...Capital Structure “The capital structure is how a firm finances its overall operations and growth by using different sources of funds…When people refer to capital structure they are most likely referring to a firm's debt-to-equity ratio, which provides insight into how risky a company is” (Capital Structure). After evaluating the changes in different capital structures for years nine through thirteen, it is obvious that the best capital structure overall is 50% Preferred and 50% Common Stock. This choice optimizes the returns for shareholders overall. The only option that comes closest is 20% 9% Bonds and Common Stock. The first year, the 20% option yields a higher return on Earnings per Common Stock share. The second year, the two options yield the same return. After this, however, the 50% option yields .001% more the third year, .002% more the fourth year, and .003% more the fifth year. According to this trend, this option will exceed all other capital structure options by a fairly large sum in future years. The other options are not advisable because while all options do show growth, none show more Earnings per Common Stock share than the 50% option shows. This is also the option that shows the most even split between investments. All other capital structures have uneven splits between investments, which may prove a weakness should the larger of the two investors fail. For example, in the 20% option that was the secondary choice, the alternative capital sources were split...
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...Week Four Discussion Questions 1.What is the cost of capital? How do you calculate the cost of capital? Why is it important in capital budgeting decisions. (due by midnight on Thursday) Cost of capital is the required return or the opportunity cost for a project in order to increase the value of the firm in the market place. It helps managers evaluate if an investment is worthwhile by setting a benchmark for the minimum rate of return. Cost of capital may be used as the measuring road for adopting an investment proposal. It measures the financial performance and determines the acceptability of all investment opportunities. The weighted average cost of capital (WACC) is used to measure a firm’s cost of capital. 2. What are some capital budgeting tools? Explain Net Present Value (NPV) analysis. (Due by midnight on Thursday) Different tools used in capital budgeting include NPV, discounted-cash-flow analysis, IRR, and MIRR. NPV is used to evaluate capital budgeting projects by determining the difference between the market value of an item and what it costs. 3. What is the weighted average cost of capital (WACC)? How is it calculated? What are business investment rules? (Due by midnight on Saturday) WACC is the average costs of financing sources either debt or equity. The WACC equation is the cost of each capital component multiplied by its proportional weight and then summing. WACC= E/V*Re+D/V*Rd*(1-Tc) Re=cost of equity, Rd=cost of debt, E=market value of the firm’s equity...
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...Guillermo's Furniture Store Introduction Guillermo’s Furniture Store’s marketplace is changing. Guillermo must make organizational changes to keep up with the current marketplace. The choices presented to Guillermo each have their advantages and disadvantages. This paper will explain the different business strategies and the projected outcomes of each strategy. Without proper analysis, Guillermo could make a business decision that does not suit the company’s operational goals and objectives. Guillermo can determine the best course of action through capital budgeting techniques. Through calculating the net present value (NPV), the internal rate of return (IRR), and the weighted average cost of capital (WACC) Guillermo can determine the best course of action that will have the best profitability outcomes. Guillermo could decide to maintain doing business without making any changes to the structure of the company. If he chose to stay on his current path, furniture sales could decrease because of the competitions ability to sell quality furniture at discounted prices. Continuing with business as usual, Guillermo will miss opportunities for growth. Currently Guillermo has a net income before taxes of forty-four thousand dollars. If Guillermo continues to operate the same way he will be facing many challenges going forward. Some challenges he will be facing consists of; increased competition, residents of Sonora have better job opportunities with increased wages (University...
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...finance in emerging markets is a complex field for managers and academics. Most of the models used in investments and corporate finance have been developed under the assumption of at least moderately efficient markets, but this assumption seems to be questionable when moving to less developed markets. Emerging markets are not efficient markets; they are characterized by higher information asymmetries, higher transaction costs, more concentrated ownership, lack of market development, relatively low market liquidity, etc. Additionally, there are relevant differences in terms of suitability for the use of standard corporate finance techniques in the context of small and medium private enterprises. The present survey examines capital budgeting, cost of capital, capital structure and dividend policy decision of the four firms namely Schmit telecom, Sanehwal fasteners, LPS limited and Bharathi Soap works. The study analyses the responses conditional on firm characteristics. It examines the relationship of the executives' response with firm size, profitability, risk, growth, CFO's education, and the sector. By testing whether responses differ across these characteristics, the study throws light on the implications of various finance theories concerning firm size, risk, and growth. The survey also given us the knowledge about practices followed by different companies depending on the sector in which they exist. Market position has also played significant role in determining the companies...
