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TABLE OF CONTENTS

Preface xiii 2.4 Value Maximization and the Cost of Capital 50

Value Maximization 50
PART1 The Opportunity Cost of Capital 51

INTRODUCTION 1 2.5 The Crisis of 2007-2009 52

2.6 Summary 54
CHAPTER 1
Goals and Governance of the Firm 1 CHAPTER 3
Accounting and Finance 57
1.1 Investment and Financing Decisions 2
The Investment (Capital Budgeting) Decision 4 3.1 The Statement of Financial Position
The Financing Decision 6 or Balance Sheet 58
Book Values and Market Values 64
1.2 What Is a Corporation? 8
3.2 The Statement of Comprehensive Income
1.3 Other Forms of Business Organization 10
Sole Proprietorships 11 or Income Statement 66
Partnerships 11 Consolidated Statement of Changes in Equity 67
Hybrid Forms of Business Organization 11 Profits Versus Cash Flow 69
3.3 The Statement of Cash Flows 72
1.4 Who Is the Financial Manager? 12
1.5 Goals of the Corporation 13 3.4 Cash Flow from Assets, Financing Flow,
Shareholders Want Managers to Maximize and Free Cash Flow 74
Market Value 13 3.5 Accounting Practice and Accounting
Agency Problems, Executive Compensation, Malpractice 76
and Corporate Governance 14
Ethics and Management Objectives 18 3.6 Taxes 78
Ethical Disputes 20 Corporate Tax 78
Personal Tax 80
1.6 Careers in Finance 22
3.7 Summary 84
1.7 Preview of Coming Attractions 24
Snippets of History 25 CHAPTER4
1.8 Summary 28 Measuring Corporate Performance 93
4.1 How Financial Ratios Relate to
CHAPTER 2 Shareholder Value 94
Financial Markets and Institutions 33
4 .2 Measuring Market Value and Market
2.1 The Importance of Financial Markets and Value Added 95
Institutions 34
4 .3 Economic Value Added and Accounting
2.2 The Flow of Savings to Corporations 36 Rates of Return 98
The Stock Market 38 Accounting Rates of Return 100
Other Financial Markets 39 Problems with EVA and Accounting Rates of
Financial Intermediaries 41 Return 101
Financial Institutions 43
Total Financing of Canadian Corporations 45 4.4 Measuring Efficiency 102

2.3 Functions of Financial Markets 4.5 Analyzing the Return on Assets:

and Intermediaries 47 The DuPont System 103
Transporting Cash Across Time 47 The DuPont System 104
Risk Transfer and Diversification 47 4.6 Measuring Financial Leverage 105
Liquidity 48 Leverage and the Return on Equity 107
The Payment Mechanism 48
4.7 Measuring Liquidity 108
Information Provided by Financial Markets 48
 Table of Contents vi i

4 .8 Interpreting Financial Ratios 110 6 .6 The Determinants of the Yield Curve 190
Expectations Theory 191
4.9 The Role of Financial Ratios-and a Final
The Liquidity Preference Theory 191
Note on Transparency 113
Besides Financial Ratios... 114 6.7 Corporate Bonds and the Risk of Default 191
Transparency 114 Variations in Corporate Bonds 193
4 .10 Summary 115 6 .8 International Bond Market
Variations-Sukuk 196
PART2 6.9 Summary 198
VALUE 123 Appendix GA: A More Detailed Look at the Yield
Curve 204
CHAPTER 5
Appendix GB: Duration: Measuring the Life of a
The Time Value of Money 123
Bond (Online)
5.1 Future Values and Compound Interest 124
5.2 Present Values 128 CHAPTER7
Finding the Interest Rate 132 Valuing Stocks 207
Finding the Investment Period 134 7.1 Stocks and Stock Markets 208
5.3 Multiple Cash Flows 135 Reading Stock Market Listings 210
Future Value of Multiple Cash Flows 135 7.2 Market Values, Book Values,
Present Value of Multiple Cash Flows 137 and Liquidation Values 211
5.4 Level Cash Flows: Perpetuities and Annuities 138 7.3 Valuing Common Stocks 214
How to Value Perpetuities 138 Valuation by Comparables 214
How to Value Annuities 140 Price and Intrinsic Value 215
Annuities Due 145 The Dividend Discount Model 217
Future Value of an Annuity 146
Cash Flows Growing at a Constant Rate-Variations 7.4 Simplifying the Dividend Discount Model 220
on Perpetuities and Annuities 148 Case 1: Zero-Growth Model 220
Case 2: Constant-Growth Model 221
5.5 Inflation and the Time Value of Money 151 Case 3: Non-Constant-Growth Model 224
Real Versus Nominal Cash Flows 151
Inflation and Interest Rates 153 7.5 Growth Stocks and Income Stocks 226
Valuing Real Cash Payments 154 7.6 Valuing a Business by Discounted Cash
Real or Nominal? 156 Flow 229
5.6 Effective Annual Interest Rates 156 Valuing the Concatenator Business 229
Repurchases and the Dividend Discount Model 230
5.7 Summary 158
7.7 There Are No Free Lunches on Bay Street 231
CHAPTER 6 Method 1: Technical Analysis 232
Valuing Bonds 171 Method 2: Fundamental Analysis 235
A Theory to Fit the Facts 236
6.1 The Bond Market 173
Bond Characteristics 173 7.8 Market Anomalies and Behavioural Finance 237
Market Anomalies 237
6 .2 Interest Rates and Bond Prices 175
Behavioural Finance 238
How Bond Prices Vary with Interest Rates 177
Interest Rate Risk 179 7.9 Summary 239

6.3 Current Yield and Yield to Maturity 181

Calculating the Yield to Maturity 182
6 .4 Bond Rate of Return 182
Taxes and Rates of Return 186
Multiperiod Rates of Return 187
6 .5 The Yield Curve 188
Nominal and Real Rates of Interest 189
CHAPTERS
Net Present Value and Other Investment
Criteria 249
8 .1 Net Present Value 251
A Comment on Risk and Present Value 252
Valuing Long-Lived Projects 252
Using the NPV Rule to Choose Among Projects 256
viii Table of Contents
8 .2 Other Investment Criteria 257
Payback 257
Discounted Payback 258
Internal Rate of Return 260
A Closer Look at the Rate of Return Rule 260
Calculating the Rate of Return for Long-Lived
Projects 261
A Word of Caution 264
Some Pitfalls of the IRR Rule 264
8 .3 More Examples of Mutually Exclusive
Projects 268
The Investment Timing Problem 269
The Choice Between Long- and Short-Lived
Equipment 270
Replacing an Old Machine 271
8.4 Capital Rationing 272
Soft Rationing 272
Hard Rationing 273
Pitfalls of the Profitability Index 274
8 .5 A Last Look 274
8 .6 Summary 275
CHAPTER 9
Using Discounted Cash Flow Analysis to Make
Investment Decisions 285
9.1 Identifying Cash Flows 286
Discount Cash Flows, Not Profits 286
Discount Incremental Cash Flows 288
Include All Indirect Effects 289
Forget Sunk Costs 289
Include Opportunity Costs 289
Recognize the Investment in Working Capital 290
Remember Shutdown Cash Flows 291
Beware of Allocated Overhead Costs 291
Discount Nominal Cash Flows by the Nominal
Cost of Capital 291
Separate Investment and Financing Decisions 293
9.2 Calculating Cash Flows 293
Capital Investment 293
Investment in Working Capital 293
Operating Cash Flow 294
9.3 Business Taxes in Canada and
the Capital Budgeting Decision 297
Depreciation and Capital Cost Allowance 297
The Asset Class System 297
Sale of Assets 299
Termination of Asset Pool 300
Accelerated Investment Incentive 301
Present Values of CCA Tax Shields 302
9.4 Example: Blooper Industries 304
Calculating Blooper's Project Cash Flows 305
Calculating the NPV of Blooper's Project 307
Further Notes and Wrinkles Arising from Blooper's
Project 308
9.5 Summary 311
Appendix 9A: Deriving the CCA Tax Shield (Online)
CHAPTER 10
Project Analysis 319
10.1 How Firms Organize the Investment
Process 320
Stage 1: The Capital Budget 320
Stage 2: Project Authorizations 321
Problems and Some Solutions 321
10.2 Some "What If" Questions 323
Sensitivity Analysis 324
Scenario Analysis 326
10.3 Break-Even Analysis 327
Accounting Break-Even Analysis 327
NPV Break-Even Analysis 329
Operating Leverage 331
10.4 Real Options and the Value of Flexibility 333
The Option to Expand 333
A Second Real Option: The Option to Abandon 335
A Third Real Option: The Timing Option 337
A Fourth Real Option: Flexible Production
Facilities 337
10.5 Summary 338
PART3
RISK 345
CHAPTER 11
Introduction to Risk, Return, and the
Opportunity Cost of Capital 345
11.1 Rates of Return: A Review 346
11.2 Five Decades of Capital Market History 348
Marketindexes 348
The Historical Record 349
Using Historical Evidence to Estimate
Today's Cost of Capital 352
11.3 Measuring Risk 353
Variance and Standard Deviation 355
Risk and Diversification 359
11.4
Diversification 359
Asset Versus Portfolio Risk 359
Covariance and Correlation 362
Correlation and Portfolio Diversification 363
Market Risk Versus Unique Risk 369
 Table of Contents ix

