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**CHAPTER 13 WEB/CD EXTENSION
**

The Marginal Cost of Capital and the Optimal Capital Budget

If the capital budget is so large that a company must issue new equity, then the cost of

capital for the company increases. This Extension explains the impact on the optimal

capital budget.

**Marginal Cost of Capital, MCC The marginal cost of any item is the cost of an-
**

other unit of that item. For example, the marginal cost of labor is the cost of adding

one additional worker. The marginal cost of labor may be $25 per person if 10 work-

ers are added but $35 per person if the ﬁrm tries to hire 100 new workers, because it

will be harder to ﬁnd 100 people willing and able to do the work. The same concept

applies to capital. As the ﬁrm tries to attract more new dollars, the cost of each dollar

will at some point rise. Thus, the marginal cost of capital (MCC) is deﬁned as the cost of

the last dollar of new capital the ﬁrm raises, and the marginal cost rises as more and more cap-

ital is raised during a given period.

We can use Axis Goods to illustrate the marginal cost of capital concept. The com-

pany’s target capital structure and other data follow:

**Long-term debt $ 754,000,000 45%
**

Preferred stock 40,000,000 2

Common equity 896,000,000 53

Total capital $1,690,000,000 100%

kd 10%.

kps 10.3%.

T 40%.

P0 $23.

g 8%, and it is expected to remain constant.

D0 $1.15 dividends per share in the last period. D0 has already been paid, so

someone who purchased this stock today would not receive D0—rather, he or she

would receive D1, the next dividend.

D1 D0(1 g) $1.15(1.08) $1.24.

ks D1/P0 g ($1.24/$23) 0.08 0.054 0.08 0.134 13.4%.

On the basis of these data, the weighted average cost of capital, WACC, is 10 percent:

Fraction Cost

Fraction

WACC ° ¢a b(1 T) ± ≤ ± ≤

Interest of of

of

rate preferred preferred

debt

stock stock

Fraction of Cost

° common ¢ ° of ¢

equity equity

(0.45)(10%)(0.6) (0.02)(10.3%) (0.53)(13.4%)

2.7% 0.2% 7.1%

10.0%.

Copyright (C) 2001 by Harcourt, Inc. 13E-1

some preferred stock. Here the dots represent dollars raised. At some point. Weighted Average Cost of Capital (WACC) (%) WACC = MCC 10 0 2 4 6 8 10 Dollars of New Capital Raised . then its weighted average cost of capital will be WACC 10%. the costs of debt. the marginal cost of capital (MCC) for Axis is constant at 10 percent under the assumptions we have used thus far.000. and as this occurs. it should obtain $450. and as long as its debt has an after-tax cost of 6 percent. $20.000. its preferred stock a cost of 10.690.000 in new capital. the weighted average cost of each new dollar also rises.000 of preferred stock. The New Equity Break Point Could Axis raise an unlimited amount of new capital at the 10 percent cost? The answer is no. all of this capital was raised in the past. just as corporations cannot hire unlimited numbers of workers at a constant wage. As a practical matter. as a company raises larger and larger sums during a given time period. and it has been invested in assets that are being used in operations. Thus. preferred stock. and some common equity.000.000 of debt. Because each dollar of new capital has a cost of 10 percent.4 percent. The graph shown in Figure 13WE-1 is Axis’ MCC schedule. Therefore. recognize that although the company’s balance sheet shows total long-term capital of $1. if Axis wants to raise $1.000 of FIGURE 13WE-1 Marginal Cost of Capital (MCC) Schedule for Axis Goods Inc. New (or marginal) capital presumably will be raised so as to maintain the 45/2/53 debt/ preferred/common relationship. they cannot raise unlimited amounts of capital at a con- stant cost. and the cost of the whole dollar will be 10 percent. A graph which shows how the WACC changes as more and more new capital is raised during a given year is called the marginal cost of capital schedule. Each dollar the ﬁrm raises will consist of some long-term debt. and its common eq- uity a cost of 13.Webext_13_Brigham 3/28/01 1:30 PM Page 13E-2 13E-2 CHAPTER 13 Web/CD Extension As long as Axis keeps its capital structure on target.3 percent. and common equity begin to rise. Where will this point occur for Axis? As a ﬁrst step to determining the point at which the MCC begins to rise. and $530. the cost of each new dollar will increase.

