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Assignment On Financial Management
Assignment On Financial Management
ASSIGNMENT ON
FINANCIAL
MANAGEMENT
BY RAHUL GUPTA
Q.1: Is Equity Capital Free of cost? Substantiate your
statement.
Answer:
No. Equity Capital is not free of cost. Some people are of the opinion that equity capital is
free of cost for the reason that a company is not legally bound to pay dividends and also the
rate of equity dividend is not fixed like preference dividends.
This is not a correct view as equity shareholders buy shares with the expectation of
dividends and capital appreciation.
Dividends enhance the market value of shares and therefore equity capital is not free of
cost.
There is no legal requirement (unlike in the case of loans or debentures where the rates are
governed by the deed) to pay regular dividends to them.
Measuring the rate of return to equity holders is a difficult and complex exercise.
There are many approaches for estimating return - the dividend forecast approach, capital
asset pricing approach, realized yield approach, etc.
According to dividend forecast approach, the intrinsic value of an equity share is the sum of
present values of dividends associated with it.
Q.2: (a) What is the rate of return for a company if the β is 1.25,
risk free rate of return is 8% and the market rate of return is
14%. Use CAPM model.
Answer:
RAHUL GUPTA, MBAHCS (2ND SEM), SUNJECT CODE-MB0029, SET-2 Page 2
ASSIGNMENT ON FINANCIAL MANAGEMENT
2 (a)
Ke = Rf + β (Rm—Rf)
= 0.08 + 1.25(0.14 - 0.08)
= 0.08 + 0.075
= 0.155 or 15.5%
Answer:
RAHUL GUPTA, MBAHCS (2ND SEM), SUNJECT CODE-MB0029, SET-2 Page 3
ASSIGNMENT ON FINANCIAL MANAGEMENT
2(b)
Ke is the cost of external equity, D1 is the dividend expected at the end of year 1 = 2, P 0 is
the current market price per share = Rs. 92, g is the constant growth rate of dividends =
10%, f is the floatation costs as % of current market price.
• Cost of debentures:
Kd = [I(1—T) + {(F—P)/n}] / {F+P)/2}
We = 250/1000 = 0.25
Wp = 100/1000 = 0.1
Wr = 150/1000 = 0.15
Wd = 350/1000 = 0.35
Wt = 150/1000 = 0.15
Step III Multiply the costs of various sources of finance with corresponding weights and
WACC calculated by adding all these components.
Q.3: The effective cost of debt is less than the actual interest
payment made by the firm. Do you agree with this statement? If
yes/no substantiate your views?
Answer:
Yes. The debentures carry a fixed rate of interest. Interest qualifies for tax deduction in
determining tax liability.
Therefore the effective cost of debt is less than the actual interest payment made by the
firm.
The Net Cash Outflows in terms of Amount of Periodic interest Payment and Repayment of
Principal in Installments or in lump-sum on Maturity.
The Interest Payment made by the firm on Debt Issues qualifies for tax deduction in
determining the net taxable income.
Therefore, the effective cash outflow is less than the actual payment of Interest made by the
firm to the debt holders by the amount of tax shield on Interest Payment.
There are many reasons that make the Capital budgeting decisions the most crucial for
finance Managers:
1. These decisions involve large outlay of funds now in anticipation of cash flows in
future. For example, investment in plant and machinery. The economic life of such assets
has long periods. The projections of cash flows anticipated involve forecasts of many
financial variables. The most crucial variable is the sales forecast.
a. For example, Metal Box spent large sums of money on expansion of its production
facilities based on its own sales forecast. During this period, huge investments in R & D
in packaging industry brought about new packaging medium totally replacing metal as
an important component of packing boxes. At the end of the expansion Metal Box Ltd
found itself that the market for its metal boxes had declined drastically. The end result is
that Metal Box became a sick company from the position it enjoyed earlier prior to the
execution of expansion as a blue chip. Employees lost their jobs. It affected the standard
of lining and cash flow position of its employees. This highlights the element of risk
involved in these type of decisions.
b. Equally we have empirical evidence of companies which took decisions on expansion
through the addition of new products and adoption of the latest technology creating
wealth for shareholders. The best example is the Reliance group.
c. Any serious error in forecasting Sales and hence the amount of capital expenditure
can significantly affect the firm. An upward bias may lead to a situation of the firm
creating idle capacity, laying the path for the cancer of sickness.
d. Any downward bias in forecasting may lead the firm to a situation of losing its
market to its competitors. Both are risky fraught with grave consequences.
2. A long term investment of funds some times may change the risk profile of the firm. A
FMCG company with its core competencies in the business decided to enter into a new
business of power generation. This decision will totally alter the risk profile of the
business of the company. Investor’s perception of risk of the new business to be taken up
by the company will change his required rate of return to invest in the company. In this
connection it is to be noted that the power pricing is a politically sensitive area affecting
the profitability of the organization. Therefore, Capital budgeting decisions change the
risk dimensions of the company and hence the required rate of return that the investors
want.