11.5 Thinking About Risk 371 13.6 Interpreting the Weighted-Average

Message 1: Some Risks Look Big and Dangerous but
Really Are Diversifiable 371
Message 2: Market Risks Are Macro Risks 372
Message 3: Risk Can Be Measured 373
11.6 Summary 373
CHAPTER 12
Risk, Return, and Capital Budgeting 379
12.1 Measuring Market Risk 380
Measuring Beta 381
Betas for BlackBerry and Enbridge 384
Total Risk and Market Risk 384
Portfolio Betas 386
The Portfolio Beta Determines the Risk
of a Diversified Portfolio 387
12.2 Risk and Return and Capital Asset
Pricing Model, CAPM 389
Why the CAPM Makes Sense 391
The Security Market Line 392
How Well Does the CAPM Work? 393
Using the CAPM to Estimate Expected Returns 396
12.3 Capital Budgeting and Project Risk 396
Company Risk Versus Project Risk 397
Determinants of Project Risk 398
Don't Add Fudge Factors to Discount Rates 399
12.4 Summary 400
CHAPTER 13
The Weighted-Average Cost of Capital and
Company Valuation 408
13.1 Geothermal's Cost of Capital 409
13.2 The Weighted-Average Cost of Capital 411
Calculating Company Cost of Capital
as a Weighted Average 411
Use Market Weights, Not Book Weights 414
Taxes and the Weighted-Average Cost
of Capital 414
What If There Are Three (or More) Sources of
Financing? 416
Wrapping Up Geothermal 416
Checking Our Logic 417
13.3 Measuring Capital Structure 417
13.4 Calculating Required Rates of Return 419
The Expected Return on Bonds 419
The Expected Return on Common Stock 420
The Expected Return on Preferred Stock 421
13.5 Calculating the Weighted-Average
Cost of Capital 422
Real Company WACC 422
Cost of Capital 423
When You Can and Can't Use WACC 423
Some Common Mistakes 423
How Changing Capital Structure Affects WACC
When the Corporate Tax Rate Is Zero 424
How Changing Capital Structure Affects Debt and
Equity When the Corporate Tax Rate Is Zero 425
What Happens If Capital Structure Changes
and the Corporate Tax Rate Is Not Zero? 426
Revisiting the Project Cost of Capital 427
13.7 Valuing Entire Businesses 428
Calculating the Value of the Concatenator
Business 429
13.8 Summary 431
PART4
FINANCING 439
CHAPTER 14
Introduction to Corporate Financing and
Governance 439
14.1 Creating Value with Financing Decisions 441
14.2 Common Stock 441
Book Value Versus Market Value 443
Dividends 443
Ownership of the Corporation 443
Voting Procedures 444
Classes of Stock 445
Corporate Governance in Canada and Elsewhere 446
14.3 Preferred Stock 448
14.4 Corporate Debt 450
Debt Comes in Many Forms 451
Innovation in the Debt Market 455
14.5 Convertible Securities 457
14.6 Patterns of Corporate Financing 458
Do Firms Rely Too Heavily on Internal Funds? 458
External Sources of Capital 459
14.7 Summary 461
Appendix 14A: The Bond Refunding Decision 465
CHAPTER 15
Venture Capital, IPOs, and Seasoned
Offerings 472
15.1 Venture Capital 474
Venture Capital Companies 475
15.2 The Initial Public Offering 476
Arranging a Public Issue 477
x Table of Contents

15.3 The Underwriters 482 CHAPTER 17

Who Are the Underwriters? 483 Leasing 541
15.4 Listing on the Stock Market 484 17.1 What Is a Lease? 542
15.5 Rights Issues and General Cash Offers by Public Leasing Industry 543
Companies 485
Leasing and the Canada Revenue Agency (CRA) 543
Rights Issues 485 17.2 Why Lease? 544
General Cash Offers 487 Sensible Reasons for Leasing 544
Costs of the General Cash Offer 487 Some Dubious Reasons for Leasing 545
Market Reaction to Stock Issues 488 Who Really Owns the Leased Asset? 548
15.6 The Private Placement 489 17.3 Valuing Leases 549
15.7 Summary 490 Operating Leases 549
Financial Leases 550
Appendix 15A: The Financing of New and Small Cash Flows of a Financial Lease 550
Enterprises 495 First Pass at Valuing a Financial Lease 552
Appendix 15B: Hotch Pot's New Issue Prospectus 501 Equivalent Loan, and Borrow and Buy 553
Financial Lease Evaluation 555
Using Formulas to Evaluate Financial Leases 555
PARTS
17.4 When Do Financial Leases Pay? 557
DEBT AND PAYOUT POLICY 506
17.5 Summary 558
CHAPTER 16
Debt Policy 506 CHAPTER 18
Payout Policy 564
16.1 How Borrowing Affects Value
18.1 How Dividends Are Paid 565
in a Tax-Free Economy 507
MM's Argument 508 Cash Dividends 565
Some Legal Limitations on Dividends 566
How Borrowing Affects Earnings per Share 509
Stock Dividends, Stock Splits, and Reverse
How Borrowing Affects Risk and Return 511
Debt and the Cost of Equity 513 Splits 567
Dividend Reinvestment Plans and Share Purchase
16.2 Capital Structure and Corporate Taxes 515 Plans 568
Debt and Taxes at River Cruises 515
18.2 Share Repurchase 568
How Interest Tax Shields Contribute to the Value
of Shareholders' Equity 517 Why Repurchases Are Like Dividends 568
Corporate Taxes and the Weighted-Average Cost of Repurchases and Share Valuation 569
Capital 518 18.3 How Do Companies Decide on How Much
The Implications of Corporate Taxes for Capital to Pay Out? 570
Structure 519 The Role of Share Repurchase Decisions 572
16.3 Costs of Financial Distress 519
The Information Content of Dividends and
Bankruptcy Costs 520 Repurchases 572
Evidence on Bankruptcy Costs 521 18.4 Why Payout Policy Should Not Matter 574
Direct Versus Indirect Costs of Bankruptcy 522 Payout Policy Is Irrelevant in Efficient Financial
Financial Distress Without Bankruptcy 522 Markets 574
Costs of Distress Vary with Type of Asset 524 The Assumptions Behind Dividend-
16.4 Explaining Financing Choices 525 Irrelevance 575
The Trade-Off Theory 525 18.5 Why Dividends May Increase Firm Value 577
A Pecking-Order Theory 526 Market Imperfections 577
The Two Faces of Financial Slack 527
18.6 Why Dividends May Reduce Firm Value 578
16.5 Bankruptcy Procedures 529 Why Pay Any Dividends at All? 579
The Choice Between Liquidation and Dividends Versus Capital Gains 579
Reorganization 532 Dividend Clientele Effects 580
16.6 Summary 533 18.7 Summary 580
 Table of Contents xi

PART6 PART7
FINANCIAL PLANNING 588 SHORT-TERM FINANCIAL
DECISIONS 653
CHAPTER 19
Long-Term Financial Planning 588 CHAPTER 21
19.1 What Is Financial Planning? 589 Cash and Inventory Management 653
Financial Planning Focuses on the Big Picture 589 21.1 Managing Cash Balances 654
Why Build Financial Plans? 590 Cheque Handling and Float 655
19.2 Financial Planning Models 591 Other Payment Systems 658
Components of a Financial Planning Model 591 Electronic Funds Transfer 659
Percentage-of-Sales Models 592 International Cash Management 660
An Improved Financial Planning Model 594 21.2 Managing Inventories 660
19.3 Tips for Planners 600 Inventory Management Models 661
Pitfalls in Model Design 600 Just-in-Time Inventory Management 664
The Assumption in Percentage-of-Sales Models 600 21.3 Managing Inventories of Cash 665
Forecasting Interest Expense 602 Uncertain Cash Flows 666
The Role of Financial Planning Models 603 Cash Management in Practice- Now and Then 668
19.4 External Financing and Growth 603 21.4 Investing Idle Cash: The Money Market 668
19.5 Summary 607 Yields on Money Market Investments 671
21.5 The International Money Market 671
CHAPTER 20
Short-Term Financial Planning 615 21.6 Summary 672

20.1 Links Between Long-Term and Short-Term CHAPTER 22

Financing 617 Cred it Management and Collection 676
20.2 Working Capital 619 22.1 Terms of Sale 677
The Components of Working Capital 620
22.2 Credit Agreements 680
Net Working Capital, Operating Cycle, and
the Cash Conversion Cycle 622 22.3 Credit Analysis 680
The Working Capital Trade-Off 625 Financial Ratio Analysis 681
Numerical Credit Scoring 681
20.3 Tracing Changes in Cash and Working
When to Stop Looking for Clues 684
Capital 626
22.4 The Credit Decision and Revisiting
20.4 Cash Budgeting 628
the Terms of Sale 685
Forecast Sources of Cash 628
Credit Decisions with Repeat Orders 686
Forecast Uses of Cash 630
Evaluating a Credit Policy Switch 688
The Cash Balance 630
Some General Principles for the Credit
20.5 A Short-Term Financing Plan 632 Decision and Credit Terms 688
Dynamic Mattress's Financing Plan 632
22.5 Collection Policy 690
Evaluating the Plan 634
22.6 Summary 691
20.6 Sources of Short-Term Financing 635
Bank Loans 635
Secured Loans 635 PARTS
Factoring 639 SPECIAL TOPICS 698
Commercial Paper 640
Banker's Acceptance 641 CHAPTER 23
20.7 The Cost of Bank Loans 641 Mergers, Acquisitions, and Corporate
Simple Interest 641 Control 698
Discount Interest 642 23.1 Sensible Motives for Mergers 700
Interest with Compensating Balances 642 Economies of Scale 702
20.8 Summary 643 Economies of Vertical Integration 703
xii Table of Contents

