This action might not be possible to undo. Are you sure you want to continue?

tools and analysis used to make these decisions. The primary goal of corporate finance is to maximize corporate value [2] while managing the firm's financial risks. Although it is in principle different from managerial finance which studies the financial decisions of all firms, rather than corporations alone, the main concepts in the study of corporate finance are applicable to the financial problems of all kinds of firms. The discipline can be divided into long-term and short-term decisions and techniques. Capital investment decisions are long-term choices about which projects receive investment, whether to finance that investment with equity or debt, and when or whether to pay dividends to shareholders. On the other hand, short term decisions deal with the short-term balance of current assets and current liabilities; the focus here is on managing cash, inventories, and short-term borrowing and lending (such as the terms on credit extended to customers). The terms corporate finance and corporate financier are also associated with investment banking. The typical role of an investment bank is to evaluate the company's financial needs and raise the appropriate type of capital that best fits those needs. Thus, the terms ³corporate finance´ and ³corporate financier´ may be associated with transactions in which capital is raised in order to create, develop, grow or acquire businesses. Capital investment decisions: Capital investment decisions [3] are long-term corporate finance decisions relating to fixed assets and capital structure. Decisions are based on several inter-related criteria. (1) Corporate management seeks to maximize the value of the firm by investing in projects which yield a positive net present value when valued using an appropriate discount rate. (2) These projects must also be financed appropriately. (3) If no such opportunities exist, maximizing shareholder value dictates that management must return excess cash to shareholders (i.e., distribution via dividends). Capital investment decisions thus comprise an investment decision, a financing decision, and a dividend decision. The investment decision: Management must allocate limited resources between competing opportunities (projects) in a process known as capital budgeting. [4] Making this investment, or capital allocation, decision requires estimating the value of each opportunity or project, which is a function of the size, timing and predictability of future cash flows. Project valuation:

identifying the proper discount rate . Stern Stewart & Co) and APV (Stewart Myers). The NPV is greatly affected by the discount rate. This requires estimating the size and timing of all of the incremental cash flows resulting from the project. and this sum net of the initial investment outlay is the NPV.) In conjunction with NPV. IRR. and the opportunity with the highest value.In general [5]. Such an approach may not be appropriate where the risk of a particular project differs markedly from that of the firm's existing portfolio of assets. for example R&D projects. capital efficiency. and must take into account the financing mix. [10] they may often be used interchangeably: . the project "hurdle rate" [6] . typically measured by volatility of cash flows. (A common error in choosing a discount rate for a project is to apply a WACC that applies to the entire firm. Managers use models such as the CAPM or the APT to estimate a discount rate appropriate for a particular project. there are several other measures used as (secondary) selection criteria in corporate finance. equivalent annuity.e. Valuing flexibility Main articles: Real options analysis and decision tree In many cases. as measured by the resultant net present value (NPV) will be selected (applied to Corporate Finance by Joel Dean in 1951.is critical to making an appropriate decision. but this reality will not typically be captured in a strict NPV approach. Thus. The two most common tools are Decision Tree Analysis (DTA) [8] [9] and Real options analysis (ROA). These are visible from the DCF and include discounted payback period. John Burr Williams: theory). each project's value will be estimated using a discounted cash flow (DCF) valuation.often termed. whereas in a DCF valuation the most likely or average or scenario specific cash flows are discounted. Such future cash flows are then discounted to determine their present value (see Time value of money). The hurdle rate is the minimum acceptable return on an investment²i. and hence "all" potential payoffs are considered. and use the weighted average cost of capital (WACC) to reflect the financing mix selected. The difference between the two valuations is the "value of flexibility" inherent in the project. the project appropriate discount rate. Alternatives (complements) to NPV include MVA / EVA (Joel Stern. here the ³flexibile and staged nature´ of the investment is modelled. Modified IRR. So. The hurdle rate should reflect the riskiness of the investment.[7] Management will therefore (sometimes) employ tools which place an explicit value on these options. These present values are then summed. See Financial modeling. a project may open (or close) the paths of action to the company. See list of valuation topics. see also Fisher separation theorem. and ROI.

