Friday, October 20, 2017

CASE HARVARD: Walt Disney Company: Financing in Yen (1)

1. Should Disney cover its cash flow in Yen? Why? How much should be covered and for how long?
2. Assuming coverage is desirable, what coverage techniques are available to the treasurer and what are the major advantages and disadvantages of each?
3. In light of the existence of various currency hedging techniques, why does the swap market exist? Who benefited and who lost in such agreements? Can a swap really create value for the company? Where does the value come from? What risks does the use of a swap involve for all parties involved?
4. Evaluated Goldman's proposal for a euro bond issue accompanied by a euro / yen swap. How do you compare a proposal and "all included" in a yen term loan?

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CASE HARVARD: AMERICAN HOME PRODUCTS – CAPITAL STRUCTURE (11)

1. What risk presents American Home Products? What is the financial risk of AHP for each debt level proposed in annex 3? How much value could AHP generate for its shareholders at each proposed level of indebtedness?
2. What capital structure for AHP I recommend? What are the advantages of indebtedness of the company? What are the disadvantages? How would it affect the tax debt of the company? How would they react markets the decision to increase debt in the financial structure of the company?
3. How AHP structure could implement a more aggressive capital? What are the alternative methods of increasing debt?
4. In view of the corporate culture of AHP What arguments would you use to persuade Mr. Laporte or his successor to adopt its recommendations?

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CASE HARVARD: MSDI. Alcala of Henares, Spain I (10)

Study Questions
1. Compute the net present value of the photoelectric inspection equipment in: a.) pesetas, by discounting peseta cash flows at a peseta discount rate; and b.) dollars, by translating future peseta cash flows into dollars at expected future spot exchange rates. Assume that at the time of the analysis, annual inflation was expected to be 8% in Spain and 4% in the United States.
2. How and why do these two net present values differ? Which analytic approach should Merck use to evaluate this project? Why?
3. How sensitive is the NPV of the new equipment to changes in the peseta/dollar exchange rate? What happens to the NPV if Spanish inflation is assumed to be less than 8% per year (assume that expected dollar inflation remains at 4% per year)?
4. Assume the conditions in paragraph 3 continue. What would happen if, in year zero the exchange rate was 127 Pts / USD; in the first year the exchange rate was 150 Pts / U $; and in the second year onwards the exchange rate was 170 Pts / U $ ?.
5. Should Merck headquarters approve the equipment purchase?

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CASE HARVARD: Logan Distributing Company of Atlanta (9)

Logan Distributing Company of Atlanta sells fans and heaters to retail outlets throughout the Southeast. Joe Logan, the president of the company, is thinking about changing the firm´s credit policy to attract customers away from competitors. The present policy calls for 1/10, net 30 cash discount. The new policy would call for a 5/10, net 50 cash discount. Currently, 30 percent of Logan customers are taking the discount, and it is anticipated that this number would go up to 50 percent with the new discount policy. It is further anticipated that annual sales would increase from a level of $400,000 to $600,000 as a result of the change in the cash discount policy.
The increased sales would also affect the inventory level. The average inventory carried by Logan is based on a determination of an EOQ. Assume sales of fans and heaters increase from 15,000 to 22,500 units. The ordering cost for each order is $200, and the carrying cost per unit is $1.50 (these values will not change with the discount). The average inventory is based on EOQ/2. Each inventory has an average cost of $12.
Cost of goods sold is equal to 65 percent of net sales; general and administrative expenses are 15 percent of net sales; and interest payments of 14 percent will only be necessary for the increase in the accounts receivable and inventory balances. Taxes will be 40 percent of before-tax income.
a. Compute the accounts receivable balance before and after the change in the cash discount policy. Use the net sales (Total sales – Cash discounts) to determine the average daily sales and the accounts receivable balances.
b. Determine EOQ before and after the change in the cash discount policy. Translate this into average inventory (in units and dollars) before and after the change in the cash discount policy.
c. Complete the income statement.
Before Policy        Change
After Policy          Change
Net sales (Sales – Cash discounts)
Cost of goods sold
Gross profit
General and administrative
   expense
Operating profit
Interest on increase in accounts receivable and inventory (14%)
Income before taxes
Taxes
Income after taxes
 d. Should the new cash discount policy be utilized? Briefly comment.

