Chapter 1- Intro to IB Flashcards

1
Q

A Financial Intermediary Between Corporations and Investors:

A
  1. Investment dealers act as intermediaries between investors (who have money to invest) and corporations (who
    require capital to grow and run their businesses)
  2. Investment banking is the division within an investment dealer that serves corporations, governments and other
    institutions by providing capital markets advisory services, including mergers & acquisitions (M&A), raising capital
    (underwriting) and corporate finance advisory
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2
Q

Investment Dealer is separated into 2 groups:

A
  1. Investment banking (Private or Sell-Side)
  2. Sales, Trading & Research ( Public or Buy-Side)
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3
Q

The 3 Primary Service Offerings:

A
  1. Mergers and Acquisitions (M&A) Advisory
  2. Raising Capital (Underwriting)
  3. Corporate Finance Advisory
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4
Q

Mergers and Acquisitions (M&A) Advisory

A
  • Helping companies execute strategic transactions, including acquisitions, mergers or asset divestitures, and identifying and evaluating new strategic opportunities (“idea generation”)
  • Includes sell-side M&A (ie. advising the seller) and buy-side M&A (ie. advising the buyer)
  • Investment banks typically generate a success fee based on the total enterprise value of the transaction (flat fee on buy-side mandates and a fee grid on sell-side mandates)
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5
Q

Raising Capital (Underwriting)

A
  • Helping companies raise capital in the equity and debt markets by acting as an intermediary with investors
  • Includes private placements, initial public offerings and follow-on offerings
  • Investment banks typically generate a commission on total capital raised
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6
Q

Corporate Finance Advisory:

A
  • Includes assessing a company’s strategic and financial position in order to provide capital structure and capital allocation advice
  • Is a critical component of both M&A advisory and raising capital
  • Investment banks typically provide corporate finance advisory services for free in an attempt to strengthen client relationships and improve the likelihood of generating M&A and financing fees
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7
Q

Organizational Structure:

A
  • Most investment banks are structured with specialized “industry” and “product” groups
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8
Q

Industry Groups:

A
  • Consumer, Industrial & Telecom
  • Healthcare
  • Technology
  • Real-Estate
  • Mining
  • Financial Institutions
  • Power & Infrastructure
  • Energy Transition
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9
Q

Product Groups:

A
  • Mergers & Acquisitions (M&A)
  • Equity Capital Markets (ECM)
  • Debt Capital Markets (DCM)
  • Corporate Banking (Lending)
  • Risk Management / Hedging
  • Corporate Finance
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10
Q

Industry groups work with ______ to:

A

product groups to manage existing
relationships, originate new business and execute transactions

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11
Q

Investment Banking Hierarchy and Career Progression: A majority of investment banks have five key positions/titles that follow a similar progression:

A
  1. Analyst
  2. Associate
  3. VP (Director at CBC)
  4. Director ( Executive Director at CIBC)
  5. Managing Director
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12
Q

Timeline and Primary Role of Analyst and Associate’s:

A

Timeline: 3 Years
* Industry and company research, comps and precedents,
corporate financial analysis, financial modelling, populating
client pitches, managing the day-to-day items on live projects
(ie. trading updates, data room population, progress trackers)

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13
Q

Success Factors of Analyst and Associates:

A
  • Analytical
  • Quick Learner
  • Detail-Oriented
  • Strong Work Ethic
  • Attitude/Resilience
  • Dependable
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14
Q

Timeline and Primary Role of VP:

A

Timeline: 4+ years

  • Project manager, drafting and presenting client pitches, idea
    generation, supporting directors and managing director on
    client coverage
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15
Q

Timeline and Primary Role of Director and Managing Director:

A

Timeline of Director: 4+ years
Managing Director: N/A

  • Relationship management (CEO, CFO, Boards), new client
    origination, deal execution, develop coverage strategies,
    provide directional guidance to the rest of the team
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16
Q

Success Factors of VP, Director, and Managing Director

A
  • Strong Manager
  • Well-Rounded
  • Critical Thinker
  • Strategy Formation
  • Deal Origination
  • Experience
17
Q

Common Exit Opportunities:* The skills and experience developed in investment banking can open a lot of doors

A
  1. Private Equity / Pension Fund
  2. Corporate Executive / Corporate Development
  3. Asset Management / Hedge Fund
  4. Top MBA Program
  5. Operations / Start-up
  6. Law
18
Q

key income statement items investment bankers typically focus on​:

A
  1. Revenue
  2. EBITDA
  3. Earnings (Net Income)
  4. Free Cash Flow
19
Q

Revenue:

A
  • Revenue from the sale of the company’s goods and services
20
Q

EBITDA:

A
  • EBITDA = Earnings Before Interest, Taxes, Depreciation & Amortization
  • The most common performance measure used by investment bankers; commonly reported by companies in their financial statements
  • Serves as a pre-tax proxy for cash generated by the business
21
Q

Earnings ( Net Income):

A
  • Earnings after depreciation & amortization and the payment of interest and taxes
22
Q

Free Cash Flow:

A
  • Free Cash Flow (FCF) = Cash from Operations less Capital Expenditures
  • Unlevered (before interest) vs. levered (after interest) free cash flow
23
Q

EBITDA, earnings and free cash flow should be adjusted to exclude any:

A
  1. non-recurring expenses or
  2. nonoperating gains/losses
24
Q

Key Balance Sheet Items that Investment Bankers typically focus on:

A
  1. Cash & Cash Equivalents
  2. Total Debt
  3. Net Debt
  4. Minority or Non-Controlling Interest
25
Q

Cash & Cash Equivalents:

A
  • Includes cash and any cash equivalents such as marketable securities
  • Should exclude any cash on the balance sheet deemed restricted by the company
26
Q

Total Debt:

A
  • Includes notes payable, commercial paper, lines of credit, bank overdrafts, current
    portion of long-term debt and capital leases and long-term debt and capital leases
  • If calculating leverage or valuation metrics, total debt should include operating leases
    only if EBITDA is before rent expense (IFRS 16 changes)
27
Q

Net Debt:

A
  • Net Debt = Total Debt less Cash & Cash Equivalents
28
Q

Minority or Non-Controlling Interest

A
  • Represents the portion of a subsidiaries equity that is not owned by the company (however 100% of the earnings from that subsidiary are captured on the income statement)
29
Q

Key Operating Metrics:

A
  • Growth rates (revenue, EBITDA, FCF, etc)
  • Profitability (EBITDA margin, FCF margin, etc.)
  • Capex intensity (Capex / Revenue)
  • Return on Equity
  • Return on Invested Capital
  • Business mix
  • Seasonality & cyclicality
30
Q

Key Capital Structure Metrics:

A

Leverage Metrics
* Total Debt / EBITDA
* Net Debt / EBITDA
* Debt / Capitalization

Return of Capital Metrics
* Dividend Yield (Dividends Per Share / Share Price)
* Payout Ratio (Dividends Per Share / Free Cash Flow or Earnings Per Share)