Lect512cs (1)


Published on

  • Be the first to comment

  • Be the first to like this

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • Remind the students that if we increase the amount of debt in a restructuring, we are decreasing the amount of outstanding shares.
  • Remind students that the WACC is the appropriate discount rate for the risk of the firm’s assets. We can find the value of the firm by discounting the firm’s expected future cash flows at the discount rate – the process is the same as finding the value of anything else. Since value and discount rate move in opposite directions, firm value will be maximized when WACC is minimized.
  • The main point with case I is that it doesn’t matter how we divide our cash flows between our stockholders and bondholders, the cash flow of the firm doesn’t change. Since the cash flows don’t change; and we haven’t changed the risk of existing cash flows, the value of the firm won’t change.
  • Point out that the government effectively pays part of our interest expense for us; it is subsidizing a portion of the interest payment.
  • R U is the cost of capital for an unlevered firm = R A for an unlevered firm V U is jus the PV of the expected future cash flow from assets for an unlevered firm.
  • See Table 13.5 in the book for more detail
  • Lect512cs (1)

    1. 1. CHAPTER 13Capital Structure and Leverage  Business vs. financial risk  Optimal capital structure  Operating leverage  Capital structure theory 13-1
    2. 2. Key Concepts and Skills Understand the effect of financial leverage on cash flows and cost of equity Understand the impact of taxes and bankruptcy on capital structure choice 13-2
    3. 3. Part IBusiness Risk, Operating LeverageFinancial Risk, Financial Leverage 13-3
    4. 4. What is business risk? Uncertainty about future operating income (EBIT), i.e., how well can we predict operating income? Probability Low risk High risk 0 E(EBIT) EBIT Note that business risk does not include effect of financial leverage. 13-4
    5. 5. What determines business risk? Uncertainty about demand (sales). Uncertainty about output prices. Uncertainty about costs. Product, other types of liability. Competition. Operating leverage. 13-5
    6. 6. What is operating leverage, and howdoes it affect a firm’s business risk? OL is defined as (%change in EBIT)/ (%change in sales). Operating leverage is high if the production requires higher fixed costs and low variable costs. High fixed cost can leverage small increase in sales into high increase in EBIT. 13-6
    7. 7. Effect of operating leverage More operating leverage leads to more business risk, for then a small sales decline causes a big profit decline. $ Rev. $ Rev. TC } Profit TC FC FC QBE Sales QBE Sales 13-7
    8. 8. Using operating leverage Low operating leverageProbability High operating leverage EBITL EBITH Typical situation: Can use operating leverage to get higher E(EBIT), but risk also increases. 13-8
    9. 9. What is financial leverage?Financial risk? Financial leverage is defined as (%change in NI) / (% change in EBIT) High usage of debt can leverage small increase in EBIT into big increase in net income. Financial leverage is high with high level of debt. 13-9
    10. 10. What is Financial risk? Financial risk is the additional risk concentrated on common stockholders as a result of financial leverage.  More debt, more financial leverage, more financial risk.  More debt will concentrate business risk on stockholders because debt holders do not bear business risk (in case of no bankruptcy). 13-10
    11. 11. A summaryOperating Financial Business FinancialLeverage Leverage Risk Risk%change in EBIT/ %change in NI/ Variability in Additional%change in sales %change in EBIT the firm’s variability in net expected EBIT. income available to common shareholders.Increase with higher Increase with higher Increase with Increase with highfixed cost debt high OL. FL.If a firm already has high business risk, you may want to use less debt to get lessfinancial risk. If a firm has less business risk, you may afford high financial risk. 13-11
    12. 12. An example:Illustrating effects of financial leverage Two firms with the same operating leverage, business risk, and probability distribution of EBIT. Only differ with respect to their use of debt (capital structure). Firm U Firm L No debt $10,000 of 12% debt $20,000 in assets $20,000 in assets 40% tax rate 40% tax rate 13-12
    13. 13. Firm U: Unleveraged Economy Bad Avg. GoodProb. 0.25 0.50 0.25EBIT $2,000 $3,000 $4,000Interest 0 0 0EBT $2,000 $3,000 $4,000Taxes (40%) 800 1,200 1,600NI $1,200 $1,800 $2,400 13-13
    14. 14. Firm L: Leveraged Economy Bad Avg. GoodProb.* 0.25 0.50 0.25EBIT* $2,000 $3,000 $4,000Interest 1,200 1,200 1,200EBT $ 800 $1,800 $2,800Taxes (40%) 320 720 1,120NI $ 480 $1,080 $1,680*Same as for Firm U. 13-14