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CASE HARVARD: PDVSA Petrolera Zuata Petrozuata C.A. (8)

1. How should PDVSA finance the development of the Orinoco Basin?  Define the Project finance. Is Petrozuata a project?
2. What are the costs and benefits of using Project Finance?
3. What are the major risks associated with the project and how they are handled?  Who would bear these risks if the project were financed internally by PDVSA instead?
4. How much debt should have Petrozuata? How interest coverage and leverage TIR affect the project?.
5. Why the promoters want to issue bonds for the project under Rule 144A?
6. Will project bonds receive an investment grade rating?  What is the “weakest link” in the project?
7. As one of the sponsors, what are your expected returns?  Please assume the asset beta for an integrated drilling, pipeline and refining firm is 0.60.
8. What kind of sensitivity/scenario analysis would you do to verify the project’s economics?
9. Would you invest in project bonds?  Would you invest equity capital as Conoco?
10. How should PDVSA finance its other oil field projects?

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CASE: THE LEVERAGED BUYOUT OF CHEEK PRODUCTS, INC. (7)

Cheek Products, Inc. (CPI) was founded 53 years ago by Joe Cheek and originally sold snack foods such as potato chips and pretzels. Through acquisitions, the company has grown into a conglomerate with major divisions in the snack food industry, home security systems, cosmetics, and plastics. Additionally, the company has several smaller divisions. In recent years, the company has been underperforming, but the company’s management doesn’t seem to be aggressively pursuing opportunities to improve operations (and the stock price).
Meg Whalen is a financial analyst specializing in identifying potential buyout targets. She believes that two major changes are needed at Cheek. First, she thinks that the company would be better off if it sold several divisions and concentrated on its core competencies in snack foods and home security systems. Second, the company is financed entirely with equity. Because the cash flows of the company are relatively steady, Meg thinks the company’s debt–equity ratio should be at least 0.25; She believes these changes would significantly enhance shareholder wealth, but she also believes that the existing board and company management are unlikely to take the necessary actions. As a result, Meg thinks the company is a good candidate for a leveraged buyout.
A leveraged buyout (LBO) is the acquisition by a small group of equity investors of a public or private company. Generally, an LBO is financed primarily with debt. The new shareholders service the heavy interest and principal payments with cash from operations and/or asset sales. Shareholders generally hope to reverse the LBO within three to seven years by way of a public offering or sale of the company to another firm. A buyout is therefore likely to be successful only if the firm generates enough cash to serve the debt in the early years and if the company is attractive to other buyers a few years down the road.
Meg has suggested the potential LBO to her partners, Ben Feller and Brenton Flynn. Ben and Brenton have asked Meg to provide projections of the cash flows for the company. Meg has provided the following estimates (in millions):
2010
2011
2012
2013
2014
Sales
 $          2,115
 $          2,371
 $          2,555
 $          2,616
 $          2,738
Costs
562
738
776
839
884
Depreciation
373
397
413
434
442
Profit before tax
 $          1,180
 $          1,236
 $          1,366
 $          1,343
 $          1,412
Capital expenditures
 $             215
 $             186
 $             234
 $             237
 $             234
Change in NWC
 $              -94
 $            -143
 $                78
 $                73
 $                83
Asset sales
 $          1,092
 $             791
At the end of five years, Meg estimates that the growth rate in cash flows will be 3. 5 percent per  year. The capital expenditures are for new projects and the replacement of equipment that wears out. Additionally, the company would realize cash flow from the sale of several divisions. Even though the company will sell these divisions, overall sales should increase because of a more concentrated effort on the remaining divisions.
After plowing through the company’s financials and various pro forma scenarios, Ben and Brenton feel that in five years they will be able to sell the company to another party or take it public again. They are also aware that they will have to borrow a considerable amount of the purchase price. The interest payments on the debt for each of the next five years if the LBO is undertaken will be these (in millions):
2010
2011
2012
2013
2014
Interest payments
 $          1,482
 $          1,430
 $          1,534
 $          1,495
 $          1,547
The company currently has a required return on assets of 14 percent. Because of the high debt level, the debt will carry a yield to maturity of 12.5 percent for the next five years. When the debt is refinanced in five years, they believe the new yield to maturity will be 8 percent.
CPI currently has 167 million shares of stock outstanding that sell for $53 per share. The corporate tax rate is 40 percent. If Meg, Ben, and Brenton decide to undertake the LBO, what is the most they should offer per share?

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CASE HARVARD: The cost of capital and its budgeting are globalized in AES (6)

1. What is the problem facing Venerus and his team?
2. What do you think of the proposal they make to estimate the cost of capital? State clearly your opinion on each of the adjustments.
3. Would you approve Venerus's proposal, if you were Director of AES? Why? Justify.
4. Estimate the cost of capital for the Lal Pir project. Is the result reasonable? Why? Justify.
5. Estimate the value of the Lal Pir project. Would you recommend investing? Why? Justify.
6. Estimate the cost of capital for the rest of the projects listed in annex 7.
7. What conclusions do you infer from the case studied?
8. What strengths and weaknesses do you see in the theory studied throughout the course, regarding the problem that presents a case like this, which refers to emerging markets?

