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1588252323-gitman-pmf13-ppt01.ppt
1.
Copyright © 2012
Pearson Prentice Hall. All rights reserved. Chapter 1 The Role of Managerial Finance
2.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-2 What is Finance? • Finance: – Most Commonly Prevailing Currency is known as Finance. Business Finance: Any thing which can be used to Purchase Assets and Pay off Liabilities is known as Business Finance. Accounts Source Use Assets - + Equities + -
3.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-3 What is Finance? • Financial Management: can be defined as the science and art of managing money. • At the personal level, finance is concerned with individuals’ decisions about how much of their earnings they spend, how much they save, and how they invest their savings. • In a business context, finance involves the same types of decisions: how firms raise money from investors, how firms invest money in an attempt to earn a profit, and how they decide whether to reinvest profits in the business or distribute them back to investors.
4.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-4 What is Finance? • Finance Scope: – Anticipation. – Acquisition – Allocation of Finance or Money Financial Activities: Balance Sheet Assets Equates Investing Activities Financing Activities Rewarding Activities
5.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-5 Branches of Finance • Financial Management – Personal Finance – Business Finance – Corporate Finance – International Finance – Investment & Portfolio Management – Financial Statements Analysis.
6.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-6 Career Opportunities in Finance: Financial Services • Financial Services is the area of finance concerned with the design and delivery of advice and financial products to individuals, businesses, and governments. • Career opportunities include banking, personal financial planning, investments, real estate, and insurance.
7.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-7 Career Opportunities in Finance: Managerial Finance • Managerial finance is concerned with the duties of the financial manager working in a business. • Financial managers administer the financial affairs of all types of businesses—private and public, large and small, profit-seeking and not-for-profit. • They perform such varied tasks as developing a financial plan or budget, extending credit to customers, evaluating proposed large expenditures, and raising money to fund the firm’s operations.
8.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-8 Focus on Practice Professional Certifications in Finance: – Chartered Financial Analyst (CFA) – Offered by the CFA Institute, the CFA program is a graduate-level course of study focused primarily on the investments side of finance. – Certified Treasury Professional (CTP) – The CTP program requires students to pass a single exam that is focused on the knowledge and skills needed for those working in a corporate treasury department. – Certified Financial Planner (CFP) – To obtain CFP status, students must pass a ten-hour exam covering a wide range of topics related to personal financial planning.
9.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-9 Focus on Practice (cont.) Professional Certifications in Finance: – American Academy of Financial Management (AAFM) – The AAFM administers a host of certification programs for financial professionals in a wide range of fields. Their certifications include the Charter Portfolio Manager, Chartered Asset Manager, Certified Risk Analyst, Certified Cost Accountant, Certified Credit Analyst, and many other programs. – Professional Certifications in Accounting – Most professionals in the field of managerial finance need to know a great deal about accounting to succeed in their jobs. Professional certifications in accounting include the Certified Public Accountant (CPA), Certified Management Accountant (CMA), Certified Internal Auditor (CIA), and many programs.
10.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-10 Legal Forms of Business Organization • A sole proprietorship is a business owned by one person and operated for his or her own profit. • A partnership is a business owned by two or more people and operated for profit. • A corporation is an entity created by law. Corporations have the legal powers of an individual in that it can sue and be sued, make and be party to contracts, and acquire property in its own name.
11.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-11 Table 1.1 Strengths and Weaknesses of the Common Legal Forms of Business Organization
12.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-12 Matter of Fact
13.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-13 Figure 1.1 Corporate Organization
14.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-14 Table 1.2 Career Opportunities in Managerial Finance
15.
Review Questions 1–1 What
is finance? Explain how this field affects all of the activities in which businesses engage. 1–2 What is the financial services area of finance? Describe the field of managerial finance. 1–3 Which legal form of business organization is most common? Which form is dominant in terms of business revenues? 1–4 Describe the roles and the basic relationships among the major parties in a corporation—stockholders, board of directors, and managers. How are corporate owners rewarded for the risks they take? 1–5 Briefly name and describe some organizational forms other than corporations that provide owners with limited liability. 1–6 Why is the study of managerial finance important to your professional life regardless of the specific area of responsibility you may have within the business firm? Why is it important to your personal life? © 2012 Pearson Prentice Hall. All rights reserved. 1-15
16.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-16 Goal of the Firm: Maximize Shareholder Wealth Decision rule for managers: only take actions that are expected to increase the share price.
