Study Guides (248,683)
United States (123,475)
Boston College (3,492)
Finance (14)
MFIN 1127 (5)
Final

Sample questions for Final Exam Spring 2013 MF 127 WITH SOLUTIONS.pdf

7 Pages
59 Views

Department
Finance
Course Code
MFIN 1127
Professor
Jerome Taillard

This preview shows pages 1 and half of page 2. Sign up to view the full 7 pages of the document.
Description
Q1 Current events/ Corporate governance (9 points) Staggered boards or “classified” boards are boards in which the different directors’ terms expire during different years. As the figure highlights, there has been a big decrease in the number of S&P500 firms with staggered boards since 2005. 1. Explain how staggered boards can be a powerful anti-takeover mechanism (4 points, 4 sentences max.) Answer: "Classified" boards or “staggered” boards are boards in which directors serve staggered, multiyear terms. It is a powerful anti-takeover mechanism because it limits the ability for outsiders to replace the entire board quickly. If every board director had a one-year term, it would make the replacement of the board (with pro-bidder people) much easier. Hence staggered board serves as a deterrent for outside shareholders to make a bid on a badly managed firm. 2. Other than staggered boards, give one example of an anti-takeover measure at the disposition of entrenched management and briefly explain how it works (3 points, 3 sentences max.) Possible answers: a. Scorched-earth strategy (increase debt massively, sell crown jewels, etc.) These are actions that make the acquisition much less attractive. The key is to “poison the well”: Make the firm worse off to deter a takeover but making sure it doesn’t get into financial distress or wreck shareholder value in the process! b. Poison pill: Rule in by-laws of a firm that allows firm to make an extremely dilutive share issuance hurting/targeting specifically the shareholder that has gone beyond a certain threshold (e.g. 15%) in terms of ownership. All other shareholders can buy the new shares for almost nothing, maintaining their stake while the bidder loses everything. 3. By looking at the downward trend observed in the number of S&P500 firms with staggered boards over the last few years, what can you infer about the evolution of corporate governance for S&P500 firms since 2005? (2 points, 2 sentences max.) Answer: "Classified" boards used to be the norm in the U.S. But in recent years many companies, often under pressure from shareholders, have shifted to holding annual election for every board seat. This is part of a large push towards better corporate governance under the pressure of many large and active shareholders such as Calpers. Q3 Current events / Payout policy (4 points) Cisco had more than $40Bn in cash and marketable securities at the end of 2011, of which $35 billion are in foreign subsidiaries. Long gone are the days of high growth for Cisco and Ralph Nader, a famous activist and disgruntled shareholder of Cisco, has recently demanded the firm to start paying out a bigger dividend than what it already pays out. What would be the biggest disadvantage of a $10Bn one-off special dividend from a shareholders’ perspective beyond the dividend income tax of 15%? (4 points, justify your answer to get full credit, two sentences max.) Answer: Correct answer: It is the fact that most of the cash is sitting outside of the US and will be taxed up to 35% if it is brought back to the U.S. to pay a dividend. I specifically provide the information that only $5Bn of Cisco’s cash is sitting in U.S. accounts. Potential invalid answers: i. Costs of financial distress (lack of financial flexibility, etc.). Wrong: Still have plenty of cash and free cash flow after the payout. ii. Managers will be under pressure to keep up with high payments. Wrong: It is a one- off special dividend not a permanent increase. More importantly, I specifically ask the question from the perspective of shareholders, not managers. iii. It could be a bad signal to the market: Slower growth ahead. But it is already a low growth firm. I have explicitly put this fact in the text to avoid that issue. Q10 M&A and valuation (21 points = 4+6+4+4+1+2) Imagine your firm, BC semiconductors, is considering acquiring a long-time competitor Georgetown Semiconductors. Before your firm makes an offer, the Board and CEO want to know the standalone value of Georgetown Semiconductors and the value of that firm once it would be under the control of BC semiconductors. As CFO, you were asked to perform this valuation task. Part I: Standalone evaluation Your team of financial analysts came up with the following information on Georgetown Semiconductors: 1. Its fiscal year just finished. It generated the following: i. Revenues of $12,046MM ii. EBIT of $391.38MM iii. Capital expenditures of $475MM iv. Depreciation of $461MM 2. Net working capital is 15% of revenues every
More Less
Unlock Document

Only pages 1 and half of page 2 are available for preview. Some parts have been intentionally blurred.

Unlock Document
You're Reading a Preview

Unlock to view full version

Unlock Document

Log In


OR

Join OneClass

Access over 10 million pages of study
documents for 1.3 million courses.

Sign up

Join to view


OR

By registering, I agree to the Terms and Privacy Policies
Already have an account?
Just a few more details

So we can recommend you notes for your school.

Reset Password

Please enter below the email address you registered with and we will send you a link to reset your password.

Add your courses

Get notes from the top students in your class.


Submit