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CASE: THE DECISION ON MASTER IN ADMINISTRATION (5)

Ben Bates graduated from college six years ago with a finance undergraduate degree. Although he is satisfied with his current job, his goal is to become an investment banker. He feels that an MBA degree would allow him to achieve this goal. After examining schools, he has narrowed his choice to either Wilton University or Mount Perry College. Although internships are encouraged by both schools, to get class credit for the internship, no salary can be paid. Other than internships, neither school will allow its students to work while enrolled in its MBA program.
Ben currently works at the money management firm of Dewey and Louis. His annual salary at the firm is $60,000 per year, and his salary is expected to increase at 3 percent per year until retirement. He is currently 28 years old and expects to work for 40 more years. His current job includes a fully paid health insurance plan, and his current average tax rate is 26 percent. Ben has a savings account with enough money to cover the entire cost of his MBA program.
The Ritter College of Business at Wilton University is one of the top MBA programs in the country. The MBA degree requires two years of full-time enrollment at the university. The annual tuition is $65,000, payable at the beginning of each school year. Books and other supplies are estimated to cost $3,000 per year. Ben expects that after graduation from Wilton, he will receive a job offer for about $110,000 per year, with a $20,000 signing bonus. The salary at this job will increase at 4 percent per year. Because of the higher salary, his average income tax rate will increase to 31 percent.
The Bradley School of Business at Mount Perry College began its MBA program 16 years ago. The Bradley School is smaller and less well known than the Ritter College. Bradley offers an accelerated one-year program, with a tuition cost of $80,000 to be paid upon matriculation. Books and other supplies for the program are expected to cost $4,500. Ben thinks that he will receive an offer of $92,000 per year upon graduation, with a $18,000 signing bonus. The salary at this job will increase at 3.5 percent per year. His average tax rate at this level of income will be 29 percent.
Both schools offer a health insurance plan that will cost $3,000 per year, payable at the beginning of the year. Ben has also found that both school offer graduate housing. His room and board expense will decrease by $2000 per year at either school he attends. The appropriate discount rate is 6.5 percent.
QUESTIONS
1. How does Ben's age affect his decision to get an MBA?
2. What other, perhaps non quantifiable, factors affect Ben's decision to get an MBA?
3. Assuming all salaries are paid at the end of each year, what is the best option for Ben from a strictly financial standpoint?
4. Ben believes that the appropriate analysis is to calculate the future value of each option. How would you evaluate this statement?
5. What initial salary would Ben need to receive to make him indifferent between attending Wilton University and staying in his current position?
6. Suppose, instead of being able to pay cash for his MBA, Ben must borrow the money. The current borrowing rate is 5.4 percent. How would this affect his decision?

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CASE: WHIRLPOOL EUROPA (4)

1. Are the benefits and costs of investment in ERP reasonable?
2. What is the after-tax cash flow of ERP investment from 1999 to 2007? What is the present value of this cash flow?
3. When valuing the investment project What value could be included for possible cash flows that would occur after 2007? What would it depend on?
4. Would you recommend the investment in the ERP? What is your main concern?

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CASE HARVARD: FRIENDLY CARDS, INC (3)

1. Perform a financial analysis of the company
a. Stucture
b. Vertical and Horizontal Analysis; i) Balance sheet, ii) Statement of Profit and Loss
c. Evolutionary analysis of financial ratios; i) Liquidity Ratios, ii) Management Ratios, iii) Debt Ratios, iv) Profitability Ratios, v) Dupont Analysis
2. Evaluate the proposed project
2.1 Should Friendly Cards invest in equipment to enable it to manufacture its envelopes instead of buying them? If so, how?
3. Calculate the wacc of the company to be acquired, as well as the cash flow of the first two years (of that company, not CF)
4. Evaluate the alternative or proposed financing alternatives (see attached pdf criteria)
4.1. Should Friendly Cards Acquire Creative Designs?
4.2 Should Friendly Cards have recourse to the market to raise additional own funds and thus relieve the pressure on the financial situation?


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CASO: New York Times (2)

1. Describe the evolution of NYTD What is NYTD's strategy? Is organization and control consistent with strategy?
2. What impact did NYTD have on the rest of the Company?
3. Compare NYTD management with the way a venture capital firm manages a new foundation. What is learned from this comparison?
4. What effect did NYTD's operations have on internal performance perceptions?
5. What would you change in the organizational structure of NYTD?
6. In your opinion, what effect would the proposed changes have on the following aspects?

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