the viability of a mining project is contingent on the price of gold. viewing corporate strategy as a series of options was originally per Timothy Luehrman. -5%. See Decision theory: Choice under uncertainty. and Monte Carlo methods in finance Given the uncertainty inherent in project forecasting and valuation.DTA values flexibility by incorporating possible events (or states) and consequent management decisions.) Here: (1) using financial option theory as a framework. management will develop the ore body..). and then determine the sensitivity using this formula. there is no "branching" each scenario must be modelled separately. if sufficiently high. 5%. and their . (Real options in corporate finance were first discussed by Stewart Myers in 1977. (For example.. The sensitivity of NPV to a change in that factor is then observed. Again. e.) In the decision tree.[11] [9] analysts will wish to assess the sensitivity of project NPV to the various inputs (i. management chooses the actions corresponding to the highest value path probability weighted. Often. assumptions) to the DCF model.. while Black Scholes type formulae are used less often. and is calculated as a "slope": NPV / factor. given further demand. management will abandon the mining rights.) Quantifying uncertainty Further information: Sensitivity analysis.e. ceteris paribus. (3) this path is then taken as representative of project value. a company would build a factory given that demand for its product exceeded a certain level during the pilot-phase. In a DCF model. Scenario planning. the decision to be taken is identified as corresponding to either a call option or a put option. by contrast. several variables may be of interest. it would similarly expand the factory. and outsource production otherwise. (2) given this ³knowledge´ of the events that could follow. see Contingent claim valuation. (3) The "true" value of the project is then the NPV of the "most likely" scenario plus the option value. and maintain it otherwise. -10%. a DCF valuation would capture only one of these outcomes. each management decision in response to an "event" generates a "branch" or "path" which the company could follow. In a typical sensitivity analysis the analyst will vary one key factor while holding all other inputs constant. (For example. if the price is too low. 0%.g. (2) an appropriate valuation technique is then employed usually a variant on the Binomial options model or a bespoke simulation model. in the late 1990s. the probabilities of each event are determined or specified by management. ROA is usually used when the value of a project is contingent on the value of some other asset or underlying variable. For example. Once the tree is constructed: (1) "all" possible events and their resultant paths are visible to management. the analyst will determine NPV at various growth rates in annual revenue as specified (usually at set increments. and assuming rational decision making. In turn.

. This histogram provides information not visible from the static DCF: for example. and to the other relevant variables. specify the observed or supposed correlation between the variables. where NPV is then a function of several variables. mathematically reflecting their "random characteristics". See also Stress testing. typically using an add-in. although has only recently become common: today analysts are even able to run simulations in spreadsheet based DCF models. Using a related technique. A further advancement is to construct stochastic or probabilistic financial models ± as opposed to the traditional static and deterministic models as above. 5% for "Worst Case".. or "trials". where all key inputs are adjusted so as to be consistent with the growth assumptions. and calculate the NPV for each. the simulation produces several thousand random but possible outcomes. The resultant statistics (average NPV and standard deviation of NPV) will be a more accurate mirror of the project's "randomness" than the variance observed under the scenario based approach. the various combinations of inputs must be internally consistent. etc. which are then used to generate the NPV histogram. In contrast to the scenario approach above.. the cash flow components that are (heavily) impacted by uncertainty are simulated.incorporating this correlation . such as Crystal Ball. The output is then a histogram of project NPV. and. Hertz in 1964. As an example. Here. Note that for scenario based analysis. see Monte Carlo Simulation versus ³What If´ Scenarios. exchange rates. it allows for an estimate of the probability that a project has a net present value greater than zero (or any other value). where possible. An application of this methodology is to determine an "unbiased" NPV. "global" factors (demand for the product. Here.) as well as for companyspecific factors (unit costs. For this purpose. the most common method is to use Monte Carlo simulation to analyze the project¶s NPV. a scenario comprises a particular outcome for economy-wide. whereas for the sensitivity approach these need not be so. where management determines a (subjective) probability for each scenario ± the NPV for the project is then the probability-weighted average of the various scenarios. These distributions would then be "sampled" repeatedly .various combinations produce a "value-surface" (or even a "value-space"). 10% for "Likely Case" and 25% for "Best Case"). with corresponding valuations. the analyst would assign an appropriate probability distribution to each variable (commonly triangular or beta).g. commodity prices.. and the average NPV of the potential investment ± as well as its volatility and other sensitivities ± is then observed. the analyst may specify various revenue growth scenarios (e. This method was introduced to finance by David B. Continuing the above example: instead of assigning three discrete values to revenue growth. analysts also run scenario based forecasts of NPV. .so as to generate several thousand random but possible scenarios. etc.).