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...Name: Professor’s name: Dr. Wright Course: AF 211 Accounting for Planning and Control Managers in making investment decisions are faced with the problem of limited resources. This, therefore, necessitates an understanding of the topic of capital budgeting. Capital budgeting is the process of determining and pursuing investments which cash flows are expected in the future period usually more than a year. It entails the decision on the acquisition of new assets or equipment that is to be utilized by the business to increase its future cash flows and profitability. Managers are, therefore, faced with the challenge of determining which project to invest in order to avert the adverse effect on the financial performance. In making investment decisions, various factors must be considered. Managers have to know that the success of the business entirely depends on how best the investments are analyzed before they are undertaken. First, capital budgeting requires large capital outlay (Dugdale 16). Most of the capital budgeting decisions require a large proportion of business funds. It, thus, implies that failure to make proper investment decisions will lead to losses for the organization. Secondly, investment decisions are irreversible. After deciding on what projects to invest in, managers will lack the ability to reverse their decisions, i.e., equipment once acquired cannot be easily disposed of. The managers must therefore be careful before settling on a particular investment...
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...Capital Budget Recommendation Capital Budget Recommendation Introduction Guillermo faces a big decision ahead. Not wanting to be acquired by a larger competitor or expand his management responsibilities by acquiring another organization, he had decided to move his company from being primarily a manufacturing company to primarily a distributing company. A competitor in Norway needs channels to distribute in North America and using his existing distributor network Guillermo could become a representative for the manufacturer while retaining some of his high end custom work. In addition, Guillermo has a patented process that creates a flame-retardant for his furniture coating but he will need to buy a separate product for a finish coating. Capital Budget Evaluation Techniques Guillermo has many evaluation techniques to choose from to make his capital investment decision. He can also combine more than one technique. The following is a description of the techniques he might use. Finding the Net Present Value (NPV) is one evaluation technique. Net Present Value is a comparison of the present value of the future cash inflows to the cost of projectors by subtracting the cost of the investment from the present value of the future cash inflows (Edmonds, et. al., 2007). “A positive net present value indicates the investment will yield a rate of return higher than 12 percent. A negative net present value means the return is less than 12 percent” (Edmonds, et. al., 2007)...
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...cash flow, incremental cash flow, sunk cost, opportunity cost, externalities, and cannibalization. • Identify the three categories to which incremental cash flows can be classified. • Analyze an expansion project and make a decision whether the project should be accepted on the basis of standard capital budgeting techniques. • Explain three reasons why corporate risk is important even if a firm’s stockholders are well diversified. • Identify two reasons why stand-alone risk is important. • Demonstrate sensitivity and scenario analyses and explain Monte Carlo simulation. • Discuss the two methods used to incorporate risk into capital budgeting decisions. • List four different types of embedded real options, explain what a decision tree is, and provide an example of one. • List the steps a firm goes through when establishing its optimal capital budget in practice. LECTURE SUGGESTIONS This chapter develops procedures for estimating and identifying relevant cash flows, discusses techniques used to measure and take account of project risk, introduces the concept of real options, and discusses general principles for determining the optimal capital budget. Assuming you are going to cover the entire chapter, the details of what we cover, and the way we cover it, can be seen by scanning Blueprints, Chapter 12. For other suggestions about the lecture, please see the “Lecture Suggestions” in Chapter 2, where we describe how we conduct our classes...