17.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-17 Goal of the Firm: Maximize Profit? Profit maximization may not lead to the highest possible share price for at least three reasons: 1. Timing is important—the receipt of funds sooner rather than later is preferred 2. Profits do not necessarily result in cash flows available to stockholders 3. Profit maximization fails to account for risk Which Investment is Preferred?
18.
Risk and Risk
behavior Risk The chance that actual outcomes may differ from those expected risk averse: Requiring compensation to bear risk. © 2012 Pearson Prentice Hall. All rights reserved. 1-18
19.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-19 Goal of the Firm: What About Stakeholders? • Stakeholders are groups such as employees, customers, suppliers, creditors, owners, and others who have a direct economic link to the firm. • A firm with a stakeholder focus consciously avoids actions that would prove detrimental to stakeholders. The goal is not to maximize stakeholder well-being but to preserve it. • Such a view is considered to be "socially responsible."
20.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-20 The Role of Business Ethics • Business ethics are the standards of conduct or moral judgment that apply to persons engaged in commerce. • Violations of these standards in finance involve a variety of actions: “creative accounting,” earnings management, misleading financial forecasts, insider trading, fraud, excessive executive compensation, options backdating, bribery, and kickbacks. • Negative publicity often leads to negative impacts on a firm
21.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-21 The Role of Business Ethics: Considering Ethics Robert A. Cooke, a noted ethicist, suggests that the following questions be used to assess the ethical viability of a proposed action: – Is the action arbitrary or capricious? Does the action unfairly single out an individual or group? – Does the action affect the morals, or legal rights of any individual or group? – Does the action conform to accepted moral standards? – Are there alternative courses of action that are less likely to cause actual or potential harm?
22.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-22 The Role of Business Ethics: Ethics and Share Price Ethics programs seek to: – reduce litigation and judgment costs – maintain a positive corporate image – build shareholder confidence – gain the loyalty and respect of all stakeholders The expected result of such programs is to positively affect the firm’s share price.
23.
Review Questions 1–7 What
is the goal of the firm and, therefore, of all managers and employees? Discuss how one measures achievement of this goal. 1–8 For what three basic reasons is profit maximization inconsistent with wealth maximization? 1–9 What is risk? Why must risk as well as return be considered by the financial manager who is evaluating a decision alternative or action? 1–10 Describe the role of corporate ethics policies and guidelines, and discuss the relationship that is believed to exist between ethics and share price. © 2012 Pearson Prentice Hall. All rights reserved. 1-23
24.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-24 Managerial Finance Function • The size and importance of the managerial finance function depends on the size of the firm. • In small firms, the finance function is generally performed by the accounting department. • As a firm grows, the finance function typically evolves into a separate department linked directly to the company president or CEO through the chief financial officer (CFO) (see Figure 1.1)
25.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-25 Managerial Finance Function: Relationship to Economics • The field of finance is closely related to economics. • Financial managers must understand the economic framework and be alert to the consequences of varying levels of economic activity and changes in economic policy. • They must also be able to use economic theories as guidelines for efficient business operation.
26.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-26 Managerial Finance Function: Relationship to Economics (cont.) • Marginal cost–benefit analysis is the economic principle that states that financial decisions should be made and actions taken only when the added benefits exceed the added costs • Marginal cost-benefit analysis can be illustrated using the following simple example.
27.
Example Jamie Teng is
a financial manager for Nord Department Stores, a large chain of upscale department stores operating primarily in the western United States. She is currently trying to decide whether to replace one of the firm’s computer servers with a new, more sophisticated one that would both speed processing and handle a larger volume of transactions. The new computer would require a cash outlay of $8,000, and the old computer could be sold to net $2,000. The total benefits from the new server (measured in today’s dollars) would be $10,000. The benefits over a similar time period from the old computer (measured in today’s dollars) would be $3,000. Applying marginal cost–benefit analysis, Jamie organizes the data as follows: © 2012 Pearson Prentice Hall. All rights reserved. 1-27
28.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-28 Managerial Finance Function: Relationship to Economics (cont.) Nord Department Stores is applying marginal-cost benefit analysis to decide whether to replace a computer:
29.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-29 Managerial Finance Function: Relationship to Accounting • The firm’s finance and accounting activities are closely- related and generally overlap. • In small firms accountants often carry out the finance function, and in large firms financial analysts often help compile accounting information. • One major difference in perspective and emphasis between finance and accounting is that accountants generally use the accrual method while in finance, the focus is on cash flows.