) The sources of financing will. Financing a project through debt results in a liability or obligation that must be serviced. [12] As above. Equity financing is less risky with respect to cash flow commitments. One of the main theories of how firms make their financing decisions is the Pecking Order Theory. One last theory about this decision is the Market timing hypothesis which states that firms look for the cheaper type of financing regardless of their current levels of internal resources. (See Balance sheet. thus entailing cash flow implications independent of the project's degree of success. The dividend decision Main article: The Dividend Decision .These are often used as estimates of the underlying "spot price" and volatility for the real option valuation as above. WACC. the financing mix can impact the valuation. The cost of equity is also typically higher than the cost of debt (see CAPM and WACC). source of financing (debt or equity) and expenditure framework within a given economy and under given market conditions. and so equity financing may result in an increased hurdle rate which may offset any reduction in cash flow risk. but. institutional structure. An emerging area in finance theory is right-financing whereby investment banks and corporations can enhance investment return and company value over time by determining the right investment objectives. policy framework. control and earnings. Management must also attempt to match the financing mix to the asset being financed as closely as possible. which suggests that firms avoid external financing while they have internal financing available and avoid new equity financing while they can engage in new debt financing at reasonably low interest rates. in terms of both timing and cash flows. Another major theory is the TradeOff Theory in which firms are assumed to trade-off the tax benefits of debt with the bankruptcy costs of debt when making their decisions. The financing decision Main article: Capital structure Achieving the goals of corporate finance requires that any corporate investment be financed appropriately. see also the Modigliani-Miller theorem. comprise some combination of debt and equity financing. generically. debt and equity. but results in a dilution of ownership. since both hurdle rate and cash flows (and hence the riskiness of the firm) will be affected. Fisher separation theorem. see Real options valuation: Valuation inputs. Management must therefore identify the "optimal mix" of financing²the capital structure that results in maximum value.

The goal of Working capital management is therefore to ensure that the firm is able to operate. almost by definition. in both cases increasing the value of shares outstanding. and that it has sufficient cash flow to service long term debt. even though an opportunity is currently NPV negative. Various factors may be taken into consideration: where shareholders must pay tax on dividends. management may consider ³investment flexibility´ / potential payoffs and decide to retain cash flows. projects where returns exceed the hurdle rate. see above and Real options. This is the general case. capital investment decisions. Alternatively. and if. That is. the return on capital exceeds the cost of capital. In other cases. the goal of Corporate Finance is the maximization of firm value. it is generally accepted that dividend policy is value neutral (see Modigliani-Miller theorem). Decision criteria Working capital is the amount of capital which is readily available to an organization. firms may elect to retain earnings or to perform a stock buyback. and to satisfy both maturing short-term debt and upcoming operational expenses. see Corporate action. firm value is enhanced when. have implications in terms of cash flow and cost of capital. These investments. expect that the company will. i. then management must return excess cash to investors. and cash requirements (Current Liabilities). however there are exceptions. If there are no NPV positive opportunities. working capital is the difference between resources in cash or readily convertible into cash (Current Assets). In the context of long term. See Economic value added (EVA). As above.e. in turn. Working capital management Main article: Working capital Decisions relating to working capital and short term financing are referred to as working capital management[14].[13] and what amount. In so doing. retain earnings so as to fund growth internally. firm value is enhanced through appropriately selecting and funding NPV positive investments. These involve managing the relationship between a firm's short-term assets and its short-term liabilities. investors in a "Growth stock". Management must also decide on the form of the dividend distribution.Whether to issue dividends. generally as cash dividends or via a share buyback. is calculated mainly on the basis of the company's inappropriate profit and its earning prospects for the coming year. Today. These free cash flows comprise cash remaining after all business expenses have been met. some companies will pay "dividends" from stock rather than in cash. As a . For example.

