Financial Planning 3.1 to 3.4 Contents 3.1 Overview of financial planning 3.2 Developing a long-term financial plan 3.2.1 Spontaneous and discretionary financing 3.2.2 Determining discretionary financing needs Percent of sales method Judgmental method 3.2.3 Excess capacity adjustments 3.2.4 Growth rates 3.2.4.1 Internal growth rate 3.2.4.2 Sustainable growth rate Contents 3.3 Developing a short-term financial plan 3.3.1 Kinds of budget 3.3.2 Cash budget 3.3.3 Master budget 3.3.3.1 Operating budgets 3.3.3.2 Financial budgets 3.4 Leverage 3.4.1 Business and financial risk 3.4.2 Types of leverage 3.4.2.1 Operating leverage 3.4.2.2 Financial leverage 3.4.2.3 Total leverage Financial Planning • also called value-based management • a process of determining financial needs or goals and how to achieve them in line with the company’s corporate goals, strategies, and operating plan • primary objective: estimate the future financing requirements in advance of when the financing will be needed • results to the development of financial plan/s Source: Pursuit of Passion dated Oct 15 2019 P312,000 to 1,020,000 annually 26,000 to 85,000 per month How do you plan to finance these? • savings • allowance • part-time job • loan from bank • business income Where do you put your excess funds? • savings • mutual funds/ UITF • buy stocks Estimate expenses “ “A goal without a plan is just a wish” -Antoine de Saint Exupery Expected income Determine source/ use of shortage/ excess of funds “Planning is bringing the future into the present so you can do something about it now” -Alan Lakein Developing a financial plan/ Financial forecasting Financial Plan • document that lays out a company’s planned financial actions and anticipated impact of those actions • includes assumptions, projected financial statements, and projected financial ratios and ties the entire (strategic) planning process together • Types of financial plans • Short-term (operating) – covers the next 12 months •Long-term (strategic)- covers more than 1 year Financial Forecasting Forecast sales Project income statement Project assets needed to support sales Project sources of financing See effect of plan on ratios Decide how to raise/use needed/ excess funds Estimate financing needs Sales Forecast • prediction of a firm’s sales over a given period • key (most critical) input to the financial planning process • based on external and/or internal data such as economic indicators, consensus of salespeople, past trends (usually past 5 years), and any anticipated events that might materially affect that trend Sales Forecasting approach 1. 2. 3. 4. Naïve approach- simplest approach, future sales will be equal to that of the latest observed period Average approach- future sales will be equal to the average historical value across some relevant period Historical growth rate- future sales will increase using growth rate computed over some relevant period Regression analysis- complex approach, future sales is determined using a linear equation based on the relationship of sales with another variable (e.g. GDP) Sales forecast using historical growth rate • compute historical growth rate using modified FV of a lump sum equation as follows: • Hence, a growth rate using sales trend for the past 5 years can be computed as follows: Sales forecast using historical growth rate ACYFMG Inc.’s Sales for the past five years are as follows: 20xy P 78,600 20xx 75,000 20xw 76,570 20xv 72,100 20xu 70,080 Using these data, compute for ACYFMG historical growth rate and projected sales for 20xz. Pro-forma Financial Statements • projected, or forecast, income statements and balance sheets • techniques in developing pro-forma financial statements: Percent of sales method - expresses expenses, assets, and liabilities for a future period as a percentage of sales Judgmental method – involves estimating the level of an asset, liability, or expense for a future period based on a certain set of assumptions Pro-forma Financial Statements • Percent of sales method - expresses expenses, assets, and liabilities for a future period as a percentage of sales • assumes that past financial relationships (ratios) remain constant • assumes all costs and expenses varies with sales • assumes all assets and spontaneous liabilities are salesdriven • assumes interest-bearing liabilities remain the same Spontaneous vs. Discretionary Financing •Spontaneous Financing- funds that arise out of normal business operations from suppliers, employees and government that reduce the firm’s need for external financing Sources: Accounts payable, accrued expenses • Discretionary Financing- funds that arise out of managerial decision / discretion Sources: Debt (Notes payable or LT debt), Equity (PS, RE or CS) Pro-forma FS: Percent of Sales • using ACYFMG 20xy FS to project 20xz FS •Income statement- using sales forecast and previous year’s common-size IS/[previous year’s balance x (1+g)] Projected 20xz sales= 78,600 x 102.91% = 80,887.26 • Balance sheet- using capital intensity ratio (TA/Sales) 20xy capital intensity ratio= 82,500/78,600= 1.0496 Projected 20xz total assets= 80,887.26 x 1.0496 = 84,900.75 OR simply TA x (1 + g) =82,500 x 102.91% = 84,900.75 Pro-forma IS: Percent of sales 20xy Vertical % Proj. 20xz Sales ₱78,600 100% ₱80,887.17 Less: Cost of Goods Sold (46,900) -59.67% (48,264.74) Gross Profit or Gross margin ₱31,700 ₱32,622.44 Less: Operating expenses Selling expense ₱3,930 5.00% ₱4,044.36 General and administrative expense 5,120 6.51% 5,268.99 Depreciation and amortization expense 2,500 3.18% 2,572.75 Total operating expense Net Operating income Other Income Earning before interest and taxes (EBIT) -₱11,550 -₱11,886.09 ₱20,150 ₱20,736.34 800 ₱20,950 Less: Interest expense (4,950) Earnings before taxes ₱16,000 Less: Income tax expense (25%) Net Income 1.02% (4,000) ₱12,000 823.28 ₱21,559.62 -6.30% (5,094.04) ₱16,465.58 -5.09% (4,116.40) ₱12,349.19 From Sales forecast 59.67% x 80,887.26 OR 46,900 x 102.91% Pro-forma BS: Percent of sales 20xy Cash Accounts Receivable Inventories Other current assets Total current assets Property, plant and equipment, gross Less: Accumulated depreciation Property, plant and equipment, net Other non-current assets Total non-current assets Total Assets % of sales Proj. 20xz ₱4,250 5.41% 9,500 12.09% 9,776.44 13,750 17.49% 14,150.11 5,000 6.36% 5,145.49 ₱32,500 ₱58,400 (13,700) 80,887.26 x 5.4071% Or 4,250 x 102.91% ₱33,445.71 74.30% ₱60,099.38 -17.43% (14,098.65) ₱44,700 5,300 ₱4,373.67 ₱46,000.72 6.74% 5,454.22 ₱50,000 ₱51,454.94 ₱82,500 ₱84,900.66 Based on sales forecast and 20xy capital intensity ratio Pro-forma FS: Percent of Sales • Balance sheet- using projected net income and dividend payout ratio Projected 20xz retained earnings= 31,200 + (12,349.19 x (1-70%)) = 34,904.76 where, 70% is 20xy dividend payout while 31,200 is 20xy retained earnings Pro-forma BS: Percent of sales 20xy Accounts Payable Notes Payable % of sales Proj. 20xz ₱10,000 12.72% ₱10,290.99 2,500 no change 2,500 4,800 ₱17,300 6.11% 4,939.67 ₱17,730.66 22,000 no change 22,000 80,887.26 x 12.7226% Or 10,000 x102.91% Accrued expenses Total current liabilities Long-term debt Total Liabilities ₱39,300 ₱39,730.66 Additional paid-in less treasury stock no change 12,000 31,200 beg + (rr*NI) 34,904.76 12,000 Retained Earnings Total Stockholders’ Equity Total Liabilities and SHE/ Projected sources of financing Discretionary financing needs (plug figure) Total financing