30.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-30 Managerial Finance Function: Relationship to Accounting (cont.) • Whether a firm earns a profit or experiences a loss, it must have a sufficient flow of cash to meet its obligations as they come due. • The significance of this difference can be illustrated using the following simple example.
31.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-31 Managerial Finance Function: Relationship to Accounting (cont.) The Nassau Corporation experienced the following activity last year: Sales $100,000 (1 yacht sold, 100% still uncollected) Costs $ 80,000 (all paid in full under supplier terms)
32.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-32 Managerial Finance Function: Relationship to Accounting (cont.) Now contrast the differences in performance under the accounting method (accrual basis) versus the financial view (cash basis): Income Statement Summary Accrual basis Cash basis Sales $100,000 $ 0 Less: Costs (80,000) (80,000) Net Profit/(Loss) $ 20,000 $(80,000)
33.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-33 Managerial Finance Function: Relationship to Accounting (cont.) Finance and accounting also differ with respect to decision- making: – Accountants devote most of their attention to the collection and presentation of financial data. – Financial managers evaluate the accounting statements, develop additional data, and make decisions on the basis of their assessment of the associated returns and risks.
34.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-34 Personal Finance Example
35.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-35 Figure 1.3 Financial Activities
36.
Review Questions: 1–11 In
what financial activities does a corporate treasurer engage? 1–12 What is the primary economic principle used in managerial finance? 1–13 What are the major differences between accounting and finance with respect to emphasis on cash flows and decision making? 1–14 What are the two primary activities of the financial manager that are related to the firm’s balance sheet? © 2012 Pearson Prentice Hall. All rights reserved. 1-36
37.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-37 Governance and Agency: Corporate Governance • Corporate governance refers to the rules, processes, and laws by which companies are operated, controlled, and regulated. • It defines the rights and responsibilities of the corporate participants such as the shareholders, board of directors, officers and managers, and other stakeholders, as well as the rules and procedures for making corporate decisions. • The structure of corporate governance was previously described in Figure 1.1.
38.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-38 Governance and Agency: Individual versus Institutional Investors • Individual investors are investors who own relatively small quantities of shares so as to meet personal investment goals. • Institutional investors are investment professionals, such as banks, insurance companies, mutual funds, and pension funds, that are paid to manage and hold large quantities of securities on behalf of others. • Unlike individual investors, institutional investors often monitor and directly influence a firm’s corporate governance by exerting pressure on management to perform or communicating their concerns to the firm’s board.
39.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-39 Governance and Agency: Government Regulation • Government regulation generally shapes the corporate governance of all firms. • During the recent decade, corporate governance has received increased attention due to several high-profile corporate scandals involving abuse of corporate power and, in some cases, alleged criminal activity by corporate officers.
40.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-40 Governance and Agency: Government Regulation The Sarbanes-Oxley Act of 2002: • established an oversight board to monitor the accounting industry; • tightened audit regulations and controls; • toughened penalties against executives who commit corporate fraud; • strengthened accounting disclosure requirements and ethical guidelines for corporate officers; • established corporate board structure and membership guidelines; • established guidelines with regard to analyst conflicts of interest; • mandated instant disclosure of stock sales by corporate executives; • increased securities regulation authority and budgets for auditors and investigators.
41.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-41 Governance and Agency: The Agency Issue • A principal-agent relationship is an arrangement in which an agent acts on the behalf of a principal. For example, shareholders of a company (principals) elect management (agents) to act on their behalf. • Agency problems arise when managers place personal goals ahead of the goals of shareholders. • Agency costs arise from agency problems that are borne by shareholders and represent a loss of shareholder wealth.
42.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-42 The Agency Issue: Management Compensation Plans • In addition to the roles played by corporate boards, institutional investors, and government regulations, corporate governance can be strengthened by ensuring that managers’ interests are aligned with those of shareholders. • A common approach is to structure management compensation to correspond with firm performance.
