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1、McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-0Chapter Outline26.1 What is Corporate Financial Planning?26.2 A Financial Planning Model: The Ingredients26.3 What Determines Growth?26.4 Some Caveats of Financial Planning Models26.5 Summary & ConclusionsMcGr
2、aw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-126.1 What is Corporate Financial Planning?It formulates the method by which financial goals are to be achieved.There are two dimensions:1. A Time FrameShort run is probably anything less than a year.Long run is an
3、ything over that; usually taken to be a two-year to five-year period.2. A Level of AggregationEach division and operational unit should have a plan.As the capital-budgeting analyses of each of the firms divisions are added up, the firm aggregates these small projects as a big project.McGraw-Hill/Irw
4、inCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-226.1 What is Corporate Financial Planning? Scenario Analysis Each division might be asked to prepare three different plans for the near term future: A Worst Case A Normal Case A Best CaseMcGraw-Hill/IrwinCopyright 2002 by Th
5、e McGraw-Hill Companies, Inc. All rights reserved.26-3What Will the Planning Process Accomplish? Interactions The plan must make explicit the linkages between investment proposals and the firms financing choices. Options The plan provides an opportunity for the firm to weigh its various options. Fea
6、sibility Avoiding Surprises Nobody plans to fail, but many fail to plan.McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-426.2 A Financial Planning Model: The Ingredients1. Sales forecast2. Pro forma statements3. Asset requirements4. Financial requirements5.
7、Plug6. Economic assumptionsMcGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-5Sales Forecast All financial plans require a sales forecast. Perfect foreknowledge is impossible since sales depend on the uncertain future state of the economy. Businesses that spec
8、ialize in macroeconomic and industry projects can be help in estimating sales.McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-6Pro Forma Statements The financial plan will have a forecast balance sheet, a forecast income statement, and a forecast sources-and
9、-uses-of-cash statement. These are called pro forma statements or pro formas.McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-7Asset Requirements The financial plan will describe projected capital spending. In addition it will the discuss the proposed uses of
10、 net working capital.McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-8Financial Requirements The plan will include a section on financing arrangements. Dividend policy and capital structure policy should be addressed. If new funds are to be raised, the plan
11、should consider what kinds of securities must be sold and what methods of issuance are most appropriate.McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-9Plug Compatibility across various growth targets will usually require adjustment in a third variable. Sup
12、pose a financial planner assumes that sales, costs, and net income will rise at g1. Further, suppose that the planner desires assets and liabilities to grow at a different rate, g2. These two rates may be incompatible unless a third variable is adjusted. For example, compatibility may only be reache
13、d is outstanding stock grows at a third rate, g3.McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-10Economic Assumptions The plan must explicitly state the economic environment in which the firm expects to reside over the life of the plan. Interest rate forec
14、asts are part of the plan.McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-11A Brief ExampleThe Rosengarten Corporation is think of acquiring a new machine. The machine will increase sales from $20 million to $22 million10% growth.The firm believes that its a
15、ssets and liabilities grow directly with its level of sales. Its profit margin on sales is 10%, and its dividend-payout ratio is 50%.Will the firm be able to finance growth in sales with retained earnings and forecast increases in debt?McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, In
16、c. All rights reserved.26-12A Brief ExampleCurrent Balance SheetPro forma Balance Sheet (millions) ExplanationCurrent assets$6$6.630% of salesFixed assets$24$26.4120% of salesTotal assets$30$33150% of salesShort-term debt$10$1150% of salesLong-term debt$6$6.630% of salesCommon stock$4$4ConstantRetai
17、ned Earnings$10$11.1Net IncomeTotal financing$30$32.7 $300,000Funds neededMcGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-13A Brief Example: EFN The external funds needed 000,300$1 . 1$4 . 1$)5 . 022$10. 0()2$80. 0()2$5 . 1 (1Sales Projected(SalesSalesDebtSa
18、lesSalesAssetsmmmmm-d)()pMcGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-14The Steps in Estimation of Pro Forma Balance Sheet:1. Express balance-sheet items that vary with sales as a percentage of sales.2. Multiply the percentages determine in step 1 by proj
19、ected sales to obtain the amount for the future period.3. When no percentage applies, simply insert the previous balance-sheet figure into the future period.McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-15The Steps in Estimation of Pro Forma Balance Sheet:
20、 (continued)4. Compute Projected retained earnings asProjected retained earnings = Present retained earnings + Projected net income Cash dividends5. Add the asset accounts to determine projected assets. Next, add the liabilities and equity accounts to determine the total financing; any difference is
21、 the shortfall. This equals the external funds needed.6. Use the plug to fill EFN.McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-1626.3 What Determines Growth? Firms frequently make growth forecasts on explicit part of financial planning. On the other hand,
22、 the focus of this course has been on shareholder wealth maximization, often expressed through the NPV criterion. One way to reconcile the two is to think of growth as an intermediate goal that leads to higher value. Alternatively, if the firm is willing to accept negative NPV projects just to grow
23、in size, the shareholders (but not necessarily the mangers) will be worse off.McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-1726.3 What Determines Growth? There is a linkage between the ability of a firm to grow and its financial policy when the firm does
24、not issue equity. The Sustainable Growth Rate in Sales is given by:)1 ()1 ()1 ()1 (0EDdpTEDdpSSMcGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-18The Sustainable Growth Rate in Sales T = ratio of total assets to salesp = net profit margin on salesd = dividend
25、 payout ratio A good use of the sustainable growth rate is to compare a firms sustainable growth rate with their actual growth rate to determine if there is a balance between growth and profitability.)1 ()1 ()1 ()1 (0EDdpTEDdpSSMcGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All r
26、ights reserved.26-19Uses of the Sustainable Growth Rate A commercial lender would want to compare a potential borrowers actual growth rate with their sustainable growth rate. If the actual growth rate is much higher than the sustainable growth rate, the borrower runs the risk of “growing broke” and
27、any lending must be viewed as a down payment on a much more comprehensive lending arrangement than just one round of financing. McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-2026.4 Some Caveats of Financial Planning Models Financial planning models do not
28、indicate which financial polices are the best. They are often simplifications of realityand the world can change in unexpected ways. Without some sort of plan, the firm may find itself adrift in a sea of change without a rudder for guidance.McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companie
29、s, Inc. All rights reserved.26-21Summary & Conclusions Financial planning forces the firm to think about and forecast the future. It involves Building a corporate financial model. Describing different scenarios of future development from best to worst case. Using the models to construct pro forma fi
30、nancial statements. Running the model under different scenarios (sensitivity analysis). Examining the financial implications of ultimate strategic plans.McGraw-Hill/IrwinCopyright 2002 by The McGraw-Hill Companies, Inc. All rights reserved.26-22Summary & Conclusions Corporate financial planning should not become an end in an of itself. If it does, it will probably focus on the wrong things. The alternative to financial planning is stumbling into the future.