amarelas HBP Case # UVA-F-1210 ............................................................................... 63 5. Using Crystal Ball HBP Case # UVA-QA-0561 .......................................................................... 89 6. Valuation in Emerging Markets HBP Case # UVA-F-1455 ......................................................... 95 7. Project Valuation in Emerging Markets HBP Case # 9-702-077 ............................................... 113 8. Valuing Companies in Corporate Restructurings HBP Case # 9-201-073 ................................. 131 UVA-F-1191 Rev. Feb. 1, 2011 VALMONT INDUSTRI V IES, INC. Forty years ago, we made our fi F m irst center p pivot irriga ation system It was m. es ssentially a long steel pipe...
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...Capital Budgeting Introduction Capital budgeting is the process of evaluating and selecting long-term investments that are consistent with the firm's goal of maximizing owner wealth. A firm using capital budgeting, their goal is to see if there fixed income will cover itself for profit. Fixed incomes are things such as land, plant and equipment. When a firm using a machine to produce its good or service. They most of the time what the machine to produce the amount that they paid for the machine and more. The capital expenditure is the outlay of fund that a firm expects to produce and benefit with in a one year. The Capital Budgeting Process When approaching the problem of trying to the measure capital budgeting. The first step in capital budgeting is the Proposal generation. The proposals are made at all levels within a business organization and are reviewed by finance personal. The Second step in the process in the review and analysis. The formal review and analysis is performed to assess the appropriateness of proposals and evaluate their economic viability. Once the analysis is complete, a summary report is summated to decision makers. The third step in the process will be the Decision making. Firms typically delegate capital expenditure decision making on the basis of dollar limits. The board of directors must authorize expenditures beyond a certain amount. Often plant manager are given authority to make decisions necessary to keep the production line is moving....
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...[pic] | | COST ACCOUNTING AREA: CONTROL IMBA NUMBER OF SESSIONS: 20 PROFESSOR: SALVADOR CARMONA □ Ph.D (Accounting). Universidad de Sevilla. □ Last version, November 2006 COURSE DESCRIPTION A cost accounting system collects and classifies costs and assigns them to cost objects. The goal of a cost accounting system is to measure the cost of designing, developing, producing (or purchasing), selling, distributing, and servicing particular products or services. Cost allocation is at the heart of most accounting systems. Cost behavior -how the activities of an organization affect its costs- is also fundamental to cost accounting systems. The data provided by a cost accounting system is used for various purposes, which include product costing, planning and control, and decision making. This course mainly focuses on the first of these objectives -products costing. COURSE GOALS Students, as future managers, will utilize, at a minimum, the output of cost systems, which are the primary internal information systems in a firm. Students taking this course will gain an understanding of cost accounting systems, which includes a familiarization with: The goals of cost accounting systems; the fundamental features and design of cost accounting systems; and the various uses of the data provided by cost accounting decisions. A sound...
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