finance for executives managing for value creation
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FINANCE FOR EXECUTIVES Managing for Value Creation. Gabriel Hawawini Claude Viallet. FINANCIAL MANAGEMENT AND VALUE CREATION: AN OVERVIEW. EXHIBIT 1.1: Only Cash Matters to Investors. EXHIBIT 1.2: Using the Discount Rate to Estimate the NPV. EXHIBIT 1.3: - PowerPoint PPT PresentationTRANSCRIPT
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FINANCE FOR EXECUTIVES
Managing for Value Creation
FINANCE FOR EXECUTIVES
Managing for Value Creation
Gabriel HawawiniGabriel Hawawini
Claude VialletClaude Viallet
Gabriel HawawiniGabriel Hawawini
Claude VialletClaude Viallet
FINANCIAL MANAGEMENT AND FINANCIAL MANAGEMENT AND VALUE CREATION: AN OVERVIEWVALUE CREATION: AN OVERVIEWFINANCIAL MANAGEMENT AND FINANCIAL MANAGEMENT AND
VALUE CREATION: AN OVERVIEWVALUE CREATION: AN OVERVIEW
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EXHIBIT 1.1: Only Cash Matters to Investors.Only Cash Matters to Investors.
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EXHIBIT 1.2: Using the Discount Rate to Estimate the NPV.Using the Discount Rate to Estimate the NPV.
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EXHIBIT 1.3: The Cost of Financing a Business Proposal The Cost of Financing a Business Proposal Is Its Weighted Average Cost of Capital.Is Its Weighted Average Cost of Capital.
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EXHIBIT 1.4: The Optimal Capital Structure Is the One that The Optimal Capital Structure Is the One that Provides the Greatest Increase in the Cash Flows Provides the Greatest Increase in the Cash Flows from Assets.from Assets.
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EXHIBIT 1.5: The Dual Functions of Financial Markets.The Dual Functions of Financial Markets.
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EXHIBIT 1.6: HLC’s Business Cycle.HLC’s Business Cycle.
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EXHIBIT 1.7: A Simplified View of the Financial Accounting Process.A Simplified View of the Financial Accounting Process.
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EXHIBIT 1.8a: HLC’s Balance Sheets on Dec. 31, 1996 & 1997.HLC’s Balance Sheets on Dec. 31, 1996 & 1997.Figures in millions of dollars
FROM HLC’s STANDARD BALANCE SHEETS:
ASSETS LIABILITIES AND OWNERS’ EQUITY
DECEMBER 31
1996
DECEMBER 31
1997
DECEMBER 311996
DECEMBER 311997
Cash $100 $110 Short-term borrowing $200 $220
Accounts receivable 150 165 Accounts payable 100 110
Inventories 250 275 Long-term debt 300 330
Net fixed assets 600 660 Owners’ equity 500 550
TOTAL $1,100 $1,210 TOTAL $1,100 $1,210
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EXHIBIT 1.8b: HLC’s Balance Sheets on Dec. 31, 1996 & 1997.HLC’s Balance Sheets on Dec. 31, 1996 & 1997.Figures in millions of dollars
TO HLC’s MANAGERIAL BALANCE SHEETS:
INVESTED CAPITAL OR NET ASSETS CAPITAL EMPLOYED
DECEMBER 31
1996
DECEMBER 31
1997
DECEMBER 311996
DECEMBER 311997
Cash $100 $110 Short-term borrowing $200 $220
Long-term debt
Working capitalrequirement (WCR)1 300 330 300 330
Net fixed assets 600 660 Owners’ equity 500 550
TOTAL $1,000 $1,100 TOTAL $1,000 $1,100
1 Working capital requirement (WCR) = Accounts receivable + Inventories - Accounts payable
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EXHIBIT 1.9: HLC’s Simplified 1997 Income Statement.HLC’s Simplified 1997 Income Statement.Figures in millions of dollars
Sales $1,000
Less operating expenses ($760)
(including $60 of depreciation expenses)
Earnings before interest and tax (EBIT) $240
Less interest expenses (8% × $500) (40)
Earnings before tax (EBT) $200
Less tax expenses (50% × $200) (100)
Earnings after tax (EAT) $100
Retained earnings = $50
Dividend payment = $50
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EXHIBIT 1.10a: HLC’s 1997 Cash Flow Statement.HLC’s 1997 Cash Flow Statement.Figures in millions of dollars
CASH FLOW FROM OPERATING ACTIVITIES
Sales $1,000
Less operating expenses(which include depreciation expenses) (760)
Less tax expenses (100)
Plus depreciation expenses 60
Less cash used to finance the growth of WCR (30)
A. NET OPERATING CASH FLOW $170
CASH FLOW FROM INVESTING ACTIVITIES
Capital expenditures (120)
B. NET CASH FLOW FROM INVESTING ACTIVITIES (120)
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EXHIBIT 1.10b: HLC’s 1997 Cash Flow Statement.HLC’s 1997 Cash Flow Statement.Figures in millions of dollars
CASH FLOWS FROM FINANCING ACTIVITIES
New borrowing 50
Interest payments (40)
Dividend payments (50)
C. NET CASH FLOW FROM FINANCING ACTIVITIES (40)
D. TOTAL NET CASH FLOW (A + B + C) 10
E. CASH HELD AT THE BEGINNING OF THE YEAR $100
F. CASH HELD AT THE END OF THE YEAR (E + D) $110
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EXHIBIT 1.11: HLC Income Statement: Impact on EBIT, EBT, and HLC Income Statement: Impact on EBIT, EBT, and EAT of a 10% Drop or Rise in Sales.EAT of a 10% Drop or Rise in Sales.Figures in millions of dollars
Sales $1,000 $900 –10% $1,100 +10%
Less variable operating expenses2 (380) (342) –10% (418) +10%
Less fixed operating expenses3 (380) (380) same (380) same
EBIT (earnings before interest & tax) $240 $178 –26% $302 +26%
Less fixed interest expenses (40) (40) same (40) same
EBT (earnings before tax) $200 $138 –31% $262 +31%
Less variable tax expenses (50%) (100) (69) –31% (131) +31%
EAT (earnings after tax) $100 $69 –31% $131 +31%
EXPECTED1 SALES DOWN 10% SALES UP 10%
1 The expected income statement is the same as the one shown in Exhibit 1.9.2 One half of total operating expenses of $760 in Exhibit 1.9.3 One half of total operating expenses of $760 in Exhibit 1.9. Note that the $60 of depreciation expenses are fixed and, hence, included in the $380 of fixed operating expenses.
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EXHIBIT 1.12: Sources of Risk that Increase Profit Volatility.Sources of Risk that Increase Profit Volatility.