Mgt 671 chapter 12 ppt

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The document contains 9 figures that present financial projections and analyses for a company called MicroDrive, including: - MicroDrive's most recent financial statements and forecast for the status quo scenario. - Key inputs and projections for possible strategic initiatives and their effects on operations. - Projected financial statements under the status quo scenario and outcomes of strategic initiatives. - Additional funds needed and possible ratio relationships for evaluating strategic plans.

Education

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Corporate Valuation and
Financial Planning
CHAPTER 12
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

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© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Corporate Valuation and Financial Planning

3
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Figure 12-1 MicroDrive’s Most Recent Financial Statements
(Millions, Except for per Share Data)

4
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Figure 12-2 MicroDrive’s Forecast: Inputs for
the Status Quo Scenario

5
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Figure 12-3 MicroDrive’s Forecast of Operations for the Status
Quo Scenario (Millions of Dollars, Except for per Share Data)

6
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Figure 12-4 Key Inputs and Operating Results for Possible Strategic
Initiatives (Millions of Dollars, Except for per Share Data)

7
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Figure 12-5 MicroDrive’s Projected Financial Statements for the
Status Quo Scenario (Millions of Dollars, Except for per Share Data)

8
© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Figure 12-6 Key Inputs and Financial Plan Outcomes for Possible
Strategic Initiatives (Millions of Dollars, Except for per Share Data)

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© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Figure 12-7 Operating Results and Financial Outcomes for the Operations
and Growth Plan (Millions of Dollars, Except for per Share Data)

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© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Figure 12-8 Additional Funds Needed
(AFN) (Millions of Dollars)

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© 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted
in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.
Figure 12-9 Four Possible Ratio Relationships
(Millions of Dollars)

Analysis of Financial Statements CHAPTER 3 © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Topics in Chapter Ratio analysis Ratios Common size statements Percent change statement DuPont equation Limitations of ratio analysis Qualitative factors © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Determinants of Intrinsic Value: Using Ratio Analysis © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Overview Ratios facilitate comparison of: One company over time One company versus other companies Ratios are used by: Lenders to determine creditworthiness Stockholders to estimate future cash flows and risk Managers to identify areas of weakness and strength © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Income Statement20192020ESales $6,000 $6,600 COGS except depr. 4,800 5,210 Other expenses 320 370 Deprec. 420 400 EBIT $ 460 $ 620 Int. expense 108 100 EBT $ 352 $ 520 Taxes (40%) 88 130 Net income $ 264 $ 390 © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Balance Sheets: Assets20192020ECash $ 50 $ 60 S-T invest. 10 50 AR 520 530 Inventories 820 660 Total CA $1,400 $1,300 Net FA 3,500 3,700 Total assets $4,900 $5,000 © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Balance Sheets: Liabilities & Equity20192020EAccts. payable $ 400 $ 330 Notes payable 250 100 Accruals 240 270 Total CL $ 890 $ 700 Long-term debt 1,100 1,100 Total liabilities $1,990 $1,800 Common stock 1,000 1,000 Ret. earnings 1,910 2,200 Total equity $2,910 $3,200 Total L&E $4,900 $5,000 © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for ...

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PowerPoint Slides prepared by: Andreea CHIRITESCU Eastern Illinois University When Other Firms Don’t Respond * © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. CHAPTER 7 © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Figure 7.1 Standards of living are represented by the income per person. The standard of living in each nation is shown in this map. Per Capita Income by Country * © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ChoicesStrategy Is all about making choicesProduction possibilities curve, PPC Combinations of outputs That can be produced/created When existing resources and technology are fully and efficiently utilized Trade-off curve In order to have more of one item one must give up some of the other item * © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. ChoicesPoints on the PPC Resources are used fully and efficiently Points inside PPC Resources are used inefficiently Points outside PPC Impossible to attain * © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Figure 7.2 Points B and D are fully and efficiently using available resources. At point A, resources are not being efficiently used. Point C illustra.

