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FOCUS
This session covers the following content from the ACCA Study Guide.
E. Business Finance
3. Sources of finance and their relative costs
c) Identify and discuss the problem of high levels of gearing.
d) Assess the impact of sources of finance on financial position and financial
risk using appropriate measures including:
ii) cash flow forecasting
2. Estimating the cost of capital
c) Estimating the overall cost of capital including:
i) Distinguising between average and marginal cost of capital.
ii) Calculating the weighted average cost of capital (WACC) using book
value and market value weightings.
3. Sources of finance and their relative costs
e) Impact of cost of capital on investments including:
i) the relationship between company value and cost of capital
ii) the circumstances under which WACC can be used in investment
appraisal
4. Capital structure theories and practical considerations
a) Describe the traditional view of capital structure and its assumptions.
b) Describe the views of Miller and Modigliani on capital structure, both
without and with corporate taxation, and their assumptions.
c) Identify a range of capital market imperfections and describe their impact
on the views of Miller and Modigliani on capital structure.
d) Explain the relevance of pecking order theory to the selection of sources of
finance.
Session 11 Guidance
Understand that WACC is the mix of the cost of equity and post-tax cost of debt, with market value
weighted being preferred to book value weighting (s.1.1). Attempt Examples 1 and 2 learn WACC's
limitations (s.1.2).
Read section 1.3 on the marginal cost of capital (MCC). Be sure to know why the MCC should not be
used as a discount rate for a project.
Understand the effect of financial gearing on WACC (s.2.1), the problems of high financial gearing
(s.2.2) and how to prepare cash flow projections (s.2.3). Work through Example 3.
(continued on next page)
F9 Financial Management Becker Professional Education | ACCA Study System
WEIGHTED AVERAGE
COST OF CAPITAL
Calculation of WACC
Limitations of WACC
Marginal Cost of Capital
FINANCIAL GEARING
Effect
High Financial Gearing
Forecasting Cash Flows
CAPITAL STRUCTURE
Session 11 Guidance
Go through the theories of how financial gearing affects a firm's capital structure and WACC
(s.3, s.4). Be sure to know the conclusions of each theory.
Read what other influences/factors affect a firm's capital structure decisions and understand the
implications of the pecking order theory (s.5).
Read the article "Optimum Capital Structure".
1.1 Calculation
Companies are usually financed by both debt and equity (i.e.
they use some degree of financial/capital gearing). The weighted
average cost of capital (WACC) represents a company's average
cost of long-term finance.
In the exam the formula given is:
Ve Vd
WACC = ke + k d (1 T )
V
e + Vd Ve + Vd
where:
Ve = Total market value of equity
Vd = Total market value of debt
ke = Cost of equity geared
kd =
Pre-tax cost of debt
T = Corporation tax rate
Proportion of
debt to equity
does not change.
Example 1 WACC
Required:
Estimate the WACC
Solution
WACC =
Lifestyle Co is a family-owned company whose shares are not listed on the stock market.
However, the family members have stated that they require an annual return of 12% to
compensate for the risk of their shareholdings.
The following is a summary of the most recent statement of financial position:
$m $m
Assets
Non-current assets 300
Current assets 211
Total assets 511
Equity and liabilities
Share capital 100
Retained earnings 121
Total equity 221
Non-current liabilities
Long-term borrowings 200
Current liabilities
Trade payables 80
Accruals 10
Total current liabilities 90
Total liabilities 290
Total equity and liabilities 511
Additional information
Non-current assets include significant property acquired many years ago which has been
recorded at historical cost.
The long-term borrowings consist of a bank loan at an annual interest rate of 8%.
The company pays 25% tax on its profits.
Required:
(a) Estimate Lifestyle Co's weighted average cost of capital (WACC).
(b) Give FOUR reasons why it would be preferable to use market values rather than
book values when estimating the WACC and suggest ONE improvement that
Lifestyle could make to its estimate.