needs= total assets ₱43,200 ₱46,904.76 ₱82,500 ₱86,635.42 (1,734.76) ₱84,900.66 Based on projected 20xz net income and 20xy dividend payout 84,900.66 – 86,635.42 Pro-forma Financial Statements • Judgmental method – involves estimating the level of an asset, liability, or expense for a future period based on a certain set of assumptions • assumes that past financial relationships (ratios) remain constant • assumes certain costs and expenses as fixed • estimate values for certain balance sheet accounts Pro-forma FS: Judgmental Approach •using ACYFMG 20xy FS to project 20xz FS •Income statement- additional information Only 70% of CGS are variable Only 40% of selling expenses are variable Only 20% of General and admin expenses are variable Interest expense is expected to be P50 lower than 20xy Income tax rate is 25% of Earnings before tax Other items remain constant regardless of change in sales Pro-forma IS: Judgmental Sales Less: Cost of Goods Sold- variable (70%) Cost of Goods Sold- fixed Gross Profit or Gross margin 20xy Proj. 20xz ₱78,600 100% ₱80,887.17 (32,830) -41.77% (33,785.32) (14,070) no change (14,070.00) ₱31,700 ₱33,031.86 From Sales forecast 80,887.26 x 41.7684% Or 32,830 x 102.91% Same as 20xy amount Less: Operating expenses Selling expense- variable (40%) ₱1,572 2.00% ₱1,617.74 2,358 no change 2,358.00 1,024 1.30% 1,053.80 General and admin expenses- fixed 4,096 no change 4,096.00 Depreciation and amortization expense 2,500 no change 2,500.00 Selling expense- fixed General and admin expenses- variable (20%) Total operating expense Net Operating income Other Income Earning before interest and taxes (EBIT) Less: Interest expense Earnings before taxes Less: Income tax expense (25%) Net Income -₱11,550 -₱11,625.54 ₱20,150 ₱21,406.32 800 no change ₱20,950 (4,950) ₱22,206.32 P50 lower ₱16,000 (4,000) ₱12,000 800.00 (4,900.00) 4,950 - 50 ₱17,306.32 25% of EBT (4,326.58) ₱12,979.74 17,306.32 x 25% Pro-forma FS: Judgmental Approach •using ACYFMG 20xy FS to project 20xz FS • Balance sheet- additional information Minimum cash balance of P4,000 Accounts receivable on average represents 40 days of sales Ending inventory should remain at a level of about P15,000 A fully depreciated asset costing P6,000 would be disposed next year Purchases represent approximately 40% of sales and the firm targets to pay its accounts payable within its credit terms of 60 days The 2,500 notes payable would be repaid next year Accrued expenses is expected to vary with sales Dividend payout ratio of 0.70 will remain the same next year No change in other accounts is expected Pro-forma BS: Judgmental Approach 20xy Cash Accounts Receivable Inventories Other current assets info ₱4,250 minimum 40 days 8,987.46 13,750 target 15,000.00 5,000 no change 5,000.00 ₱32,500 Property, plant and equipment ₱58,400 Property, plant and equipment, net Other non-current assets ₱4,000.00 9,500 Total current assets Less: Accumulated depreciation Proj. 20xz (13,700) 80,887.26 x 40/360 ₱32,987.46 -P6K -P6K, +P2.5K ₱44,700.00 5,300 no change ₱52,400.00 (10,200.00) ₱42,200.00 5,300.00 Total non-current assets ₱50,000 ₱47,500.00 Total Assets ₱82,500 ₱80,487.46 58,400 – 6,000 -13,700 +6,000 -2,500 Pro-forma BS: Judgmental Approach 20xy Accounts Payable Notes Payable Accrued expenses Total current liabilities Long-term debt Total Liabilities Paid-in capital less treasury stock Retained Earnings Total Stockholders’ Equity Total Liabilities and SHE / Projected sources of financing Discretionary financing needs (plug figure) Total financing needs= total assets info Proj. 20xz ₱10,000 2,500 4,800 ₱17,300 60 days -P2.5K 6.11% ₱5,392.48 4,939.67 ₱10,332.15 22,000 no change 22,000 ₱39,300 12,000 (80,887.26 x 40%) x (60/360) ₱32,332.15 no change 12,000 31,200 beg + (rr*NI) 35,093.92 ₱43,200 ₱47,093.92 ₱82,500 ₱79,426.07 1,061.39 ₱80,487.46 31,200 + (12,979.74 * (1-70%)) 80,487.46 – 79,426.07 Use of Pro Forma Statements for financial decisions • Financial managers and lenders can use pro forma statements to analyze the firmʼs inflows and outflows of cash, as well as its liquidity, activity, debt, profitability, and market value. • Various ratios can be calculated from the pro forma income statement and balance sheet to evaluate performance. • Cash inflows and outflows can be evaluated by preparing a pro forma statement of cash flows. • After analyzing the pro forma statements, the financial manager can take steps to adjust planned operations to achieve short-term financial goals. Limitations of Pro-forma statements • unrealistic assumptions: (1) past financial performance will not be replicated in the future and (2) certain variables (cash, AR and inventories) cannot be forced to take on certain “desired” values •Unforeseen factors lead to inaccurate results and poor decisions • Unknown and unavailable information requires the use of estimates which might be inaccurate • Using discretionary financing as a “plug” or balancing figure tends to overlook projection errors Additional Limitations of Pro-forma statements using percentage of sales •Ignored fixed expenses which tends to understate profits when sales are increasing and vice versa •assets may be purchased in larger quantities due to economies of scale •Some assets must be purchased in large, non-divisible quantities (“lumpy assets”), like equipment. When newly purchased, there is excess capacity until sales grow to the point where capacity is fully utilized •Firms might have to carry a minimum level of assets, such as minimum level of inventory Estimating Financing Needs • Discretionary financing needs (“plug” figure) -the amount needed to bring the statement into balance • Once the firm determine the form of financing or the use available funds; the pro forma balance sheet is modified to replace the “plug” figure with planned increases/reductions in the debt and/or equity accounts Discretionary financing needed (DFN) • also known as External Funds Needed (EFN) and Additional Funds Needed (AFN) • if positive, is the amount of external capital (interest bearing debt, preferred stock and common stock) that will be necessary to acquire the required assets • if negative, is the amount of internal funds in excess of total financing needs to acquire assets Discretionary financing needed (DFN) •Two ways of computing 1. Plug figure in pro-forma balance sheet 2. Use equation as follows: DFN = Projected Assets – Projected Liabilities – Projected SHE DFN= Change in Assets – Change in Liabilities – Change in SHE Alternative DFN/AFN/EFN equation If all assets are sales driven and existing discretionary financing do not change, the formula can be revised as follows: DFN= Required Increase in Assets – Spontaneous Increase in Liabilities – Increase in R/E DFN=(Assets0/ Sales0)Δ Sales+1 - (L0* / Sales0)ΔSales+1 - (NPM0)(Sales+1)(1- DPR0) where, L* are liabilities that increase spontaneously with sales OR DFN=(Assets0 x g) - (L0* x g) - [(NI0)x (1+g)x (1- DPR0)] where, g is the sales growth rate Interpreting DFN • If positive, it means that firm will not generate enough internal financing to support its forecast growth in assets; hence, the firm must raise funds externally by: borrowing (short-term or long-term), issuing of stocks, reducing dividends, or a combination thereof • If negative, it indicates that the firm will generate more financing internally than it needs to support its forecast growth in assets; hence, the firm may use the available funds to repay debt, repurchase