© 2015 Cengage Learning. All rights reserved. May not be.docx

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© 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Presentation design by Charlie Cook Chapter 9 Cooperative Strategy Part 2 Strategic Actions: Strategy Formulation 1 Studying this chapter should provide you with the strategic management knowledge needed to: Learning Objectives Define cooperative strategies and explain why firms use them. Define and discuss the three major types of strategic alliances. Name the business-level cooperative strategies and describe their use. Discuss the use of corporate-level cooperative strategies in diversified firms. Understand the importance of cross-border strategic alliances as an international cooperative strategy. Explain cooperative strategies’ risks. Describe two approaches used to manage cooperative strategies. © 2015 Cengage Learning. All rights reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 9–2 2 Two Applications Ch9 Ex2 Strategic alliance of airlines Types of strategic alliance (L.O. 1&2 ) Business/Corporate level cooperative strategy (L.O. 3&4 ) Cross-border strategic alliance (L.O. 5) Risks (L.O. 6) Competing in a standard-cycle market Case Redbox/Coinstar L.O. 1-4, 6-7 9–3 Discussion Questions for Case Redbox 1. What challenges is Redbox facing now? What’s Redbox’s core competency, if any? What strategies do you recommend Redbox to take to deal with these challenges? Based on your analysis on Redbox’s core competency and external environment, do you think Redbox can effectively implement your recommendations? 2. If you believe Redbox’s own core competency or resource and capabilities are not sufficient to respond to the challenges, what resources and/or capabilities do you think Redbox will need? Can Redbox acquire theses resources/capabilities through merger and acquisition, through strategic alliance (either equity alliance or non-equity alliance)? What are the pros and cons of each approach? 3. Consider the current relationships between Redbox and its strategic alliance partners, including movie studios and supermarkets, how do you characterize them (equity or non-equity alliance, business-level, corporate-level alliance)? What type of market (slow, fast, or standard cycle) is Redbox competing in? What are the reasons to form strategic alliance based on the market-type? 4. How can Redbox benefit from these alliances (think in terms of economy of scale/scope, market power, financial economies, etc.)? What are the potential risks in these relationships? What measures can Redbox take to mitigate the risks? 9–4 Cooperative Strategy Cooperative Strategy A strategy in which firms work toge.

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© 2010 Cengage Learning. All Rights Reserved. May not be cop.docx

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© 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. International Financial Management 10th Edition by Jeff Madura * * © 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. © 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. 9 Forecasting Exchange Rates Chapter Objectives This chapter will: A. Explain how firms can benefit from forecasting exchange rates B. Describe the common techniques used for forecasting C. Explain how forecasting performance can be evaluated * * © 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Why Firms Forecast Exchange Rates Hedging decisionsShort-term investment decisionsCapital budgeting decisionsEarnings assessmentLong-term financing decisions © 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Forecasting TechniquesTechnical ForecastingFundamental ForecastingMarket-Based Forecasting © 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Technical ForecastingInvolves the use of historical exchange rate data to predict future valuesLimitations of technical forecasting: Focuses on the near future Rarely provides point estimates or range of possible future values Technical forecasting model that worked well in one period may not work well in another © 2010 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Fundamental ForecastingBased on fundamental relationships between economic variables and exchange ratesUse of sensitivity analysis to account for uncertainty by considering more than one possible outcome.Use of PPP for fundamental analysis by forecasting inf.

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The Basics of Capital Budgeting Evaluating Cash FlowsCHAPTE.docx

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The Basics of Capital Budgeting: Evaluating Cash Flows CHAPTER 10 © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Topics Overview and “vocabulary” Methods NPV IRR, MIRR Profitability Index Payback, discounted payback Unequal lives Economic life Optimal capital budget © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Big Picture: The Net Present Value of a Project © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What is capital budgeting? Analysis of potential projects. Long-term decisions; involve large expenditures. Very important to firm’s future. © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Steps in Capital Budgeting Estimate cash flows (inflows & outflows). Assess risk of cash flows. Determine r = WACC for project. Evaluate cash flows. © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Capital Budgeting Project Categories Replacement to continue profitable operations Replacement to reduce costs Expansion of existing products or markets Expansion into new products/markets Contraction decisions Safety and/or environmental projects Mergers Other © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Independent versus Mutually Exclusive Projects Projects are: independent, if the cash flows of one are unaffected by the acceptance of the other. mutually exclusive, if the cash flows of one can be adversely impacted by the acceptance of the other. © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Cash Flows for Franchises L and S © 2020 Cengage Learning. All Rights Reserved.