Solution
(a) WACC
One Improvement
1.2 Limitations
LIMITATIONS
PRACTICAL
THEORETICAL
Assumes perfect capital market
Assumes that
CALCULATION OF ke
market value of shares
= PV of dividend stream Estimation of g
market value of debt historical data used to
= PV of interest/principal estimate future growth rates
Current WACC can only be used Gordons growth
to assess projects which: approximation assumes all
have similar operating risk to growth is financed by retained
that of the company earnings
CALCULATION OF kd
Assumes constant tax rates
Bond price may not be in
equilibrium
Difficulty in incorporating all
forms of long-term finance, e.g.
2 Financial Gearing
2.1 Effect
The current WACC reflects the current risk profile of the company:
both business risk and financial risk.
Business riskthe
As a company gears up, two things happen: variability in the
operating earnings of
the company (i.e. the
WACC = keE + kd D
volatility of EBIT due
E+D to the nature of the
industry).
Financial riskthe
additional variability
ke increases due The proportion of in the return to
debt relative to equity as a result
to the increased
equity in the capital of introducing debt
financial risk. (i.e. using financial
structure increases.
All else equal, this gearing). Interest on
pushes up the value Since kd < ke this debt is a committed
of WACC. pushes the value of fixed cost which
WACC down, all else creates more volatile
equal. bottom-line profits for
shareholders.
Victor is a clothing wholesaler. At the beginning of June, it has a bank overdraft of $75,000.
The overdraft limit agreed with the bank is $90,000 and management is keen to keep within
this. The overdraft has grown significantly over the past three months and, to avoid exceeding
the limit, management is reviewing its plans for the next six months.
The following actual and forecast information for the period April to November is available:
Actual Forecast
April May June July August Sept Oct Nov
$000 $000 $000 $000 $000 $000 $000 $000
Sales 285 270 280 340 320 275 260 285
Purchases 188 164 175 204 183 188 167 194
Administration expenses 42 38 45 48 42 45 42 39
Selling expenses 36 74 45 43 47 42 46 48
Taxation payment 29
Mortgage repayment 70
Capital expenditure 38 59
Notes:
(1) All sales are on credit. Customers paying within one month receive a 2% discount for
prompt payment.
(2) 80% of credit customers pay within one month and 20% of customers pay two months
after the sale.
(3) Suppliers allow one month's credit.
(4) Management has negotiated an early repayment of a mortgage on freehold property.
The outstanding capital sum is due to be repaid in August.
(5) Administration expenses are paid when incurred and include a monthly depreciation
charge of $12,000.
(6) Selling expenses are payable one month after they are incurred.
Required:
(a) Prepare a forecast cash flow statement for internal purposes for Victor for the
six months ended 30 November which shows the cash balance at the end of
each month.
(b) Comment on the information provided by the forecast cash flow statement
provided in (a) above and suggest how the directors might deal with any
problems which are revealed.
Solution
(a) Cash flow forecast for the six months to 30 November
June July August Sept Oct Nov
$000 $000 $000 $000 $000 $000
Receipts
Sales
-within 1 month
-within 2 months
Total Receipts
Payments
Purchases
Administration expenses
Selling expenses
Taxation due
Mortgage repayment
Capital expenditure
Total Payments
Opening balance
Closing balance
(b) Comment
3.1 Reasoning
The traditional view has no theoretical foundation; it is often
described as the "intuitive approach". It is based on the trade-off
caused by gearing (i.e. using more, relatively cheap, debt results
in a rising cost of equity). This model/view assumes that the
following occurs:
ke rises slowly at low levels of gearing and, therefore, the
benefit of using lower-cost debt finance outweighs the cost of
the rising ke.
At higher levels of gearing, the increased financial risk
outweighs this benefit and WACC rises.
At very high levels of gearing, the cost of debt rises. This is
due to the risk of default on debt payments (i.e. credit risk).
This is referred to as financial distress risk; it should not be
confused with financial risk, which occurs even at relatively
safe levels of debt.
These relationships are shown in the graph below:
Cost of
capital ke
%
WACC
kd
D/E
Optimal
gearing
Value
of firm
$
Vu
Vg
D/E
Optimal
gearing *Value of geared firm
= Value of equity +
Value of debt.
