Chapter 4 Cash Flow and Financial Planning Learning Goals LG1 Understand tax depreciation procedures and the effect of depreciation on the firm’s cash flows. LG2 Discuss.
Download ReportTranscript Chapter 4 Cash Flow and Financial Planning Learning Goals LG1 Understand tax depreciation procedures and the effect of depreciation on the firm’s cash flows. LG2 Discuss.
Slide 1
Chapter 4
Cash Flow
and Financial
Planning
Slide 2
Learning Goals
LG1 Understand tax depreciation procedures and the
effect of depreciation on the firm’s cash flows.
LG2 Discuss the firm’s statement of cash flows,
operating cash flow, and free cash flow.
LG3 Understand the financial planning process,
including long-term (strategic) financial plans and
short-term (operating) financial plans.
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Slide 3
Learning Goals (cont.)
LG4 Discuss the cash-planning process and the
preparation, evaluation, and use of the cash
budget.
LG5 Explain the simplified procedures used to prepare
and evaluate the pro forma income statement
and the pro forma balance sheet.
LG6 Evaluate the simplified approaches to pro forma
financial statement preparation and the common
uses of pro forma statements.
© Pearson Education Limited, 2015.
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Slide 4
Analyzing the Firm’s Cash Flow
• Cash flow (as opposed to accounting “profits”) is
the primary ingredient in any financial valuation
model.
• From an accounting perspective, cash flow is
summarized in a firm’s statement of cash flows.
• From a financial perspective, firms often focus on:
– operating cash flow, which is used in managerial decisionmaking, and
– free cash flow, which is closely monitored by participants in
the capital markets.
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Slide 5
Depreciation
• Depreciation is the portion of the costs of fixed
assets charged against annual revenues over time.
• Depreciation for tax purposes is determined by
using the modified accelerated cost recovery
system (MACRS).
• On the other hand, a variety of other depreciation
methods are often used for reporting purposes.
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Slide 6
Depreciation: An Example
• Baker Corporation acquired a new machine at a
cost of $38,000, with installation costs of $2,000.
When the machine is retired from service, Baker
expects that it will sell it for scrap metal and
receive $1,000.
• What is the depreciable value of the machine?
Regardless of its expected salvage value, the depreciable
value of the machine is $40,000: $38,000 cost + $2,000
installation cost.
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Slide 7
Depreciation: Depreciable Value and
Depreciable Life
• Under the basic MACRS procedures, the depreciable
value of an asset is its full cost, including outlays
for installation.
• No adjustment is required for expected salvage
value.
• For tax purposes, the depreciable life of an asset is
determined by its MACRS recovery predetermined
period.
• MACRS property classes and rates are shown in
Table 4.1 and Table 4.2 on the following slides.
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Slide 8
Table 4.1 First Four Property Classes
under MACRS
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Slide 9
Table 4.2 Rounded Depreciation Percentages by
Recovery Year Using MACRS for First Four
Property Classes
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Slide 10
Depreciation: An Example
• Baker Corporation acquired, for an installed cost of
$40,000, a machine having a recovery period of 5
years. Using the applicable MACRS rates, the
depreciation expense each year is as follows:
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Slide 11
Developing the Statement of Cash Flows
• The statement of cash flows summarizes the firm’s
cash flow over a given period of time.
• Firm’s cash flows fall into three categories:
– Operating flows: cash flows directly related to sale and
production of the firm’s products and services.
– Investment flows: cash flows associated with purchase
and sale of both fixed assets and equity investments in
other firms.
– Financing flows: cash flows that result from debt and
equity financing transactions; include incurrence and
repayment of debt, cash inflow from the sale of stock, and
cash outflows to repurchase stock or pay cash dividends.
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Slide 12
Table 4.3
Inflows and Outflows of Cash
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Slide 13
Table 4.4 Baker Corporation 2015 Income
Statement ($000)
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Slide 14
Table 4.5 Baker Corporation Balance
Sheets ($000)
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Slide 15
Table 4.5 Baker Corporation Balance
Sheets ($000) (Cont.)
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Slide 16
Table 4.6 Baker Corporation Statement of Cash
Flows ($000) for the Year Ended December 31,
2015
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Slide 17
Interpreting Statement of
Cash Flows
• The statement of cash flows ties the balance sheet
at the beginning of the period with the balance
sheet at the end of the period after considering the
performance of the firm during the period through
the income statement.
• The net increase (or decrease) in cash and
marketable securities should be equivalent to the
difference between the cash and marketable
securities on the balance sheet at the beginning of
the year and the end of the year.
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Slide 18
Operating Cash Flow
• A firm’s operating Cash Flow (OCF) is the cash
flow a firm generates from normal operations—from
the production and sale of its goods and services.
• OCF may be calculated as follows:
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Slide 19
Operating Cash Flow (cont.)
• Substituting for Baker Corporation, we get:
OCF = [$370 ×(1.00 – 0.40] + $100 = $222 + $100 = $322
• Thus, we can conclude that Baker’s operations are
generating positive operating cash flows.
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Slide 20
Free Cash Flow
• Free cash flow (FCF) is the amount of cash flow
available to investors (creditors and owners) after
the firm has met all operating needs and paid for
investments in net fixed assets (NFAI) and net
current assets (NCAI).
• Where:
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Slide 21
Free Cash Flow (cont.)