    15. 15. Ratio comparison betweenleveraged and unleveraged firmsFIRM U Bad Avg GoodBEP 10.0% 15.0% 20.0%ROE 6.0% 9.0% 12.0%BEP=EBIT/assets (basic earning power)FIRM L Bad Avg GoodBEP 10.0% 15.0% 20.0%ROE 4.8% 10.8% 16.8% 13-15
    16. 16. Risk and return for leveragedand unleveraged firmsExpected Values: Firm U Firm L E(BEP) 15.0% = 15.0% E(ROE) 9.0%< 10.8%Risk Measures: Firm U Firm L σROE 2.12% < 4.24% 13-16
    17. 17. The Effect of Leverage on profitability How does leverage affect the EPS and ROE of a firm? When we increase the amount of debt financing, we increase the fixed interest expense If we have a good year (BEP > kd), then we pay our fixed interest cost and we have more left over for our stockholders If we have a bad year (BEP < kd), we still have to pay our fixed interest costs and we have less left over for our stockholders Leverage amplifies the variation in both EPS and ROE 13-17
    18. 18. Conclusions Basic earning power (BEP) is unaffected by financial leverage. Firm L has higher expected ROE. Firm L has much wider ROE (and EPS) swings because of fixed interest charges. Its higher expected return is accompanied by higher risk. 13-18
    19. 19. Quick Quiz Explain the effect of leverage on expected ROE and risk 13-19
    20. 20.  The degree of operating leverage is defined as: a. % change in EBIT_____ % change in Variable Cost b. % change in EBIT % change in Sales c. % change in Sales % change in EBIT d. % change in EBIT_______________ % change in contribution margin 13-20
    21. 21.  Leverage will generally __________ shareholders expected return and _________ their risk. a. increase; decrease b. decrease; increase c. increase; increase d. increase; do nothing to 13-21
    22. 22. If a 10 percent increase in sales causes EBIT toincrease from $1mm to $1.50 mm, what is its degree of operating leverage? a. 3.6 b. 4.2 c. 4.7 d. 5.0 e. 5.5 13-22
    23. 23. Part IICapital Structure 13-23
    24. 24. Capital Restructuring We are going to look at how changes in capital structure affect the value of the firm, all else equal Capital restructuring involves changing the amount of leverage a firm has without changing the firm’s assets Increase leverage by issuing debt and repurchasing outstanding shares Decrease leverage by issuing new shares and retiring outstanding debt 13-24
    25. 25. Choosing a Capital Structure What is the primary goal of financial managers?  Maximize stockholder wealth We want to choose the capital structure that will maximize stockholder wealth We can maximize stockholder wealth by maximizing firm value (or equivalently minimizing WACC). 13-25
    26. 26. Optimal Capital Structure Objective: Choose capital structure (mix of debt v. common equity) at which stock price is maximized. Trades off higher ROE and EPS against higher risk. The tax-related benefits of leverage are offset by the debt’s risk-related costs. 13-26
    27. 27. What effect does increasing debt haveon the cost of equity for the firm? If the level of debt increases, the riskiness of the firm increases. The cost of debt will increase because bond rating will deteriorates with higher debt level. Moreover, the riskiness of the firm’s equity also increases, resulting in a higher ks. 13-27
    28. 28. The Hamada Equation Not Required 13-28
    29. 29. Finding Optimal Capital Structure The firm’s optimal capital structure can be determined two ways:  Minimizes WACC.  Maximizes stock price. Both methods yield the same results. 13-29
    30. 30. Table for calculating WACC and determining the minimum WACC Amount D/Aborrowed ratio ks kd (1 – T) WACC $ 0 0.00% 12.00% 0.00% 12.00% 250K 12.50 12.51 4.80 11.55 500K 25.00 13.20 5.40 11.25 750K 37.50 14.16 6.90 11.44 1,000K 50.00 15.60 8.40 12.00 13-30
    31. 31. Table for determining the stockprice maximizing capital structure Amount Borrowed EPS ks P0$ 0 $3.00 12.00% $25.00 250K 3.26 12.51 26.03 500K 3.55 13.20 26.89 750K 3.77 14.16 26.591,000K 3.90 15.60 25.00 13-31
    32. 32. What is this firm’s optimal capitalstructure? Stock price P0 is maximized ($26.89) at D/A = 25%, so optimal D/A = 25%. EPS is maximized at 50%(EPS= $3.90), but primary interest is stock price, not E(EPS). We could push up E(EPS) by using more debt, but the higher risk more than offsets the benefit of higher E(EPS). 13-32
    33. 33. Capital Structure Theory UnderFive Special Cases Case I – Assumptions  No corporate or personal taxes  No bankruptcy costs Case II – Assumptions  Corporate taxes, but no personal taxes  No bankruptcy costs Case III – Assumptions  Bankruptcy costs  Corporate taxes, but no personal taxes Case IV – Assumptions  Managers have private information Case V – Assumptions  13-33 Managers tend to waste firm money and not work hard.