stock, increase dividends or a combination thereof DFN equation: percentage of sales • ACYFMG 20xz DFN under percentage of sales approach using DFN formula= (Assets0/ Sales0)Δ Sales+1 - (L0* / Sales0)ΔSales+1 (NPM0)(Sales+1)(1- DPR0) =[( 82,500/78,600)*2,287.17] – {[(10,000+4,800)/78,600]*2,287.17} – [(14.25%*80,887.26)*(1-70%)] =2,400.66 – 430.66 – 3,704.76 =-1,734.76 (Same with plug figure) ACYFMG may use excess P1,734.76 to repay debt, repurchase stocks, increase dividends or combination thereof DFN equation: judgmental • ACYFMG 20xz DFN under judgmental approach using DFN= Change in Assets – Change in Liabilities – Change in SHE =-2012.54 - -6,967.85 – 3,893.92 =1,061.39 (Same with plug figure) • ACYFMG needs to raise P1,061.39 with debt, equity or lower dividends or combination thereof DFN computation Miller Industries is planning its operations for next year. Ashton Miller, the CEO, wants you to forecast the firm's additional funds needed (AFN). Data for use in your forecast are shown below. Current year's sales Sales growth rate 330,000 11% Current year's total assets P1,505,000 Current year’s Net Profit margin 20% Current year's accounts payable Current year's notes payable Current year's accruals Target payout ratio P140,000 P50,000 P70,000 65% Based on the AFN equation, what is the AFN for the coming year? Excess Capacity Adjustment • If the firm has excess capacity in its fixed assets, then fixed assets may not have to increase in order to support the forecasted sales level. • Moreover, if fixed assets need to increase in order to support the forecasted sales level, then they will not have to increase by as much as would be required if they were being used at full capacity. •Alternative DFN equation assumes full capacity: DFN =(Assets0/ Sales0)Δ Sales+1 - (L0* / Sales0)ΔSales+1 - (NPM0)(Sales+1)(1- DPR0) DFN=(Assets0 x g) - (L0* x g) - [(NI0)x (1+g)x (1- DPR0)] Alternative DFN/AFN/EFN equation If the firm is operating at less than full capacity, fixed asset will not increase (proportionately) with sales; hence we expect DFN to be less than the DFN operating at full capacity If all assets, except fixed assets, are sales driven and existing discretionary financing do not change, the alternative DFN equation is revised as follows: DFN= =(A0*/ Sales0)Δ Sales+1 + Δ Fixed assets+1 - (L0* / Sales0)ΔSales+1 - (NPM0)(Sales+1)(1- DPR0) where, A* assets that increase spontaneously with sales L* liabilities that increase spontaneously with sales OR DFN=(A0* x g) + Δ Fixed assets+1 -(L0* x g) – [(NI0)x (1+g)x (1- DPR0)] where, g is the sales growth rate Excess Capacity Adjustment • When a firm has excess capacity in its fixed assets, the first step is to determine the sales level that the existing fixed assets can support – called the Full Capacity Sales, SFC SFC = Where: S0 ------------------------ % of Capacity S0 – current sales % of capacity – percentage of capacity at which the fixed assets are presently being utilized Excess Capacity Adjustment • If forecasted sales (S1)are greater than full capacity sales, then fixed assets will have to increase, but not proportionately, with sales. In this case, change in FA is computed as: Δ Fixed assets+1 = (FA0/SFC x S1) - FA0 where, FA0/SFC = amount of FA required for every peso of sales (FA0/SFC x S1) = the required level of fixed assets to support forecasted sales •If forecasted sales (S1)are less than full capacity sales, then fixed assets do not need to increase to support the forecasted sales level. In this case, change in FA is 0 (nil). Excess Capacity Adjustment If ACYFMG fixed assets are sales driven, compute DFN if it was operating at (a) full capacity, (b) 99% capacity and (c) 95% capacity in 20xy (use percentage of sales to apply equation) DFN = (A0* x g) + Δ Fixed assets+1 -(L0* x g) – [(NI0)x (1+g)x (1- DPR0)] Δ Fixed assets+1 = (FA0/SFC x S1) - FA0 ΔA* + ΔFA - ΔL* - ΔRE = Full SFC = 78,600 37,800 x 2.91%= 1,100 44,700 x 2.91%= 1,300.72 14,800 x 2.91% 12,000 x -1,734.76 (1+2.91%) x 30% 99% SFC 37,800 x 2.91%= 1,100 ((44,700/79,394) x 80,887) – 44,700= 840.71 14,800 x 2.91% 12,000 x -2,194.77 (1+2.91%) x 30% 95% SFC = 37,800 x 2.91%= 1,100 ((44,700/82,737) x 80,887) – 44,700= (999.32) =0; hence, no increase 14,800 x 2.91% 12,000 x -3,035.48 (1+2.91%) x 30% =78,600/99%= 79,394 78,600/95%= 82,737 DFN Excess capacity computation Miller Industries is planning its operations for next year. Ashton Miller, the CEO, wants you to forecast the firm's additional funds needed (AFN). Data for use in your forecast are shown below. DFN = (A0* x g) + Δ Fixed assets+1 -(L0* x g) – [(NI0)x (1+g)x (1- DPR0)] Current year's sales Sales growth rate 330,000 11% Current year's total assets P1,505,000 Current year’s Net Profit margin 20% Current year's accounts payable Current year's notes payable Current year's accruals Target payout ratio P140,000 P50,000 P70,000 65% If Miller was operating only at 95% capacity and fixed asset amounted to 970,000, how much is full capacity sales? How much is the required level of fixed asset to support projected sales? Compute for the AFN with excess capacity adjustment. Financial Forecasting Forecast sales Project income statement Project assets needed to support sales Project sources of financing See effect of plan on ratios Decide how to raise/use needed/ excess funds Estimate financing needs Summarizing financial forecast • ACYFMG used the judgmental approach of forecasting its FS, and it has 3 financing options for the P1,061.39 DFN as follows: 1. the DFN will be fully financed by LT debt 2. the DFN will be financed by 50% LT debt and 50% equity 3. the DFN will be fully financed by common equity (sell stocks at current market price) Pro-forma BS: Judgmental Approach Projected 20xz balances Undecided Accounts Payable Notes Payable Accrued expenses Total current liabilities Long-term debt ₱5,392.48 - DFN-50/50 DFN-Equity ₱5,392.48 - ₱5,392.48 - ₱5,392.48 - 4,939.67 4,939.67 ₱10,332.15 ₱10,332.15 4,939.67 ₱10,332.15 4,939.67 ₱10,332.15 23,061.39 22,530.69 22,000 ₱32,332.15 ₱33,393.54 ₱32,862.85 ₱32,332.15 12,000 12,531 13,061 35,093.92 35,093.92 ₱47,093.92 ₱47,093.92 35,093.92 ₱47,624.62 35,093.92 ₱48,155.31 ₱79,426.07 ₱80,487.46 ₱80,487.46 ₱80,487.46 22,000 Total Liabilities DFN-Debt Common Stock 12,000 Retained Earnings Total Stockholders’ Equity Total Liabilities and SHE DFN “plug” figure 1,061.39 Financial Forecasting Forecast sales Project income statement Project assets needed to support sales Project sources of financing See effect of plan on ratios Decide how to raise/use needed/ excess funds Estimate financing needs Effect of plan on key ratios • Assume that ACYFMG wants to consider the impact of their decision on key ratios listed below: 20xy 20xz-LT debt 20xz-50/50 20xz-Equity ROA* 14.77% 15.93% 15.93% 15.93% ROE* 28.85% 28.75% 28.58% 28.42% EPS* 1.20 1.30 1.29 1.29 Equity multiplier 1.91 1.71 1.69 1.67 16.00 17.31 17.25 17.19 3.70 3.67 3.63 3.59 (Est.) Market price (using 20xy P/E 13.33) M/B ratio* *assuming same NI regardless of financing decision; shares will be issued at their 20xy price of P16; hence 34 and 67 shares issued for 2nd and 3rd financing options Importance and Use of Financial Planning • force managers to think systematically about the future • Provides clearer long-term view of allocation of funds/ financial needs • Serves as a basis for financial decisions • Measures the impact of the firm’s strategies on financial statements, profit/loss and market