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...Management J. Volume 2 No. 1 (January 1989) ,' CAPITAL BUDGETING PRACTICES OF INDIAN COMPANIES I. M. PANDEY ' Objective " The objectives of this study are: (a) to document the capital bud geting policies and practices of companies in India, a developing country, and contrast them with those of USA and UK, the developed countries, and (b) to ascertain how business executives look upon the linkage between corporate strategy and investment decision-making. Capital expenditure planning and control is a process of facilitating decisions covering expenditures on long-term assets. Since a company's survival and profitability hinges on capital expenditures, specially the major ones, the importance of the capital budgeting process cannot be over-emphasized. Sample and Methodology We have followed an intensive interview-cum-questionnaire method. Two questionnaires—one dealing with investment evaluation practice and second with other phases—were sent to companies which had agreed to participate in the study. In all, 14 companies were studied. The responding companies belonged to different businesses. In terms of size (sales and number of employees), capital intensity (net tangible fixed assets), volume of spending (capital expenditure incurred), and level of technology, they represent a variety (Table 1). The study relates to 1984. •-, Capital Expenditure: How Defined Strictly speaking, capital expenditure includes all those expenditures which are expected to produce...
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...Capital Budget Recommendation By Sara Hinton ACC543 Professor Gayle Mackay July 17, 2012 Located in Sonora Mexico is a furniture company owned by one Guillermo Navallez called Guillermo Furniture Company. The Guillermo Furniture Company has had quite the success since opening, however in the late nineteen nineties this success began to waiver. The reason for such a change in success for the Guillermo Furniture Company is due to globalization. Due to the automation embraced by the company’s competitors, which has caused a reduction in profit margins as well as raise production costs for the Guillermo Furniture Company, there has been significant decline in business. Mr. Navallez is now faced with a plethora of decisions that may or may not dramatically change the way in which the Guillermo Furniture Company is operated. The accountant that has been hired by the Guillermo Furniture Company has been assigned to analyze capital budget techniques that will help determine which course of action should be taken by Mr. Navallez. This has been accomplished by not only examining capital budget techniques but through extensive research in understanding business alternatives available to the Guillermo Furniture Company as well. There are different business alternatives available to Mr. Guillermo Navallez. Like many of his competitors, Mr. Navallez has the option of merging his business with that of a larger company or he...
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...Guillermo Furniture Store Analysis FIN571 October 22,2012 Portia Boyd Abstract This paper will define and discuss the different alternatives available to Guillermo Furniture Store. I will include a sensitive analysis; the optimal weighted averages cost of capital, discuss the use of multiple valuation techniques in reducing risks and calculate the net present value of future cash flows for each of the alternatives. Guillermo Navallez was owner of Guillermo Furniture Store located in Sonora Mexico. Guillermo Furniture Store has been manufacturing handcrafted tables and chairs for a number of years. The company was operating at a profit due to inexpensive labor costs and “the area had a good supply of timber” (University of Phoenix, 2012, para. 1) to produce the handcrafted furniture. The company was prospering without any worries. In 1990, the market shifted and Guillermo began facing challenges in the businessdue to two main factors. One was an overseas furniture business moving into the area. This ompeting company uses high tech methods to produce their furniture to “exact specification” (University of Phoenix, 2012 para 2) at reasonable prices. This was unlike Guillermo’s prices which are a little higher due to their handcrafted technique. This meant the new company could produce furniture faster and cheaper than Guillermo’s company The second factor was the awakening of the laid back relaxed atmosphere in the Sonara community. This was due to the result...
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...Bethesda Mining Company To be able to analyze the project, we need to calculate the project’s NPV, IRR, MIRR, Payback Period, and Profitability Index. Since net working capital is built up ahead of sales, the initial cash flow depends in part on this cash outflow. So, we will begin by calculating sales. Each year, the company will sell 600,000 tons under contract, and the rest on the spot market. The total sales revenue is the price per ton under contract times 600,000 tons, plus the spot market sales times the spot market price. The sales per year will be: | |Year | | |1 |2 |3 |4 | |Contract |20,400,000 |$20,400,000 |$20,400,000 |$20,400,000 | |Spot |$2,000,000 |$5,000,000 |$8,400,000 |$5,600,000 | |Total |$22,400,000 |$25,400,000 |$28,800,000 |$26,000,000 | The current after-tax value of the land is an opportunity cost. The initial outlay for net working capital is the percentage required net working capital times Year 1 sales, or: Initial net working capital = .05($22,400,000) = $1,120,000 So, the cash flow today is: Equipment –$30,000,000 Land –5,000,000 NWC –1,120,000 Total –$36,120,000 Now we can calculate the OCF each year. The OCF is: | ...
