SMG FE 323 Study Guide - Midterm Guide: Net Present Value, Scenario Analysis, Cash Flow

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FE323 1
Financial Manager: 1. Make investment decisions (benefits and costs)
2. Make financing decisions (sell stock, raise debt)
3. Manage cash flow from operating activities (enough cash to operate)
Maximize wealth of stockholders = CREATE VALUE
NPV Decision Rule
NPV = PV (benefits) - PV (costs)
Take the alternative with the highest NPV
Reject negative NPV projects accepting them would reduce the value of the firm
NPV Profile
The Payback Rule
The opportunity that pays back the initial investment the quickest is the best idea
Accept if the period is less than required
The calculation is simple but doesn’t discount future cash flows
The Internal Rate of Return
Take any investment opportunity where IRR exceeds cost of capital
Interest rate when NPV = 0, costs = benefits
Scale doesn’t effect IRR but effects NPV
Agree with NPV if costs come before benefits
Mutually Exclusive Projects
Can’t just pick the project with a positive NPV, projects must be ranked and the best one
chosen, pick project with highest NPV, lower cost of capital that is less risky
Crossover Point
Discount rate that makes the NPV of the two alternatives equal
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Incremental Earnings
Net Working Capital
FE323 5
NPV Break Even NPV = 0
Accounting Break Even EBIT = 0
Scenario Analysis
Looks at the entire scenario
Several variables are likely to be impacted/ change multiple variables simultaneously
Ex: what change can you make to price and units sold to BE?
Sensitivity Analysis
Look at how NPV etc change as assumptions change
How much the assumption will impact if wrong sensitize several variables to see which
potential errors project is vulnerable to
Ex: what new price can we sell at to BE?
Capital Budgeting
Determine whether long term investment like new machinery is worth the funding
Option to delay, expand, abandon
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FE323 6
Ratio Analysis
Tells us if our company is being well operated and is in good financial condition
Does the company have control over its expenses?
Long term assets are hard to change quickly
You can’t sell your equipment without disrupting production
Short term assets are easier to liquidate or build up
Need to manage NWC efficiently
Inventory Turnover
How efficiently company turns inventory into sales
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Document Summary

Manage cash flow from operating activities (enough cash to operate) Take the alternative with the highest npv. Reject negative npv projects accepting them would reduce the value of the firm. The opportunity that pays back the initial investment the quickest is the best idea. Accept if the period is less than required. The calculation is simple but doesn"t discount future cash flows. Take any investment opportunity where irr exceeds cost of capital. Interest rate when npv = 0, costs = benefits. Scale doesn"t effect irr but effects npv. Agree with npv if costs come before benefits. Can"t just pick the project with a positive npv, projects must be ranked and the best one chosen, pick project with highest npv, lower cost of capital that is less risky. Discount rate that makes the npv of the two alternatives equal. Several variables are likely to be impacted/ change multiple variables simultaneously. Look at how npv etc change as assumptions change.

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