value • Evaluates financial viability and/or profitability of firm’s strategies • Identifies which strategies or operating plan to prioritize Summarizing financial forecast ACYFMG used the judgmental approach of forecasting its FS, it has 3 financing options for the P1,061.39 DFN. ACYFMG CFO proposed that the firm simply reduce its cash dividends for 20xz so that there’s no need for external financing. How much will dividend per share decrease? Compute for the proposed dividend payout ratio. Consider the impact of this on pro-forma B/S and key ratios. Computing growth rates Two growth rates in financial planning: internal and sustainable (1) Internal growth rate (IGR) ! The maximum growth rate a firm can achieve without external financing of any kind (no additional debt or equity). ! Maximum growth using retained earnings only ! The required increase in assets is exactly equal to the addition to retained earnings, and DFN is therefore zero. Internal Growth Rate (IGR) Simplified formula (using beg. TA): IGR = ROA x RR or IGR = Reinvested earnings/ (TA less reinvested earnings) Simplified formula (using end TA): IGR = (ROA x RR) / [1-(ROA x RR)] Where, RR is retention ratio aka plow-back ratio computed as (1-DPR) Reinvested earnings is NI x RR Accurate if: • all assets are sales driven • no liabilities are sales driven • existing discretionary financing do not change Internal Growth Rate (IGR) Using DFN equation: DFN=(Assets0 x g) - (L0* x g) - [(NI0)x (1+g)x (1- DPR0)] Look for g that would make DFN = 0 (nil) using: • Solve for “x “ NOTE: We will use the derived equation for ACYFMG1 unless the question explicitly •Use excel goal seek stated to use the simplified equation • Derived equation below 1 𝐼𝐺𝑅 = −1 𝑁𝐼 × 𝑅𝑅 1− 𝐴 − 𝐿∗ 𝑁𝐼 × 𝑅𝑅 𝐼𝐺𝑅 = 𝐴 − 𝐿∗ − (𝑁𝐼 × 𝑅𝑅) Accurate if: • all assets and spontaneous liabilities are sales driven • existing discretionary financing do not change Computing growth rates Two growth rates in financial planning: internal and sustainable (2) Sustainable growth rate (SGR) ! The maximum growth rate a firm can achieve without external EQUITY financing while maintaining a constant debt-equity ratio. ! The firm can borrow, but no increase in financial leverage and D/E ratio is therefore constant. Sustainable Growth Rate (SGR) Simplified formula (using beg. SHE): SGR = ROE x RR or SGR = Reinvested earnings/ (SHE less reinvested earnings) Simplified formula (using end SHE): SGR = (ROE x RR)/[1-(ROE x RR) Where, RR is retention ratio aka plow-back ratio computed as (1-DPR) Reinvested earnings is NI x RR Accurate if: • all assets are sales driven • spontaneous liabilities are sales driven Sustainable Growth Rate (SGR) Using DFN equation: DFN=(Assets0 x g) - (L0* x g) - [(NI0)x (1+g)x (1- DPR0)] Look for g that would make D/E ratio the same as current year: where, [debt = L0 + (L0* x g) + DFN] and {equity= SHE0+ [(NI0)x (1+g)x RR]} • Solve for “ x“ • Excel goal seek • Derived equation below- same with simplified equation 𝑅𝑂𝐸 × 𝑅𝑅 𝑆𝐺𝑅 = 1 − 𝑅𝑂𝐸 × 𝑅𝑅 𝑁𝐼 × 𝑅𝑅 𝑆𝐺𝑅 = 𝑆𝐻𝐸 − 𝑁𝐼 × 𝑅𝑅 Accurate if: • ROE is computed as NI divide by ending SHE • all assets are sales driven • spontaneous liabilities are sales driven IGR and SGR • Since sustainable growth rate allows for external financing, it is higher than the internal growth rate (except if firm has zero D/E ratio). Computing IGR and SGR • Using ACYFMG 20xy FS, compute for IGR using percentage of sales 𝑁𝐼 × 𝑅𝑅 assumptions: 𝐼𝐺𝑅 = 𝐴 − 𝐿∗ − (𝑁𝐼 × 𝑅𝑅) 20xy RR = 1-70% = 30% IGR = (12,000 x 30%)/ [82,500-10,000-4,800-(12,000 x 30%)] IGR = 3,600/ 64,100 IGR= 5.6162%, where DFN is zero (nil) Note: using the simplified formula would yield an IGR of 4.56% (or 4.43% using ratios computed) and DFN of -675.29 (-759.88). Computing IGR and SGR • Using ACYFMG 20xy FS, compute for SGR using percentage of sales assumptions: 𝑁𝐼 × 𝑅𝑅 𝑆𝐺𝑅 = 𝑆𝐻𝐸 − 𝑁𝐼 × 𝑅𝑅 20xy RR = 1-70% = 30% SGR= (12,000 x 30%) / [43,200-(12,000 x 30%)] SGR = 3,600 / 39,600 SGR= 9.0909%, where D/E is same with 20xy of 90.97% Note: using the simplified formula would yield same SGR of 9.09% (or 8.65% using ratios computed) and D/E of 90.97% (90.27%) IGR and SGR computation Miller Industries is planning its operations for next year. Ashton Miller, the CEO, wants you to know the firm's internal growth rate (IGR) and sustainable growth rate (SGR). Data for use in your forecast are shown below. Current year's sales 330,000 Debt to equity ratio 40% Current year's total assets P1,505,000 Current year’s Net Profit margin 20% 𝑁𝐼 × 𝑅𝑅 𝐼𝐺𝑅 = 𝐴 − 𝐿∗ − (𝑁𝐼 × 𝑅𝑅) Current year's accounts payable Current year's notes payable Current year's accruals Target payout ratio 𝑁𝐼 × 𝑅𝑅 𝑆𝐺𝑅 = 𝑆𝐻𝐸 − 𝑁𝐼 × 𝑅𝑅 P140,000 P50,000 P70,000 65% 3.3 Budgeting Budget a detailed plan, expressed in quantitative terms, that specifies how resources will be acquired and used during a specified period of time. Purposes of Budgeting Systems 1. Planning 2. Facilitating Communication and Coordination The procedures used to develop 3. Allocating Resources a budget constitute a 4. Controlling Profit and Budgeting System Operations 5. Evaluating Performance and Providing Incentives Advantages of Budgeting Communicate plans Coordinate activities Define goal and objectives Advantages Uncover potential bottlenecks Think about and plan for the future Means of allocating resources Common Budgeting Method 1. Incremental budgeting- last year’s actual figures and adds or subtracts a percentage to obtain current year’s budget 2. Activity-based budgeting- top down budgeting that determines the amount of inputs (in terms of activities) required to support target output of the company 3. Value proposition budgeting- assesses each item in the budget as to whether it creates value for customer, staff or other stakeholder and if the value outweigh its cost; any unjustified cost will be deleted 4. Zero-based budgeting- assumes that all department’s budget are zero and must rebuilt from scratch wherein every single expense must be justified for its continued usefulness Kinds/Types of Budget • By time period: short-term, long-term, or rolling budget • By capacity: static or flexible budget • By scope: • Master Budget • Operating Budget • Sales Budget • Production Budget • Financial Budget •Capital Expenditure Budget • Cash Budget Types of Budget (by time period) 0 1. 2. 3. 1 2 3 4 5 Short-term budget- aka short-range budget, is a budget with a term of one year or less Long-term budget- aka long-range budget, covers periods longer than a year Rolling budget- also called revolving, continuous, or perpetual budget, is continually updated by periodically adding a new incremental time period (such as a month or quarter), and dropping the period just completed. This approach keeps managers focused on the future at least one period ahead. Types of Budget (by capacity) 1. Static budget- is prepared for a single, planned level of activity. It contains elements were expenditures remain unchanged with variations to activity levels. Though suitable for planning, it is inadequate for evaluating how well costs are controlled because the actual level of activity is unlikely to equal the planned level of activity 1. Flexible budget- provides estimates of what costs should be for any level of activity, within a specified range. When used for performance evaluation purposes, actual costs are compared to what the costs should have been for the actual level of activity during the period Static vs. Flexible Budget evaluation Kinds of Budget (by scope) 1. Master Budget- is an overall single budget that shows how the firm expects to conduct all aspects of business over the budget period. This is usually approved by top management. It summarizes projected activities and shows how functional or subset budgets are interdependent. 