Combining Complementary Resources 704 24.4 International Capital Budgeting 742

Merging to Reduce Taxes 704 Net Present Value Analysis 742
Mergers as a Use for Surplus Funds 704 The Cost of Capital for Foreign Investment 744
Eliminating Inefficiencies 704 Political Risk 744
Industry Consolidation 705 Avoiding Fudge Factors 748
23.2 Dubious Reasons for Mergers 705 24.5 Summary 748
Diversification 705
The Bootstrap Game 706 CHAPTER 25
23.3 The Mechanics of a Merger 707 Options 755
The Form of Acquisition 707 25.1 Calls and Puts 757
Mergers, Antitrust Law, and Popular Opposition 708 Selling Calls and Puts 759
23.4 Evaluating Mergers 710 Payoff Diagrams Are Not Profit Diagrams 760
Mergers Financed by Cash 710 Financial Alchemy with Options 761
Mergers Financed by Stock 712 Some More Option Magic 762
Some Tax Issues 712 25.2 What Determines Option Values? 763
A Warning 713 Upper and Lower Limits on Option Values 763
Another Warning 713 The Determinants of Option Value 764
23.5 The Market for Corporate Control 713 Option-Valuation Models 766
Ownership Structure and the Effectiveness 25.3 Spotting the Option 769
of the Market for Corporate Control 714 Options on Real Assets 769
23.6 Method 1: Proxy Contests 715 Options on Financial Assets 770
23.7 Method 2: Takeover Bids 716 25.4 Summary 774
Takeover Bid Tactics 716 Appendix 25A: The Black-Scholes Option Valuation
23.8 Method 3: Leveraged Buyouts 718 Model (Online)
Barbarians at the Gate? 720
23.9 Method 4 : Divestitures, Spin-Offs, and Equity CHAPTER 26
Carve-Outs 721 Risk Management 780
23.10 The Benefits and Costs of Mergers 722 26.1 Why Hedge? 781
The Evidence on Risk Management 783
23.11 Summary 724
26.2 Reducing Risk with Options 783
CHAPTER 24 26.3 Futures Contracts 784
International Financial Management 729 The Mechanics of Futures Trading 787
24.1 Foreign Exchange Markets 730 Commodity and Financial Futures 788
Spot Exchange Rates 730 26.4 Forward Contracts 789
Forward Exchange Rates 733
26.5 Swaps 790
24.2 Some Basic Relationships 734
26.6 Innovation in the Derivatives Market 793
Exchange Rates and Inflation 734
Inflation and Interest Rates 736 26.7 Is "Derivative" a Four-Letter Word? 793
Interest Rates and Exchange Rates 737
26.8 Summary 794
The Forward Rate and the Expected
Spot Rate 739 Appendix A: Present Value Tables A-1
Some Implications 740
Glossary GL-1
24.3 Hedging Exchange Rate Risk 741
Sources S0-1
Transaction Risk 741
Economic Risk 742 Index IN-1
PREFACE
This book is about corporate finance. It focuses on how com-
panies invest in real assets and how they raise the money to
pay for these investments. It also provides a broad introduc-
tion to the financial landscape, discussing, for example, the
major players in financial markets, the role of financial insti-
tutions in the economy, and how securities are traded and
valued by investors. It offers a framework for systematically
thin king about most of the important financial problems
that both firms and individuals are likely to confront.
Fin ancial management is important, interesting, and
challenging. It is important because today's capital invest-
ment decisions may determine the businesses that the firm
is in 10, 20, or more years ahead. Also, a firm's success or
failure depends in large part on its ability to find the capital
that it needs.
Finance is interesting for several reasons. Financial deci-
sions often involve huge sums of money. Large investment
projects or acquisitions may involve billions of dollars. Also,
the financial community is international and fast-moving,
with colourful heroes and a sprinkling of unpleasant villains.
Fin ance is challenging. Financial decisions are rarely cut
and dried, and the financial markets in which companies
operate are changing rapidly. Good managers can cope with
rou tine problems, but only the best managers can respond
to change. To handle new problems, you need more than
rules of thumb; you need to understand why companies
and financial markets behave as they do and when common
practice may not be best practice. Once you have a consistent
framework for making financial decisions, complex prob-
lems become more manageable.
This book provides that framework. It is not an encyclo-
pedia of finance. It focuses instead on setting out the basic
principles of financial management and applying them to the
main decisions faced by the financial manager. It explains
why the firm's owners would like the manager to increase
firm value and shows how managers choose between invest-
ments that may pay off at different points of time or have dif-
ferent degrees of risk. It also describes the main features of
financial markets and discusses why companies may prefer a
particular source of finance.
We organize the book around the key concepts of modern
finance. These concepts, properly explained, make the sub-
ject simpler, not more difficult. They are also more practical.
The tools of financial management are easier to grasp and
use effectively when presented in a consistent conceptual
framework. Modern finance provides that framework.
Modern financial management is not "rocket science." It
is a set of ideas that can be made clear by words, graphs, and
nu merical examples. The ideas provide the "why" behind
the tools that good financial managers use to make invest-
ment and financing decisions.
Why Use Our Book
We wrote this book to make financial management clear,
useful, interesting, and fun for the beginning student. We set
out to show that modern finance and good financial practice
go together-even for the financial novice. The key to this is
a thorough understanding of the principles and mechanics
of the time value of money. This material underlies almost
all of this text, and we spend a lengthy Chapter 5 providing
extensive practice with this key concept.
The second component of our approach is the extensive
use of numerical examples. Each chapter presents detailed
numerical examples to help the reader become familiar and
comfortable with the material. We have peppered the book
with real-life illustrations of the chapters' topics. Some of
these are excerpts from the financial press found in Finance
in Action boxes; others are built into the text as examples. By
connecting concepts with practice, we strive to give students
a working ability to make financial decisions.
We have streamlined the treatment of most topics to
avoid getting bogged down in unnecessary detail that can
overwhelm a beginner. We don't assume users will have a lot
of background knowledge.
We have written the book in a relaxed and informal writ-
ing style. We use mathematical notation only where neces-
sary. Even when we present an equation, we usually write
it in words before using symbols. This approach has two
advantages: it is less intimidating and it focuses attention on
the underlying concept rather than just the formula.
Ways to Use Our Book
Because there are about as many effective ways to organize
a course in corporate finance as there are teachers, we have
ensured that many topics can be introduced in different
orders. For example, (1) we have made sure that Part Six
(Financial Planning) can easily follow Part One (Introduc-
tion); (2) although we discuss working capital after the basic
principles of valuation and financing, we have made it pos-
sible for instructors to reverse that order (as many prefer to
do); and (3) although the opportunity cost of capital depends
on project risk, the chapters on project valuation and those
on risk and return are written in such a way that the two
groups can be presented in any order.
xiv Preface
Changes in the Seventh
Canadian Edition
This seventh Canadian edition of Fundamentals includes
many updates. We have enhanced the analytical tools used
with the book: spreadsheet boxes are integrated into the
chapters; end-of-chapter problems include exercises that
ask students to use a variety of Internet resources to solve
financial problems and integrative mini cases. In addi-
tion, we have rewritten, rearranged, and added material to
improve readability and update coverage across chapters.
The following are some examples of the changes that we
have made.
Chapter 1 (Goals and Governance of the Firm) has been
updated to improve readability and interest. This chapter
includes the real-life case of Tim Hortons and its founders
Ron Joyce and Tim Horton, illustrating how financial mar-
kets help infant enterprises grow into healthy adults. The
section on business organizations has new material on pri-
vate corporations and the pros and cons of being a public
corporation. Examples of investment and financial deci-
sions of well-known companies are used to illustrate the
main activities of financial managers, the role of financial
markets, and the goals of a corporation. Keeping in mind the
currency of certain themes, the chapter includes expanded
discussion of agency issues, including additions on corpo-
rate raiders, creative accounting and tax avoidance. There
is also updated content on the ethical issues that confront
managers and new discussion on the global financial crisis.
Chapter 2 (Financial Markets and Institutions) opens
with the history of Apple Computer. It introduces block-
chains and cryptocurrencies. There is updated coverage of
prediction markets and also of the financial crisis and its
spillover to the sovereign debt crisis in the eurozone.
Chapter 3 (Accounting and Finance) has extensive
updates and discussions on financial statements of a well-
known Canadian company. The discussion of profits ver-
sus cash flow includes examples of how accrual accounting
impacts cash flows. The federal and provincial tax rates on
individual and corporate income have also been updated.
Chapter 4 (Measuring Corporate Performance). This
chapter starts with a discussion on how financial ratios
related to shareholder value and explains various finan-
cial ratios for measuring corporate performance with clear
definitions of various concepts. The chapter discusses how
different summary performance indicators (NO PAT for oper-
ating activities, ROA for investing activities, and the equity
multiplier for financing activities) are interrelated and how
they provide an overall performance indicator, the ROE. It
also provides a comparative analysis of financial ratios with
a competitor.
Chapter 5 (The Time Value of Money) has updated
examples.
Chapter 6 (Valuing Bonds) has updated market-based
bond data and institutional information. It also shows how
students can solve bond valuation problems using a financial
calculator or an Excel spreadsheet. In discussing the inter-
est rate risk on bond prices, the concept of bond convexity is
introduced. Also covered are the income tax effects on rate
of return on bond investment.
Chapter 7 (Valuing Stocks). Updated marked-based data.
Using the similar concepts to stock valuation, a new section
about corporate valuation has been added.
Chapter 8 (Net Present Value and Other Investment Cri-
teria) has some updated examples.
Chapter 9 (Using Discounted Cash Flow Analysis to
Make Investment Decisions) has been updated to include
new information on capital cost allowance (CCA) and
the accelerated investment incentive. The chapter works
through a realistic comprehensive example of capital bud-
geting analysis. An appendix showing how the CCA tax
shield is derived is available to the reader on Connect.
Chapter 10 (Project Analysis). The updated chapter
includes coverage of real options and explains how those
options are integrated into a firm's longer-term strategic
considerations. The chapter also includes new Finance in
Action material.
Chapter 11 (Introduction to Risk, Return, and the
Opportunity Cost of Capital) starts with an updated histor-
ical survey of returns on bonds and stocks and goes on to
distinguish between the unique risk and market risk of indi-
vidual stocks using updated market-based data. This chapter
includes more examples and formulas for calculating mean,
standard deviation, and covariance of stocks and portfolios.
Chapter 12 (Risk, Return, and Capital Budgeting) shows
how to measure market risk of a stock and a portfolio
and discusses the relationship between risk and expected
return, and now uses updated market data and spreadsheet
approach to problem solving.
Chapter 13 (The Weighted-Average Cost of Capital and
Company Valuation). Market data has been updated. There
is a discussion of the choice of the risk-free security, Trea-
sury bill, or long-term government bond when implement-
ing CAPM.
Chapter 14 (Introduction to Corporate Financing and
Governance) has been extensively updated, and features
an extended treatment of corporate governance. The chap-
ter includes updated discussion on innovations in the bond
market.
Chapter 15 (Venture Capital, IPOs, and Seasoned Offer-
ings). The chapter introduces alternative fundraising meth-
ods for startups such as crowdsourcing. The chapter also has
updated material on the IPO market and on underwriters.
An appendix to the chapter discussing the financing of new
and small enterprises has been extensively updated to reflect
changes in the venture capital industry and other sources of
small business financing in Canada.
 Preface
Chapter 16 (Debt Policy) has been updated with Cana-
dian examples and statistics in the discussions on costs of
financial distress and explaining financing choices, and also
includes new Finance in Action material.
Chapter 17 (Leasing) now has updated information on
the leasing industry. A new Finance in Action has been
added providing an overview of Canadian finance and leas-
ing market. The concept of competitive leasing has been
added along with an example of borrow and buy versus
leasing.
Chapter 18 (Payout Policy) has been updated with a
revamped treatment of the trade-offs governing the use
of dividends versus share repurchases. A new Finance in
Action box discusses share repurchases by companies in the
Canadian oilpatch.
Chapter 19 (Long-Term Financial Planning). The finan-
cial planning model has been updated. The use of Excel
spreadsheets, a crucial aspect of long-term planning, is an
important part of this chapter.
Chapter 20 (Short-Term Financial Planning) has been
significantly updated with new examples. A new Finance in
Action has been included that explains why loan syndication
is risky.
xv
Chapter 21 (Cash and Inventory Management). The sec-
tion on managing cash balances has been updated. More
information is included on yields on money market invest-
ments and the international money market.
Chapter 22 (Credit Management and Collection) has
updated material on numerical credit scoring. The general
principles for the credit decision are updated with a discus-
sion of the "five Cs" that determine credit terms.
Chapter 23 (Mergers, Acquisitions, and Corporate Con-
trol) contains numerous updates to reflect merger news in
recent years, and a Finance in Action has been added featur-
ing Mizuho bank to reflect elusive synergies.
Chapter 24 (International Financial Management) has
extensive updates and new discussion on the global financial
crisis, including a Finance in Action box on the effects of the
crisis on Italy. Another new Finance in Action discusses pos-
sible scenarios pertaining to Brexit.
Chapter 25 (Options) has updated market data on option
prices and examples on call and put option valuations. There
is also a new Excel Spreadsheet box for the Black-Scholes
option pricing model.
Chapter 26 (Risk Management) includes updated
examples.
xvi Preface

Walk-Through ====:~·=~=!i"~
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To provide guidance and insights

throughout the text, we include a
number of proven pedagogical aids:
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LOl.2 Investment and Financing Decisions
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NUMBERED EXAMPLES
Numbered and titled examples are extensively integrated into the chapters to provide detailed
applications and illustrations of the text material.