Assume that the company expects to have total earnings of $137. when it uses new retained earnings (earnings retained this year. hence the 1 The numbers in this set of calculations are rounded. but the WACC jumps to 10.3 0. or (2) proceeds from the sale of new common stock. The new common equity could come from two sources: (1) retained earnings. and so on).45 6. it makes little sense to carry estimates out to very many decimal places—this is “spurious accuracy. and 53 cents of common equity. it must raise each dollar as 45 cents of debt. Further. We also know that if the company is to remain at its optimal capital structure.0% 2. Since the inputs are estimates.53 13.7% Preferred stock 0. the retained earnings for the year are projected to be $137.7% Preferred stock 0.3% common equity.2 Common equity (Retained earnings) 0. Therefore. so it plans to pay out 45 percent of its earnings as dividends. How much new capital can Axis raise before it exhausts its retained earnings and is forced to sell new common stock. not in the past) and also when it uses new common stock.0 7. equipment.4 1. that is. deﬁned as that part of this year’s proﬁts that management decides to retain in the business rather than use for dividends (but not earnings retained in the past.02 10.3 0.3 percent.3 percent as soon as the ﬁrm exhausts its retained earnings and is forced to sell new common stock. WACC when Equity Is from Sale of New Common Stock Weight Component Cost Product Debt 0.45 6.8(1.8 million in 1998.1 1. but it will jump to ke 14% once the company uses up all of its retained earnings and is thus forced to sell new com- mon stock. is shown in Table 13WE-1. 2 cents of preferred. The cost of common equity will be ks 13. for these have already been invested in plant. where will an increase in the MCC schedule occur? We ﬁnd this point as follows:1 1. and the preferred stock will have a cost of 10.0% 2.8 million of retained earnings for the year.00 WACC2 10. The debt will have an interest rate of 10 percent and an after-tax cost of 6 percent.8 million of retained earnings will not be exhausted. 2. it has a target payout ratio of 45 percent.0 0. each 53 cents of retained earnings will support $1 of capital. We know that Axis expects to have $75.Webext_13_Brigham 3/28/01 1:30 PM Page 13E-3 CHAPTER 13 Web/CD Extension 13E-3 TABLE 13WE-1 Axis’ WACC Using New Retained Earnings and New Common Stock I. We see that the weighted average cost of each dollar is 10 percent as long as retained earnings are used.2 Common equity (New common stock) 0.45) $75. Axis’ weighted average cost of capital.53 14.4% as long as the equity is obtained as retained earnings.4 7. WACC when Equity Is from New Retained Earnings Weight Component Cost Product Debt 0.02 10.0% II.” . and the $75. Thus. inventories.8 million.00 WACC1 10.

The value of X.3 45% Preferred stock supported by retained earnings 2. In effect.53 ($143 million) $75.53X $75. X.02($143 million) $2. or break. $2. Axis can raise a total of $143 mil- lion.9 million of preferred stock with a cost of 10. whereas 47 percent will be debt plus preferred. Retained earnings 0.3 percent for the ﬁrst $1 over $143 million. without alter- ing its capital structure (dollars in millions): New debt supported by retained earnings $64. given $75.45($143 million) $64. is deﬁned as the retained earnings break point.8 million of retained earnings is exhausted and Axis is forced to sell new common stock. we obtain BPRE $143 million: Retained earnings $75.53 $143. We now want to know how much total new capital—debt. or as a result of further increases in ﬂotation . and it is the amount of total capital at which a break. have been used up.53.Webext_13_Brigham 3/28/01 1:30 PM Page 13E-4 13E-4 CHAPTER 13 Web/CD Extension WACC will not rise.800.000.3 million of new debt with an after-tax cost of 6 percent.800. Therefore. Thus. each new dollar will contain 53 cents of equity obtained by selling new common equity at a cost of 14 percent. in Axis’ MCC schedule at $143 million of new capital.3 percent.9 2 Retained earnings 75. will be retained earnings. and re- tained earnings—can be raised before the $75.8 53 Total capital supported by retained earnings. Could there be other breaks in the schedule? Yes.8 million of retained earnings. Figure 13WE-2 should be regarded as an approxi- mation rather than as a precise representation of reality.8 million of retained earnings. Thus.9 million of preferred stock plus 0.868 143 million. We also know that re- tained earnings will amount to $75. 6. until $75. plus some additional amount of debt and preferred stock. Each dollar has a weighted average cost of 10 percent until the company has raised a total of $143 million.4 percent.3 percent. if Axis raises more than $143 million.8 million. Solving for X. of X.0 100% 7. The MCC Schedule beyond the Break Point There is a jump.8 million of retained earnings plus 0. as calculated back in Table 13WE-1. the total capital raised. 3. We know that 53 percent. or break point for retained earnings $143. we are seeking some amount of capital. or BPRE $143 million. occurs in the MCC schedule. This $143 million will consist of $64. which is called a break point (BP) and which represents the total ﬁnancing that can be done before Axis is forced to sell new common stock. The cost of capital could also rise due to increases in the cost of debt or the cost of preferred stock.8 million of retained earnings with a cost of 13. 5. there could.3 million of new debt supported by these new retained earnings. or jump. Figure 13WE-2 graphs Axis’ marginal cost of capital schedule with the retained earnings break point. and $75. consisting of 0.018. therefore. WACC jumps from 10 percent to 10. or 0.000 X BPRE Equity fraction 0. which is the retained earnings break point. preferred stock. 4. However. Note that we don’t really think the MCC jumps by precisely 0.

