Chapter 17asdasdasd

Financial Planning and Forecasting

Answers to End-of-Chapter Questions
17-1

The need for external financing depends on the following key factors:
1. Sales growth (S). Rapidly growing companies require large increases in assets,
other things held constant.
2. Capital intensity (A0*/S0). The amount of assets required per dollar of sales, the
capital intensity ratio, has a major effect on capital requirements. Companies
with high assets-to-sales ratios require more assets for a given increase in sales,
hence have a greater need for external financing.
3. Spontaneous liabilities-to-sales ratio (L0*/S0). Companies that spontaneously
generate a large amount of funds from accounts payable and accruals have a
reduced need for external financing.
4. Profit margin (M). The higher the profit margin, the larger the net income
available to support increases in assets, hence the lower the need for external
financing.
5. Retention ratio (RR). Companies that retain a high percentage of their earnings
rather than paying them out as dividends generate more retained earnings and
thus need less external financing.

17-2

False. At low growth rates, internal financing will take care of the firms needs.

17-3

False. The use of computerized planning models is increasing because of the

information they provide.

17-4

Accounts payable, accrued wages, and accrued taxes increase spontaneously with
sales. Retained earnings increase, but only to the extent that dividends paid do not
equal 100% of net income and the profit margin is positive.

17-5

a. +.
b. -. The firm needs less manufacturing facilities, raw materials, and work in
process.
c. +. It reduces spontaneous funds; however, it may eventually increase retained
earnings.
d. +.
e. +.
f.

Probably +. This should stimulate sales, so it may be offset in part by increased

profits.

Chapter 17: Financial Planning and Forecasting

Answers and Solutions

g. 0.
h. +.

Answers and Solutions

Chapter 17: Financial Planning and Forecasting

Solutions to End-of-Chapter Problems

17-1

17-2

AFN = (A0*/S0)S (L0*/S0)S MS1(RR)

$3,000,000

$500,000
$1,000,000
$1,000,000 0.05($6,000,000)(0.3)
=
$5,000,000

$5,000,000

= (0.6)($1,000,000) (0.1)($1,000,000) ($300,000)(0.3)

= $600,000 $100,000 $90,000
= $410,000.

$4,000,000

$1,000,000
(0.1)($1,0
00,000) ($300,000)
(0.3)
AFN =
$5,000,000

= (0.8)($1,000,000) $100,000 $90,000

= $800,000 $190,000
= $610,000.
The capital intensity ratio is measured as A0*/S0. This firms capital intensity ratio is
higher than that of the firm in Problem 17-1; therefore, this firm is more capital
intensiveit would require a large increase in total assets to support the increase in
sales.

17-3

AFN = (0.6)($1,000,000) (0.1)($1,000,000) 0.05($6,000,000)(1)

= $600,000 $100,000 $300,000
= $200,000.
Under this scenario the company would have a higher level of retained earnings,
which would reduce the amount of additional funds needed.

17-4

a.
Sales
Operating costs
EBIT
Interest
EBT
Taxes (40%)
Net income

2008
$700
500
$200
40
$160
64
$ 96

Dividends (33.33%)
Addit. to R/E

$ 32
$ 64

Forecast Basis
1.25
0.70 Sales

2009
$875.00
612.50
$262.50
40.00
$222.50
89.00
$133.50
$ 44.50
$ 89.00

b. Dividends = ($44.50 $32.00)/$32.00 = 39.06%.

17-5

Sales = $5,000,000,000; FA = $1,700,000,000; FA are operated at 90% capacity.

a. Full capacity sales = $5,000,000,000/0.90 = $5,555,555,556.

Chapter 17: Financial Planning and Forecasting

Answers and Solutions

b. Target FA/S ratio = $1,700,000,000/$5,555,555,556 = 30.6%.

c. Sales increase 12%; FA = ?
S1 = $5,000,000,000 1.12 = $5,600,000,000.
No increase in FA up to $5,555,555,556.
FA = 0.306 ($5,600,000,000 $5,555,555,556)
= 0.306 ($44,444,444)
= $13,600,000.
17-6

Sales = $300,000,000; gSales = 12%; Inv. = $25 + 0.125(Sales).