Vu = value of ungeared firm, Vg = value of geared firm*
3.2 Conclusions
As the graph shows, there is an optimal gearing level (an optimal
capital structure) at which WACC is minimised and hence the
NPV of all projects is maximised (i.e. the value of the firm is
maximised).
However, there is no straightforward method of calculating ke
or WACC, much less the optimal capital structure.
The optimal capital structure can only be found by trial and
error.
3.4 Approach
Appraise the project at the existing WACC:
If
the NPV of the project is positive the project is
worthwhile.
Appraise the finance:
If marginal cost of the finance > WACC the finance is not
appropriate and should be rejected.
If this was the case the company could raise finance in the
existing gearing ratio and the WACC would not rise.
4.1 Introduction
Modigliani and Miller (MM) constructed a mathematical model
to provide a basis for company managers to make financing
decisions.
Mathematical models predict outcomes which would occur
based on simplifying assumptions.
Comparison of the model's conclusions to real-world
observations then allows researchers to understand the effect
of the simplifying assumptions. By relaxing these assumptions
the model can be moved towards real life.
MM's assumptions include:
Investors are rational.
Capital markets are perfect.
There is no tax (either corporate or personal). But this
assumption is later relaxed.
Investors are indifferent between personal and corporate
borrowing.
There is no financial distress risk (i.e. no risk of default even
at very high levels of debt).
There is a single risk-free rate of borrowing (Rf).
Corporate debt is irredeemable.
4.2 Theory Without Tax
MM considered two companies, both the same size and with
the same level of business risk:
1. One company, U, was ungeared.
2. One company, G, was geared.
MM's basic theory was that in the absence of corporation tax,
the market values (V) and, hence, the WACC's of these two
companies would be the same.
Vg = Vu
WACCg = WCCu
Cost of
capital
ke
WACC
kd
D/E
Value
of firm
Vg
Vu
D/E
Cost of ke
capital
WACC
kd
D/E
$ Vg
Value
of firm
Vu
D/E
Session 11 Quiz
Estimated time: 20 minutes
1. State whether market or book values should be used in the estimate of WACC. (1.1)
2. State the conditions when a company's existing WACC can be used as the discount rate
for a potential project. (1.1)
5. Explain the effect of gearing on WACC according to the traditional view. (3)
6. Explain the effect of gearing on WACC according to the Modigliani and Miller model
without tax. (4.2)
7. Explain the effect of gearing on WACC according to the Modigliani and Miller model
with tax. (4.3)
8. State the preferred source of finance under pecking order theory. (5.2)
D0(1 + g)
ke = +g
P0
$0.15 (1 + 0.05)
= + 0.05 = 15.5%
$1.50
E D
WACC=k e +k d
E+D E+D
45m $1.50 $55m
0.155 + 0.067
( 45m $1.50 ) + $55m ( 45m $1.50 ) + $55m
WACC = 11.55%
221 200
=
221 + 200 12% + 221 + 200 8% (1 0.25) = 9.15%
One Improvement
The company has significant property, which is currently recorded at
historic cost. It may be advisable to restate this to market value (as
permitted under IFRS), thereby creating a revaluation surplus within the
equity section of the statement of financial position and moving the book
value of equity closer to its market value.
Sales
within 2 months 57 54 56 68 64 55
Payments
Administration expenses 33 36 30 33 30 27
Selling expenses 74 45 43 47 42 46
Taxation due 29
Mortgage repayment 70
Capital expenditure 38 59
(b) Comment
The cash flow forecast indicates that the company will breach the overdraft limit agreed with
the bank from August onwards. Although the size of the overdraft decreases in October and
again in November, it will remain significantly above the agreed limit. Some revision of earlier
plans is necessary. A number of possible ways to improve cash flows may be considered.
These may include:
an injection of long-term capital, such as ordinary shares or debt;
delaying capital expenditures (assuming no binding commitments have been made);
postponing the early mortgage repayment;
chasing receivables that pay after two months rather than after one month;
delaying payments to suppliers.
The business should be aware of the risk that the last two suggestions will have adverse
repercussions for the company.
Although there may be cost savings, the forecast overdraft during the six-month period exceeds
the agreed limit by a significant amount and it is unlikely that cost savings alone would be
sufficient to deal with the problem.