• Using Baker Corporation we get:
NFAI = [($1,200 - $1,000) + $100] = $300
NCAI = [($2,000 - $1,900) + ($800 - $700)] = $0
FCF = $322 - $300 - $0 = $22
• Thus, the firm generated adequate cash flow to
cover all of its operating costs and investments and
had free cash flow available to pay investors.
© Pearson Education Limited, 2015.
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Slide 22
Focus on Practice
Free Cash Flow at Cisco Systems
– On May 13, 2010, Cisco Systems reported earnings per share of
$0.42 for the most recent quarter, ahead of the expectations of
Wall Street experts who had projected EPS of $0.39.
– In subsequent analysis, one analyst observed that of the three
cents by which Cisco beat the street’s forecast, one cent could be
attributed to the fact that the quarter was 14 weeks rather than
the more typical 13 weeks. Another penny was attributable to
unusual tax gains, and the third was classified with the somewhat
vague label, “other income.”
Free cash flow is often considered a more reliable measure of a
company’s income than reported earnings. What are some possible
ways that corporate accountants might be able to change their
earnings to portray a more favorable earnings statement?
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Slide 23
The Financial Planning Process
• The financial planning process begins with longterm, or strategic, financial plans that in turn guide
the formulation of short-term, or operating, plans
and budgets.
• Two key aspects of financial planning are cash
planning and profit planning.
– Cash planning involves the preparation of the firm’s cash
budget.
– Profit planning involves preparation of pro forma
statements.
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Slide 24
The Financial Planning Process:
Long-Term (Strategic) Financial Plans
• Long-term (strategic) financial plans lay out a
company’s planned financial actions and the
anticipated impact of those actions over periods
ranging from 2 to 10 years.
• Firms that are subject to high degrees of operating
uncertainty, relatively short production cycles, or
both, tend to use shorter planning horizons.
• These plans are one component of a company’s
integrated strategic plan (along with production and
marketing plans) that guide a company toward
achievement of its goals.
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Slide 25
The Financial Planning Process:
Long-Term (Strategic) Financial Plans
• Long-term financial plans consider a number of
financial activities including:
–
–
–
–
–
Proposed fixed asset investments
Research and development activities
Marketing and product development
Capital structure
Sources of financing
• These plans are generally supported by a series of
annual budgets and profit plans.
© Pearson Education Limited, 2015.
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Slide 26
Focus on Ethics
• How Much Is a CEO Worth?
– Bob Nardelli abruptly resigned his position as Home Depot CEO
on
January 3, 2007. During his six year tenure, The Home Depot’s
stock fell 8%.
– Nardelli’s total severance package amounted to $210 million,
including
$55.3 million of life insurance coverage, reimbursement of $1.3
million of personal taxes related to the life insurance, $50,000 to
cover his legal fees, $33.8 million in cash due July 3, 2007, an
additional $18 million over 4 years for abiding by the terms of the
deal, and the balance of the package from accelerated vesting of
stock options.
– In addition, Nardelli and his family would receive health-care
benefits from the company for the next 3 years.
• Do you think shareholder activists would have been as
upset with Nardelli’s severance package had The Home
Depot’s stock performed much better under his
leadership?
© Pearson Education Limited, 2015.
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Slide 27
The Financial Planning Process:
Short-Term (Operating) Financial Plans
• Short-term (operating) financial plans specify
short-term financial actions and the anticipated
impact of those actions.
• Key inputs include the sales forecast and other
operating and financial data.
• Key outputs include operating budgets, the cash
budget, and pro forma financial statements.
• This process is described graphically on the
following slide.
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Slide 28
Figure 4.1
Short-Term Financial Planning
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Slide 29
The Financial Planning Process:
Short-Term (Operating) Financial Plans
• As indicated in the previous exhibit, short-term
financial planning begins with a sales forecast.
• From this sales forecast, production plans are
developed that consider lead times and raw
material requirements.
• From the production plans, direct labor, factory
overhead, and operating expense estimates are
developed.
• From this information, the pro forma income
statement and cash budget are prepared—
ultimately leading to the development of the pro
forma balance sheet.
© Pearson Education Limited, 2015.
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Slide 30
Personal Finance Example
• First step – define your goals.
–
–
–
–
Short-term (1 year)
Intermediate-term (2–5 years)
Long-term (6+ years)
Each goal should be clearly defined and have a priority,
time frame, and cost estimate.
• For example, a college senior’s intermediate-term
goal in 2015 might include earning a master’s
degree at a cost of $40,000 by 2017, and his or her
long-term goal might be to buy a condominium at a
cost of $125,000 by 2019.
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Slide 31
Cash Planning: Cash Budgets
• The cash budget or cash forecast is a statement
of the firm’s planned inflows and outflows of cash
that is used to estimate its short-term cash
requirements.
• Typically, the cash budget is designed to cover a 1year period, divided into smaller time intervals.
• The more seasonal and uncertain a firm’s cash
flows, the greater the number of intervals.
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Slide 32
Cash Planning:
Cash Budgets (cont.)
• A sales forecast is a prediction of the sales activity
during a given period, based on external and/or
internal data.
• The sales forecast is then used as a basis for
estimating the monthly cash flows that will result
from projected sales and from outlays related to
production, inventory, and sales.
• The sales forecast may be based on an analysis of
external data, internal data, or a combination of the
two.
– An external forecast is a sales forecast based on the
relationships observed between the firm’s sales and certain
key external economic indicators.