S1 = $300,000,000 1.12 = $336,000,000.
Inv. = $25 + 0.125($336)
= $67 million.
Sales/Inv. = $336,000,000/$67,000,000 5.0149 = 5.01.

17-7
Sales
Oper. costs excluding depreciation
EBITDA
Depreciation
EBIT
Interest
EBT
Taxes (40%)
Net income

17-8

a.

Total liabilitie
s
andequity

Actual
$3,000
2,450
$ 550
250
$ 300
125
$ 175
70
$ 105

Forecast Basis
1.10
0.80 Sales
1.10

Pro Forma
$3,300
2,640
$ 660
275
$ 385
125
$ 260
104
$ 156

= Accounts payable + Long-term debt + Common stock +

Retained earnings
$1,200,000 = $375,000 + Long-term debt + $425,000 + $295,000
Long-term debt = $105,000.
Total debt = Accounts payable + Long-term debt
= $375,000 + $105,000 = $480,000.
Alternatively,
Total debt = Total liabilities and equity Common stock Retained earnings
= $1,200,000 $425,000 $295,000 = $480,000.
b. Assets/Sales (A0*/S0) = $1,200,000/$2,500,000 = 48%.
4

Answers and Solutions

Chapter 17: Financial Planning and Forecasting

L0*/Sales (L0*/S0) = $375,000/$2,500,000 = 15%.

2009 Sales = (1.25)($2,500,000) = $3,125,000.
S = $3,125,000 $2,500,000 = $625,000.
AFN = (A0*/S0)(S) (L0*/S0)(S) MS1(RR) New common stock
= (0.48)($625,000) (0.15)($625,000) (0.06)($3,125,000)(0.6) $75,000
= $300,000 $93,750 $112,500 $75,000 = $18,750.
Alternatively, using the percent of sales method:

Total assets

2008
$1,200,000

Forecast
Basis
2009 Sales
0.48

Current liabilities
$ 375,000
Long-term debt
105,000
Total debt
$ 480,000
Common stock
425,000
Retained earnings
295,000
Total common equity $ 720,000
Total liabilities and equity$1,200,000

Additions (New
Financing, R/E)

0.15
75,000*
112,500**

2009
Pro Forma
$1,500,000
$ 468,750
105,000
$ 573,750
500,000
407,500
$ 907,500
$1,481,250

AFN = New long-term debt =

18,750

*Given in problem that firm will sell new common stock = $75,000.
**PM = 6%; RR = 60%; NI2009 = $2,500,000 1.25 0.06 = $187,500.
Addition to RE = NI RR = $187,500 0.6 = $112,500.
17-9

S2008 = $2,000,000; A2008 = $1,500,000; CL2008 = $500,000; NP2008 = $200,000; A/P2008

= $200,000; Accrued liabilities2008 = $100,000; A0*/S0 = 0.75; PM = 5%; RR = 40%;
S?
AFN = (A0*/S0)S (L0*/S0)S MS1(RR)
$300,000
S (0.05)(S1)(0.4)
$0 = (0.75)S
$2,000,000

$0 = (0.75)S (0.15)S (0.02)S1

$0 = (0.6)S (0.02)S1
$0 = 0.6(S1 S0) (0.02)S1
$0 = 0.6(S1 $2,000,000) (0.02)S1
$0 = 0.6S1 $1,200,000 0.02S1
$1,200,000 = 0.58S1
$2,068,965.52
= S1.
Sales can increase by $2,068,965.52 $2,000,000 = $68,965.52 without additional
funds being needed.

Chapter 17: Financial Planning and Forecasting

Answers and Solutions

17-10 Sales = $320,000,000; gSales = 12%; Rec. = $9.25 + 0.07(Sales).

