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L.chapter 4. The Financial Statements Analyis-Sv
L.chapter 4. The Financial Statements Analyis-Sv
L.chapter 4. The Financial Statements Analyis-Sv
CORPORATE FINANCE
DEPARMENT
1
Learning objectives
In finance:
5.1.1. Overview of Working capital management
TRADE-OFF
5.2 Cash Management
The term cash includes currency, checks and balance in bank accounts.
Motives of holding cash
• Transactional motive:
• Precautionary motive:
• Speculative motive:
Cash Disbursements
• Slowing down payments can increase disbursement float – but it may not
be ethical or optimal to do this
• Controlling disbursements
Zero-balance account
Controlled disbursement account
19-14
5.2 Cash management
Investing Cash
19-15
5.2 Cash management
Investment Timing
5.2 Cash management
Characteristics of
Short-Term Securities
• Maturity – firms often limit the maturity of short-term
investments to 90 days to avoid loss of principal due to
changing interest rates
• Default risk – avoid investing in marketable securities
with significant default risk
• Marketability – ease of converting to cash
• Taxability – consider different tax characteristics when
making a decision
5.2 Cash Management
Opportunity
Costs
The investment income
foregone when holding cash.
Trading costs
C* Size of cash balance 19A-20
5.2.2 Baumol Model
The Baumol Model
F = The fixed cost of selling securities to raise cash
T = The total amount of new cash needed
r = The opportunity cost of holding cash, i.e., the
interest rate on marketable securities
C
If we need $T in total
over the planning
–C2 period, we will pay $F –
T
times. C
C T
Total cost r F
2 C
C
Opportunity r
Costs 2
T
Trading costs F
C
C* Size of cash balance
2T
C* F 19A-23
R
5.2.2 Baumol Model
C T
r F
2 C
Multiply both sides by C
C 2 TF
r T F C 2
2
2 2TF r
C
*
r 19A-24
5.2.2 Baumol model
Limitations of the Model
The model assumes constant rate of use of cash which is a
hypothetical assumption and is not possible in practice by a firm.
Cash payments are seldom predictable. The model assumes
fixed nature of cash withdrawal which is also not realistic.
Transaction cost is also difficult to measure in advance since it
depends on the type of investment as well as the maturity period.
This model is concerned only with transaction balances and not
with precautionary balances.
5.2.3 Miller – Orr Model
19A-27
Time
5.2.3 Miller – Orr Model
The Miller-Orr Model: Math
• Given L(lower limit), which is set by the firm, the Miller-
Orr model solves for z (return point) and U (Upper limit)
3 Fσ 2 U 3 z 2 L Spread L
*
z3 L
4i 3 xFx 2
Spread 33
4i
where s2 is the variance of net daily cash flows.
F: transaction costs
i= daily % interest rate on investments i.e. carrying cost per
VND of cash
19A-28
5.2.3 Miller – Orr Model
19A-29
5.2.3 Miller – Orr Model
19A-30
5.2.3 Miller – Orr Model
19A-31
5.3. Receivable Management
Promissory
note (IOU)
Bank
Cheques
draft
The type of
credit
instruments Bill of
…
exchange
… …
5.3. Receivable Management
5.3.3 Credit instruments
Credit instrument refers to documents that evidence a debt.
• A cheque is the most common instrument of credit and almost
works like money. It is a written order on a printed form by a
depositor (drawer) to his bank to pay a sum of” money to himself or
to somebody else, whose name is entered on it, or to the bearer, i.e.,
the man who holds it (i.e., drawee).
• Promissory note (IOU) is used when the order is large and when
the firm anticipates a problem in collections (signed by the customers
after goods are delivered)
• Bank draft is a cheque drawn by a bank on its own branch or on
another bank requiring the latter to pay a specified amount to the
person named in it or to the order thereof.
5.3. Receivable Management
5.3.4 Credit policy’s effects
The inventory
costs
Inventory
level
Q Constant
Demand
Time
5.5. Inventory Management
Ordering
costs
EOQ
Order size Q
Economic order quantity
The EOQ model allows to calculate an economic order - is
the optimum size of order at a minimum total cost combined
of the carrying costs and ordering costs.