– An internal forecast is a sales forecast based on a buildup,
or consensus, of sales forecasts through the firm’s own sales
channels.
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Slide 33
Table 4.7 The General Format of the Cash
Budget
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Slide 34
Cash Planning: Cash Budgets
An Example: Coulson Industries
Coulson Industries, a defense contractor, is
developing a cash budget for October, November, and
December. Coulson’s sales in August and September
were $100,000 and $200,000 respectively. Sales of
$400,000, $300,000 and $200,000 have been
forecast for October, November, and December.
Historically, 20% of the firm’s sales have been for
cash, 50% have been collected after 1 month, and
the remaining 30% after 2 months. Bad-debt
expenses (uncollectible accounts) have been
negligible. In December, Coulson will receive a
$30,000 dividend from stock in a subsidiary.
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Slide 35
Table 4.8 A Schedule of Projected Cash
Receipts for Coulson Industries ($000)
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Slide 36
Cash Planning: Cash Budgets
An Example: Coulson Industries (cont.)
Coulson has also gathered the relevant information
for the development of a cash disbursement schedule.
Purchases will represent 70% of sales - 10% will be paid
immediately in cash, 70% is paid the month following the purchase,
and the remaining 20% is paid two months following the purchase.
The firm will also expend cash on rent, wages and salaries,
taxes, capital assets, interest, dividends, and a portion of the
principal on its loans. The resulting disbursement schedule follows.
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Slide 37
Table 4.9 A Schedule of Projected Cash
Disbursements for Coulson Industries ($000)
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Slide 38
Cash Planning: Cash Budgets
An Example: Coulson Industries (cont.)
The Cash Budget for Coulson Industries can be
derived by combining the receipts budget with the
disbursements budget. At the end of September,
Coulson’s cash balance was $50,000, notes payable
was $0, and marketable securities balance was $0.
Coulson also wishes to maintain a minimum cash
balance of $25,000. As a result, it will have excess
cash of $22,000 in October, and a deficit of cash in
November and December. The resulting cash budget
follows.
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Slide 39
Table 4.10 A Cash Budget for Coulson
Industries ($000)
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Slide 40
Evaluating the Cash Budget
• Cash budgets indicate the extent to which cash
shortages or surpluses are expected in the months
covered by the forecast.
• The excess cash of $22,000 in October should be
invested in marketable securities. The deficits in
November and December need to be financed.
© Pearson Education Limited, 2015.
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Slide 41
Personal Finance Example
Because individuals receive only a finite amount of
income (cash inflow) during a given period, they need
to prepare budgets in order to make sure they can
cover their expenses (cash outflows) during the
period.
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Slide 42
Coping with Uncertainty in the Cash
Budget
• One way to cope with cash budgeting uncertainty is
to prepare several cash budgets based on several
forecasted scenarios (e.g., pessimistic, most likely,
optimistic).
• From this range of cash flows, the financial
manager can determine the amount of financing
necessary to cover the most adverse situation.
• This method will also provide a sense of the
riskiness of alternatives.
• An example of this sort of “sensitivity analysis” for
Coulson Industries is shown on the following slide.
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Slide 43
Table 4.11 A Scenario Analysis of Coulson
Industries’ Cash Budget ($000)
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Slide 44
Profit Planning:
Pro Forma Statements
• Pro forma financial statements are projected, or
forecast, income statements and balance sheets.
• The inputs required to develop pro forma
statements using the most common approaches
include:
– Financial statements from the preceding year
– The sales forecast for the coming year
– Key assumptions about a number of factors
• The development of pro forma financial statements
will be demonstrated using the financial statements
for Vectra Manufacturing.
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Slide 45
Table 4.12 Vectra Manufacturing’s
Income Statement for the Year Ended
December 31, 2015
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Slide 46
Table 4.13 Vectra Manufacturing’s
Balance Sheet, December 31, 2015
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Slide 47
Table 4.14 2016 Sales Forecast for Vectra
Manufacturing
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Slide 48
Profit Planning: Pro Forma Income
Statement
• A simple method for developing a pro forma income
statement is the percent-of-sales method.
• This method starts with the sales forecast and then
expresses the cost of goods sold, operating
expenses, interest expense, and other accounts as
a percentage of projected sales.
• Using the Vectra example, the easiest way to do
this is to recast the historical income statement as
a percentage of sales.
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Slide 49
Profit Planning: Pro Forma Income
Statement (cont.)
• By using dollar values taken from Vectra’s 2015
income statement (Table 4.12), we find that these
percentages are
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Slide 50
Table 4.15 A Pro Forma Income Statement, Using the
Percent-of-Sales Method, for Vectra Manufacturing for the
Year Ended December 31, 2016
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Slide 51
Profit Planning: Pro Forma Income
Statement (cont.)
• Clearly, some of the firm’s expenses will increase
with the level of sales while others will not.
• The use of past cost and expense ratios generally
tends to understate profits when sales are
increasing. (Likewise, it tends to overstate profits
when sales are decreasing.)
• The best way to generate a more realistic pro forma
income statement is to segment the firm’s
expenses into fixed and variable components, as
illustrated in the following example.
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Slide 52
Profit Planning: Pro Forma Income
Statement (cont.)