43.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-43 The Agency Issue: Management Compensation Plans • Incentive plans are management compensation plans that tie management compensation to share price; one example involves the granting of stock options. • Performance plans tie management compensation to measures such as EPS or growth in EPS. Performance shares and/or cash bonuses are used as compensation under these plans.
44.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-44 Matter of Fact—Forbes.com CEO Performance vs. Pay
45.
© 2012 Pearson
Prentice Hall. All rights reserved. 1-45 The Agency Issue: The Threat of Takeover • When a firm’s internal corporate governance structure is unable to keep agency problems in check, it is likely that rival managers will try to gain control of the firm. • The threat of takeover by another firm, which believes it can enhance the troubled firm’s value by restructuring its management, operations, and financing, can provide a strong source of external corporate governance.
46.
Review Questions: 1–15 What
is corporate governance? How has the Sarbanes-Oxley Act of 2002 affected it? Explain. 1–16 Define agency problems, and describe how they give rise to agency costs. Explain how a firm’s corporate governance structure can help avoid agency problems. 1–17 How can the firm structure management compensation to minimize agency problems? What is the current view with regard to the execution of many compensation plans? 1–18 How do market forces—both shareholder activism and the threat of takeover—act to prevent or minimize the agency problem? What role do institutional investors play in shareholder activism? © 2012 Pearson Prentice Hall. All rights reserved. 1-46
47.
Exercies Emphasis on Cash
Flows Worldwide Rugs is a rug importer located in the United States that resells its import products to local retailers. Last year Worldwide Rugs imported $2.5 million worth of rugs from around the world, all of which were paid for prior to shipping. On receipt of the rugs, the importer immediately resold them to local retailers for $3 million. To allow its retail clients time to resell the rugs, Worldwide Rugs sells to retailers on credit. Prior to the end of its business year, Worldwide Rugs collected 85% of its outstanding accounts receivable. a. What is the accounting profit that Worldwide Rugs generated for the year? b. Did Worldwide Rugs have a successful year from an accounting perspective? c. What is the financial cash flow that Worldwide Rugs generated for the year? d. Did Worldwide Rugs have a successful year from a financial perspective? e. If the current pattern persists, what is your expectation for the future success of Worldwide Rugs? © 2012 Pearson Prentice Hall. All rights reserved. 1-47
48.
Exercises: Ann and Jack
have been partners for several years. Their firm, A & J Tax Preparation, has been very successful, as the pair agree on most business-related questions. One disagreement, however, concerns the legal form of their business. Ann has tried for the past 2 years to get Jack to agree to incorporate. She believes that there is no downside to incorporating and sees only benefits. Jack strongly disagrees; he thinks that the business should remain a partnership forever. First, take Ann’s side, and explain the positive side to incorporating the business. Next, take Jack’s side, and state the advantages to remaining a partnership. Lastly, what information would you want if you were asked to make the decision for Ann and Jack? © 2012 Pearson Prentice Hall. All rights reserved. 1-48
49.
Exercises: The end-of-year parties
at Yearling, Inc., are known for their extravagance. Management provides the best food and entertainment to thank the employees for their hard work. During the planning for this year’s bash, a disagreement broke out between the treasurer’s staff and the controller’s staff. The treasurer’s staff contended that the firm was running low on cash and might have trouble paying its bills over the coming months; they requested that cuts be made to the budget for the party. The controller’s staff felt that any cuts were unwarranted as the firm continued to be very profitable. Can both sides be right? Explain your answer. © 2012 Pearson Prentice Hall. All rights reserved. 1-49
50.
Exercises: You have been
made treasurer for a day at AIMCO, Inc. AIMCO develops technology for video conferencing. A manager of the satellite division has asked you to authorize a capital expenditure in the amount of $10,000. The manager states that this expenditure is necessary to continue a long- running project designed to use satellites to allow video conferencing anywhere on the planet. The manager admits that the satellite concept has been surpassed by recent technological advances in telephony, but he feels that AIMCO should continue the project. His reasoning is based on the fact that $2.5 million has already been spent over the past 15 years on this project. Although the project has little chance to be viable, the manager believes it would be a shame to waste the money and time already spent. Use marginal cost–benefit analysis to make your decision regarding whether you should authorize the $10,000 expenditure to continue the project. © 2012 Pearson Prentice Hall. All rights reserved. 1-50
51.