5.5. Inventory Management
= (D/Q) x F
EOQ = Q* =
Example
X Ltd has estimated that it will require 10,000 units of components
for use in its manufacturing next year. It is estimated that the ordering
costs per unit are VND 250,000 and carrying costs are VND 20,000
per components. What would be the X’s economic order quantity?
5.5. Inventory Management
• The EOQ model with its assumptions does not take the risk of late
delivery (or order quantity is not delivered on time) into account.
Therefore, inventory management need to concern about the lead
time. The lead time is the time it takes from ordering to receiving an
order.
• To ensure that a firm has enough inventories to operate in the time
it is waiting for new order arrives, it need to adjust for the lead time,
deciding when it need to reorder or calculating reorder point – a safe
inventory level at which a new order should be placed to avoid
running out of stocks.
5.5. Inventory Management
Example
From example above, considering that company X in has to
wait one week from ordering to receiving stock. Assuming that
the demand is constant at 10,000 units per year, so the demand
per week is predicted as 10,000/52 = 192 units per week.
5.5. Inventory Management
Q =192 units
Time
1. Receivable turnover
2. Days of Receivables
360
Days of receivables
AR turnover
5.6. Measures to evaluate working capital
management
3. Inventory turnover
COGS
Inventory turnover =
Average Inventory
4. Days of Inventory
360
Days of Inventory
Inventory turnover
5.6. Measures to evaluate working capital
management
Total purchases
AP turnover =
Ending AP balance
6. Days of Payables
360
Days of AP
AP turnover
5.6. Measures to evaluate working capital
management
Total sales
WC turnover =
Average of Current Assets
360
Days of WC
WC turnover
5.6. Measures to evaluate working capital
management
1. Direct method
2. Indirect method
Working capital requirements = estimated
revenues x working capital turnover
Indirect method
The Percentage of Sales Approach
Example of constructing pro-forma income statement and
balance sheet:
For XYZ Corporation, Table 5.7.1 and Table 5.7.2 present the
most recent statements of the year N. Using the percentage of sale
approach to construct the pro-forma income statement and balance
sheet for the next coming year with the assumption that there is a 10%
increase in sales for the year N+1.
5.7.1. The Percentage of Sales Approach
Sales 1,000
Operating Costs (700)
EBIT 300
Interest payments on debt (at 10%) (50)
EBT 250
Income tax expense (at 20%) (50)
Net profit after tax 200
Dividends (Pay out ratio is 60%) (120) Unchanged dividend pay out ratio => (134.4)
Table 5.7.4. Forecast items on the Balance Sheet for the year N+1 (VND in billions)
Year % of Year Year % of Year
N Sales N+1 N Sales N+1
Sales 1,000 1,100
Current Assets Current Liabilities
Cash 50 5% 55 Accounts Payable 100 10% 110
Account Receivable 300 30% 330 Short-term debt 100 100
Inventories 450 45% 495 Total Current Liabilities 200 210
Total Current Assets 800 880 Long-term debt 400 400
Total Debt 600 610
Fixed Assets Owner’s Equity
Net plan and 700 70% 770 500 500
Common Stocks
equipment
Accumulated Retained 400 489.6
Earning
Total Equity 900 989.6
Total Asset 1,500 1,650 Total Liabilities and Equity 1,500 1,599.6
5.7.1. The Percentage of Sales Approach
Product is
converted into
cash, which is
transformed into
more product,
creating the cash
conversion cycle.
5.7.2. Operating Cycle method
Relaxed strategy:
Aggressive strategy:
Moderate strategy:
• Within the three above approaches, no policy is the best for a firm because there
are no absolute benchmarks. These are primarily used in analyzing ways that a
company approaches operational problems of working capital management.
5.8. Financing strategies for current assets
$ Short-term finance
FCA
PCA
Long-term finance
NCA
Time
5.8. Financing strategies for current assets
$
Short-term finance
FCA
PCA
Long-term finance
NCA
Time
5.8. Financing strategies for current assets
$ Short-term finance
FCA
PCA
Long-term finance
NCA
Time
5.9 Fixed assets and depreciation
Activity method
M2 15.000 15.000x187,5=2.812.500
M3 18.000 18.000x187,5=3.375.000
M4 16.000 16.000x187,5=3.000.000
M5 15.000 15.000x187,5=2.812.500
M6 14.000 14.000x187,5=2.625.000
5.9.3 Measures to evaluate the firm’s fixed
assets management
5. Intangibility index
Summary