Identify the level of inventory which allows for uninterrupted production but reduces the investment in raw materials . although some constraints . inventories and debtors) and the short term financing. This represents the time difference between cash payment for raw materials and cash collection for sales. or cash conversion cycle. Working capital management decisions are therefore not taken on the same basis as long term decisions. The most widely used measure of cash flow is the net operating cycle. the return on capital. (Another measure is gross operating cycle which is the same as net operating cycle except that it does not take into account the creditors deferral period. Management of working capital Guided by the above criteria. decisions. and working capital management applies different criteria in decision making: the main considerations are (1) cash flow / liquidity and (2) profitability / return on capital (of which cash flow is probably the more important). the most useful measure of profitability is Return on capital (ROC). but reduces cash holding costs. As above. Because this number effectively corresponds to the time that the firm's cash is tied up in operations and unavailable for other activities. Return on equity (ROE) shows this result for the firm's shareholders. The result is shown as a percentage. These policies aim at managing the current assets (generally cash and cash equivalents. they are also "reversible" to some extent. and if. determined by dividing relevant income for the 12 months by capital employed. Inventory management. management generally aims at a low net count. (Considerations as to Risk appetite and return targets remain identical. i. exceeds the cost of capital. The cash conversion cycle indicates the firm's ability to convert its resources into cash. Identify the cash balance which allows for the business to meet day to day expenses. such that cash flows and returns are acceptable. management will use a combination of policies and techniques for the management of working capital [15]. the decisions relating to working capital are always current.such as those imposed by loan covenants .e.and minimizes reordering costs .result. short term. in that they link short-term policy with long-term decision making.may be more relevant here). Cash management. working capital decisions differ from capital investment decisions in terms of discounting and profitability considerations.) In this context. ROC measures are therefore useful as a management tool. firm value is enhanced when. In addition to time horizon.

Identify the appropriate source of financing. demergers. i. see Discounts and allowances. credit terms which will attract customers. divisions or subsidiaries . infrastructure finance.and hence increases cash flow. it may be necessary to utilize a bank loan (or overdraft). project finance. Economic order quantity (EOQ). demergers and takeovers of public companies.e. Relationship with other areas in finance Investment banking Use of the term ³corporate finance´ varies considerably across the world. especially where linked to one of the transactions listed above. see Supply chain management.i. including public-to-private deals Management buy-out. In the United States it is used.. start-up. the terms ³corporate finance´ and ³corporate financier´ tend to be associated with investment banking . Short term financing. Economic production quantity (EPQ). Debtors management. decisions and techniques that deal with many aspects of a company¶s finances and capital. including the flotation of companies on a recognised stock exchange in order to raise capital for development and/or to restructure ownership Raising capital via the issue of other forms of equity. Identify the appropriate credit policy. whether by means of private placing or further issues on a stock market. debt and related securities for the refinancing and restructuring of businesses Financing joint ventures. acquisitions or the sale of private companies Mergers. Just In Time (JIT). as above.typically backed by private equity Equity issues by companies. or to "convert debtors to cash" through "factoring". however. . public-private partnerships and privatizations Secondary equity issues. given the cash conversion cycle: the inventory is ideally financed by credit granted by the supplier.[16] These may include Raising seed.e. buy-in or similar of companies. development or expansion capital Mergers. with transactions in which capital is raised for the corporation. to describe activities. such that any impact on cash flows and the cash conversion cycle will be offset by increased revenue and hence Return on Capital (or vice versa). In the United Kingdom and Commonwealth countries.

