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Chap010 - Financial Planning
Chap010 - Financial Planning
Financial Planning
Slides by
Matthew Will
McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
29-2
Topics Covered
Links Between Long-Term and Short-Term
Financing Decisions
Tracing Changes in Cash
Cash Budgeting
Short-Term Financing Plan
Long-Term Financing Plan
Growth and External Financing
29-3
Cumulative
capital requirement
Balance Sheet
Example - Dynamic Mattress Company
Income Statement
Example - Dynamic Mattress Company
1. Sales 2,200
2. Cost of goods sold 1,644
3. Other expenses 411
4. Depreciation 20
5. EBIT (1-2-3-4) 125
6. Interest 5
7 Pretax income (5-6) 120
8. Tax at 50% 60
9. Net income (7-8) 60
Dividend 30
Earnings retained in the business 30
29-6
Dynamic Depreciation
Decrease (increase) in accounts receivable
20
-25
Mattress Decrease (increase) in inventories 5
Increase (decrease) in accounts payable 25
Company Net cash flow from operating activities 85
Working Capital
Cash
Finished goods
the shorter the better
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Cash Budgeting
Steps to preparing a cash budget
Step 1 - Forecast the sources of cash.
Step 2 - Forecast uses of cash.
Step 3 - Calculate whether the firm is facing a cash
shortage or surplus.
29-12
Cash Budgeting
Example - Dynamic Mattress Company
Cash Budgeting
Example - Dynamic Mattress Company
Dynamic collections on AR
70% of shares are made in the immediate quarter
30% are got in the following quarter
Second Fourth
First Quarter Third Quarter
Quarter Quarter
1. Receivables at start of period 150 199 181.6 253.6
2. Sales 560 502 742 836
3. Collections:
Sales in current period (70%) 392 351.4=560*0.3519.4 585.2
Sales in last period (30%) 119* 168 150.6 222.6
Total collections 511 519.4 670 807.8
4. Receivables at end of period 1 + 2 - 3 199 181.6 253.6 281.8
* We assume that sales in the last quarter of the previous year were $397 million.
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Cash Budgeting
Example - Dynamic Mattress Company
Cash Budgeting
Payments on accounts payable
250
Increase in inventory
150
250
150
267
170
261
180
Labor and other expenses 136 136 136 136
Example Capital expenditures 70 10 8 14.5
Taxes, interest, and dividends 46 46 46 46
Dynamic
Total uses 652 592 627 637.5
cash budget
Sources minus uses -141 -72.6 120 170.3
511-652 = -141
Repayments:
continued 4. Bank loan 0 0 7.6 92.4
5. Stretching payables 0 16 92.4 0
6. Total 0 16 100 92.4
Interest payments
11. Bank loan 0 2.5 2.5 2.3
12. Stretching payables 0 0.8 4.6 0
13. Interest on securities sold 0 0.5 0.5 0.3
14. Net interest paid 0 3.8 7.6 2.6
15. Cash required for operations 141 72.6 -120 -170.3
Financial Planning
Planning Horizon - Time horizon for a financial plan.
Departments are often asked to submit 3 alternatives
– Optimistic case = best case
– Expected case = normal growth
– Pessimistic case = retrenchment
Financial plans help managers ensure that their
financial strategies are consistent with their capital
budgets. They highlight the financial decisions
necessary to support the firm’s production and
investment goals.
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Financial Planning
Why Build Financial Plans?
Contingency planning
Considering options
Forcing consistency
29-20
Uses of capital:
2. Increase in net w orking capital (NWC)
assuming NWC = 11% of revenues 50 100.4 58.1 69.7 83.6 100.4
3. Investment in fixed assets (FA)
assuming net FA = 12.5% of revenues 30 102.5 95.7 114.8 137.8 165.4
4. Dividend (60% of net income) 30 53.9 60.1 71 84.1 99.7
5. Total uses of funds (2+3+4) 110 256.8 213.9 255.5 305.5 365.4
Planners Beware
Many models ignore realities such as
depreciation, taxes, etc.
Percent of sales methods are not realistic
because fixed costs exist.
Most models generate accounting numbers
not financial cash flows
Adjustments must be made to consider
these and other factors.
29-27
retained earnings
Internal growth rate =
net assets
max growth rate
retained earnings net income equity
the company can achieve
w/o external funds = x x
net income equity net assets
Web Resources
Click to access web sites
Internet connection required
www.directpayment.org
www.nacha.org
www.phoenixhecht.com
www.gecfosolutions.com
www.federalreserve.gov