Chapter 09 Flashcards

1
Q

future value

A
  • the expecte value of an investment at a specified future date
  • FV > PV
  • FV = PV x (1 + interest %)^qty of periods
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2
Q

formula/calc example: FV

What is the future value of $20,000 if it could be invested for five years at 3.9%, compounded annually?”

A
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3
Q

formula: FV

A

= PV x (1 + interest %)^qty of periods

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4
Q

formula: present value (PV)

A

= FV / (1 + invest. % per period )^qty. of periods

  • process of calculation PV = “discounting”
  • rate in the calculation is often referred to as “discount rate”
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5
Q

Tsy professional’s role relative to budgets

A

Tsy typically has some degree of responsibility in the budgeting process, due to the budget’s impact on the firm’s cash flow streams and overall liquidity.

Also, may need to assess budget’s impact on debt covenants and credit ratings.

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6
Q

budgeting process

A

master budget - annual budget of combined (1) ops budget (profit plan) and (2) fin budget

  • ops budget - focuses oan day to day ops
      1. sales budget
      1. expenses to support necessary ops
  • financial - addresses fin and investing activities
      1. capital budget - detailed fcst of expected costs of capital investments
      1. cash budget - translates info from ops and capital budgets into sources/uses of cash
      1. ID sources for fcst’ed cash needs
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7
Q

NPV

A
  • estimates increase/decrease in firm value created from an investment
  • positive NPV = related cash inflows sufficiently cover initial investment and all financing costs.
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8
Q

formula: NPV (general)

A

= PV of future cash inflows - initial cost

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9
Q

formula: NPV (if only cash outflow takes place in the present)

A

= [cash outflow in yr 1/ (1 + WACC)^1]

+ [cash outflow in yr 2/ (1 + WACC)^2]

+ [cash outflow in yr 3/ (1 + WACC)^3]…

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10
Q

formula/calc exmaple: NPV

A
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11
Q

formula/calc example: NPV

A
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12
Q

formula: profitability index

A
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13
Q

formula: internal rate of rtn (IRR)

(aka “hurdle rate”)

A

discount rate (cost of capital) when NPV = 0

  • when PV of cash inflows = initial cost
  • good when IRR > WACC
  • firm’s required rtn. is considered the minimum return investors expect (i.e. the opportunity cost to its investors for not investing in another company instead); firm must at least “compensate” its investors for this
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14
Q

payback period

A

qty of yrs. required to recover the

initial investment

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15
Q

formula: payback period

(dumb way– look in CPA flashcards for better)

A
  1. add up amts earned each whole yr, until the remainder will be paid back the following yr.
  2. for the following yr, divide the remaining amount needing for payback by total cash inflow for that yr. year to determine the portion of that year needed to pay back the initial investment.

The payback period is calculated as the yr. that the initial capital outlay is repaid + plus the fractional amount of a year, which indicates at what point in this year the initial investment will be repaid.

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16
Q

investment risk analysis

A
  • sensitivity analysis - determines change in fin value after varying the value of ONE input variable (i.e. recalculate a project’s NPV after changing the value of upfront costs)
  • scenario analysis - changes more than 1 variable
  • simulation - combines sensitivity and scenario analyses; specifies certain assumptions regarding uncertain variables (multiple)
    • monte carlo = most common (many simulations using random quantities selected from a probability distribution of specified variables)
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17
Q

cost of capital

(weighted avg. cost of capital (WACC))

A

the discount rate, frequently used to discount future cash flows of potential projects

  • concept related to opportunity cost,
  • Ex: a WACC of 10% implies the firm must earn a return on assets of at least 10% to satisfy investors and protect stock price.
  • Aiming to create shareholder value, mgmt. should only invest when ROI >=WACC
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18
Q

risk-adjusted discount rate (RADR)

A

ex: Company’s WACC is 8%. Using the risk-adjusted discount rate (RADR) of +/- minus 2%, low risk projects have a WACC of 6%, normal risk has a WACC of 8% and high risk has a WACC of 10%.