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Slide 53
Profit Planning: Pro Forma Balance Sheet
• The judgmental approach is a simplified
approach for preparing the pro forma balance sheet
under which the firm estimates the values of
certain balance sheet accounts and uses its
external financing as a balancing, or “plug,” figure.
• To apply this method to Vectra Manufacturing, a
number of simplifying assumptions must be made.
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Slide 54
Profit Planning: Pro Forma Balance Sheet
(cont.)
1. A minimum cash balance of $6,000 is desired.
2. Marketable securities will remain at their current
level of $4,000.
3. Accounts receivable will be approximately $16,875
which
represents 45 days of sales (about 1/8th of a year)
on average [(45/365) $135,000].
4. Ending inventory will remain at about $16,000. 25%
($4,000) represents raw materials and 75%
($12,000) is finished goods.
5. A new machine costing $20,000 will be purchased.
Total depreciation will be $8,000. Adding $20,000 to
existing net fixed assets of $51,000 and subtracting
the $8,000 depreciation yields a net fixed assets
figure of $63,000.
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Slide 55
Profit Planning: Pro Forma Balance Sheet
(cont.)
6. Purchases will be $40,500 which represents 30% of
annual sales (30% $135,000). Vectra takes about
73 days to pay on its accounts payable. As a result,
accounts payable will equal $8,100 [(73/365)
$40,500].
7. Taxes payable will be $455 which represents onefourth of the 1998 tax liability.
8. Notes payable will remain unchanged at $8,300.
9. There will be no change in other current liabilities,
long-term debt, and common stock.
10.Retained earnings will change in accordance with
the pro forma income statement.
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Slide 56
Table 4.16 A Pro Forma Balance Sheet,
Using the Judgmental Approach, for
Vectra Manufacturing (December 31, 2016)
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Slide 57
Evaluation of Pro Forma Statements
• The major weaknesses of the approaches to pro
forma statement development outlined above lie in
two assumptions:
– That the firm’s past financial performance will be replicated
in the future
– That certain variables (such as cash, accounts receivable,
and inventories) can be forced to take on certain “desired”
values.
• These assumptions cannot be justified solely on the
basis of their ability to simplify the calculations
involved.
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Slide 58
Evaluation of Pro Forma Statements
(cont.)
However pro forma statements are prepared, analysts
must understand how to use them to make financial
decisions.
– Financial managers and lenders can use pro forma
statements to analyze the firm’s inflows and outflows of
cash, as well as its liquidity, activity, debt, profitability, and
market value.
– Various ratios can be calculated from the pro forma income
statement and balance sheet to evaluate performance.
– Cash inflows and outflows can be evaluated by preparing a
pro forma statement of cash flows.
– After analyzing the pro forma statements, the financial
manager can take steps to adjust planned operations to
achieve short-term financial goals.
© Pearson Education Limited, 2015.
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Slide 59
Review of Learning Goals
LG1 Understand tax depreciation procedures and the
effect of depreciation on the firm’s cash flows.
Depreciation is an important factor affecting a firm’s cash
flow. An asset’s depreciable value and depreciable life are
determined by using the MACRS standards in the federal
tax code.
LG2 Discuss the firm’s statement of cash flows,
operating cash flow, and free cash flow.
The statement of cash flows is divided into operating,
investment, and financing flows. It reconciles changes in
the firm’s cash flows with changes in cash and marketable
securities for the period. From a strict financial point of
view, a firm’s operating cash flow is defined to exclude
interest. Of greater importance is a firm’s free cash flow,
which is the amount of cash flow available to creditors and
owners.
© Pearson Education Limited, 2015.
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Slide 60
Review of Learning Goals (cont.)
LG3 Understand the financial planning process,
including long-term (strategic) financial plans
and short-term (operating) financial plans.
The two key aspects of the financial planning process are
cash planning and profit planning. Long-term (strategic)
financial plans act as a guide for preparing short-term
(operating) financial plans. Long-term plans tend to cover
periods ranging from 2 to 10 years; short-term plans most
often cover a 1- to 2-year period.
© Pearson Education Limited, 2015.
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Slide 61
Review of Learning Goals (cont.)
LG4 Discuss the cash-planning process and the
preparation, evaluation, and use of the cash
budget.
The cash-planning process uses the cash budget, based on
a sales forecast, to estimate short-term cash surpluses and
shortages. The cash budget nets cash receipts and
disbursements for each period to calculate net cash flow.
Ending cash is estimated by adding beginning cash to the
net cash flow. By subtracting the desired minimum cash
balance from the ending cash, the firm can determine
required total financing or the excess cash balance.
© Pearson Education Limited, 2015.
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Slide 62
Review of Learning Goals (cont.)
LG5 Explain the simplified procedures used to prepare
and evaluate the pro forma income statement
and the pro forma balance sheet.
A pro forma income statement can be developed by
calculating past percentage relationships between certain
cost and expense items and the firm’s sales and then
applying these percentages to forecasts.
Under the judgmental approach, the values of certain
balance sheet accounts are estimated and the firm’s
external financing is used as a balancing, or “plug,” figure.
© Pearson Education Limited, 2015.
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Slide 63
Review of Learning Goals (cont.)
LG6 Evaluate the simplified approaches to pro forma
financial statement preparation and the common
uses of pro forma statements.
Simplified approaches for preparing pro forma statements
assume that the firm’s past financial condition is an
accurate indicator of the future. Pro forma statements are
commonly used to forecast and analyze the firm’s level of
profitability and overall financial performance so that
adjustments can be made to planned operations to achieve
short-term financial goals.