    34. 34. Case I: Ignoring taxes and Bankruptcy Cost  The value of the firm is NOT affected by changes in the capital structure  The cash flows of the firm do not change, therefore value doesn’t change  The WACC of the firm is NOT affected by capital structure  In this case, capital structure does not matter. 13-34
    35. 35. Figure 13.3 13-35
    36. 36. Case II consider taxes but ignore bankruptcy cost Interest expense is tax deductible Therefore, when a firm adds debt, it reduces taxes, all else equal The reduction in taxes increases the firm value. Other things equal, the less tax paid to the IRS, the better off the firm. 13-36
    37. 37. Case II consider taxes but ignore bankruptcy cost The value of the firm increases by the present value of the annual interest tax shield Value of a levered firm = value of an unlevered firm + PV of interest tax shield (VL = VU + DTC) The WACC decreases as D/E increases because of the government subsidy on interest payments 13-37
    38. 38. 13-38
    39. 39. Illustration of Case II 13-39
    40. 40. Case III consider both taxes and bankruptcy cost Now we add bankruptcy costs As the D/E ratio increases, the probability of bankruptcy increases. This increased probability will increase the expected bankruptcy costs 13-40
    41. 41. Bankruptcy Costs (financial distress cost)  Direct bankruptcy costs  Legal and administrative costs  Creditors will stop lending money to the firm.  Indirect bankruptcy costs  Larger than direct costs, but more difficult to measure and estimate  Also have lost sales, interrupted operations and loss of valuable employees 13-41
    42. 42. Case III At some point, the additional value of the interest tax shield will be offset by the expected bankruptcy cost After this point, the value of the firm will start to decrease and the WACC will start to increase as more debt is added 13-42
    43. 43. 13-43
    44. 44. Case III (also called Modigliani-Miller static Theory) The graph shows MM’s tax benefit vs. bankruptcy cost theory. With more debt, initially firm will benefit from tax reduction. With high debt, the threat of financial distress becomes severe. As financial conditions weaken, expected costs of financial distress can be large enough to outweigh the tax shield of debt financing. Optimal debt level is some trade-off point. 13-44
    45. 45. Conclusions Case I – no taxes or bankruptcy costs  No optimal capital structure. Debt level does not matter. Case II – corporate taxes but no bankruptcy costs  Optimal capital structure is 100% debt  More debt—more tax shield—higher firm value. Case III – corporate taxes and bankruptcy costs  Optimal capital structure is part debt and part equity  Occurs where the marginal tax benefit from debt is just offset by the increase in bankruptcy costs 13-45
    46. 46. 3 cases 13-46
    47. 47. Case IV--Incorporating signaling effects When managers know private information about the firm’s future than the market, there is a signaling effect. Signaling theory suggests when firms issue new stocks, stock price will fall. Why? 13-47
    48. 48. What are “signaling” effects incapital structure? Assume managers have better information about a firm’s long-run prospect than outside investors. They will issue stock if they think stock is overvalued; they will issue debt if they think stock is undervalued. But outside investors are not stupid. They view a common stock offering as a negative signal--managers think stock is overvalued. 13-48
    49. 49. Case IV--Incorporating signaling effects Conclusion: firms should maintain a lower debt level so that in case the firm needs to raise money in the future, it can issue debt rather than sell new stocks. 13-49
    50. 50. Case V—High debt constrains managers’bad behavior When would you more likely to go to a lavish restaurant?1. After receiving a good salary.2. After receiving a lot of credit card bills. 13-50
    51. 51. Case V—High debt constrains managers’bad behavior Managers tend to spend a lot of cash on lavish offices, corporate jets, etc. With more debt, the need to pay interest and the threat of bankruptcy remind managers to waste less and work harder. The fact that managers are not born to work whole heartedly for stockholders suggests using more debt. 13-51