foreign exchange rates and stock prices). risk management. especially when linked to the types of transactions listed above Financial risk management Main article: Financial risk management Risk management [17] is the process of measuring risk and then developing and implementing strategies to manage that risk. There is a fundamental debate on the value of "Risk Management" and shareholder value that questions a shareholder's desire to optimize risk versus taking exposure to pure risk (a risk event that only has a negative side. the most cost-effective financial risk management methods usually involve derivatives that trade on well-established financial markets or exchanges. Volatility risk. futures contracts. firm value. governments. Default (finance). or preserving. This area is related to corporate finance in two ways. Derivatives are the instruments most[citation needed] commonly used in financial risk management. Financial risk. sole proprietorships. to partnerships. firm exposure to business and market risk is a direct result of previous Investment and Financing decisions. and swaps. mutual funds. such as loss of life or limb). Because unique derivative contracts tend to be costly to create and monitor. The debate links value of risk management in a market to the cost of bankruptcy in that market. the . interest rates. Some of the tools developed by and for corporations have broad application to entities other than corporations. But in other cases their application is very limited outside of the corporate finance arena. Liquidity risk. More customized and second generation derivatives known as exotics trade over the counter aka OTC.Raising debt and restructuring debt. both disciplines share the goal of enhancing. Personal and public finance Corporate finance utilizes tools from almost all areas of finance. These standard derivative instruments include options. forward contracts. Value at Risk. All large corporations have risk management teams. Operational risk. See: Financial engineering. Secondly. Financial risk management focuses on risks that can be managed ("hedged") using traded financial instruments (typically changes in commodity prices. and personal wealth management. for example. Settlement risk. Financial risk management will also play an important role in cash management. and small firms practice informal. Market risk. Because corporations deal in quantities of money much greater than individuals. Credit risk.. not-for-profit organizations. if not formal. Interest rate risk. Firstly.

" Simplified and hybrid methods are used as well.[1] Many formal methods are used in capital budgeting. (First applied to Corporate Finance by Joel Dean in 1951. These present values are then summed. .analysis has developed into a discipline of its own. new plants. The NPV decision rule is to accept all positive NPV projects in an unconstrained environment. Net present value Each potential project's value should be estimated using a discounted cash flow (DCF) valuation. These future cash flows are then discounted [disambiguation needed] to determine their present value. to find its net present value (NPV).such as the accounting rate of return. to get the NPV. It is budget for major capital. or if projects are mutually exclusive. replacement machinery. John Burr Williams: Theory. It can be differentiated from personal finance and public finance. expenditures. See also Time value of money. or investment.) This valuation requires estimating the size and timing of all the incremental cash flows from the project. Capital budgeting Capital budgeting (or investment appraisal) is the planning process used to determine whether a firm's long term investments such as new machinery. accept the one with the highest NPV(GE). and "return on investment. and research development projects are worth pursuing. such as payback period and discounted payback period.though economists consider this to be improper . new products. or project Techniques based on accounting earnings and accounting rules are sometimes used . see also Fisher separation theorem. including the techniques such as Accounting rate of return Net present value Profitability index Internal rate of return Modified internal rate of return Equivalent annuity These methods use the incremental cash flows from each potential investment.