2. Functional or subset budget- applies to a certain area of the company like a function, division, department, or project. Most common types of functional budget are: sales budget, production budget, selling & administrative expense budget, capital expenditure budget, and cash budget Sales Budget Ending Inventory Budget Production Budget Work in Process and Finished Goods Ending Inventory Budget Direct Materials Direct Materials Budget Direct Labor Budget Overhead Budget Cash Budget Budgeted Statement of Cash Flows Budgeted Balance Sheet Selling and Administrative Budget Budgeted Income Statement Sales Budget Ending Inventory Budget Work in Process and Finished Goods Production Budget When the interactions of the elements of the masterDirect budget are expressed as a set of Ending Selling and Direct Overhead Inventory Materials relations, Labor Administrative mathematical it becomes a Budget Budget Budget Budget Budget Direct Materials financial planning model that can be used to answer “what if”Cash questions Budget about unknown Budgeted Income variables. Budgeted Statement of Cash Flows Budgeted Balance Sheet Statement Financial Planning Model • a mathematical expression of all the relationships expressed in a master budget flow chart • a set of mathematical relationships that express the interactions among the various operational, financial, and environmental events that determine the overall results of an organization’s activities • In a fully developed model, all of the key estimates and assumptions are expressed as general mathematical relationships. Then the model is run on a computer many times to determine the impact of different combinations of these unknown variables. • “What if” questions can be answered about such unknown variables as inflation, interest rates, the exchange rate, demand, competitors’ actions, union demands, and a host of other factors. Kinds of Budget (by scope) 1. Operating Budget- is a set of functional budgets that specify how its operations will be carried out to meet the demand for its goods or services. It comprises budget for income statement elements leading to the creation of budgeted income statement. It usually covers a one-year period but maybe divided into quarterly, monthly or weekly budgets. 1. Financial budget- is a plan that shows how the company will acquire its financial resources, such as through the issuance of stock or incurrence of debt. It is based on the operating budget comprising the budget for balance sheet elements leading to the creation of the budgeted balance sheet and the budgeted statement of cash flows. Kinds of Budget (by scope) • Most common functional budgets are: • Sales Budget- aka Revenue Budget, provides an estimate of the volume of goods and services (both in units and amounts) that a company proposes to sell in a future period • Production Budget- outlines the number of units the company need to manufacture to meet the requirements of the sales budget • Purchase Budget- contains the amount of inventory that a company must purchase during each budget period to ensure sufficient inventory on hand in satisfying customer demands/orders Kinds of Budget (by scope) • Most common functional budgets are: • Selling and Administrative expense Budget- aka period expense budget or operating expense budget, indicates the planned operating expenses of the company during the budget period • Capital (Expenditure) Budget is a plan that states the amount and timing capital asset acquisitions, such as buildings and equipment. It identifies the amount of investment in projects and long-term assets • Cash Budget (Cash Forecast)- is a statement of the company’s planned inflows and outflows of cash over the budget period. Basic Operating Budget Steps 1. 2. 3. 4. 5. 6. 7. 8. 9. Prepare the revenues budget. Prepare the production or purchase budget. Prepare the direct materials usage budget and direct materials purchases budget. Prepare the direct manufacturing labor budget. Prepare the manufacturing overhead costs budget. Prepare the ending inventories budget. Prepare the cost of goods sold budget. Prepare the selling and administrative expense budget. Prepare the budgeted income statement. Basic Financial Budget Steps 1. 2. 3. 4. Prepare the capital expenditures budget. Prepare the cash budget. Prepare the budgeted balance sheet. Prepare the budgeted statement of cash flows. ACYFMG Budgeting ! ACYFMG, Inc. is preparing budgets for the quarter 1 of year 20xz. "Budgeted sales volume for the coming year are: January February March April May June 800 units 500 units 300 units 150 units 250 units. 400 units #The selling price is P25 per unit. ACYFMG Sales Budget for Q1 of 20xz Jan Budgeted sales volume Feb Mar Q1 800 500 300 1600 Selling price 25 25 25 25 Gross Sales ₱20,000 ₱12,500 ₱7,500 ₱40,000 Purchase Budget Sales Budget d e t e pl m o C Purchase Budget Purchases must be adequate to meet budgeted sales and provide for sufficient ending inventory. Purchase Budget The management of ACYFMG, Inc. targets ending inventory to be equal to 70% of the following month’s budgeted sales in units. On December 31 20xy, 915 units were on hand. Let’s prepare the purchase budget. Purchase Budget January February March Quarter 1* Budgeted sales volume 800 500 300 1600 Add: target ending inventory 350 210 105 105 1150 710 405 1705 Less: beginning inventory 915 350 210 915 Units to be purchased 235 360 195 790 Total inventory needed *Sales in units for the quarter is the sum of Jan, Feb and Mar sales. Since the end of Mar is also the end of the quarter, the ending inventory for the quarter is the same as the ending inventory for Mar. Since the beginning of Jan is also the beginning of the quarter, the beginning inventory for the quarter is the same as Jan’s beginning inventory. Total units needed for the quarter is the sum of the sales units and the ending inventory. The beginning inventory is subtracted from the total units needed to arrive at the units to be purchased for the quarter. Selling and Administrative Expense Budget • ACYFMG’s variable operating expenses are P0.80 per unit sold. • Fixed operating expenses are P525 per month. • The fixed operating expenses include P150 in depreciation expense that does not require a cash outflow for the month. Operating Expense Budget Jan Feb Mar Q1 Unit sales 800 500 300 1600 Variable expense per unit 0.80 0.80 0.80 0.80 Variable operating exp 640 400 240 1,280 Fixed operating exp 525 525 525 1,575 Total operating exp 1,165 925 765 2,855 Less: Noncash expenses* 150 150 150 450 Cash operating expenses ₱1,015 ₱775 ₱615 ₱2,405 *The noncash expenses like depreciation and amortization are deducted from the total expenses to determine the amount of cash disbursements required for each month and the quarter. Capital Expenditure Budget • ACYFMG plans to upgrade its delivery van on February 20xz amounting to P35,000. • ACYFMG have no plans of disposing any fixed asset during the 1st Quarter of 20xz. Capital Expenditure Budget Item Transportation equipment Jan Feb ₱0 ₱35,000 Mar Q1 ₱0 ₱35,000 Since all CAPEX are material in amount, some firms include justification of each CAPEX item in the budget Cash