Exercises: Recently, some branches
of Donut Shop, Inc., have dropped the practice of allowing employees to accept tips. Customers who once said, “Keep the change,” now have to get used to waiting for their nickels. Management even instituted a policy of requiring that the change be thrown out if a customer drives off without it. As a frequent customer who gets coffee and doughnuts for the office, you notice that the lines are longer and that more mistakes are being made in your order. Explain why tips could be viewed as similar to stock options and why the delays and incorrect orders could represent a case of agency costs. If tips are gone forever, how could Donut Shop reduce these agency costs? © 2012 Pearson Prentice Hall. All rights reserved. 1-51
52.
Exercises: Liability comparisons Merideth
Harper has invested $25,000 in Southwest Development Company. The firm has recently declared bankruptcy and has $60,000 in unpaid debts. Explain the nature of payments, if any, by Ms. Harper in each of the following situations. a. Southwest Development Company is a sole proprietorship owned by Ms. Harper. b. Southwest Development Company is a 50–50 partnership of Ms. Harper and Christopher Black. c. Southwest Development Company is a corporation. © 2012 Pearson Prentice Hall. All rights reserved. 1-52
53.
Exercises: Accrual income versus
cash flow for a period Thomas Book Sales, Inc., supplies textbooks to college and university bookstores. The books are shipped with a proviso that they must be paid for within 30 days but can be returned for a full refund credit within 90 days. In 2009, Thomas shipped and billed book titles totaling $760,000. Collections, net of return credits, during the year totaled $690,000. The company spent $300,000 acquiring the books that it shipped. a. Using accrual accounting and the preceding values, show the firm’s net profit for the past year. b. Using cash accounting and the preceding values, show the firm’s net cash flow for the past year. c. Which of these statements is more useful to the financial manager? Why? © 2012 Pearson Prentice Hall. All rights reserved. 1-53
54.
Exercises: Cash flows It
is typical for Jane to plan, monitor, and assess her financial position using cash flows over a given period, typically a month. Jane has a savings account, and her bank loans money at 6% per year while it offers short-term investment rates of 5%. Jane’s cash flows during August were as follows: Clothes $1,000 Interest received $ 450 Dining out 500 Groceries 800 Salary 4,500 Auto payment 355 Utilities 280 Mortgage 1,200 Gas 222 a. Determine Jane’s total cash inflows and cash outflows. b. Determine the net cash flow for the month of August. c. If there is a shortage, what are a few options open to Jane? d. If there is a surplus, what would be a prudent strategy for her to follow? © 2012 Pearson Prentice Hall. All rights reserved. 1-54
55.
Exercise: Marginal cost–benefit analysis
and the goal of the firm Ken Allen, capital budgeting analyst for Bally Gears, Inc., has been asked to evaluate a proposal. The manager of the automotive division believes that replacing the robotics used on the heavy truck gear line will produce total benefits of $560,000 (in today’s dollars) over the next 5 years. The existing robotics would produce benefits of $400,000 (also in today’s dollars) over that same time period. An initial cash investment of $220,000 would be required to install the new equipment. The manager estimates that the existing robotics can be sold for $70,000. Show how Ken will apply marginal cost–benefit analysis techniques to determine the following: a. The marginal (added) benefits of the proposed new robotics. b. The marginal (added) cost of the proposed new robotics. c. The net benefit of the proposed new robotics. d. What should Ken Allen recommend that the company do? Why? e. What factors besides the costs and benefits should be considered before the final decision is made? © 2012 Pearson Prentice Hall. All rights reserved. 1-55
56.
Exercises: Identifying agency problems,
costs, and resolutions Explain why each of the following situations is an agency problem and what costs to the firm might result from it. Suggest how the problem might be dealt with short of firing the individual(s) involved. a. The front desk receptionist routinely takes an extra 20 minutes of lunch time to run personal errands. b. Division managers are padding cost estimates so as to show short-term efficiency gains when the costs come in lower than the estimates. c. The firm’s chief executive officer has had secret talks with a competitor about the possibility of a merger in which she would become the CEO of the combined firms. d. A branch manager lays off experienced full-time employees and staffs customer service positions with part-time or temporary workers to lower employment costs and raise this year’s branch profit. The manager’s bonus is based on profitability. © 2012 Pearson Prentice Hall. All rights reserved. 1-56
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