so there is no unique IRR. so selecting the proper rate sometimes called the hurdle rate . One shortcoming of the IRR method is that it is commonly misunderstood to convey the actual annual profitability of an investment. A common practice in choosing a discount rate for a project is to apply a WACC that applies to the entire firm. for mutually exclusive projects. Despite a strong academic preference for NPV.may select a project with a lower NPV. It is a commonly used measure of investment efficiency. although they should be used in concert. the decision rule of taking the project with the highest IRR . Some managers find it intuitively more appealing to evaluate investments in terms of percentage rates of return than dollars of NPV. . The IRR exists and is unique if one or more years of net investment (negative cash flow) are followed by years of net revenues. In some cases. However. typically measured by the volatility of cash flows. surveys indicate that executives prefer IRR over NPV[citation needed]. several zero NPV discount rates may exist. Internal rate of return: The internal rate of return (IRR) is defined as the discount rate that gives a net present value (NPV) of zero.is critical to making the right decision. followed by all positive cash flows. the actual rate of return is almost certainly going to be lower. The IRR equation generally cannot be solved analytically but only via iterations. there may be several IRRs.which is often used . all independent projects that have an IRR higher than the hurdle rate should be accepted. and use the weighted average cost of capital (WACC) to reflect the financing mix selected. efficiency measures should be used to maximize the overall NPV of the firm. Nevertheless. The hurdle rate is the minimum acceptable return on an investment. It should reflect the riskiness of the investment. Managers may use models such as the CAPM or the APT to estimate a discount rate appropriate for each particular project. this is not the case because intermediate cash flows are almost never reinvested at the project's IRR. In a budgetconstrained environment. but a higher discount rate may be more appropriate when a project's risk is higher than the risk of the firm as a whole. a measure called Modified Internal Rate of Return (MIRR) is often used. Accordingly. and must take into account the financing mix. and. therefore. The IRR method will result in the same decision as the NPV method for (non-mutually exclusive) projects in an unconstrained environment. in the usual cases where a negative cash flow occurs at the start of the project. But if the signs of the cash flows change more than once.The NPV is greatly affected by the discount rate. In most realistic cases.

i. To compare projects of unequal length. The assumption of the same cash flows for each link in the chain is essentially an assumption of zero inflation. In this form it is known as the equivalent annual cost (EAC) method and is the cost per year of owning and operating an asset over its entire lifespan. The chain method and the EAC method give mathematically equivalent answers.Equivalent annuity method: The equivalent annuity method expresses the NPV as an annualized cash flow by dividing it by the present value of the annuity factor. the projects are chained together. It is often used when assessing only the costs of specific projects that have the same cash inflows.e. unless the projects could not be repeated. For example if project A has an expected lifetime of 7 years. It is often used when comparing investment projects of unequal lifespans. Alternatively the chain method can be used with the NPV method under the assumption that the projects will be replaced with the same cash flows each time. and project B has an expected lifetime of 11 years it would be improper to simply compare the net present values (NPVs) of the two projects. say 3 years and 4 years. so a real interest rate rather than a nominal interest rate is commonly used in the calculations.Y . four repetitions of the 3 year project are compare to three repetitions of the 4 year project. The use of the EAC method implies that the project will be replaced by an identical project.

Sign up to vote on this title

UsefulNot useful- Answers
- ACCA F9 Class Notes June 2011
- ACCA F9 Class Notes
- ACCA F9 LSBF Studynotes June2012
- ACCA F9 Class Notes June 2011 - Copy 111111111
- Project Appraisal
- 1. Financial Management
- Capital Budgeting of Canteen Wala
- Capital Budgeting Techniques
- ECONOMIC JUSTIFICATION.pdf
- Evaluation of Cba_venera Vlad
- UT Dallas Syllabus for fin6301.501 05s taught by Yexiao Xu (yexiaoxu)
- Chapter 12 End of Chapter Questions
- 3.1 NPV and Other Rules
- Economic Financial Analysis_Khim
- Module Ikie
- FIN 534 Quiz 4 (30 Questions With Answers) 99,99 % Scored
- Lecture_2_Project_Financing_&_Evaluation.ppt
- Assignment2 CPM
- Financial Management DABM Lab
- SMOD Assignment 3
- Economic Evaluation
- ch9
- Corp Fin
- Tvm & Capital Budgeting Up to Mergers
- TN19 Target Corporation
- February
- 216547270-Chap-009
- Chap 009
- Corporate Finance