Budget • Typically includes the following main elements: • Cash receipts- cash inflow from cash sales, AR collections, etc. • Cash disbursements- cash outlays for cash purchases, payment of AP, payment of S&A expenses, etc. • Net change in cash (or net cash flow)- difference between cash receipts and cash disbursements in each period • Ending cash balance-sum of beginning cash balance and net cash flow •Target (or minimum) cash balance- desired balance the firm plans to maintain Cash Budget • Typically includes the following main elements: • New financing needed (or required total financing)- Amount of funds needed if the ending cash for the period is less than the target cash balance; typically represented by notes payable. • Excess cash balance- Amount available for investment if the period’s ending cash is greater than the minimum cash balance; assumed to be invested in marketable securities •Uses: (a) monitor and control firm’s operations, and (2) predict amount and timing of future cash requirements. The General Format of the Cash Budget Expanded Format of the Cash Budget Preparing the Cash Budget 01 Cash Receipts 02 03 Cash Disbursements Net Cash Flow and ending balance 04 New financing or excess cash Preparing the Cash Budget 1. Prepare the cash receipts budget (using sales budget) 1.1 Refer to collection pattern of credit sales 1.2 Take note of other cash receipts such as interest/dividend income, bond/stock issuance, sale of fixed assets 2. Prepare the cash disbursements budget (using production/purchase budget, OPEX budget and CAPEX budget) 2.1 Refer to payment period of credit purchases 2.2 Identify timing of payment for expenses (e.g. utilities payment are lagged one month because this are usually due the following month) Preparing the Cash Budget 2. Prepare the cash disbursements budget 2.3 Take note of other cash payments like interest payment debt repayment, stock repurchases 3. Compute net cash flow and ending balance 4. Compare ending balance with minimum cash balance to determine if new financing is needed or there is excess cash for short-term investment Cash Receipts Budget • All sales of ACYFMG are on account. • The company’s collection pattern is: 75% collected in the month of sale, 25% collected in the month following the month of sale, • All 20xy accounts receivable will be collected on January 20xz. • No other cash receipt is expected for the first quarter aside from sales. Cash Receipts Budget Jan 20xy accounts receivable January sales (75% & 25%) Feb 9,500 15,000 February sales (75% & 25%) 5,000 9,375 ₱24,500 Q1 9,500 March sales (75%) Total cash receipt Mar ₱14,375 20,000 3,125 12,500 5,625 5,625 ₱8,750 ₱47,625 Cash Disbursement Budget • All ACYFMG purchases are on account and have an ave. unit cost of P15. • The company pays its accounts payable as follows: • 20% in the month of purchase • 60% in the month following the month of purchase • 20% in 2 months following the month of purchase • 20xy Accounts payable of P10,000 is composed of 1,000 from November purchases and 9,000 from December purchases • 20xy Accrued expenses of P4,800 will be paid on January 20xz • 20xy Notes payable of P2,500 will be repaid on January 20xz Cash Disbursement Budget • All operating expenses, except deprecation and amortization, are assumed to be paid in cash on the month incurred • For CAPEX, 50% down payment is paid on the month of purchase while the balance is paid on the next month. • Interest expense on LT debt is paid quarterly amounting to P1,225 • No other cash disbursement is expected for the first quarter aside from the items mentioned above. Cash Disbursement Budget Jan 20xy accrued expenses 20xy notes payable 20xy AP-Nov purchase* 20xy AP- Dec purchase* Jan purchases (20-60-20%) 4,800 2,500 1,000 6,750 705 Feb purchases (20-60%) Feb 2,250 2,115 1,080 Mar purchases (20%) Cash operating expenses 1,015 775 17,500 ₱16,770 ₱23,720 CAPEX Interest expense Total cash disbursement Mar Q1 705 3,240 585 615 17,500 1,225 ₱23,870 4,800 2,500 1,000 9,000 3,525 4,320 585 2,405 35,000 1,225 ₱64,360 *20xy AP-dec purchase paid Jan 20xz= (9,000 x 60%/80%) = 6,750; paid Feb: 9,000 x 20%/80% = 2,250 Jan purchases: 235 x 15 = 3,525; Feb purchases: 360 x 15 = 5,400; Mar purchases: 195 x 15 = 2,925 Cash Budget • 20xy balances are: cash at P4,250, no marketable securities, notes payable at P2,500 • ACYFMG maintains a minimum cash balance of P4,000 • ACYFMG has an agreement with its bank to issue/repay notes payable on the last day of the month • ACYFMG use excess cash to first repay notes payable before investing marketable securities • Assume that ACYFMG would liquidate marketable securities first to meet deficits before borrowing with notes payable ACYFMG Cash Budget for Q1 of 20xz Jan Total cash receipts Feb Mar Q1 24,500 14,375 8,750 47,625 (16,770) (23,720) (23,870) (64,360) Net cash flow 7,730 (9,345) (15,120) (16,735) Beginning cash* 4,250 11,980 2,635 4,250 11,980 2,635 (12,485) (12,485) (4,000) (4,000) (4,000) (4,000) -₱1,365 -₱16,485 -₱16,485 Total cash disbursements Ending cash Minimum cash balance Excess cash (MS)** New financing needed (NP)** ₱7,980 *to avoid distortion, add MS or deduct NP balance here if not liquidated or paid within first month **the excess cash (or new financing needed) figures refer to how much will be invested (owed) at the end of the month, they do NOT represent monthly changes in ST investments (borrowings) Financial Activities from Cash Budget For ACYFMG to maintain a 4,000 cash balance, it will need to: • January: Repay P2,500 notes payable and Invest P7,980 excess cash balance in marketable securities • February: Liquidate P7,980 of marketable securities and borrow P1,365 of notes payable • March: Borrow P15,120 notes payable • Financial manager should arrange for a line of credit of at least P16,485. Evaluating Cash Budget • Cash budgets indicate the extent to which cash shortages or surpluses are expected in the periods covered. • At the end of the 3 months, ACYFMG expects the following balances in cash, marketable securities, and notes payable: Account Jan 20xz Feb 20xz Mar 20xz Cash 4,000 4,000 4,000 Marketable Securities 7,980 0 0 0 1,365 16,485 Notes payable Cash Budget- with financing cost and investment income • ACYFMG has an agreement with its bank to issue/repay notes payable on the last day of the month with a fixed annual rate of 12% • ACYFMG invest any excess cash in marketable securities which earns an annual rate of 8% • Assume that ACYFMG would liquidate marketable securities first to meet deficits before borrowing with notes payable • ACYFMG use excess cash to first repay notes payable before investing marketable securities ACYFMG Cash Budget for Q1 of 20xz Jan Total cash receipts Feb Mar Q1 24,500 14,375 8,750 47,625 (16,770) (23,720) (23,870) (64,360) 7,730 (9,345) (15,120) (16,735) (25) 53 (13) 15 4,250 11,955 2,663 4,250 Ending cash 11,955 2,663 (12,470) (12,470) Minimum cash balance (4,000) (4,000) (4,000) (4,000) Excess cash (MS) ₱7,955 -₱1,337 -₱16,470 -₱16,470 Total cash disbursements Net cash flow Interest (MS or NP)* Beginning cash New financing needed (NP) *Jan: 2500 x 12%/12 =25; Feb: 7,955 x 8%/12 = 53; Mar: 1,337 * 12%/12 = 13 Identify the financial activities of ACYFMG every end of month of Q1 based on the cash budget: borrow, invest, repay, and/or liquidate how much? What’s the minimum credit line to be maintained for the quarter? Illustrative: Cash Budget Alyssa, a financial analyst