Some people have asserted that the costs of capital components other than common stock should not rise. so the more securities issued during a given period.Webext_13_Brigham 3/28/01 1:30 PM Page 13E-5 CHAPTER 13 Web/CD Extension 13E-5 FIGURE 13WE-2 Marginal Cost of Capital Schedule beyond the Break Point for Axis Goods Inc.000 Dollars of Additional Capital Raised costs as the ﬁrm issues more and more common stock. WACC (%) WACC 10. In practice. such as the one shown in Figure 13WE-2. and (2) we indicate our inability to measure these costs precisely by using a band of costs rather than a single line. Moreover. 2 cents of . However. investors should be willing to invest unlimited amounts of additional capital at the same rate. is a weighted average which consists of 45 cents of debt. we have (1) shown the MCC schedule to be up- ward sloping. and accept a project if the PV of its future cash inﬂows exceeds the cost of the project.000. Estimate the future cash ﬂows associated with each project. the more new ﬁ- nancing required. Note that this band exists over the whole range of cap- ital raised—our component costs are only estimates. 4. 3. and thus the band widens as the amount of new capital raised increases. Therefore.0 0 143. Their argu- ment is that as long as the capital structure does not change. every dollar raised by Axis Goods Inc. but because of estimation difﬁculties. An issue that arises is picking the appropriate point on the marginal cost of capital schedule for use in capital budgeting. Here we have identiﬁed a speciﬁc retained earnings break point. discounted at the cost of the capital used to ﬁnance the project. the demand curve for securities is downward sloping. Compare each project’s PV with its cost. capital budgeting consists of these steps: 1. and presuming that the ﬁrm uses new capital to invest in projects with the same expected return and degree of risk as its existing projects. this argument is not borne out in empir- ical studies. we have not attempted to identify precisely any additional break points. As a result of all this. As we have seen.3 10. ﬁrms face increasing MCC schedules. reﬂecting a positive relationship between capital raised and capital costs. Identify the set of available investment opportunities. 2. Find the present value of each future cash ﬂow. The Optimal Capital Budget The cost of capital is a key element in the capital budgeting process. the higher the ﬁrm’s WACC. In essence. and sum these PVs to obtain the total PV of each project. (1) the lower the price received for the securities and (2) the higher the required rate of return. these estimates become more un- certain as the ﬁrm requires more and more capital.

the WACC begins to rise. and then from the issuance of new com- mon stock).Webext_13_Brigham 3/28/01 1:30 PM Page 13E-6 13E-6 CHAPTER 13 Web/CD Extension preferred stock.0% IOS 10 D = 10. Therefore. the ﬁrm should expand to the point where its marginal revenue equals its marginal cost.2 . but after the ﬁrm has exhausted its least expensive sources of capital.0% B 50 12. while the ﬁrm would forgo proﬁts at any lower production rate. but which one should we use? The answer is based on the concept of marginal analysis as developed in eco- nomics. the ﬁrm has an MCC schedule that shows its WACC at different amounts of capital raised. Since its cost of capital depends on how much capital the ﬁrm raises. 10. just which cost should we use in capital budgeting? Put another way.5% C = 12% 12 11 MCC WACC = 10.2% 0 50 100 150 200 250 New Capital Raised and Optimal Capital Invested During the Year Budget = $180 million (Millions of Dollars) Project Cost (in Millions) Rate of Return A $50 13. we saw that the WACC is constant for a while. which of the WACC num- bers shown in Figure 13WE-2 should be used to evaluate an average-risk project? We could use 10.3 percent. Thus. or some higher number. Further. the last unit of output exactly covers its cost—further expansion would reduce proﬁts. you learned that ﬁrms should expand output to the point where marginal revenue is equal to marginal cost. and 53 cents of common equity (with the equity coming from re- tained earnings until they have been used up.3% WACC = 10.0 D 80 10.5 C 80 12. At that point. In economics.0 percent. FIGURE 13WE-3 Combining the MCC and IOS Schedules to Determine the Optimal Capital Budget Percent A = 13% 13 B = 12. Figure 13WE-2 gave Axis’ MCC schedule.

Copyright (c) 2001 by Harcourt. . Therefore. or IRR. We have already devel- oped the marginal cost curve—it is the MCC schedule. Projects A. Figure 13WE-3 gives such a graph for Axis. and C should be accepted. B. and C all have expected rates of return that exceed the cost of the capi- tal that will be used to ﬁnance them. Now we need to develop a schedule that is analogous to the marginal revenue schedule. Projects A.Webext_13_Brigham 3/28/01 1:30 PM Page 13E-7 CHAPTER 13 Web/CD Extension 13E-7 This same type of analysis is applied in capital budgeting. In our Figure 13WE-3 example. This is the Investment Opportunity Schedule (IOS). Inc. Axis’ corpo- rate cost of capital is WACC 10.3%. The WACC at the point where the Investment Opportunity Schedule intersects the MCC curve is deﬁned as the corporate cost of capital—this point reﬂects the mar- ginal cost of capital to the corporation. and Project D should be rejected. but the expected return on Project D is less than its cost of capital. expected on each potential investment opportunity. We can plot those returns on the same graph that shows our marginal cost of capital. which shows the rate of return. B.

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