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Slide 64
Chapter Resources on MyFinanceLab
• Chapter Cases
• Group Exercises
• Critical Thinking Problems
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4-64
Chapter 4
Cash Flow
and Financial
Planning
Slide 2
Learning Goals
LG1 Understand tax depreciation procedures and the
effect of depreciation on the firm’s cash flows.
LG2 Discuss the firm’s statement of cash flows,
operating cash flow, and free cash flow.
LG3 Understand the financial planning process,
including long-term (strategic) financial plans and
short-term (operating) financial plans.
© Pearson Education Limited, 2015.
4-2
Slide 3
Learning Goals (cont.)
LG4 Discuss the cash-planning process and the
preparation, evaluation, and use of the cash
budget.
LG5 Explain the simplified procedures used to prepare
and evaluate the pro forma income statement
and the pro forma balance sheet.
LG6 Evaluate the simplified approaches to pro forma
financial statement preparation and the common
uses of pro forma statements.
© Pearson Education Limited, 2015.
4-3
Slide 4
Analyzing the Firm’s Cash Flow
• Cash flow (as opposed to accounting “profits”) is
the primary ingredient in any financial valuation
model.
• From an accounting perspective, cash flow is
summarized in a firm’s statement of cash flows.
• From a financial perspective, firms often focus on:
– operating cash flow, which is used in managerial decisionmaking, and
– free cash flow, which is closely monitored by participants in
the capital markets.
© Pearson Education Limited, 2015.
4-4
Slide 5
Depreciation
• Depreciation is the portion of the costs of fixed
assets charged against annual revenues over time.
• Depreciation for tax purposes is determined by
using the modified accelerated cost recovery
system (MACRS).
• On the other hand, a variety of other depreciation
methods are often used for reporting purposes.
© Pearson Education Limited, 2015.
4-5
Slide 6
Depreciation: An Example
• Baker Corporation acquired a new machine at a
cost of $38,000, with installation costs of $2,000.
When the machine is retired from service, Baker
expects that it will sell it for scrap metal and
receive $1,000.
• What is the depreciable value of the machine?
Regardless of its expected salvage value, the depreciable
value of the machine is $40,000: $38,000 cost + $2,000
installation cost.
© Pearson Education Limited, 2015.
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Slide 7
Depreciation: Depreciable Value and
Depreciable Life
• Under the basic MACRS procedures, the depreciable
value of an asset is its full cost, including outlays
for installation.
• No adjustment is required for expected salvage
value.
• For tax purposes, the depreciable life of an asset is
determined by its MACRS recovery predetermined
period.
• MACRS property classes and rates are shown in
Table 4.1 and Table 4.2 on the following slides.
© Pearson Education Limited, 2015.
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Slide 8
Table 4.1 First Four Property Classes
under MACRS
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4-8
Slide 9
Table 4.2 Rounded Depreciation Percentages by
Recovery Year Using MACRS for First Four
Property Classes
© Pearson Education Limited, 2015.
4-9
Slide 10
Depreciation: An Example
• Baker Corporation acquired, for an installed cost of
$40,000, a machine having a recovery period of 5
years. Using the applicable MACRS rates, the
depreciation expense each year is as follows:
© Pearson Education Limited, 2015.
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Slide 11
Developing the Statement of Cash Flows
• The statement of cash flows summarizes the firm’s
cash flow over a given period of time.
• Firm’s cash flows fall into three categories:
– Operating flows: cash flows directly related to sale and
production of the firm’s products and services.
– Investment flows: cash flows associated with purchase
and sale of both fixed assets and equity investments in
other firms.
– Financing flows: cash flows that result from debt and
equity financing transactions; include incurrence and
repayment of debt, cash inflow from the sale of stock, and
cash outflows to repurchase stock or pay cash dividends.
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Slide 12
Table 4.3
Inflows and Outflows of Cash
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Slide 13
Table 4.4 Baker Corporation 2015 Income
Statement ($000)
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Slide 14
Table 4.5 Baker Corporation Balance
Sheets ($000)
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Slide 15
Table 4.5 Baker Corporation Balance
Sheets ($000) (Cont.)
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Slide 16
Table 4.6 Baker Corporation Statement of Cash
Flows ($000) for the Year Ended December 31,
2015
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Slide 17
Interpreting Statement of
Cash Flows
• The statement of cash flows ties the balance sheet
at the beginning of the period with the balance
sheet at the end of the period after considering the
performance of the firm during the period through
the income statement.
• The net increase (or decrease) in cash and
marketable securities should be equivalent to the
difference between the cash and marketable
securities on the balance sheet at the beginning of
the year and the end of the year.
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Slide 18
Operating Cash Flow
• A firm’s operating Cash Flow (OCF) is the cash
flow a firm generates from normal operations—from
the production and sale of its goods and services.
• OCF may be calculated as follows:
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Slide 19
Operating Cash Flow (cont.)
• Substituting for Baker Corporation, we get:
OCF = [$370 ×(1.00 – 0.40] + $100 = $222 + $100 = $322
• Thus, we can conclude that Baker’s operations are
generating positive operating cash flows.
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Slide 20
Free Cash Flow
• Free cash flow (FCF) is the amount of cash flow
available to investors (creditors and owners) after
the firm has met all operating needs and paid for
investments in net fixed assets (NFAI) and net
current assets (NCAI).