for Best Value Store, has prepared the following sales and cash disbursement estimates for the period August through December of the current year. Month Sales Cash Disbursements August 40,000 35,000 September 50,000 40,000 October 50,000 65,000 November 60,000 50,000 December 70,000 55,000 Ninety percent of sales are for cash, the remaining 10 percent are collected one month later. All disbursements are on a cash basis. The firm wishes to maintain a minimum cash balance of P5,000. The beginning cash and marketable securities balance in September is P5,000 and P1500, respectively. Prepare a cash budget for the months of September, October, November, and December, noting any needed financing or excess cash available. Sep Total cash receipts Oct Nov Dec Illustrative: Cash Budget August sales September sales November sales Financial activities (borrow, invest, repay or liquidate and how much?) December sales Sep: October sales Total cash disbursements Net cash flow Add: beginning cash Ending cash Less: Minimum cash balance Excess cash (MS) New financing needed (NP) Oct: Nov: Dec: Minimum credit line: New Financing Needed – Coping with Uncertainty • The computed financing arrangement may not be sufficient if actual situation turns out to be less favorable than expected • One way to cope with cash budgeting uncertainty is to prepare several cash budgets based on several forecasted scenarios (e.g., pessimistic, most likely, optimistic). • From this range of cash flows, the financial manager can determine the amount of financing necessary to cover the most adverse situation. • A much more sophisticated way is to do a simulation to develop probability distribution of endings cash flows for each month. • Furthermore, month-end cash budget does not ensure the firm will be able to meet its daily cash requirements. Financial manager may need to plan or monitor cash flow more frequently than monthly Sample Scenario Analysis of Cash Budget 3.4 Leverage Business risk • Is the riskiness inherent in the firm’s operations (or riskiness of firm’s assets) if no debt is used • Is the risk of being unable to cover operating costs • Common measure: standard deviation of Return on invested capital (sROIC) Probability density Low risk High risk 0 EBIT Factors affecting business risk Sales and cost variability Competition Product obsolescence Business risk Legal, regulatory and foreign risk exposure Operating Leverage Financial risk • Is the increase in stockholder’s risk, over and above the firm’s business risk, resulting from the use of financial leverage • Is the risk of being unable to cover financial costs • More debt or preferred stock results to more financial risk Analysis and impact of Leverage • Leverage results from the use of fixed-cost assets or fixed cost funds to magnify returns to the firm’s owners. • Generally, increases in leverage result in increases in risk and return, whereas decreases in leverage result in decreases in risk and return. Operating Leverage • Is the extent to which fixed operating costs are used in the firm’s operations • The higher the operating leverage, the higher the business risk • Compare EBIT at 150 unit sales and 800 unit sales Rev.= 80 P Rev.= 85 P TC TC VC=50 VC=50 FC =5K QBE =167 Sales QBE =200 FC =7K Sales Financial Leverage • Is the extent to which fixed-income securities are used in a firm’s capital structure • The higher the financial leverage, the higher the financial risk • Ignoring taxes, compare owner’s share in profit/loss at -600 EBIT and 1,200 EBIT P1,200 EBIT P9,000 capital -P600 EBIT 10% interest Total Leverage • results from the combined effect of using both fixed operating and fixed financial costs; • Hence, DTL = DOL x DFL Measuring degree of leverage Effect Formula (measuring sensitivity) Formula (at base level) Degree of Operating Leverage (DOL) Degree of Financial Leverage (DFL) Use of Fixed Operating Costs to magnify effect of changes in Sales to EBIT Use of Fixed Financial Costs (interest on debt and PS dividends) to magnify effect of changes in EBIT to EPS Degree of Total Leverage (DTL) Use of Fixed costs (both operating and financial) to magnify effect of changes in Sales to EPS =DOL x DFL ACYFMG is evaluating two different operating structures which are described below. The firm has common shares outstanding of 1,000, and a tax rate of 25%. Sales price per unit is at P1. Operating structure @ 10,000 units sold @ 20,000 units sold #1 EBIT = P1,500 EPS= 0.375 EBIT = P3,500 EPS= 1.875 #2 EBIT = P1,500 EPS= 0.9375 EBIT = P4,500 EPS = 3.1875 Using the sensitivity formula, the percentage changes are as follows: % change in Sales % change in EBIT % change in EPS #1 (20,000 – 10,000)/ 10,000 = 100% (3,500-1,500)/1,500= 133.3333% (1.875-0.375)/0.375= 400% #2 (20,000 – 10,000)/ 10,000 = 100% (4,500-1,500)/1,500= 200% (3.1875-0.9375)/0.9375= 240% Measuring degree of leverage (using sensitivity) DOL DFL Structure #1 133.3333%/100% 400%/133.3333% = 1.33 = 3.0 400%/100% or 1.33 x 3.0 = 4.0 Structure #2 200%/100% = 2.0 240%/100% or 2.0 x 1.2 = 2.4 240%/ 200% = 1.2 DTL Operating structure #2 has greater business risk, while operating structure #1 has higher financial risk. In terms of total risk, operating structure one is riskier. Interpreting the degree of leverage: • DOL #2 - For every 1% change in sales, there is an equivalent 2% change in EBIT • DFL #1 - For every 1% change in EBIT, there would be an equivalent 3% change in EPS • DTL #1- For every 1% change in sales, there would be an equivalent 4% change in EPS Cost data of the two operating structure of ACYFMG are as follows: Fixed costs Price per unit VC per unit Interest exp. Structure #1 P500 P1 0.80 P1,000 Structure #2 P1,500 P1 0.70 P250 Calculate DOL, DFL and DTL using 20,000 units as a base sales level with preferred stock dividends as follows: EBIT PS dividends EPS (with PS div.) Structure #1 P3,500 P280 1.595 Structure #2 P4,500 P420 2.7675 Contents 3.1 Overview of financial planning 3.2 Developing a long-term financial plan 3.2.1 Spontaneous and discretionary financing 3.2.2 Determining discretionary financing needs Percent of sales method Judgmental method 3.2.3 Excess capacity adjustments 3.2.4 Growth rates 3.2.4.1 Internal growth rate 3.2.4.2 Sustainable growth rate Contents 3.3 Developing a short-term financial plan 3.3.1 Kinds of budget 3.3.2 Cash budget 3.3.3 Master budget 3.3.3.1 Operating budgets 3.3.3.2 Financial budgets 3.4 Leverage 3.4.1 Business and financial risk 3.4.2 Types of leverage 3.4.2.1 Operating leverage 3.4.2.2 Financial leverage 3.4.2.3 Total leverage End of 3.1-3.4 Questions? What were your key learnings? Prepare for Quiz #2 Knowledge Check KC: True or False 1. 2. 3. 4. 5. Generating a higher profit margin provides fuel for a higher sustainable growth rate, holding everything else equal. The cash budget typically only impacts the financing area of the firm. The percentages used in the percent-of-sales method comes from expected return on investments. If a firm utilizes debt financing, a 10% decline in earnings before interest and taxes (EBIT) will result in a decline in earnings per share that is larger than 10%, and the higher the debt ratio, the larger this difference will be. Spontaneous sources of financing are those sources that vary automatically with a firm’s level of sales. KC: True or False 6. If a firm has a positive free cash flow, then it must have either a zero or a negative AFN 7. The projected change in retained earnings equals projected net income less any dividends to be paid. 8. If the project has mostly variable costs, it is said to have high operating leverage. 