S1 = $320,000,000 1.12 = $358,400,000.
Rec. = $9.25 + 0.07($358.4)
= $34.338 million.
DSO= Rec./(Sales/365)
= $34,338,000/($358,400,000/365)
= 34.97 days 35 days.
17-11 Sales = $110,000,000; gSales = 5%; Inv. = $9 + 0.0875(Sales).
S1 = $110,000,000 1.05 = $115,500,000.
Inv. = $9 + 0.0875($115.5)
= $19.10625 million.
Sales/Inv. = $115,500,000/$19,106,250
= 6.0451.
17-12 a. Sales = $2,000,000,000; FA = $600,000,000; FA are operated at 80% capacity.
Full capacity sales
= Actual sales/(% of capacity at which FA are operated)
= $2,000,000,000/0.80
= $2,500,000,000.
b. Target FA/Sales ratio
= $600,000,000/$2,500,000,000
= 0.24 = 24.0%.
c. Sales increase 30%; FA = ?
S1 = $2,000,000,000 1.30 = $2,600,000,000.
No increase in FA up to $2,500,000,000.
FA = 0.24 ($2,600,000,000 $2,500,000,000)
= 0.24 $100,000,000
= $24,000,000.

Answers and Solutions

Chapter 17: Financial Planning and Forecasting

17-13 a.

Chapter 17: Financial Planning and Forecasting

Answers and Solutions

b.
AFN = $2,700,000/$3,600,000(Sales) ($360,000 + $180,000)/
$3,600,000(Sales)
(0.05)($3,600,000 + Sales)0.4
$0 = 0.75(Sales) 0.15(Sales) 0.02(Sales) $72,000
$0 = 0.58(Sales) $72,000
$72,000 = 0.58(Sales)
Sales = $124,138.

Growth rate in sales =

Sales $124,138
= =3.45%.
$3,600,000 $3,600,000

Currentsales
Full
$36,000
capacity
17-14 a.
= % of capacityat which =
= $48,000.
0.75
sales
FA wereoperated
% increase =

$48,000 $36,000
New sales Oldsales
=
= 0.33 = 33%.
$36,000
Oldsales

Therefore, sales could expand by 33% before the firm would need to add fixed
assets.
b.

Answers and Solutions

Chapter 17: Financial Planning and Forecasting

Chapter 17: Financial Planning and Forecasting

Answers and Solutions

10

Answers and Solutions

Chapter 17: Financial Planning and Forecasting

Comprehensive/Spreadsheet Problem
Note to Instructors:
The solution for 17-14 is provided at the back of the text; however, the solution to
17-13 is not. Instructors can access the Excel file on the textbooks web site or the
Instructors Resource CD.
17-15 Problem 17-13 reworked:
a.

Chapter 17: Financial Planning and Forecasting

Problem

Comprehensive/Spreadsheet
11

12 Comprehensive/Spreadsheet Problem
Forecasting

Chapter 17: Financial Planning and

b.

Input Data:
A 0*
S0
L 0*
M
RR

$2,700,000
$3,600,000
$540,000
5.00%
40.00%
AFN =

(A0*/S0)S

AFN
AFN
$72,000
S

=
=
=
=

(L0*/S 0)S

S
(A0*/S0)
0.75 S
0.58 S
$124,138

Growth rate in sales =

M(S0 + S)(RR)

S
(L0*/S0)
0.15 S

M(S 0 )(RR)
$72,000

M(RR)

S
0.02 S

3.45%

Problem 17-14 reworked:

a.

Therefore, sales could expand by 33% before the firm would need to add fixed
assets.
b.

Chapter 17: Financial Planning and Forecasting

Problem

Comprehensive/Spreadsheet
13

14 Comprehensive/Spreadsheet Problem
Forecasting

Chapter 17: Financial Planning and

Chapter 17: Financial Planning and Forecasting

Problem

Comprehensive/Spreadsheet
15

Integrated Case
17-16

New World Chemicals Inc.