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19
Q

formula: break even point BEP

A

BEP = fixed costs / (selling price - variable costs per unit)

or

fixed costs = NI per unit x BEP

qty. req’d to sell in order for fixed costs to equal variable costs

20
Q

ratio: net profit margin (aka “rtn. on sales”)

A

= NI / revenues

  • amount of after-tax profits generated on a given revenue level
  • larger NI relative to revenues = higher net prov. margin = GOOD

e.g. if net prof. margin = 10%, then every $1 in total revenues generates 10 cents of NI

21
Q

financial leverage

A

impact of interest exps. on overall profitability (i.e. higher interest exps. = greater financial risk)

22
Q

formula: firm’s degree of fin. leverage (DFL)

A

NOTE: % change in anything = (current - prior) / prior

23
Q

operating leverage

A

extent to which fixed costs comprise the cost structure

  • higher fixed costs = higher ops. leverage = bad)
  • demonstrates responsiveness of operating profit (EBIT) to changes in sales.
24
Q

formula: degree of operating leverage (DOL)

A

NOTE: % change in anything = (curr. - prior) / prior

25
Q

total leverage

A
  • accounts for both operating and fin. risk
  • measures sensitivity btwn. overall earnings (NI) and sales
26
Q

formula: degree of total leverage (DTL)

A

= % change in NI / % change in sales

examines sensitivity btwn earnings (NI) and sales

27
Q

formula: cash conversion efficiency

A

= cash flows from ops / revenues

  • cash flow from ops = “operating cash flow” from cash flow stmt*
  • indicates degree to which revenues are converted to cash flow
28
Q

ratio: asset turnover ratios

A

fixed asset turnover = revenues / net PPE

total asset turnover = revenues / total ass.

current ass. turnover = revenues / curr. ass.

29
Q

ratios: coverage ratios (measure ability to sevice debt)

2

A

times interest earned ratio = EBIT / int. exp

fixed-charge coverage ratio = (EBIT + fixed charges) / (int. exp. + fixed charges)

30
Q

ratios: profitability ratios

6

A

gross profit margin = gross profit / revenues

EBITDA margin = EBITDA / revenues

ops profit margin = EBIT / revenues

net profit margin = NI / revenues

return on ass (ROA) = NI / total ass

return on common equity = (NI - pref. dividends) / (total equity - pref. stock book value)

31
Q

3 drawbacks of ROI analysis

A
  1. does not account for cost of the capital invested in the project
  2. mgmt may reject a positive NPV project if it leads to a decline in the biz. unit’s ROI
  3. may mislead when anticipated earnings are unevenly distributed over time
32
Q

ratios: debt ratios

A

total liab to total ass = total liab / total ass

LT debt ot capital = LT debt / (LT debt + equity)

debt to equity = total debt / total equity

debt to tangible net worth = total debt / (total equity - intangibles)

33
Q

ratio: times interest earned (TIE) ratio

A

measures firm’s ability to meet interest pmts.

34
Q

ratio: LT debt to capital ratio

A

= LT Debt / (LT Debt + Equity)

measures % of LT financing from LT debt.

35
Q

formula: rtn on common equity

A

= (NI - pref. dividends paid) / (total equity - book value of pref. stock outstanding)

  • measures earnings avail. to comm. shareholders vs. their investment in the company.
  • higher ratio = greater return to comm. shareholders
36
Q

economic value added (EVA)

A

= (EBIT - tax) - [WACC% x (LT debt + equity)]

EBIT = revenue - COGS - selling exps

37
Q

formula % change in anything

A

= (current - prior) / prior

38
Q

ratio: EBITDA margin

A

= EBITDA / revenues

  • EBITDA = earnings before interest, taxes, depr, amortiz.*
  • = earnings - COGS - selling and admin - ops exps*
39
Q

formula: EBITDA

A

= revenue - COGS - selling and admin - ops exps

EBITDA = earnings before deducting costs for interest, taxes, depr, and amortiz.

40
Q

3 typical project acceptance criteria (i.e. say “yes” to a project if…)

A
  1. NPV > 0
  2. profitability index (PI) > 1
  3. IRR > WACC
41
Q

formula: working capital

A

= curr. ass. - curr. liab

42
Q

formula: free cash flow

MORE INFO

A

change in working capital used in FCF = change in total curr. ass. - change in total curr. liab.

FCF = NI + (depr. and amortiz) - change in noncash wrking capital - CapEx

43
Q

formula: tangible net worth

A

= equity - intangibles (e.g. goodwill, patents, etc)

lots of ingangibles? avoid “debt to tangible net worth” ratio (distorts company’s true level of indebtedness)

44
Q

ratio: debt to tangible net worth

A

= debt / tangible net worth

  • tangible net worth = equity - intangibles*
  • avoid using this ratio if you have lots of intangibles (i.e. distorted true level of indebtedness)
45
Q

formula: contribution margin

A

= selling price per unit - variable cost per unit

NOTE: denominator in BEP/qty formula

46
Q

ratios: performance measurement

A

ROI = NI / (LT debt + equity)

econ value added (EVA) = [(EBIT x (1 tax%)] - [(WACC% x (LT debt + equity)]

FCF = NI + (depr. and amortiz) - change in noncash wrking capital - CapEx