3. Most of the Capital budgeting decisions involve huge outlay. The funds requirements
during the phase of execution must be synchronized with the flow of funds. Failure to
achieve the required coordination between the inflow and outflow may cause time over
run and cost over run. These two problems of time over run and cost over run have to be
prevented from occurring in the beginning of execution of the project. Quite a lot
empirical examples are there in public sector in India in support of this argument that cost
over run and time over run can make a company’s operations unproductive. But the major
challenge that the management of a firm faces in managing the uncertain future cash
inflows and out flows associated with the plan and execution of Capital budgeting
decisions.
4. Capital budgeting decisions involve assessment of market for company’s products and
services, deciding on the scale of operations, selection of relevant technology and finally
procurement of costly equipment. If a firm were to realize after committing itself
considerable sums of money in the process of implementing the Capital budgeting
decisions taken that the decision to diversify or expand would become a wealth destroyer
to the company, then the firm would have experienced a situation of inability to sell the
equipments bought. Loss incurred by the firm on account of this would be heavy if the
firm were to scrap the equipments bought specifically for implementing the decision
taken. Sometimes these equipments will be specialized costly equipments. Therefore,
Capital budgeting decisions are irreversible.
5. The most difficult aspect of Capital budgeting decisions is the influence of time. A firm
incurs Capital expenditure to build up capacity in anticipation of the expected boom in the
demand for its products. The timing of the Capital expenditure decision must match with
the expected boom in demand for company’s products. If it plans in advance it may
effectively manage the timing and the quality of asset acquisition. But many firms suffer
from its inability to forecast the future operations and formulate strategic decision to
acquire the required assets in advance at the competitive rates.
6. All Capital budgeting decisions have three strategic elements. These three elements are
cost, quality and timing. Decisions must be taken at the right time which would enable the
firm to procure the assets at the least cost for producing the products of required quality
for customer. Any lapse on the part of the firm in understanding the effect of these
elements on implementation of Capital expenditure decision taken will strategically affect
the firm’s profitability.
7. Liberalization and globalization gave birth to economic institutions like World Trade
organization. General Electrical can expand its market into India snatching the share
already enjoyed by firms like Bajaj Electricals or Kirloskar Electric Company. Ability of
G E to sell its products in India at a rate less than the rate at which Indian Companies sell
cannot be ignored. Therefore, the growth and survival of any firm in today’s business
environment demands a firm to be proactive. Proactive firms cannot avoid the risk of
taking challenging Capital budgeting decisions for growth. Therefore, Capital budgeting
decisions for growth have become an essential characteristics of successful firms today.
8. The social, political, economic and technological forces generate high level of
uncertainty in future cash flows streams associated with Capital budgeting decisions.
These factors make these decisions highly complex.
9. Capital expenditure decisions are very expensive. To implement these decisions firm’s
will have to tap the Capital market for funds. The composition of debt and equity must be
optimal keeping in view the expectation of investors and risk profile of the selected
project.
2 4,25,000
3 3,00,000
4 3,50,000
What is the IRR of the project?
Ans.
To calculate Internal Rate of Return (IRR):
Step I: Compute the average of annual cash inflows
Step II: Divide the initial investment by the average of annual cash inflows:
=10,00,000 / 3,81,250
=2.622
Step III: From the PVIFA table for 4 years, the annuity factor very near to 2.622 is 20%.
Therefore
the first initial rate is 20%
Since the initial investment of Rs.10,00,000 is less than the computed value at 20% of
Rs. 10,12,200 then next trial rate is 22%.
Since initial investment of Rs.10,00,000 lies between 9,77,750 (22%) and 10,12,200 (20%),
the IRR by interpolation is,
IRR = 20 + ((10,12,200-10,00,000) / (10,12,200-9,77,750))*2
= 20 + 0.3541 *2
= 20.70%
Answer:
Sensitivity Analysis:
1. There are many variables like sales, cost of sales, investments, tax rates etc which
affect the NPV and IRR of a project.
2. Analysing the change in the project’s NPV or IRR on account of a given change in
one of the variables is called Sensitivity Analysis.
3. It is a technique that shows the change in NPV given a change in one of the
variables that determine cash flows of a project.
4. It measures the sensitivity of NPV of a project in respect to a change in one of the
input variables of NPV.
5. The reliability of the NPV depends on the reliability of cash flows.
6. If forecasts go wrong on account of changes in assumed economic environments,
reliability of NPV & IRR is lost.
7. Therefore, forecasts are made under different economic conditions viz pessimistic,
expected and optimistic. NPV is arrived at for all the three assumptions.
1. Identification of variables that influence the NPV & IRR of the project.
2. Examining and defining the mathematical relationship between the variables.
3. Analysis of the effect of the change in each of the variables on the NPV of the project.