• Where:
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Slide 21
Free Cash Flow (cont.)
• Using Baker Corporation we get:
NFAI = [($1,200 - $1,000) + $100] = $300
NCAI = [($2,000 - $1,900) + ($800 - $700)] = $0
FCF = $322 - $300 - $0 = $22
• Thus, the firm generated adequate cash flow to
cover all of its operating costs and investments and
had free cash flow available to pay investors.
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Slide 22
Focus on Practice
Free Cash Flow at Cisco Systems
– On May 13, 2010, Cisco Systems reported earnings per share of
$0.42 for the most recent quarter, ahead of the expectations of
Wall Street experts who had projected EPS of $0.39.
– In subsequent analysis, one analyst observed that of the three
cents by which Cisco beat the street’s forecast, one cent could be
attributed to the fact that the quarter was 14 weeks rather than
the more typical 13 weeks. Another penny was attributable to
unusual tax gains, and the third was classified with the somewhat
vague label, “other income.”
Free cash flow is often considered a more reliable measure of a
company’s income than reported earnings. What are some possible
ways that corporate accountants might be able to change their
earnings to portray a more favorable earnings statement?
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Slide 23
The Financial Planning Process
• The financial planning process begins with longterm, or strategic, financial plans that in turn guide
the formulation of short-term, or operating, plans
and budgets.
• Two key aspects of financial planning are cash
planning and profit planning.
– Cash planning involves the preparation of the firm’s cash
budget.
– Profit planning involves preparation of pro forma
statements.
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Slide 24
The Financial Planning Process:
Long-Term (Strategic) Financial Plans
• Long-term (strategic) financial plans lay out a
company’s planned financial actions and the
anticipated impact of those actions over periods
ranging from 2 to 10 years.
• Firms that are subject to high degrees of operating
uncertainty, relatively short production cycles, or
both, tend to use shorter planning horizons.
• These plans are one component of a company’s
integrated strategic plan (along with production and
marketing plans) that guide a company toward
achievement of its goals.
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Slide 25
The Financial Planning Process:
Long-Term (Strategic) Financial Plans
• Long-term financial plans consider a number of
financial activities including:
–
–
–
–
–
Proposed fixed asset investments
Research and development activities
Marketing and product development
Capital structure
Sources of financing
• These plans are generally supported by a series of
annual budgets and profit plans.
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Slide 26
Focus on Ethics
• How Much Is a CEO Worth?
– Bob Nardelli abruptly resigned his position as Home Depot CEO
on
January 3, 2007. During his six year tenure, The Home Depot’s
stock fell 8%.
– Nardelli’s total severance package amounted to $210 million,
including
$55.3 million of life insurance coverage, reimbursement of $1.3
million of personal taxes related to the life insurance, $50,000 to
cover his legal fees, $33.8 million in cash due July 3, 2007, an
additional $18 million over 4 years for abiding by the terms of the
deal, and the balance of the package from accelerated vesting of
stock options.
– In addition, Nardelli and his family would receive health-care
benefits from the company for the next 3 years.
• Do you think shareholder activists would have been as
upset with Nardelli’s severance package had The Home
Depot’s stock performed much better under his
leadership?
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Slide 27
The Financial Planning Process:
Short-Term (Operating) Financial Plans
• Short-term (operating) financial plans specify
short-term financial actions and the anticipated
impact of those actions.
• Key inputs include the sales forecast and other
operating and financial data.
• Key outputs include operating budgets, the cash
budget, and pro forma financial statements.
• This process is described graphically on the
following slide.
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Slide 28
Figure 4.1
Short-Term Financial Planning
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Slide 29
The Financial Planning Process:
Short-Term (Operating) Financial Plans
• As indicated in the previous exhibit, short-term
financial planning begins with a sales forecast.
• From this sales forecast, production plans are
developed that consider lead times and raw
material requirements.
• From the production plans, direct labor, factory
overhead, and operating expense estimates are
developed.
• From this information, the pro forma income
statement and cash budget are prepared—
ultimately leading to the development of the pro
forma balance sheet.
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Slide 30
Personal Finance Example
• First step – define your goals.
–
–
–
–
Short-term (1 year)
Intermediate-term (2–5 years)
Long-term (6+ years)
Each goal should be clearly defined and have a priority,
time frame, and cost estimate.
• For example, a college senior’s intermediate-term
goal in 2015 might include earning a master’s
degree at a cost of $40,000 by 2017, and his or her
long-term goal might be to buy a condominium at a
cost of $125,000 by 2019.
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Slide 31
Cash Planning: Cash Budgets
• The cash budget or cash forecast is a statement
of the firm’s planned inflows and outflows of cash
that is used to estimate its short-term cash
requirements.
• Typically, the cash budget is designed to cover a 1year period, divided into smaller time intervals.
• The more seasonal and uncertain a firm’s cash
flows, the greater the number of intervals.
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Slide 32
Cash Planning:
Cash Budgets (cont.)
• A sales forecast is a prediction of the sales activity
during a given period, based on external and/or
internal data.
• The sales forecast is then used as a basis for
estimating the monthly cash flows that will result
from projected sales and from outlays related to
production, inventory, and sales.
• The sales forecast may be based on an analysis of
external data, internal data, or a combination of the
two.