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...4212 SEPTEMBER 15, 2010 TIMOTHY LUEHRMAN HEIDE ABELLI New Heritage Doll Company: Capital Budgeting In mid-September of 2010, Emily Harris, vice president of New Heritage Doll Company’s production division, was weighing project proposals for the company’s upcoming capital budgeting meetings in October. Two proposals stood out based on their potential to strengthen the division’s innovative product lines and drive future growth. However, due to constraints on financial and managerial resources, Harris knew it was possible that the firm’s capital budgeting committee would decline to approve both projects. She also knew that New Heritage’s licensing and retail divisions would promote compelling projects of their own. Consequently, Harris had to be prepared to recommend one of her projects over the other. The Doll Industry Revenues in the U.S. toy and game industry totaled $42 billion in 2008 and were projected to increase by 4.6% per year to $52.5 billion by 2013. The market was divided into two broad segments: video games (48%) and traditional toys and games (52%). The second segment was further divided into infant/preschool toys (14.5%), dolls (14.1%), outdoor & sports toys (12.3%), and other toys & games (59.1%) including arts and crafts, plush toys, action figures, vehicles, and youth electronics. The U.S. market for toys and games was dominated by large global enterprises that enjoyed economies of scale in design, production, and distribution. Revenues...
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...HOW DO CFOS MAKE CAPITAL BUDGETING AND CAPITAL STRUCTURE DECISIONS? by John Graham and Campbell Harvey, Duke University* e recently conducted a comprehensive survey that analyzed the current practice of corporate finance, with particular focus on the areas of capital budgeting and capital structure. The survey results enabled us to identify aspects of corporate practice that are consistent with finance theory, as well as aspects that are hard to reconcile with what we teach in our business schools today. In presenting these results, we hope that some practitioners will find it worthwhile to observe how other companies operate and perhaps modify their own practices. It may also be useful for finance academics to consider differences between theory and practice as a reason to revisit the theory. We solicited responses from approximately 4,440 companies and received 392 completed surveys, representing a wide variety of firms and industries.1 The survey contained nearly 100 questions and explored both capital budgeting and capital structure decisions in depth. The responses to these questions enabled us to explore whether and how these corporate policies are interrelated. For example, we investigated whether companies that made more aggressive use of debt financing also tended to use more sophisticated capital budgeting techniques, perhaps because of their greater need for discipline and precision in the corporate investment process. More generally, the design of our survey...
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...Capital Budgeting Overview The capital structure of a company is derived from portions of debt and equity. Debt can be categorized as either long-term or short-term debt. Short-term debt can be classified as notes payable and accounts payable and long-term debt can be classified under bonds. The equity portion of a company’s debt lies within common and preferred stock. Debt is used as a form of leverage to ultimately increase the overall return on an investment. The more debt and equity, capital structure, that a firm has, the more leverage it will have. By using debt, a company can increase its leverage because it can invest in business operations without increasing its overall equity. It also helps the investor and the firm to operate, but increases the added risk of default upon the firm. In the long run, leverage magnifies the overall losses and gains. The return on an investment is vital when analyzing which projects should be accepted or rejected. Return on investment measures the performance of a project that evaluates the efficiency, or compares the efficiency and performance of different projects. Evaluating return can be modified to fit the specific situation, depending on the returns and costs associated with the projects. The downfall with critiquing or manipulating the return on investment calculation is that the overall result can be expressed and translated in different contexts. The higher the ROI, the better because it will add more value for the...
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...also succeed within their market, and the second has to do with changes in the local economy. In an effort to determine an appropriate response to these changes, Mr. Navallez and his team has begun analyzing these changes that are affecting his business. Mr. Navallez does have a few ideas on how to move forward but will have to research more on the correct capital budgeting that is best for his organization. Capital budgeting is defined as the process of choosing the organizations long term capital investment strategy, this often consist of things like land, property and equipment (Emery, Finnerty, & Stowe, 2007). Alternatives With the changes the Mr. Navallez and his team are tasked to deal with there are some alternatives that they must decide on to adjust to the new market. They must first decide if they are going to maintain their same type of operation without changing to the industry, become an agent for the new company, or cross their organization over to becoming high tech like the new competition. Capital budgeting will be applied to the options discussed to choose the best one. Through capital budgeting the risk associated with each alternative will also be...
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