9. The Master budget can be use to develop a financial planning model. 10. Financial Budget comprises budget for income statement elements leading to the creation of budgeted income statement KC: True or False 11. Whenever the percentage change in earnings per share (EPS) resulting from a given percentage change in sales is greater than the percentage change in sales, financial leverage exists. 12. A strategic financial plan is one that has a period of less than one year. 13. Additional funds needed (AFN) are typically raised using a combination of notes payable, long-term debt, and common stock. KC: Multiple Choice 14. The degree of financial leverage for Huff Company is 3.0, and the degree of financial leverage for Puff Corporation is 6.2. According to this information, which firm is considered to have greater overall (total) risk? A. Huff Company B. Puff Company C. We can determine which firm has the greater total risk if financial breakeven point of each firm is given D. We cannot determine which firm has greater total risk due to limited information given KC: Multiple Choice 15. The growth rate at which a company can grow without issuing new shares of common stock while maintaining a constant equity multiplier is called a(n): A. Internal growth rate B. Sustainable growth rate C. D. Maximum growth rate Optimal growth rate KC: Multiple Choice 16. What is the first and most critical step in developing a firm’s forecasted financial statements? A. Forecasting sales revenues B. C. Determining the amount of dividends to pay shareholders Projecting the rate of interest on proposed new debt D. Deciding upon which method of depreciation a firm should utilize KC: Multiple Choice 17. Spontaneous sources of financing include: A. accounts payable and accrued expenses B. notes payable and mortgages payable C. long-term debt and capital leases D. common stock and paid-in capital KC: Multiple Choice 18. Which of the following will decrease discretionary funds needed? A. An increase in projected accounts receivable B. An increase in projected dividends C. An increase in projected accounts payable D. Both A and B KC: Multiple Choice 19. Because the degree of total leverage is multiplicative and not additive, when a firm has very high operating leverage it can moderate its total risk by A. increasing EBIT. B. increasing sales. C. using more financial leverage. D. using a lower level of financial leverage. KC: Multiple Choice 20. Jefferson City Computers has developed a forecasting model to estimate its AFN for the upcoming year. All else being equal, which of the following factors is most likely to lead to an increase of the additional funds needed (AFN)? A. The company reduces its dividend payout ratio. B. C. D. The company switches its materials purchases to a supplier that sells on terms of 1/5, net 90, from a supplier whose terms are 3/15, net 35 The company discovers that it has excess capacity in its fixed assets. A sharp increase in its forecasted sales. KC: Multiple Choice 21. Which of the following is an assumption of the percent-of-sales method but NOT of the judgmental approach of forecasting financial statements? A. B. C. D. assumes that past financial relationships (ratios) remain constant assumes certain costs and expenses as fixed assumes all assets and spontaneous liabilities are salesdriven All of the above KC: Multiple Choice 22 . A company expects sales to increase during the coming year, and it is using the AFN equation to forecast the additional capital that it must raise. Which of the following conditions would cause the AFN to increase? A. B. C. D. The company begins to pay employees monthly rather than weekly. The company decides to stop taking discounts on purchased materials. The company previously thought its fixed assets has excess capacity, but now it learns that it actually operated at full capacity. The company increases its plowback ratio KC: Multiple Choice 23. All of the following affect business risk EXCEPT: A. interest rate stability. B. operating leverage. C. D. cost stability. revenue stability KC: Multiple Choice 24. ____ will normally make use of both Sales and Purchase budgets; while ___ will neither use of any of the two. A. Cash budget, Capital Expenditure Budget B. Capital Expenditure Budget, Selling & Administrative Budget C. Cash budget, Selling & Administrative Budget D. Selling & Administrative Budget, Production Budget KC: Multiple Choice 25. Suppose a firm forecasts sales growth larger than its sustainable growth rate, but plans to add fewer assets than the current asset to sales ratio implies. If other aspects of the firm’s performance remain constant, the external funds needed (EFN) A. will likely be larger than the sustainable growth rate implies. B. will likely be smaller than the sustainable growth rate implies C. will likely be the same as the sustainable growth rate implies. D. cannot be determined from this information. KC: Multiple Choice 26. ___ is a budget that is continually updated by periodically adding a new incremental time period and dropping the period just completed. A. Rolling Budget B. Continuous Budget C. Revolving Budget D. All of the above KC: Problems 27. Milestone Inc’s sales budget is shown below: May June July August 55,000 80,000 67,000 42,000 All of Milestone’s sales are credit sales. The company collects 60% of its sales in the next month and the remainder in the month after that. a. Compute for Milestone’s cash collection in July b. What is the balance Milestone’s receivables account at the end of July? c. What is Milestone’s cash collection in August? d. What is the balance Milestone’s receivables account at the end of August? e. Due to a change in economic conditions Milestone will only be able to collect 40% of its July sales in August. As a result of this, cash receipts in August will decline by____. KC: Problems 28. Big Deal, Inc. wants to grow 30% next year. If it maintains its 40% dividend payout ratio, liabilities to equity ratio of 1, and total asset turnover of 2, what must its profit margin be to achieve this growth? 29. Consider the following information for Smart Products: total assets=P1000; sales=P1540; net profit margin=12%; dividend payout ratio=40%; accounts payable=P308. If sales are forecast to increase 30%, what is the estimated of external funds needed (EFN)? KC: Problems 30. As of December 31, Budget, Inc. had a cash balance of 45,000. December sales were 170,000 and are expected to be 90,000 in January. 20% of sales in any month are cash sales, and 80% of sales are collected during the following month. In January, Budget is expected to have total cash disbursements of P120,000, and Budget requires a minimum cash balance of P50,000. a. Budget’s expected cash receipts for January are: b. How much is Budget’s excess cash or new financing needed at the end of January? KC: Problems 31. Daisy’s Dairy reported sales of P1.5 million in 2018 and P2.25 million in 2019. Their EBIT in 2018 was P550,000 and in 2019 the EBIT rose to P925,000. What is the company’s operating leverage? 32. Last year Hamper-Chief Inc. fixed asset turnover was 2.5 and it had P33.2 million of fixed assets that were used at only 80% of capacity. What is the maximum sales growth rate the company could achieve before it had to increase its fixed assets?