4.4 working capital and liquidity Flashcards

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1
Q

Companies that produce physical goods go through a typical operating cycle:

A
  1. Raw materials are purchased from suppliers.
  2. The company converts raw materials into finished goods, which are held as inventory while waiting to be sold.
  3. Finished goods are sold to customers.
  4. The funds earned from selling inventory are used to purchase more raw materials.
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2
Q

The three main working capital accounts are:

A

accounts receivable

inventory

Accounts payable

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3
Q

activity ratios

A

Days of sales outstanding (DSO)

Days of inventory on hand (DOH)

Days of payables outstanding (DPO)

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4
Q

Days of sales outstanding (DSO)

A

The average number of days taken by customers to settle credit sales in cash.

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5
Q

Days of inventory on hand (DOH)

A

The average number of days inventory is held before being sold.

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6
Q

Days of payables outstanding (DPO)

A

The average number of days taken by the company to pay suppliers for credit sales.

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7
Q

cash conversion cycle

A

the average number of net days between when a company’s cash outflows and inflows.

DOH + DSO - DPO

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8
Q

All else equal, a company reduces its cash conversion cycle in the following ways:

A

Increase DPO

Reduce DOH

Reduce DSO

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9
Q

how to Increase DPO

A

A company can seek to obtain longer payment terms from its suppliers, but whether this can be achieved depends on the power dynamics of the relationship.

A supplier of critical inputs that sells to many other companies is unlikely to offer more generous payment terms.

A company is more likely to be successful if it commits to purchasing higher volumes from a particular supplier.

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10
Q

how to Reduce DOH

A

Discontinue products with niche demand.

Use data analytics to improve demand forecasts and adjust stock levels accordingly.

Switch to “just in time” inventory management with smaller, more frequent deliveries from suppliers.

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11
Q

how to Reduce DSO

A

Charge fees for late payments.

Tighten credit standards.

Require up-front deposits.

Accelerate installment payments. Contract with third-party collection agencies.

Offer a price reduction for cash settlement within a discount period.

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12
Q

total working capital

A

current assets minus current liabilities

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13
Q

adjusted net working capital

A

excludes cash and marketable securities from current assets and any interest-bearing debt from current liabilities.

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14
Q

Liquidity

A

refers to the ability to generate the cash required to meet short-term obligations

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15
Q

liquidity cost

A

the discount to market value that must be accepted to quickly convert it into cash

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16
Q

Primary sources of liquidity

A

Cash and marketable securities

Borrowings

Cash flow from the business

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17
Q

cash flow from operations (CFO) formula

A

CFO =

Cash received form customers
- Cash paid to employees
- Cash paid to suppliers
- Cash paid to government for tax obligations
- Cash paid to lenders for interest obligations

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18
Q

The amount of free cash flow available to a company’s shareholders is:

A

Free cash flow to equity

= CFO - Investments in long-term assets

19
Q

Secondary Sources of Liquidity

A

Suspending or reducing dividend payments to shareholders.

Delaying or reducing capital expenditures, which helps meet short-term obligations but can lead to underperformance over the long-term.

Issuing new equity, which raises cash but dilutes the positions of existing shareholders.

Renegotiating the terms of contracts such as short-term and long-term debt, rental and lease agreements, and contracts with customers and suppliers.

Selling assets that can be liquidated relatively quickly without damaging the company’s long-term value.

Filing for bankruptcy protection and continuing to operate while the company is reorganized and debt obligations are renegotiated.

20
Q

what do people interpret when using Secondary Sources of Liquidity?

A

often interpreted as a signal a company’s worsening financial health.

Companies prefer to avoid relying on these relatively costly sources because their existing current capital providers are disadvantaged and will expect higher rates of return

21
Q

A drag on liquidity

A

a lag on cash inflows resulting in a shortage of available funds.

It occurs when funds are unavailable because assets are not being efficiently converted into cash.

Drags can be limited with stricter enforcement of credit and collection practices

22
Q

Major drags on liquidity include:

A

Uncollectable receivables

Obsolete inventory

Tight credit (i.e., lenders are less willing to lend or charging higher interest rates).