Financial Forecasting
Sue Wilson, the new financial manager of New World Chemicals
(NWC), a California producer of specialized chemicals for use in fruit
orchards, must prepare a formal financial forecast for 2009. NWCs
2008 sales were $2 billion, and the marketing department is
forecasting a 25% increase for 2009. Wilson thinks the company was
operating at full capacity in 2008, but she is not sure. The first step
in her forecast was to assume that key ratios would remain
unchanged and that it would be business as usual at NWC. The
2008 financial statements, the 2009 initial forecast, and a ratio
analysis for 2008 and the 2009 initial forecast are given in Table IC
17-1.
Table IC 17-1. Financial Statements and Other Data on NWC (Millions of
Dollars)
A.

Balance Sheets

Cash and equivalents

Accounts receivable
Inventories
Total current assets
Net fixed assets
Total assets
Accounts payable and accrued liabilities
Notes payable
Total current liabilities
Long-term debt
16

Integrated Case

2008
2009E
$
20
240
240
$ 500
500
$1,000

25
300
300
$ 625
625
$1,250

100
100
200
100

125
190
315
190

Chapter 17: Financial Planning and Forecasting

Common stock
Retained earnings
Total liabilities and equity

500
200
$1,000

500
245
$1,250

Sales
Less: Variable costs
Fixed costs
Earnings before interest and taxes (EBIT)
Interest
Earnings before taxes (EBT)
Taxes (40%)
Net income

2008
$2,000.00
1,200.00
700.00
$ 100.00
16.00
$
84.00
33.60
$
50.40

2009E
$2,500.00
1,500.00
875.00
$ 125.00
16.00
$ 109.00
43.60
$
65.40

Dividends (30%)
Addition to retained earnings

$
$

$
$

B.

C.

Income Statements

15.12
35.28

19.62
45.78

Key Ratios

NWC(2008) NWC(2009E)
Basic earning power
10.00%
10.00%
Profit margin
2.52
2.62
Return on equity
7.20
8.77
DSO (365 days)
43.80 days
43.80 days
Inventory turnover
8.33
8.33
Fixed assets turnover
4.00
4.00
Total assets turnover
2.00
2.00
Debt/assets
30.00%
40.40%
Times interest earned
6.25
7.81
Current ratio
2.50
1.99
Payout ratio
30.00%
30.00%

Industry Comment
20.00%
4.00
15.60
32.00 days
11.00
5.00
2.50
36.00%
9.40
3.00
30.00%

Assume that you were recently hired as Wilsons assistant and that
your first major task is to help her develop the formal financial
forecast. She asks you to begin by answering the following
questions.
A.

Assume (1) that NWC was operating at full capacity in 2008 with
respect to all assets, (2) that all assets must grow at the same

Chapter 17: Financial Planning and Forecasting

Integrated Case

17

rate as sales, (3) that accounts payable and accrued liabilities

also will grow at the same rate as sales, and (4) that the 2008
profit margin and dividend payout will be maintained. Under
those conditions, what would the AFN equation predict the
companys financial requirements to be for the coming year?
Answer: [Show S17-1 through S17-7 here.] NWC will need $180.9
million. Here is the AFN equation:
AFN

= (A0*/S0)S (L0*/S0)S M(S1)(RR)

= (A0*/S0)(g)(S0) (L0*/S0)(g)(S0) M(S0)(1 + g)(RR)

= ($1,000/$2,000)(0.25)($2,000) ($100/$2,000)(0.25)
($2,000)
0.0252($2,000)(1.25)(0.7)
= $250 $25 $44.1 = $180.9 million.
B.

Consultations with several key managers within NWC,

including production, inventory, and receivable managers,
have yielded some very useful information.
(1) NWCs high DSO is largely due to one significant
customer who battled through some hardships the past 2
years but who appears to be financially healthy again and
is generating strong cash flow. As a result, NWCs
accounts receivable manager expects the firm to lower
receivables enough to make the DSO equal to 34 days
without adversely affecting sales.
(2) NWC was operating a little below capacity; but its
forecasted growth will require a new facility, which is
expected to increase NWCs net fixed assets to $700
million.