FINANCE IN ACTION BOXES

Almost every chapter includes at least one Finance
in Action box. The boxes present excerpts, usually
from th e financial press, providing real-life illus-
trations of the chapter's topics.
FINANCE IN ACTION
Working in Finance
Susan Webb, Research Analyst, Mutual Fund Group
After majoring i n biochemistry, I j oined the research department
or a large mutual fund group. Because of my background. I was
assigned to work with the senior pha rmaceuticals analyst. I start
the day by reading the business sections of The Globe and Moil
and Notional Posr and reviewing 1he analyses thal come In each
day from stockbroking firms. Sometimes we need to revise our
earnings forecasts and meet w ith the portfolio managers to dis-
cuss possible trades. The remainder of my day is spent mainly in
analyzing companies and developing forecasts of revenues and
earnings. I meet freQuently with pharmaceutica l analysts In stock-
broking firms, and we regularly visit company management. In the
evenings I study for the Chartered Financial Analyst (CFA) exam.
Since I did not study finance at university. this is Quite challeng-
ing. I hope eventually to move from a research role to become a
portfolio manager.
was viable. We had to check that the contracts with the builders,
operators, suppliers, and so on were all in place before we could
arrange bank financing for the project.
Albert Rodriguez, Emerging Markets Group, Major
Toronto Bank
I joined the bank after majoring In finance. I spent the first six months
In the bank"s training program. rotating between departments. I was
assigned to the European markets team just before the 2010 Greek
crisis when worries about a possible default caused interest rates
on Greek government debt to jump to more than 4% above the
rate on comparable German government debt. There was a lot of
activity. with everyone trying to figure out whether Greece might be
forced to abandon the euro and how It would affect our business
My Job is largely concerned with analyzlng economies and assess--
ing the prospects for bank business. There are p lenty of opportuni-

INTERNATIONAL ICON
A distinctive icon (shown here) appears where the authors discuss
global issues.

• ETHICS ICON
A distinctive icon (shown here) appears where the authors discuss
ethical issues or the implications of unethical practices.
- -0
Cash retained and
reinvested in the firm's
operations is cash
KEY POINTS saved and invested
These marginal boxes, identified with the icon shown below at right, sum- on behalf of the firm's
marize the adjoining material, at the same time helping students focus on shareholders.
the most critical content.
 Preface xvi i

CHECK POINT QUESTIONS Rhonda and Reggie Hotspur are working hard to save fOI' their children's university educa-
tions. They don·t need more cash for current consumption but will face big tuition bills in 2020.

Numbered Check Point boxes with questions are provided in Should they therefore avoid investing in stocks that pay generous current cash d ividends?
Explain briefly.

each chapter to enable students to check their understanding

as they read. Both conceptual and calculation-type questions
have been included in this edition. Answers are provided at
the end of each chapter.

KEY FORMULAS
Key mathematical formulas, identified by a number, are called out in the text.
A summary of these key formulas can be found by visiting Connect.

KEY TERMS
Key terms, when introduced, appear in colour and bold in the main text and
are defined in the margin. A glossary made up of all these definitions is also
available at the back of the book and on Connect.

CALCULATOR BOXES
AND EXERCISES
In a continued effort to help students grasp the
critical concept of time value of money, many
pedagogical tools have been added throughout the
text. Financial Calculator boxes provide examples
An Introduction to Financial Calculators
Financial cak.ulators are des~ned with present value and future Why does the minus sign appear? Most calculators treat cash
value formul.iis <'lln~iidy progr<'!mmed. Therefore. you ~n re<tdily floW5 as either infl~ (shown ,'IS positive numbers) or outflows
solve many problems simply by entering the inputs for the problem
and punching a key for the solution
(neg11tlve numbers). For eJ1ample. If you borrow $100 today at an
intereM rate of 12%, you receive money now (a positive cash flow),

of solving a variety of problems with directions for Thebasicfinancial calculatorusesfivekeysthatcorrespondto but you will have to pay back $112 in a yetu. 11 negative cash flow at

•••••
the inpuls for common problems involving the time value of money. that time. Therefore, the calcula tor displays FV as a negative num~

the three most popular financial calculators. ber. The following time line of cash flows shows the reasoning
employed. The final negative cash flow of $112 has the same pres-
ent value as the $100 bofro~ today.
Each key represents the following input:
PV • $100
n is the number of periods. f:Ne have been using t to denote
the length of time, or number of periods. Most calculators use Year:O~-----~
n for the same concept.)
I is the interest rate per penod, eJ1pressed as 11 percentage
(not a decimal). For eJ111m~e. if the interest rate is 8%, you FV= $112

EXCEL SPREADSHEETS AND

EXHIBITS
Excel Spreadsheet boxes are integrated into many EXCEL SPREADSHEET

chapters and provide the student with detailed Interest-Rate Functions

examples of how to use spreadsheets in applying
1 Findin g t h e future value o f $24 u sing a spread sh eet
financial concepts. They give students a valuable
3 Presentvalue (p'o')
introduction to financial modelling. We show 4 lnterest rate(rote) o.os
S Payment(pmt)
how spreadsheets can be used in time-value-of- 6 Periods(nperJ 390

money and security valuation problems, in capital S Futu1evalue $260.301.027.017,969

budgeting, and in long- and short-term planning 10

11 The formula in cell BS is • FV(B4.B6.BS- B3). Notice that we enter the present value
12 as the negative o f the value in cell 83, since the "pu rchase price" is a cash outflow.
applications. Questions that apply to the spread- 13
14 You can confirm for yoursetf that changing the entry In cell B4 to .035 w~I reduce
sheet are included. These spreadsheets are also 15 lhe value to $16,104.515.

available on Connect. Selected Exhibits are set as Just as financial calculators largely replaced Interest rate tables In The Interest rate Is entered as a decimal In cell 84. The formula for

Excel Spreadsheets. the 1980s. these calculators are today giving way to spreadsheets
Like financial calculators, spreadsheets provide built·i n functions
future val ue In cell 88 takes as Its last Input lhe negative of cell 83.
because the $24 purchase price Is treated as cash outflow. Note
xviii Preface
END-OF-CHAPTER FEATURES Questions and Problems
The end-of-chapter features offered to support Basic
the concepts presented are Summary, Key Terms, I. Corporate Fi.na ncing. Ilow can a small. private
Questions and Problems, Solutions to Check
Points, and Mini Cases. To help students achieve
the stated learning objectives, the LO numbers
are included in both the Summary and the Ques-
tions and Problems. The Questions and Problems
incorporate questions requiring Internet access,
questions with guided steps, integrative questions,
qualitative/conceptual questions, and questions
requiring the use of Excel or an equivalent spread-
sheet program. Questions are grouped according
to level of difficulty.
Internet Problems
Many problems are provided that are meant to be solved using the
wealth of material available on the Internet.
Excel Questions
Excel questions, identified by an arrow icon in the margin, are available
for download on Connect.
Mini Cases
Integrative mini cases end many chapters. These allow students to
apply their knowledge to relatively complex, practical situations.
Several new such cases have been added for this edition.
Award-Winning Technology
McGraw-Hill Connect® is an award-winning digital teach-
ing and learning solution that empowers students to achieve
better outcomes and enables instructors to improve effi-
ciency with course management. Within Connect, students
have access to SmartBook®, McGraw-Hill's adaptive learn-
ing and reading resource. SmartBook prompts students with
questions based on the material they are studying. By assess-
ing individual answers, SmartBook learns what each student
knows and identifies which topics they need to practice,
giving each student a personalized learning experience and
path to success.
Connect's key features are analytics and reporting, sim-
ple assignment management, smart grading, the opportu-
nity to post your own resources, and the Connect Instructor
Library, a repository for additional resources to improve stu-
dent engagement in and out of the classroom.
2. Corporate Financing. Is ii possible for an indi·
vidual to save and invest in a corporation wilhout
firm finance ilS capital investments? Give a couple of
lending money to it or purchasing additional shares?
Explain. (LOI)
examples. (LOI)
Intermediate
l2. True or false? (LOI)
a. Financing for public corporations m ust flow
through financial markets.
b. Financing for private corporations must flow
through fi nancial intermediaries.
c. The sale of policies is a source of fina ncing for
insurance companies.
d. Almost all foreign-exchange trading occu rs on the
floors of the FOREX exchanges in New York and
London.
c. The opportunity cost of capital is the capital
outlay requ ired to u ndertake a real invesLment
opportunity.
The cost of capital is the interest rate paid on bor-
rowing from a ban k or other financial institution.
Challenge
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Instructor resources for Fundamentals of Corporate
Finance, 7th Canadian Edition, are as follows:
• Instructor's Manual (with chapter problem solutions)
• Computerized Test Bank
• Microsoft®PowerPoint®Slides
INSTRUCTOR'S MANUAL
This supplement, completed by our authors, includes a
descriptive preface containing alternative course formats
and case teaching methods, a chapter overview and outline,
and key terms and concepts. Complete solutions to all end-
of-chapter problems are included.
COMPUTERIZED TEST BANK
For the Computerized Test Bank, David Roberts of South
Alberta Institute of Technology has adapted true/false, mul-
tiple-choice, and short-answer questions. These are identi-
fied by level of difficulty, and complete answers are provided
for all questions and problems, along with reference to the
relevant learning objective of the chapter.
 Preface
MICROSOFT® POWERPOINT® SLIDES
Prepared by Humayun Qadri, MacEwan University, these
visually stimulating slides can be edited or manipulated to fit
the needs of a particular course.
Acknowledgments
We take this opportunity to thank all those who helped us
prepare this edition. We want to express our appreciation to
the instructors whose insightful comments and suggestions
were invaluable to us during this revision.
We also want to extend much gratitude to you, the stu-
dent using this textbook. Your criticisms and comments have
made each subsequent edition so much better. It is our hope
that, one day in the not-too-distant future, one or several of
you will be inspired to adapt a Brealey/Myers text for Cana-
dian students.
We owe much to our colleagues at the University of New
Brunswick, in particular, Professors Muhammad Rashid and
Eben Otuteye for useful suggestions.
We would like to express our appreciation to Justin Feng,
University of New Brunswick, and Sabina Thapa for adept
research and computational assistance. Additional thanks
go out to Justin Feng and Aiden Best for work on some end-
of-chapter problem solutions.
We would like to particularly thank Justin Taheri, Cen-
tennial College, for his diligent review of all the chapters
and end-of-chapter solutions. In addition, we would like to
thank our supplement authors David Roberts, Lois King,
xix
and Humayun Qadri, whose efforts will help students and
instructors alike.
We are also grateful to the talented staff at McGraw-Hill
Ryerson, especially Jade Fair, Portfolio Manager; Krisha
Escobar, Content Developer; and Jessica Barnoski, Supervis-
ing Editor. We want to thank copy editor Rodney Rawlings
for his energetic attention to the details.
Finally, we cannot overstate our indebtedness to Koumari
Mitra, to Anusha Mitra, Devashis' daughter, and to Sabina
Thapa, and to Samarpan Gajurel and Diluv Gajurel, Dinesh's
sons. They supported us and forgave us when we were very
absorbed in the project.
PRELIMINARY REVIEW
Keith C.K. Cheung, Odette School of Business,
University of Windsor
Bob Chow, Kwantlen Polytechnic University
Bill Dawson, University of Western Ontario
Larbi Hammami, McGill University
Dave Jailal, Seneca College
Audrey Lowrie, MacEwan University
H. Semih Yildirim, York University
Don Smith, Georgian College
PRE-WRITING REVIEW
Barb Bloemhof, McMaster University
Raad Jassim, McGill University
Keith Cheung, University of Windsor
Nancy Bower Martin, University of Guelph
W. Fraser Wilson, MacEwan University
Effective. Efficient. Easy to Use. Impact of Connect on Pass Rates