– An external forecast is a sales forecast based on the
relationships observed between the firm’s sales and certain
key external economic indicators.
– An internal forecast is a sales forecast based on a buildup,
or consensus, of sales forecasts through the firm’s own sales
channels.
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Slide 33
Table 4.7 The General Format of the Cash
Budget
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Slide 34
Cash Planning: Cash Budgets
An Example: Coulson Industries
Coulson Industries, a defense contractor, is
developing a cash budget for October, November, and
December. Coulson’s sales in August and September
were $100,000 and $200,000 respectively. Sales of
$400,000, $300,000 and $200,000 have been
forecast for October, November, and December.
Historically, 20% of the firm’s sales have been for
cash, 50% have been collected after 1 month, and
the remaining 30% after 2 months. Bad-debt
expenses (uncollectible accounts) have been
negligible. In December, Coulson will receive a
$30,000 dividend from stock in a subsidiary.
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Slide 35
Table 4.8 A Schedule of Projected Cash
Receipts for Coulson Industries ($000)
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Slide 36
Cash Planning: Cash Budgets
An Example: Coulson Industries (cont.)
Coulson has also gathered the relevant information
for the development of a cash disbursement schedule.
Purchases will represent 70% of sales - 10% will be paid
immediately in cash, 70% is paid the month following the purchase,
and the remaining 20% is paid two months following the purchase.
The firm will also expend cash on rent, wages and salaries,
taxes, capital assets, interest, dividends, and a portion of the
principal on its loans. The resulting disbursement schedule follows.
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Slide 37
Table 4.9 A Schedule of Projected Cash
Disbursements for Coulson Industries ($000)
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Slide 38
Cash Planning: Cash Budgets
An Example: Coulson Industries (cont.)
The Cash Budget for Coulson Industries can be
derived by combining the receipts budget with the
disbursements budget. At the end of September,
Coulson’s cash balance was $50,000, notes payable
was $0, and marketable securities balance was $0.
Coulson also wishes to maintain a minimum cash
balance of $25,000. As a result, it will have excess
cash of $22,000 in October, and a deficit of cash in
November and December. The resulting cash budget
follows.
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Slide 39
Table 4.10 A Cash Budget for Coulson
Industries ($000)
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Slide 40
Evaluating the Cash Budget
• Cash budgets indicate the extent to which cash
shortages or surpluses are expected in the months
covered by the forecast.
• The excess cash of $22,000 in October should be
invested in marketable securities. The deficits in
November and December need to be financed.
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Slide 41
Personal Finance Example
Because individuals receive only a finite amount of
income (cash inflow) during a given period, they need
to prepare budgets in order to make sure they can
cover their expenses (cash outflows) during the
period.
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Slide 42
Coping with Uncertainty in the Cash
Budget
• One way to cope with cash budgeting uncertainty is
to prepare several cash budgets based on several
forecasted scenarios (e.g., pessimistic, most likely,
optimistic).
• From this range of cash flows, the financial
manager can determine the amount of financing
necessary to cover the most adverse situation.
• This method will also provide a sense of the
riskiness of alternatives.
• An example of this sort of “sensitivity analysis” for
Coulson Industries is shown on the following slide.
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Slide 43
Table 4.11 A Scenario Analysis of Coulson
Industries’ Cash Budget ($000)
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Slide 44
Profit Planning:
Pro Forma Statements
• Pro forma financial statements are projected, or
forecast, income statements and balance sheets.
• The inputs required to develop pro forma
statements using the most common approaches
include:
– Financial statements from the preceding year
– The sales forecast for the coming year
– Key assumptions about a number of factors
• The development of pro forma financial statements
will be demonstrated using the financial statements
for Vectra Manufacturing.
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Slide 45
Table 4.12 Vectra Manufacturing’s
Income Statement for the Year Ended
December 31, 2015
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Slide 46
Table 4.13 Vectra Manufacturing’s
Balance Sheet, December 31, 2015
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Slide 47
Table 4.14 2016 Sales Forecast for Vectra
Manufacturing
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Slide 48
Profit Planning: Pro Forma Income
Statement
• A simple method for developing a pro forma income
statement is the percent-of-sales method.
• This method starts with the sales forecast and then
expresses the cost of goods sold, operating
expenses, interest expense, and other accounts as
a percentage of projected sales.
• Using the Vectra example, the easiest way to do
this is to recast the historical income statement as
a percentage of sales.
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Slide 49
Profit Planning: Pro Forma Income
Statement (cont.)
• By using dollar values taken from Vectra’s 2015
income statement (Table 4.12), we find that these
percentages are
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Slide 50
Table 4.15 A Pro Forma Income Statement, Using the
Percent-of-Sales Method, for Vectra Manufacturing for the
Year Ended December 31, 2016
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Slide 51
Profit Planning: Pro Forma Income
Statement (cont.)
• Clearly, some of the firm’s expenses will increase
with the level of sales while others will not.
• The use of past cost and expense ratios generally
tends to understate profits when sales are
increasing. (Likewise, it tends to overstate profits
when sales are decreasing.)
• The best way to generate a more realistic pro forma
income statement is to segment the firm’s
expenses into fixed and variable components, as
illustrated in the following example.
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Slide 52
Profit Planning: Pro Forma Income
Statement (cont.)
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Slide 53
Profit Planning: Pro Forma Balance Sheet
• The judgmental approach is a simplified
approach for preparing the pro forma balance sheet
under which the firm estimates the values of
certain balance sheet accounts and uses its
external financing as a balancing, or “plug,” figure.