18

Integrated Case

Chapter 17: Financial Planning and Forecasting

(3) A relatively new inventory management system (installed

last year) has taken some time to catch on and to operate
efficiently. NWCs inventory turnover improved slightly
last year, but this year NWC expects even more
improvement as inventories decrease and inventory
turnover is expected to rise to 10.
Incorporate that information into the 2009 initial forecast
results, as these adjustments to the initial forecast represent
the final forecast for 2009. (Hint: Total assets do not change
from the initial forecast.)
Answer: [Show S17-8 through S17-10 here.]
Balance Sheets (In Millions of Dollars)
Forecast

1st Pass

2008
Cash and equivalents
Accounts receivable
Inventories
Total current assets
Net fixed assets
Total assets

20
240
240
$ 500
500
$1,000

Final

2009

2009

25
300
300
$ 625
625
$1,250

67e
233a
250c
$ 550d
700b
$1,250

Accounts payable and accr. liab.$ 100 $ 125

Notes payable
100
190
Total current liabilities
$ 200
$ 315
Long-term debt
100
190
Common stock
500
500
Retained earnings
200
245
Total liabilities and equity $1,000
$1,250

125
190
$ 315
190
500
245
$1,250

Notes:
a
DSO will be reduced to 34 days, without adversely affecting sales. Sales
= $2,500; DSO = 34; AR = ?
DSO = AR/Sales/365
34 = AR/$2,500/365
34 = AR/$6.8493
Chapter 17: Financial Planning and Forecasting

Integrated Case

19

AR = $232.8767 $233.
b

Given in problem that forecasted growth will require a new facility,

which will increase the firms net fixed assets to $700 million.
c
A new inventory management system will increase its inventory
turnover to 10. Sales = $2,500; Inv. TO = 10; Inv. = ?

Inv. TO = Sales/Inv.
10 = $2,500/Inv.
Inv. = $250.
Total assets do not change; TA = $1,250.
Total CA = Total assets Net FA
= $1,250 $700
= $550.
Cash and equivalents
= Total CA AR Inv.
= $550 $233 $250
= $67.

The final forecasted Income Statement is the same as the

initial forecast.
C.

Calculate NWCs forecasted ratios based on its final forecast

and compare them with the companys 2008 historical ratios,
the 2009 initial forecast ratios, and the industry averages.
How does NWC compare with the average firm in its industry,
and is the companys financial position expected to improve
during the coming year? Explain.

Answer: [Show S17-11 here.]

Key Ratios
2008
Basic earning power
Profit margin
Return on equity
DSO (365 days)
Inventory turnover
Fixed assets turnover
Total assets turnover

20

Integrated Case

1st Pass
2009

Final
2009

Industry

10.00%
2.52
7.20
43.80
days
8.33

10.00%
2.62
8.77
43.80
days
8.33

10.00%
2.62
8.77
34.00
days
10.00

20.00%
4.00
15.60
32.00
days
11.00

4.00
2.00

4.00
2.00

3.57
2.00

5.00
2.50

Comment
Low
Low
Low
OK
Slightly
low
Low
Slightly
low

Chapter 17: Financial Planning and Forecasting

Debt/assets
Times interest earned
Current ratio
Payout ratio

30.00%
6.25
2.50
30.00%

40.40%
7.81
1.98
30.00%

40.40%
7.81
1.98
30.00%

36.00%
9.40
3.00
30.00%

High
Low
Low
OK

Compared with industry averages, the firms inventory

turnover and total assets turnover are slightly low. Its
payout ratio is identical to the industry average. The firms
DSO is close to the industry average. All other ratios
compare poorly to industry averages.
As far as trend analysis, the firms basic earning power,
total assets turnover, and payout ratio are identical to 2008
ratios. The firms profit margin, ROE, and TIE ratio have
improved slightly from 2008, but they are still below the
industry average. The firms DSO and inventory turnover
have improved somewhat from 2008. The firms DSO is
close to the industry average, while its inventory turnover
is still slightly below the industry average. The firms FA
turnover and current ratio are below the 2008 ratios, and
are low compared to the industry average. The firms
debt/assets ratio has increased from 2008 and is high for
the industry; thus, it should try to reduce its use of debt.
D.