The Basics of Capital Budgeting Evaluating Cash FlowsCHAPTE.docx

BUS 121 Chapter 7

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Financial Statements, Cash Flow, and Taxes CHAPTER 2 © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Topics in Chapter Income statement Balance sheet Statement of cash flows Free cash flow Performance measures Corporate taxes Personal taxes © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Determinants of Intrinsic Value: Calculating FCF © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Computron Inc. Computron expanded operations in 2019. Following slides show key information and financial statements to evaluate the expansions.20182019Stock price$50.00$30.00Shares outstanding (millions)100100Common dividends (millions)$90$84Tax rate25%25%Cost of capital (WACC)10.00%10.00% © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Income Statement (Millions of Dollars)20182019Sales $ 5,500 $ 6,000 COGS 4,300 4,800 Deprec. 290 320 Other expenses 350 420 Tot. op. costs $ 4,940 $ 5,540 EBIT $ 560 $ 460 Int. expense 68 108 Pre-tax earnings $ 492 $ 352 Taxes (25%) 123 88 Net income $ 369 $ 264 © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What happened to sales and net income? Sales increased by $500 million (9% growth). 59% increase in interest payments. Net income fell by $105 million. © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Balance Sheet: Assets (Millions of Dollars)20182019Cash$ 60 $ 50 S-T invest. 100 10 AR 400 520 Inventories 620 820 Total CA $ 1,180 $ 1,400 Gross FA $ 3,900 $ 4,820 Less: Depr. 1,000 1,320 Net FA $ 2,900 $ 3,500 Total assets $ 4,080 $ 4,900 © 2020 Cengage Learn ...

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The Cost of CapitalCHAPTER 9© 2020 Cengage Learning. All Rig.docx

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The Cost of Capital CHAPTER 9 © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Topics in Chapter Cost of capital components Debt Preferred stock Common equity WACC Factors that affect WACC Adjusting cost of capital for risk © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Determinants of Intrinsic Value: The Weighted Average Cost of Capital © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What types of long-term capital do firms use? Long-term debt Some firms also use permanent short-term debt Other firms have temporary short-term debt for seasonal fluctuations in inventory, but this is usually not part of the capital structure Preferred stock Common equity © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Capital Components Capital components are sources of funding that come from investors. Accounts payable, accruals, and deferred taxes are not sources of funding that come from investors, so they are not included in the calculation of the cost of capital. We do adjust for these items when calculating the cash flows of a project, but not when calculating the cost of capital. © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Before-tax vs. After-tax Capital Costs Tax effects associated with financing can be incorporated either in capital budgeting cash flows or in cost of capital. Most firms incorporate tax effects in the cost of capital. Therefore, focus on after-tax costs. Only cost of debt is affected. © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Historical (Embedded) Costs vs. New (Marginal) Costs The cost of capital is used primarily to make decisions which involve raising and investing new capital. So, we should focus on marginal costs. © 2020 Cengage Learning. All Rights .

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Financial Options and Applications in Corporate FinanceCHAPTER

ChereCheek752

Financial Options and Applications in Corporate Finance CHAPTER 8 © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Topics in Chapter Financial Options Terminology Option Price Relationships Black-Scholes Option Pricing Model Put-Call Parity © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. The Big Picture: The Value of a Stock Option © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What is a financial option? An option is a contract which gives its holder the right, but not the obligation, to buy (or sell) an asset at some predetermined price within a specified period of time. © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. What is the single most important characteristic of an option? It does not obligate its owner to take any action. It merely gives the owner the right to buy or sell an asset. © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Option Terminology (1 of 8) Call option: An option to buy a specified number of shares of a security within some future period. Put option: An option to sell a specified number of shares of a security within some future period. © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Option Terminology (2 of 8) Strike (or exercise) price: The price stated in the option contract at which the security can be bought or sold. Expiration date: The last date the option can be exercised. © 2020 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Option Terminology (3 of 8) Exercise value: The value of a call option if it were exercised today = Max[0, ...

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Mgt 671 chapter 12 ppt

1. 1 Corporate Valuation and Financial Planning CHAPTER 12 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use.

2. 2 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Corporate Valuation and Financial Planning

3. 3 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Figure 12-1 MicroDrive’s Most Recent Financial Statements (Millions, Except for per Share Data)

4. 4 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Figure 12-2 MicroDrive’s Forecast: Inputs for the Status Quo Scenario

5. 5 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Figure 12-3 MicroDrive’s Forecast of Operations for the Status Quo Scenario (Millions of Dollars, Except for per Share Data)

6. 6 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Figure 12-4 Key Inputs and Operating Results for Possible Strategic Initiatives (Millions of Dollars, Except for per Share Data)

7. 7 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Figure 12-5 MicroDrive’s Projected Financial Statements for the Status Quo Scenario (Millions of Dollars, Except for per Share Data)

8. 8 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Figure 12-6 Key Inputs and Financial Plan Outcomes for Possible Strategic Initiatives (Millions of Dollars, Except for per Share Data)

9. 9 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Figure 12-7 Operating Results and Financial Outcomes for the Operations and Growth Plan (Millions of Dollars, Except for per Share Data)

10. 10 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Figure 12-8 Additional Funds Needed (AFN) (Millions of Dollars)

11. 11 © 2019 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in part, except for use as permitted in a license distributed with a certain product or service or otherwise on a password-protected website for classroom use. Figure 12-9 Four Possible Ratio Relationships (Millions of Dollars)

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