McGraw-Hill Co nnect is an award-winning dig ital teach-

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achieve better o utcomes and enables instructors to
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Chapter© Goals and Governance of the Firm
LEARNING OBJECTIVES
After studying this chapter, you should be able to:
L01 Give examples of the investment and financing decisions that financia l
managers make.
L02 Dist inguish between real and financial assets.
L03 Cite some of the advantages and disadvantages of organizing a business as
a corporation.
L04 Describe the responsibilities of t he CFO, the treasure r, and the controller.
LOS Explain why maximizing market va lue is the logical fi nancial goal of the
corporation.
LOG Explain why value maximization is usually consistent with ethical behaviour.
L07 Explain how corporat ions mit igate conflicts and encou rage coope rat ive
behaviou r.
LOS Give examples of career paths in finance.

For an organization to g row from small beginnings to a major cor-
poration, good investment and financing decisions need to be made.
Frank Kovalcheck via Alaskan D ude/ Flickr/CC BY 2.0
To carry on business, a corporation needs an almost end-
less variety of assets. Some are tangible assets such as
plant and machinery, office buildings, and vehicles; oth-
ers are intangib le assets such as brand names and pat-
ents. Corporations finance these assets by borrowing, by
reinvesting profits back into the firm, and by selling addi-
tional shares to the firm's shareholders. Therefo re, the
firm's financia l managers face two broad questions: First,
what investments should the corporation make? Second,
how should it pay for those investments? The investm ent
decision involves spending money; the financing decision
involves raising it.
We start this chapter with examples of recent investment
and financing decisions by major U.S. and foreign corpora-
tions. We review what a corporation is and describe the roles
of its top financial managers. We then turn to the financial goal
of the corporation, which is usually expressed as maximizing
value, or at least adding value. Financial managers add value
whenever the corporation can invest to earn a higher return
than its shareholders can earn for themselves.
But is maximizing value rea lly a sound and realistic goal?
If a corporation maximizes value for its shareholders, can
it also be a good corporate citizen? If we ask managers to
increase firm value, won't they be tempted to cut corners
and try dishonest t ricks? Will the managers really focus
on increasing value, or will they pursue their own narrow,
selfish interests? We consider the conflicts of interest that
arise in large corporations and the mechanisms t hat help
to align the interests of managers and stockho lders.
Final ly, we look ahead to the rest of this book and look
back to some entertain ing snippets of financial history.

L01, 2 1.1 Investment and Financing Decisions

The history of the Tim Hortons chain can be traced back to May 1964, when the first Tim Hortons
coffee and donut shop was opened in Hamilton, Ontario, by Tim Horton, a National Hockey
League All-Star defenceman. In 1967, Ron Joyce, who at that time operated three Tim Hortons
restaurants, partnered with Tim Hortons to open 37 restaurants over the next seven years. After
the passing of Horton in 1974, Joyce took over as sole owner and continued the chain's expansion
within Canada and abroad. The chain's focus on top quality, fresh products, high service stan-
dards, and community leadership has enabled it to grow into the largest quick-service restaurant
chain in Canada specializing in always fresh coffee, baked goods, and home-style lunches.
The first stores offered only coffee and two donut selections, the Apple Fritter and the Dutchie.
While these items were popular in the 1960s, with evolving consumer taste the company intro-
duced Timbits in 1976 (bite-sized pieces or "donut holes")-available today in 35 varieties-
muffins and cookies (1981), croissants (1983), soups and chilli (1985), and sandwiches (1993).
Over the years, the company has come out with a variety of other food and beverage items,
catering to a wide range of tastes: healthy-choice meals such as chicken salad wraps, yogurt and
berries, a full slate of breakfast and lunch sandwiches, cinnamon rolls, and a wide array of bever-
ages including flavoured coffee, cappuccino, iced coffee, and smoothies. To date, however, the
chain's biggest draw remains its legendary Tim Hortons coffee.
In 2014, U.S. fast-food chain Burger King Worldwide, Inc. has acquired Tim Hortons Inc.
for C$12.5 billion. Both companies agreed to retain their business separately with Tim Hortons
remaining her headquarters in Oakville, Ontario, and Burger King in Miami, Florida. The two
big chains of Canada and USA merged under the new parent company Restaurant Brands
International (RBI) which is majority-owned by Brazilian investment firm 3G Capital. As of
December 31, 2017, Tim Hortons has 4,722 restaurants across Canada and the United States.

2
Chapter 1 Goals and Governance of the Firm 3

Tim Hortons has come a long way because it is well managed.

© Ra dharc lmages/ Alamy Stock Photo

They have 126 stores in the Middle East and their coffee and donuts self-serve kiosks operate
in SPAR convenience stores and full-service restaurants in Ireland, U.K. On June 12, 2018, the
company opened a branch in the famous Mall of the Emirates.
In the years since the first shop in 1964, Tim Hortons has become one of Canada's big corporate
success stories. According to The Globe and Mail, it ranked 59th out of the 1,000 most profitable
companies in 2012, with annual sales of $3.12 billion and a stock market value of $7.4 billion. In
2017, its annual sales were at $24.35 billion and net assets at $11.64 billion. However, problems
associated with deteriorating relations with its franchisees may have been costly for the company.
In the annual report of Canada's most admired companies released by Leger and National Public
Relations in 2017, Tim Hortons slipped to No. 50 from No. 4 in the previous year.
In retrospect, this success was hardly a sure thing. Horton and Joyce's ideas were inspired,
but their implementation was complex and difficult. It took time and considerable effort to
build a customer base. Beyond the challenges posed by its product innovation, the firm had
to make good investments. In the beginning, such decisions were constrained. Contracts had
to be carefully vetted for their chances of working out. Given the company's scarce resources,
every new contract it undertook might have led to the demise of the entire firm if it had failed.
As the company grew, the investment decisions became more complex. When should it expand
outside Canada into other countries? How many unique menu items should it develop? Which
companies should it acquire as it expanded its range of products and services?
Here are just a few examples of investment decisions made by the firm in recent years:
• In 2001, the company formed a joint venture with a subsidiary of IAWS Group plc for the
construction of Maidstone Bakeries, in Brantford, Ontario, to manufacture donuts, Timbits,
and selected breads. That same year, the company acquired a Maidstone Coffee facility in
Rochester, New York, to roast coffee for about 42% of the company's coffee requirements.
Later, in November 2008, the company announced the construction of a coffee-roasting
plant in Hamilton, Ontario, at a cost of $30,000,000.
• In 2004, the company purchased 42 coffee and donut restaurants that formerly operated
under the Bess Eaton name in three U.S. states, namely Rhode Island, Connecticut, and
Massachusetts, for over $60 million.
Another random document with
no related content on Scribd:
 Les tramways, copiés sur les Américains, sont aussi de
fabrication allemande, et le parcours se paye par kilomètre à raison
de deux sous.
Quand le moment fut venu de prendre congé et de faire nos
adieux métalliques, nous eûmes quelque inquiétude.
— « Mira ! l’ama. Combien devons-nous ? Et ne salez pas trop la
note.
— Trois pesetas et demie chacun, dit-elle.
— Trois francs cinquante pour la chambre, c’est un peu cher.
Enfin, on ne vient pas tous les jours à Malaga, et l’on n’a pas
toujours d’aussi jolie chambrière. Et pour les repas ? »
Elle nous regarda toute surprise.
« Mais, s’exclama-t-elle, c’est trois francs cinquante pour le
tout. »
 XXXIX
A TRAVERS L’ANDALOUSIE