• To apply this method to Vectra Manufacturing, a
number of simplifying assumptions must be made.
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Slide 54
Profit Planning: Pro Forma Balance Sheet
(cont.)
1. A minimum cash balance of $6,000 is desired.
2. Marketable securities will remain at their current
level of $4,000.
3. Accounts receivable will be approximately $16,875
which
represents 45 days of sales (about 1/8th of a year)
on average [(45/365) $135,000].
4. Ending inventory will remain at about $16,000. 25%
($4,000) represents raw materials and 75%
($12,000) is finished goods.
5. A new machine costing $20,000 will be purchased.
Total depreciation will be $8,000. Adding $20,000 to
existing net fixed assets of $51,000 and subtracting
the $8,000 depreciation yields a net fixed assets
figure of $63,000.
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Slide 55
Profit Planning: Pro Forma Balance Sheet
(cont.)
6. Purchases will be $40,500 which represents 30% of
annual sales (30% $135,000). Vectra takes about
73 days to pay on its accounts payable. As a result,
accounts payable will equal $8,100 [(73/365)
$40,500].
7. Taxes payable will be $455 which represents onefourth of the 1998 tax liability.
8. Notes payable will remain unchanged at $8,300.
9. There will be no change in other current liabilities,
long-term debt, and common stock.
10.Retained earnings will change in accordance with
the pro forma income statement.
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Slide 56
Table 4.16 A Pro Forma Balance Sheet,
Using the Judgmental Approach, for
Vectra Manufacturing (December 31, 2016)
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Slide 57
Evaluation of Pro Forma Statements
• The major weaknesses of the approaches to pro
forma statement development outlined above lie in
two assumptions:
– That the firm’s past financial performance will be replicated
in the future
– That certain variables (such as cash, accounts receivable,
and inventories) can be forced to take on certain “desired”
values.
• These assumptions cannot be justified solely on the
basis of their ability to simplify the calculations
involved.
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Slide 58
Evaluation of Pro Forma Statements
(cont.)
However pro forma statements are prepared, analysts
must understand how to use them to make financial
decisions.
– Financial managers and lenders can use pro forma
statements to analyze the firm’s inflows and outflows of
cash, as well as its liquidity, activity, debt, profitability, and
market value.
– Various ratios can be calculated from the pro forma income
statement and balance sheet to evaluate performance.
– Cash inflows and outflows can be evaluated by preparing a
pro forma statement of cash flows.
– After analyzing the pro forma statements, the financial
manager can take steps to adjust planned operations to
achieve short-term financial goals.
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Slide 59
Review of Learning Goals
LG1 Understand tax depreciation procedures and the
effect of depreciation on the firm’s cash flows.
Depreciation is an important factor affecting a firm’s cash
flow. An asset’s depreciable value and depreciable life are
determined by using the MACRS standards in the federal
tax code.
LG2 Discuss the firm’s statement of cash flows,
operating cash flow, and free cash flow.
The statement of cash flows is divided into operating,
investment, and financing flows. It reconciles changes in
the firm’s cash flows with changes in cash and marketable
securities for the period. From a strict financial point of
view, a firm’s operating cash flow is defined to exclude
interest. Of greater importance is a firm’s free cash flow,
which is the amount of cash flow available to creditors and
owners.
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Slide 60
Review of Learning Goals (cont.)
LG3 Understand the financial planning process,
including long-term (strategic) financial plans
and short-term (operating) financial plans.
The two key aspects of the financial planning process are
cash planning and profit planning. Long-term (strategic)
financial plans act as a guide for preparing short-term
(operating) financial plans. Long-term plans tend to cover
periods ranging from 2 to 10 years; short-term plans most
often cover a 1- to 2-year period.
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Slide 61
Review of Learning Goals (cont.)
LG4 Discuss the cash-planning process and the
preparation, evaluation, and use of the cash
budget.
The cash-planning process uses the cash budget, based on
a sales forecast, to estimate short-term cash surpluses and
shortages. The cash budget nets cash receipts and
disbursements for each period to calculate net cash flow.
Ending cash is estimated by adding beginning cash to the
net cash flow. By subtracting the desired minimum cash
balance from the ending cash, the firm can determine
required total financing or the excess cash balance.
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Slide 62
Review of Learning Goals (cont.)
LG5 Explain the simplified procedures used to prepare
and evaluate the pro forma income statement
and the pro forma balance sheet.
A pro forma income statement can be developed by
calculating past percentage relationships between certain
cost and expense items and the firm’s sales and then
applying these percentages to forecasts.
Under the judgmental approach, the values of certain
balance sheet accounts are estimated and the firm’s
external financing is used as a balancing, or “plug,” figure.
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Slide 63
Review of Learning Goals (cont.)
LG6 Evaluate the simplified approaches to pro forma
financial statement preparation and the common
uses of pro forma statements.
Simplified approaches for preparing pro forma statements
assume that the firm’s past financial condition is an
accurate indicator of the future. Pro forma statements are
commonly used to forecast and analyze the firm’s level of
profitability and overall financial performance so that
adjustments can be made to planned operations to achieve
short-term financial goals.
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Slide 64
Chapter Resources on MyFinanceLab
• Chapter Cases
• Group Exercises
• Critical Thinking Problems
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