23
Q

A pull on liquidity

A

occurs when disbursements are made before cash can be generated from sales

24
Q

Major pulls on payments (on liquidity) include:

A

Making payments early

Reduced credit limits from suppliers (i.e., suppliers tightening their credit terms)

Limits on short-term lines of credit from banks

Low liquidity positions

25
Q

creditworthiness

A

the perception of a borrower’s ability to meet debt obligations, even under adverse circumstances

26
Q

top 3 liquidity ratios

A

current ratio

quick ratio

cash ratio

27
Q

current ratio

A

current assets / current liabilities

28
Q

quick ratio

A

(cash + short term marketable securities + receivables) / current liabilities

29
Q

cash ratio

A

(cash + short term marketable securities) / current liabilities

30
Q

Permanent current assets

A

represent the base levels of cash, inventory, and receivables needed to maintain routine operations at any point throughout the year

31
Q

Variable current assets

A

the incremental increases above the base levels to meet additional needs during periods of peak production and sales

32
Q

Conservative Approach to Working Capital Management

A

A conservative approach is characterized by relatively large positions for current account items to minimize the risk of disruptions and increase the ability to respond to uncertainty

This approach relies on long-term debt and equity to fund all permanent (and some variable) current assets

33
Q

advantages to the Conservative Approach to Working Capital Management

A

Relying on long-term sources of capital reduces rollover risk

Greater certainty over financing costs and cash flows

Lower risk of inventory shortages

Greater flexibility to adapt to adverse market conditions

34
Q

Companies will tend to prefer the Conservative Approach to Working Capital Management if they:

A

Are in the early-stage of their development with limited access to access to short-term borrowing facilities;

Are more established with higher margins and greater ability to pass the higher borrowing costs onto their customers;

Expect interest rates to either remain stable or rise;

Have a preference for cash flow stability and want to avoid rollover risk, particularly during periods of market turmoil.

35
Q

disadvantages to the Conservative Approach to Working Capital Management

A

Higher borrowing costs (if the yield curve is upward-sloping)

Higher cost of equity and shareholder dilution

Less flexibility to borrow on an as-needed basis

Issuing long-term debt and equity requires longer lead times

Long-term debt typically imposes more covenants
Increased risk of inventory obsolescence

36
Q

Aggressive Approach to Working Capital Management

A

An aggressive approach to working capital management maintains relatively low levels of cash, inventory, etc., and relies on short-term funding sources to finance all variable (and some permanent) current assets

Taking an aggressive approach to working capital management increases the risk of running out of inventory or cash, so companies must be confident that their sales and production forecasts can be relied on to anticipate cash flow needs with a high degree of precision.

37
Q

advantages of the Aggressive Approach to Working Capital Management

A

Lower financing costs under a normal upward-sloping yield curve

Greater flexibility to borrow only as needed

Short-term borrowing imposes fewer covenants and involves less rigorous credit analysis

Ability to reduce borrowing costs by refinancing on short notice if interest rates fall

38
Q

Firms will tend to prefer the Aggressive Approach to Working Capital Management if they:

A

Are seeking a cost advantage relative to their competitors in a low-margin industry;

Are able to predict their future sales volumes and cash needs more accurately;

Expect interest rates to fall;

Want to shorten their cash conversion cycle;
Have inventories that can be liquidated quickly.

39
Q

disadvantages of the Aggressive Approach to Working Capital Management

A

Risk of having to refinance at higher short-term rates

Potential difficulty rolling over short-term debt during periods of market turmoil

Possible need to rely on relatively expensive trade credit or sell receivables to raise cash if short-term debt cannot be rolled over

Sales may suffer if customer credit terms are tightened to reduce the cash conversion cycle

40
Q

Moderate Approach to Working Capital Management

A

Companies may seek to strike a balance between these two extremes by taking a moderate approach characterized by funding permanent working capital requirements with long-term debt and equity and relying on short-term resources to fund variable working capital needs.

Because of this balance, it is known as a “matched” approach.

41
Q

Major objectives when formulating a short-term borrowing strategy include:

A

Maintaining diversified sources of credit that are sufficient to meet ongoing cash needs. A firm should not be dependent on a single lender.

Ensuring sufficient capacity to meet variable cash needs that change due to seasonal demand or planned expansion.

Borrowing at cost-effective rates with terms that do not unduly impair the company’s operations and anticipate changing market conditions.

Determining an overall borrowing rate that accounts for both explicit funding costs as well as implicit costs (e.g., trade credit).

42
Q

A company’s short-term borrowing strategy will be influenced by the following factors:

A

Size

Creditworthiness

Legal considerations

Regulatory considerations

Underlying assets

43
Q

Which of the following is most likely a secondary source of liquidity?

A) Bank line of credit

B) Inventory liquidation

C) Trade credit

A

B) Inventory liquidation