Notre intention première était de suivre la côte jusqu’à Gibraltar,

puis de remonter à Séville par Tarifa et Cadix ; mais devant nous
ravitailler à Séville, il nous restait juste assez pour prendre le train de
troisième classe en nous approvisionnant d’un chorizo pour notre
déjeuner. Nous voici donc dans ces abominables wagons espagnols,
qui courent à une vitesse de cheval poussif, avec une minuscule
portière pour permettre de jouir du paysage, point de ressemblance
commun avec les nôtres, comme s’il en coûtait beaucoup plus de
donner de l’air et de la lumière aux infortunés voyageurs.
Compagnie très mélangée : gendarmes ; toreros ; deux vieilles
religieuses conduisant aux noces du Christ une jeune novice dont un
mari plus substantiel ferait bien mieux l’affaire ; une famille
allemande allant je ne sais où, encombrée de paquets, de paniers,
de hardes et d’une marmaille pouilleuse et mal élevée.
Mais le supplice est de se trouver, après deux mois de marche et
de vie au grand air, enfermé dans ces boîtes, où l’on ne peut ni
bouger ni se détirer les membres, ni s’allonger, ni même respirer à
l’aise, asphyxié par les émanations de culottes et de jupes non
lavées, et autres malpropres dessous. Puis, rouler en chemin de fer
est un temps perdu pour le touriste qui se met en route non dans le
but de parcourir bêtement des kilomètres, mais pour voyager dans le
vrai sens du mot. Autant rester chez soi, au coin de son feu, et s’y
chauffer les gibecières en suivant sur la carte les récits des
voyageurs.
Nous traversions cependant un pays merveilleux et d’une grande
richesse. Partout des canaux d’irrigation, de délicieux chemins
bordés d’aloès et de nopals, des bouquets de citronniers, de
grenadiers et de figuiers sans nombre.
Et quelles pittoresques bourgades ! quels féeriques décors de
murailles arabes, de tours gothiques, de châteaux crénelés, de
couvents forteresses. Voici Cartama la Mauresque, assise au milieu
des oliviers et des vignes sur le flanc d’une montagne rocheuse que
couronne un manoir féodal ; Alora la charmante, émergeant des
palmiers, des grenadiers et des orangers de ses jardins en terrasse ;
Osuna, dans la plus fertile plaine de l’Andalousie, le vieux fief des
commandeurs de Calatrava, et Marchena aux ducs d’Arcos, et la
blanche Carmona qui dresse sur un mont ses tours romaines et son
alcazar. On déroule à chaque tour de roue les pages de l’histoire
toute palpitante des grands coups d’épée des légionnaires et des
Goths, des Arabes et des chevaliers.
Et les vallées couvertes d’orangers, les plaines aux grands
pâturages, les vignes célèbres du fief de Teba dont le vin égale celui
de Xérès ; le lac salé de Fuente de Piedra, et les tranchées au
travers des sierras, les viaducs, les ponts jetés à des hauteurs
effroyables sur les abîmes de l’Abdelagis.
Comme on aimerait s’arrêter dans tous ces coins aperçus en
courant et qu’on ne reverra jamais plus ; fouiller ces vieilles
bourgades si pauvres en confort et si riches en glorieux souvenirs,
déjeuner dans cette venta assise au bord de la rivière, partager le
dîner des gitanos là-bas, près de ce vieux monastère abandonné,
coucher dans ce hameau où les jolies filles viennent au passage
saluer de la main les voyageurs.
C’était notre vie depuis deux mois et nous regrettions de ne plus
pouvoir recommencer le long de cette délicieuse ligne à travers
l’Andalousie, au risque de retrouver la venta sans pain, les gitanos
voleurs, l’hôtelier inhospitalier, la servante revêche, et la fatigue et la
poussière et la chaleur. Mais c’est justement tout cela qui fait
l’agrément des voyages… quand on est de retour,

Le ciel ouvert, la vie errante

Et, surtout, la chose enivrante :
La liberté, la liberté.

« Quel plaisir peut avoir une excursion où l’on est toujours sûr
d’arriver, de trouver des chevaux prêts, un lit moelleux, un excellent
souper et toutes les aisances dont on peut jouir chez soi ? Ce qui
constitue le plaisir, c’est l’obstacle, la fatigue, le péril. »
C’est l’opinion de Gautier et je la partage. Il n’avait pourtant
traversé l’Espagne qu’en mule ou en diligence, mais la diligence
d’alors offrait de ces imprévus que ne donnent plus, à part
l’écrabouillement, les parcours en chemins de fer.
Enfin, dans l’horizon empourpré, nous distinguons une grande
tour rousse carrée, surmontée d’une lanterne à jour. C’est la Giralda.
Nous voici bientôt à Séville.
 XL
SÉVILLE

Séville, perle de l’Andalousie, patrie de don Juan, cité légendaire

des Inès, des Rosines, des Elvires, et de l’immortel barbier ; Séville
avec ses maisons peintes, ses balcons vitrés en saillie, surplombant
les uns sur les autres, ses rues étroites tendues de velum, ses
places plantées d’orangers et de palmiers, ses innombrables
carrefours, ses délicieux patios séparés de la chaussée par un
vestibule dallé de marbre et des grilles artistiquement forgées en
fleurs, en chiffres, en devises, ses soixante-dix couvents encore
debout, est une des rares grandes villes d’Espagne qui ait conservé
le cachet espagnol.
« Qui n’a pas vu Séville n’a pas vu de merveille, » dit le proverbe
andalou. Je dois avouer cependant qu’avant d’entrer à Séville,
j’avais vu d’autres merveilles qu’elle fut loin de me faire effacer. Je
pense que son animation et sa gaieté, qui contrastent avec la
tristesse et la somnolence des autres villes, ont contribué à sa
réputation.
Bruyante de jour, elle devient, la nuit, tintamarresque. Ce ne sont
que chants, airs de danse, coups de piston et peteneras. « Quien
canta su mal espanta. Celui qui chante effraye le malheur. » Et
chacun s’en donne à cœur joie.
 Le plus agaçant, c’est que l’abominable piano joue le rôle
principal dans cet orchestre endiablé, et se fait entendre à chaque
coin, jusqu’au fond des cafés qui ne ferment que fort avant dans la
nuit. Le piano a tué la guitare comme le chapeau la mantille. On
fabrique encore, il est vrai des guitares un peu partout, et l’on en
trouve des magasins fort bien assortis, mais ce sont les étrangers
qui s’en approvisionnent.
Lorsque le tintamarre commence à s’éteindre, que vous vous
préparez à fermer l’œil, accourent des légions de moustiques. Je
n’en ai été harcelé nulle part par de telles quantités, si ce n’est à
Monaco. Cette plaie volante et presque invisible vous dévore,
pénètre à travers les moustiquaires et perce les draps. Au cas où
vous êtes parvenu à vous préserver des piqûres de l’infernal insecte
et que vous commencez à sommeiller, voici les crieurs de nuit qui,
lanterne sur le ventre et pique à la main, vous réveillent de leur
lamentable : Ave Maria carissima, pour vous annoncer que le temps
est serein. Comme ils ont chacun leur quartier, ils repassent
plusieurs fois dans la même rue en chantant leur antienne, sans
doute pour faire preuve de zèle et de crainte qu’on ne les ait pas
entendus. Bientôt arrivent les ânes et les mulets des maraîchers
secouant d’énormes grelots, des clochettes qui sont des cloches,
puis les bousculades, les charges qui s’écroulent, les vociférations,
les interpellations, les disputes, et cela sans interruption jusqu’à cinq
heures du matin. Alors les boutiques s’ouvrent et la ville est debout,
car c’est de très grand matin ou très tard que se font les affaires.
La calle de las Sierpes est la rue la plus gaie, la plus
mouvementée, la plus pittoresque de Séville. C’est à la fois le Strand
de Londres, le bazar du Caire, la Puerta del Sol de Madrid, le
boulevard ; mais un boulevard de quelques pieds de largeur interdit
aux voitures, et aussi, volupté inestimable pour les Espagnols,
interdit au soleil. Des tenditos multicolores jetés d’une maison à
l’autre couvrent entièrement la longue et tortueuse artère et ne
contribuent pas peu à lui donner le plus curieux aspect.
Dans la calle de las Sierpes se trouvent les boutiques élégantes,
les théâtres, les cafés somptueux. J’eus le plaisir d’y voir l’industrie
et l’art français représentés autrement que par ces bibelots de
pacotille, d’un abominable clinquant et outrageusement bourgeois
connus sous le nom d’articles de Paris. La principale maison de
vues photographiques et tout ce qui concerne la partie est tenue par
un compatriote, un de ces Français que Dumas appelait
plaisamment des exilés de l’industrie et du commerce. Cet exilé,
d’ailleurs, se porte à merveille, et joint la belle humeur sévillanne à
l’entregent parisien.
Pour faire œuvre de patriotisme, nous lui achetâmes quelques
vues de Séville qu’en qualité de compatriote il nous compta au-
dessus du prix.
Chez le Barbedienne de l’endroit je reconnus de ravissantes
statuettes de Laure Martin-Coutan, tandis qu’aux vitrines de l’unique
libraire, au milieu des traductions des œuvres de Zola, s’étalait, dans
le texte original, ouvert sur une très croustillante eau-forte de Julian,
l’Ompdrailles de Léon Cladel.
Généralement, la librairie espagnole est pauvre. On lit peu tras
los montes et, comme le constate dans un livre récemment paru, un
écrivain espagnol, V. Almirall [15] , « la librairie de fonds est dans un
état rudimentaire. On ne publie guère que des éditions de luxe,
imprimées avec des clichés usés, qu’on relie fastueusement pour
l’ornement des bibliothèques, et que l’on se garde bien de feuilleter.
La lecture se borne à des romans frivoles ou à des insanités
pornographiques. » La pornographie écrite et imagée s’étale avec
une aimable liberté d’allure. Boîtes d’allumettes, papier à cigarettes,
petits cahiers illustrés sont offerts par des garçonnets et des fillettes,
en pleine rue, aux portes des théâtres, dans les cafés. Quelques-
unes de ces priapées sont dessinées très habilement et laissent bien
loin les légendaires jeux de cartes de Kehl qui font la joie des
collégiens. C’est là toute une belle branche de commerce qui est fort
prospère.
[15] L’Espagne telle qu’elle est. Albert Savine.
 On voit aussi plusieurs brasseries à l’instar des nôtres. Sous le
nom de cerveza, on y débite, affirme-t-on, la cervoise du cru.
Beaucoup s’imaginent bien à tort que la bière est peu connue en
Espagne. Elle y est d’un usage aussi ancien qu’en France. Dans son
très intéressant et instructif livre : la Bière française, Robert Charlie
cite à ce sujet l’historien de la guerre de Numance. « Polybe, qui
accompagna les Scipions dans leurs guerres d’Espagne, raconte
que le vin d’orge est la boisson générale du peuple, qu’il en a de
plusieurs espèces et de différentes qualités et que la meilleure est
servie aux rois d’Ibérie dans des coupes d’or. »
Ce ne fut pas à coup sûr de cette dernière que le garçon me
versa, car je la trouvai assez détestable. Si elle était vraiment
indigène, je l’ignore, mais j’en doute, car il n’est plus guère de
cerveza andalouse. Le phylloxera allemand s’est introduit aussi bien
dans les orges et les houblons espagnols que dans les vignes, et a
tué l’industrie des brasseurs.
La calle de las Sierpes conduit à la cathédrale, par la curieuse
place de San-Francisco, aussi pittoresque en son genre que celle de
l’Hôtel-de-Ville, de Bruxelles.
A l’extrémité d’une rue étroite, se dresse la fameuse Giralda, qui
domine la masse énorme de la cathédrale et de l’Alcazar. Elle
servait primitivement d’observatoire aux Arabes et, bien que vieille
de près de neuf siècles, ses murs de brique semblent élevés d’hier.
On sait que cette tour est surmontée d’une statue colossale en
bronze, la Foi portant le labarum, pesant environ 1500 kilogrammes,
qui tourne sur elle-même au moindre vent. De là le nom de Giralda
(girouette). La cathédrale est de quatre cents ans plus jeune.
Un jour, le chapitre de Séville n’ayant probablement rien à faire,
ce qui devait lui arriver assez souvent, décida l’édification d’une
cathédrale sur l’emplacement de l’ancienne mosquée :
« Bâtissons, dirent les chanoines, un monument qui fera croire à
la postérité que nous étions fous. »
On se mit à l’œuvre. Ce n’étaient pas les fonds qui manquaient.
L’opulent clergé pouvait se payer ce luxe… avec l’argent des fidèles.
Mais plusieurs générations de chanoines passèrent avant que les
travaux fussent achevés. Ils durèrent cent dix-huit ans, de 1401 à
1519, et devant cette œuvre merveilleuse, extraordinaire, inouïe, la
postérité est restée et restera frappée d’admiration et d’étonnement.
L’intérieur est partagé en cinq nefs. « Notre-Dame de Paris, a écrit
Théophile Gautier, se promènerait la tête haute dans la nef du milieu
qui est d’une élévation épouvantable. »
Il faut en rabattre un peu et même beaucoup, et ne pas craindre
de tailler dans les brillantes broderies et les fantastiques arabesques
des enthousiasmes du poète, pour ramener les choses à des
proportions plus exactes. Elle n’en reste pas moins la plus grande et
la plus belle basilique d’Espagne, mais sa beauté est surtout
intérieure, car malgré ses dimensions colossales, elle est loin d’offrir
l’aspect imposant et majestueux de Notre-Dame de Paris.
Pour donner une idée de la hauteur de la nef principale, il suffit
de dire que le cierge pascal pèse plus de 1000 kilogrammes.
L’éclairage coûtait annuellement 20 000 livres de cire et 20 000
livres d’huile. Je crois ce beau zèle d’illumination un peu refroidi.
La quantité de vin consommé pour le saint sacrifice allait de pair
avec ces dépenses. Dix-huit mille sept cent cinquante litres
s’engloutissaient chaque année dans les sacrées burettes. Il faut
dire aussi qu’il fait soif à Séville et que là comme ailleurs les
sacristains sont altérés. Cependant, quand on songe qu’il y a quatre-
vingts chapelles et autels à six messes en moyenne par jour, ce qui
fait 482 messes quotidiennes, on s’explique cet engloutissement.
La richesse y ruisselle inouïe, le luxe écrasant, l’art multiple et
merveilleux. Murillo, Campana, les Herreras, Valdès Leal, Vargas,
Francisco Zurbaran, Juan de las Roclas, Alonso Cano, tous les
maîtres y ont leurs meilleures toiles. Comme partout, le grotesque
grimace à côté du sublime. Des ex-voto ridicules, cœurs, béquilles,
membres et magots de cire sont appendus aux murs. Çà et là en
certains coins de chapelle, de longues tresses de cheveux noirs,
douloureux holocauste, rappellent la vitrine de quelque malpropre
perruquier. Des tuyaux d’orgue immenses, bizarres, sont placés
horizontalement, ainsi qu’une mitrailleuse géante braquée sur le
chœur.
J’ai trouvé en maints endroits l’image de deux très appétissantes
créatures qui émergent tout exprès d’un nuage pour soutenir
l’antique tour. Il ne faudrait pas en sourire devant un troupeau de
dévotes ; on risquerait fort de se faire écharper ; ces aimables
brunes ne sont rien moins que les patronnes de Séville, Justa et
Rosina, qui, filles d’un simple potier de Triana, ont été, grâce à je ne
sais quel concours de miraculeux événements, investies par le Père
Éternel de la garde spéciale de la Giralda.
On les aperçoit, pendant les grandes tempêtes, soutenant de
leurs petites mains la statue de la Foi, et, à l’heure actuelle, il ne
manque pas de bonnes femmes des faubourgs qui vous racontent
qu’elles ont vu, de leurs propres yeux vu les deux saintes arrêtant au
passage les boulets et les obus qu’en 1843 Espartero lança sur la
ville, et qui pouvaient endommager la tour.
 XLI
LES DEUX MARIA DE DON PEDRO