    52. 52. Observed Capital Structure In Reality Capital structure does differ by industries. Even for firms in same industry, capital structures may vary widely.  Lowest levels of debt  Drugs with 2.75% debt  Computers with 6.91% debt  Highest levels of debt  Steel with 55.84% debt  Department stores with 50.53% debt 13-52
    53. 53. Conclusions on Capital Structure Need to recognize inputs (such as bankruptcy cost) are “guesstimates.” As a result of imprecise estimates, capital structure decisions have a large judgmental content. It may also mean you might feel the knowledge is not very “systematic” in this chapter. The textbook says that “if you feel our discussion of capital structure theory imprecise and somewhat confusing, you are not alone.”  . 13-53
    54. 54. How would these factors affectthe target capital structure?1. High sales volatility? decrease2. High operating leverage? decrease3. Increase in the corporate tax rate? increase4. Increase in bankruptcy costs? decrease5. Management spending lots of money on lavish perks? increase 13-54
    55. 55. The tax savings of the firm derived fromthe deductibility of interest expense iscalled the: a. Interest tax shield. b. Depreciable basis. c. Financing umbrella. d. Current yield. e. Tax-loss carryforward savings. 13-55
    56. 56. A firms optimal capitalstructure occurs where? a. EPS are maximized, and WACC is minimized. b. Stock price is maximized, and EPS are maximized. c. Stock price is maximized, and WACC is maximized. d. WACC is minimized, and stock price is maximized. e. All of the above. 13-56
    57. 57. The unlevered cost of capital is a. the cost of capital for a firm with no equity in its capital structure b. the cost of capital for a firm with no debt in its capital structure c. the interest tax shield times pretax net income d. the cost of preferred stock for a firm with equal parts debt and common stock in its capital structure e. equal to the profit margin for a firm with some debt in its capital structure 13-57
    58. 58. The explicit costs associated with corporatedefault, such as legal expenses, are the____ of the firm  a. flotation costs  b. default beta coefficients  c. direct bankruptcy costs  d. indirect bankruptcy costs  e. default risk premia 13-58
    59. 59. The implicit costs associated withcorporate default, such as lost sales, arethe of the firm a. flotation costs b. default beta coefficients c. direct bankruptcy costs d. indirect bankruptcy costs e. default risk premia 13-59
    60. 60. Which of the following conclusions can bedrawn from M&M Proposition I with taxes(case II in our slides)? a. The value of an unlevered firm exceeds the value of a levered firm by the present value of the interest tax shield. b. There is a linear relationship between the amount of debt in a levered firm and its value. c. A levered firm can increase its value by reducing debt. d. The optimal amount of leverage for a firm is not possible to determine. e. The value of a levered firm is equal to its aftertax EBIT discounted by the unlevered cost of capital. 13-60
    61. 61. Which of the following statementsregarding leverage is true? a. If things go poorly for the firm, increased leverage provides greater returns to shareholders (as measured by ROE and EPS). b. As a firm levers up, shareholders are exposed to more risk. c. The benefits of leverage will be greater for a firm with substantial accumulated losses or other types of tax shields compared to a firm without many tax shields. d. The benefits of leverage always outweigh the costs of financial distress. 13-61
    62. 62. If managers in a firm tend to wasteshareholders’ money by spending too much oncorporate jets, lavish offices, and so on, then a firm may wants to use______ debt to mitigate this behavior. a. more b. less c. It does not matter. 13-62
    63. 63. If you know that your firm is facing relatively poorprospects but needs new capital, and you know thatinvestors do not have this information, signaling theorywould predict that you would:  a. Issue debt to maintain the returns of equity holders.  b. Issue equity to share the burden of decreased equity returns between old and new shareholders.  c. Be indifferent between issuing debt and equity.  d. Postpone going into capital markets until your firm’s prospects improve. 13-63