Based on the final forecast, calculate NWCs free cash flow

for 2009. How does this FCF differ from the FCF forecasted
by NWCs initial business as usual forecast?

Answer: [Show S17-12 and S17-13 here.]

Grosscapital

FCF = EBIT(1 T) + Depreciation expenditur

NWC
es
= EBIT(1 T) Net investment in capital.
Net investment in capital = NWC + Net fixed assets.
Chapter 17: Financial Planning and Forecasting

Integrated Case

21

EBIT(1 T)
NWC = CA Accruals
Net FA

2008
$60
$400
$500

1st Pass 2009 Final 2009

$75
$75
$500
$425
$625
$700

FCFInitial 2009 = $75 ($1,125 $900)

= $75 $225
= -$150.
FCFFinal 2009 = $75 ($1,125 $900)
= $75 $225
= -$150.
It is exactly the same, because only the composition of
NWC and NFA are different.

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Chapter 17: Financial Planning and Forecasting

E.

Initially, some NWC managers questioned whether the new

facility expansion was necessary, especially since it results in
increasing net fixed assets from $500 million to $700 million
(a 40% increase). However, after extensive discussions about
NWC needing to position itself for future growth and being
flexible and competitive in todays marketplace, NWCs top
managers agreed that the expansion was necessary. Among
the issues raised by opponents was that NWCs fixed assets
were being operated at only 85% of capacity. Assuming that
its fixed assets were operating at only 85% of capacity, by
how much could sales have increased, both in dollar terms
and in percentage terms, before NWC reached full capacity?

Answer: [Show S17-14 and S17-15 here.]

Actualsales
Full capacity sales = % of capacityat which
FA wereoperated

$2,000
0.85

= $2,352.94 million $2,353 million.

$ Increase in sales = $2,353 $2,000 = $353 million.
% Increase in sales =
F.

$2,353 $2,000
$2,000

= 17.65%.

How would changes in these items affect the AFN?

(Consider each item separately and hold all other things
constant.)
(1) The dividend payout ratio.

Answer: [Show S17-16 here.] If the payout ratio were reduced, then
more earnings would be retained, and this would reduce the
Chapter 17: Financial Planning and Forecasting

Integrated Case

23

need for external financing, or AFN. Note that if the firm is

profitable and has any payout ratio less than 100%, it will have
some retained earnings, so if the growth rate were zero, AFN
would be negative, i.e., the firm would have surplus funds. As
the growth rate rose above zero, these surplus funds would be
used to finance growth. At some growth rate the surplus AFN
would be exactly used up. This growth rate where AFN = $0 is
called the sustainable growth rate, and it is the maximum
growth rate that can be financed without outside funds,
holding the debt ratio and other ratios constant.
F.

(2) The profit margin.

Answer: If the profit margin goes up, then both total and addition to
retained earnings will increase, and this will reduce the
amount of AFN.
F.

(3) The capital intensity ratio.

Answer: The capital intensity ratio is defined as the ratio of required

assets to total sales, or A0*/S0. Put another way, it
represents the dollars of assets required per dollar of sales.
The higher the capital intensity ratio, the more new money
will be required to support an additional dollar of sales.
Thus, the higher the capital intensity ratio, the greater the
AFN, other things held constant.
F.

(4) If NWC begins buying from its suppliers on terms that

permit it to pay after 60 days rather than after 30 days.

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Chapter 17: Financial Planning and Forecasting

Answer: If NWCs payment terms were increased from 30 to 60 days,

accounts payable would double, in turn increasing current and
total liabilities. This would reduce the amount of AFN due to a
decreased need for working capital on hand to pay short-term
creditors, such as suppliers.

Chapter 17: Financial Planning and Forecasting

Integrated Case

25