Je ne m’arrêterai pas davantage dans la cathédrale, le lecteur

peut en trouver de minutieuses descriptions dans tous les Guides.
Je ne ferai que citer en passant la maison de Pilate, que le premier
marquis de Tarifa construisit sur le modèle de celle du proconsul de
la Judée, en souvenir d’un voyage à Jérusalem ; la Casa de los
Taveras qu’habitait l’Étoile de Séville, la belle Estella, maîtresse du
roi Sancho le Brave ; le palais de San Telmo, résidence du duc de
Montpensier, sur le bord du Guadalquivir et ses délicieux jardins,
non loin de la Tour d’or où l’on versait, dit-on, le contenu des galions
chargés des dépouilles du Nouveau Monde.
Mais, avant de quitter la basilique, il faut voir la Capilla Real, où
repose dans la paix du Seigneur Maria de Padilla, l’adorée de Pierre
le Cruel, en compagnie de saint Ferdinand, qui prit Séville aux
Maures. Il est couché dans une brillante châsse, revêtu de son
harnais de guerre, vrai linceul d’un soldat. Au jour de sa fête, le 30
mai, on écarte en grande pompe le rideau qui le cache et l’on montre
à la foule béante la pâle figure du roi guerrier qui depuis six cents
ans semble encore dormir.
Une autre exhibition de ce genre macabre fort appréciée des
Espagnols est celle de doña Maria Coronel, aussi parfaitement
conservée au couvent de Santa-Inès. Je ne sais si le Saint-Père la
canonisa, mais elle le méritait bien, comme vous l’allez voir, car elle
préféra perdre son mari et sa beauté plutôt que sa vertu.
Le fougueux don Pedro la harcelait de ses désirs coupables ;
mais la vertu de la dame n’était pas d’une étoffe à recevoir le
moindre accroc. Elle résista de telle sorte que le monarque ne vit
d’autre moyen que d’imiter l’exemple du grand roi David qui fit
traîtreusement dépêcher son général Uri pour jouir à son aise des
charmes opulents de la délicieuse Bethsabée. Donc le cruel Pedro fit
condamner l’infortuné Coronel à mort, sous je ne sais quel fallacieux
prétexte — MM. les juges en ont toujours des douzaines en leur sac
— et promit à l’épouse la grâce de l’époux en échange d’une simple
nuitée.
La belle n’hésita pas. Ces saintes sont terribles. Elle préféra voir
son mari mort que cocu et lui laissa bravement couper la tête. On ne
dit pas si, en cette occurrence, le mari fut consulté.
Les esprits pervers et sarcastiques vont penser que c’était un
moyen pour se débarrasser d’un jaloux et commettre le péché
mignon avec la liberté de conscience d’une veuve.
Il n’en fut rien ; elle continua de résister à ce que les journalistes
d’outre-Manche appelleraient les immoraux assauts du roi, mes
compatriotes les derniers outrages, et les natures simples comme la
mienne, qui ne vont pas chercher midi à quatorze heures,
l’hommage le plus complet qu’on puisse rendre à la beauté. Pour y
échapper, elle se réfugia dans un des cinquante couvents de la ville.
Mais elle comptait sans l’ardeur royale.
Minuit sonnant, on frappe à la porte de sa cellule.
« Mon enfant, ouvrez, dit la mère abbesse accourue avec une
chandelle.
— Ma mère, répliqua la recluse flairant quelque nouvel assaut, je
suis dans mon lit. »
C’est bien ce que le roi espérait.
« C’est le roi, dit la mère.
 — Que Sa Majesté me pardonne, répondit doña Coronel, mais je
ne puis ouvrir. J’ai fait vœu au maître du ciel de ne plus me montrer
à un visage d’homme, et je ne le romprai pas pour un maître de la
terre.
— Je vous relève de votre serment, ma fille, » répliqua
promptement l’abbesse.
On entendit un craquement de couchette et quelque remue-
ménage dans la cellule, mais la porte ne s’ouvrait pas. Sa Majesté
s’impatientait.
« Ouvrez, doña Coronel ; je vous l’ordonne, fit-elle
impérieusement.
— Je m’habille, seigneur. »
C’était bien inutile, pensait don Pedro, et aussi la mère abbesse
toute suffoquée de honte et d’indignation qu’on fît attendre ainsi un
roi à la porte.
« Sire, dit-elle, pardonnez-moi, pardonnez-lui, elle ne sait ce
qu’elle fait. »
Un royal coup d’épaule digne de celui d’un portefaix met fin à tout
cet oiseux bavardage ; la cloison cède et voici le roi dans la cellule,

Ardant ses yeux sanglants sur cette jeune proie.

Il la saisit et va lui faire subir « les derniers outrages » sans égard

pour la mère abbesse qui tient toujours la chandelle.
Mais la superbe Andalouse arrache le flambeau des mains de la
matrone et en promène la flamme sur son visage qui, comme un
paquet d’étoupe, prend feu aussitôt. Pendant les pourparlers au trou
de la serrure elle se l’était oint de l’huile de sa lampe.
Si enflammé que l’on soit, on ne peut pas embrasser une
maîtresse qui flambe, aussi, quand il eut éteint le feu, le roi
absolument refroidi offrit avec ses excuses toutes sortes de
compensations.
 « Demandez ce que vous voudrez, lui dit-il, et votre volonté sera
faite.
— La maison des Coronel a été rasée, répondit-elle ; qu’à la
place qu’elle occupait s’élève un couvent où je finirai mes jours en
pleurant sur mes péchés et les vôtres. »
Don Pedro pensa peut-être qu’elle eût mieux fait de demander
autre chose, car de couvents, ça faisait le cinquante et unième, mais
ce n’était pas le moment de discuter des goûts d’une sainte qui
venait de se brûler le visage par vertu.
Le couvent fut bâti, la nouvelle Lucrèce nommée abbesse, et
depuis cinq siècles le visage ravagé de la fondatrice est exposé tous
les ans, afin, je le suppose, d’en ôter l’envie à celles qui voudraient
l’imiter.
Puisque nous parlons de ce terrible paillard don Pedro, entrons à
l’Alcazar, seulement pour contempler les Bains des Sultanes
devenus ceux d’une autre sainte, mais, celle-ci, du calendrier de
Vénus, la belle Maria de Padilla.
Il nous faut traverser le patio de las Donzellas appelé ainsi parce
que les rois maures y recevaient annuellement un tribut de cent
pucelles. Heureux rois maures ! Je paye à leur mémoire mon tribut
d’admiration. Les bains sont tout près. Je suppose qu’on y
conduisait d’abord les cent donzelles qui devaient en sentir le besoin
après un voyage sous ce ciel caniculaire et des moyens de
locomotion primitifs.
Descendons avec le délicieux essaim ; car il faut descendre au
sous-sol par un escalier de marbre. Sous des voûtes un peu trop
obscures se trouvent les bassins.

La lumière pâle et diffuse

Baigne d’un charme tous les corps.

J’avoue qu’à la place des sultanes, des cent donzellas et de

Maria de Padilla, j’eusse préféré une bonne coupe en plein air, à
cette pénombre discrète, car ces caves manquent de gaîté.
 Il est vrai que quand la favorite s’ébattait dans les bassins de
marbre, le roi, de crainte qu’elle ne s’ennuyât, venait avec ses
courtisans lui tenir compagnie. Ces vieux usages avaient du bon et
je comprends ainsi la visite aux dames. Une reine de l’extrême Sud
s’offre de la même façon chaque année à la respectueuse
considération des hauts dignitaires de la cour.
Je pense cependant que la divine Maria avait d’autres voiles que
l’onde parfumée. L’exquise galanterie consistait à boire de l’eau qui
caressait de si doux charmes, et cela va sans dire, de la trouver plus
délicieuse que tous les crus de l’Andalousie.
Un gentilhomme français admis à l’insigne honneur de cette
séance intime, moins courtisan ou de plus faible estomac que les
autres, s’abstint de toucher au philtre.
« Par la Madone, s’exclama ironiquement le roi en fronçant son
terrible sourcil, vous me paraissez bien dégoûté, monseigneur ! »
Mais l’autre s’en tira par cette réplique :
« Je n’ose, en effet, sire, tremper mes lèvres dans cette coupe de
liqueur enchantée.
— Et pourquoi ?
— C’est qu’après avoir goûté à la sauce, je craindrais de ne
pouvoir résister au désir de goûter à la perdrix ! »
Quant aux jardins de l’Alcazar, ils ont subi bien des
transformations et les rois maures ne reconnaîtraient plus leurs
délices avec ces ifs bizarrement taillés, ces fontaines en rocailles,
ces conques, ces amours bouffis et tout le rococo Louis XV apporté
par Charles III.
Certaines allées sont pavées de briques percées de trous
invisibles. On touche le ressort d’un ingénieux mécanisme et ces
trous deviennent autant de petits jets d’eau qui attaquent en tous
sens les promeneurs.
C’était le grand amusement de don Pedro le Cruel, qui, entre
deux têtes coupées, ne dédaignait pas la gaudriole.
 A cause de cela, qu’il lui soit beaucoup pardonné. « Mon Dieu !
délivrez-nous des vertueux, des purs moroses et tristes ! » Une
petite prière que je fais en passant.
Au moment où les demoiselles d’honneur de la cour se
promenaient en toute confiance, sans songer à mal, devisant
simplement sur les qualités respectives de leurs amants et celles
d’une toilette nouvelle — sujet de conversation des demoiselles
d’alors qui n’a guère varié depuis — le roi faisait jaillir les jets.
Les robes, qui se portaient larges, empesées et en cloche, et
l’absence de pantalon, rendaient le jeu des plus piquants. Et les
petits cris des victimes surprises, les gestes insolites et les fuites
précipitées désopilaient Sa Majesté.
 XLII
LES CIGARIÈRES

Il ne faut pas quitter Séville sans rendre visite aux cigareras dont
les doigts effilés et agiles fournissent de puros et de papelitos tous
les fumeurs espagnols. Ne fumant pas, je laisse à de meilleurs juges
le soin de discuter le mérite des cigares sévillans pour ne m’occuper
que de celui des cigarières.
Elles sont plusieurs milliers — la surveillante qui nous ciceronait
donna le chiffre un peu exagéré, je crois, de sept mille deux cents —
entassées, c’est le mot juste, dans une succession de longues
galeries communiquant les unes aux autres par des rangées
d’arcades.
Matrones, jeunes femmes, fillettes, tout pêle-mêle dans une
promiscuité qui doit être fort dangereuse pour la tendre innocence.
Mais d’innocentes, je ne pense pas qu’il s’en trouve beaucoup.
Le comité des rosières trouverait difficilement le placement de ses
couronnes, et l’angélique Société pour la propagation de la pureté,
de Londres, y perdrait ses sermons et ses tracts. Il n’est pas besoin,
d’ailleurs, pour rouler des cigares, d’un certificat de vertu.
Aussi, beaucoup et de très jeunes, mariées sans doute en
expectative, se trouvaient dans cet état pénible à l’œil, que par
galanterie pour les dames nous appelons intéressant. Un plus grand
nombre allaitaient ou berçaient un poupon, tandis qu’un autre
marmot se traînait autour de leurs jupes. L’administration, humaine
et sage, tolère que ces jeunes mères gardent près d’elles l’enfant
qu’elles nourrissent. Payées à la tâche, elles peuvent travailler à leur
fantaisie sans léser en rien les intérêts de la fabrique. Je n’en ai vu
aucune fumer, mais j’en ai vu beaucoup dormir sans que les
surveillantes songeassent à troubler leur méridienne.
Malgré cette agglomération de femmes, de nourrices, de
marmaille, de filles aux dessous négligés, l’odeur est supportable,
car celle du tabac domine et couvre toutes les émanations
suspectes.
Pas de bruit. Interpellations et conversations à haute voix
défendues ; mais un petit bavardage, continu, incessant, emplit les
salles comme un bourdonnement d’abeilles.
Il faisait très chaud et presque toutes s’étaient mises à l’aise,
fichus rejetés, corsages ouverts. Quelques-unes même,
débarrassées de jupes trop lourdes, ne gardaient que
l’indispensable. Aussi, dès notre entrée dans chaque galerie,
jouissions-nous de la vue d’une collection des plus variées en
couleur et en forme de gorges andalouses, du blanc laiteux au rouge
brique, de la grenade au potiron.
Spectacle agréable et inattendu, mais de courte durée, car au fur
et à mesure que notre présence était signalée tout rentrait dans le
corsage ou disparaissait sous un châle hâtivement saisi, avec
accompagnement de petites mines effarouchées fort plaisantes à
voir, mais seulement pour la forme, comme nous dit un torero avec
qui nous avions fait connaissance et qui nous accompagnait, et
parce qu’il fallait, devant les contremaîtresses, garder les
convenances.
Ces cigareras, dont la plupart sont fort jolies, font les délices de
la garnison. C’est un sérail toujours ouvert aux heureux soldats
casernés à Séville, très prisés, comme le sont partout les soldats,
des filles du peuple.
Mais aux toreros la fleur de la corbeille ! Nous le vîmes bien à
l’engouement qu’excitait notre ami. Tous les cœurs pour lui, tous les
regards, tous les sourires. Son nom courait de bouche en bouche :
« Manuel Erreria ! Le matador ! Manuel Erreria ! »
Nous en étions jaloux. Lui, souriant, jouissait modestement de
son triomphe, sans morgue comme sans griserie, en homme habitué
aux ovations des cœurs. D’ailleurs, il avait son enamorada qu’il
énamourait lui-même et cela lui suffisait. Heureux garçon ! Il était
encore à l’âge où l’on croit à la constance !
Mais il ne faudrait pas se faire illusion et s’imaginer qu’en la ville
natale de don Juan on peut impunément suivre les traces du cynique
scélérat. S’il est facile de jeter son mouchoir dans ce harem agité, de
ramasser une Elvire dans le tas des jeunes amoureuses, il serait
dangereux, le choix fait, de donner une rivale à l’odalisque. Les
petites cigarières de Séville prennent l’amour au grand sérieux et ne
badinent pas avec lui. Gare à la vengeance ! Si elles ne vitriolent pas
le traître, comme quelques-unes de nos gourgandines, elles lui font
deux bonnes entailles sur la face pour en dégoûter les autres ; deux
entailles en croix à l’aide d’un navaja bien aiguisé, l’une au nom du
Christ et la plus profonde en celui de la Vierge Marie.
Le bourreau des cœurs ainsi stigmatisé ne peut plus que
difficilement continuer la série de ses conquêtes ; du moins s’il le
tente, ses victimes sont averties. Elles savent du premier coup d’œil
qu’elles ont affaire à un lâcheur.
Ces demoiselles, on le voit, ne sont pas toujours commodes. Il y
a deux ou trois ans, elles s’insurgèrent, je ne sais à quel propos, se
saisirent d’un surveillant détesté qui leur faisait la morale, lui mirent
culotte bas et le fessèrent de la belle façon. De mémoire de jésuite
on n’avait vu cinglade pareille. Les vieilles maîtresses d’école
d’Albion, expertes et cuirassées en la matière, en eussent elles-
mêmes frémi. Plus de cinquante enragées s’acharnèrent sur ce
malheureux derrière, que l’on dut arracher tout sanglant des mains
des ménades. Il fallut la troupe et deux jours de siège pour venir à
bout des petites furies.
La sainte Vierge est la patronne de cette armée de jupes, où
cependant, passé douze ans, il n’est plus guère de virginités. Dans
chaque salle et au milieu des vastes corridors de la manufacture,
elle est placée en belle niche, entourée de fleurs pieusement
renouvelées chaque jour.
Outre une lampe perpétuelle, les petites cigarières lui brûlent des
cierges et lui adressent d’étranges prières. Celles pourvues d’un
amant la supplient de le rendre éternellement fidèle, les novices de
leur en procurer un aimable et bien amoureux ; je ne parle pas des
plus ferventes qui ne cessent de répéter :
O Marie, conçue sans péché, fais-moi pécher sans concevoir.