LUBIN SCHOOL OF BUSINESS
Pace
University
Fin
320 ADVANCED FINANCIAL ANALYSIS
Spring 1999
Prof. P.V.
Viswanath
Practice Question for Midterm I
Read the following article and answer the questions given at the end.
Allstate Corp. Adopts A Takeover Defense Tied
to Share Rights
The Wall Street Journal - 02/16/99
Brief Summary of Article: Allstate Corporation adopts a takeover defense by giving existing shareholders a greater share of value in the corporation relative to groups attempting to acquire 15% or more of the company's stock. Interestingly, the company also increased its dividend per share. The market, nevertheless, did not seem to like Allstate's actions. It would be worthwhile to take a closer look at management's stake in the company.
NORTHBROOK, Ill. -- Allstate Corp. adopted a share-purchase rights agreement intended as a defense against a potential hostile takeover. But Chairman Edward M. Liddy said the car and home insurer is "not aware of any takeover attempt at this time."
The agreement gives existing shareholders rights to buy a new series of "junior participating preferred stock." The rights would become exercisable 10 days after a person or group acquired or announced a tender offer for 15% or more of the company's common stock.
It's not uncommon for a company to adopt such a takeover defense when its stock is at depressed levels. Allstate is trading at a relatively low level of 1.9 times its per-share book value (the difference between a company's assets and its liabilities) and 11 times analysts' 1999 profit projections.
Specifically, stockholders of record on Feb. 26 will get a dividend distribution of one share-purchase right for each share outstanding of Allstate common stock. Each right, which will get tacked onto the common shares and trade with them, will entitle stockholders to buy 1/1,000th of a share of the new junior participating preferred stock at an exercise price of $150. If exercised, each 1/1,000th of a share of the new preferred would give the holder $300 of the company's common shares, diluting the stake of potential acquirers.
Allstate released the news after trading closed Friday. Its shares closed at $36.4375, down $1.50, in New York Stock Exchange composite trading.
Separately, Allstate increased its regular quarterly dividend, payable April 1 to shareholders of record at the close of business Feb. 26, to 15 cents, up 1.5 cents a share.
Questions:
Suggested Answers:
1. Read the following article by Matt Murray from the Wall
Street Journal of 2/12/99 and answer the following question:
The market for corporate control is the market where shareholder
groups inside the company and would-be shareholder groups outside
the company fight for control of the company through tender
offers, proxy fights, takeover, mergers, acquisitions and tender
offers. The underlying function that the market for corporate
control performs is to ensure that managements actions do
not stray too far from what would benefit shareholders. Would you
say that the case of Mellon Bank represents a failure of the
market for corporate control? Why or why not?
Mellon Bank Continues to Fight Battle for Independence --- It Kept Bank of New York at Bay, but Skeptical Shareholders Still Circle
Last year, Mellon Bank Corp. got squeezed by an unwanted
suitor. This year, it is still feeling the pressure from
shareholders.
Martin G. McGuinn, who took over as chairman of Pittsburgh-based
Mellon on Jan. 1, has moved quickly, shaking up senior management
and planning the sale of several underperforming units to shore
up shareholder support and boost performance amid continuing
takeover talk. Mellon, perennially mentioned as a desirable
takeover target, has been feeling some heat since it unilaterally
rejected a $22.1 billion takeover offer from Bank of New York
Co., which threw in the towel in May.
Shareholders openly wondered whether Mellon could do better alone
than with Bank of New York, especially after profit and revenue
growth slowed a bit amid the economic tumult of mid-1998. In the
words of Rob Sharps, the bank analyst at Mellon's second-largest
institutional shareholder, T. Rowe Price Associates Inc.,
"They've got a lot to prove. It'll be quite some time before
people stop comparing their stock to the value of the Bank of New
York stock they turned down." T. Rowe Price owns about 6.5
million Mellon shares.
Using a simple, admittedly imprecise formula, a number of
analysts estimate that the stock value of the combined
institutions today would be in the range of $90 a share. That's
well above Mellon, which rose $1.5625 to $66.75 in composite
trading on the Big Board yesterday. As inexact as that figure is,
however, it adds to the pressure on Mr. McGuinn, especially since
many analysts believe Bank of New York could spring again.
"He's got his marching orders to make the franchise worth
$90 a share in a very short time," says Eric Rothman, an
analyst at Stephens Inc. in Little Rock, Ark.
Bank of New York won't comment.
Adding to the challenge is the long shadow of Mr. McGuinn's
successor, Frank V. Cahouet. Though Mr. Cahouet, an often
abrasive manager, wasn't always well-liked personally on Wall
Street, he was viewed widely as a commanding figure who saved
Mellon from the brink of failure and reshaped it as a highly
profitable asset manager and mutual-fund provider. Next to him,
Mr. McGuinn looked like a less charismatic manager with big shoes
to fill.
But so far, the new chairman has acted like a man under the
microscope. Two weeks after taking over, he placed on the block
three low-returning businesses -- the credit-card portfolio,
mortgage operations and automated-teller machine processing -- to
focus on higher-returning businesses such as asset management.
Mellon is trying to free up capital to invest in higher-returning
businesses. "The biggest job we have is keeping the revenue
growing," Mr. McGuinn says. "That's what will drive our
shares."
Meanwhile, in Mellon's corporate-banking business, which has the
worst returns of its major operations, bankers are under orders
to assess the profitability of each relationship. Corporate
clients are getting pushed to consider Mellon's cash-management
and other operations, which are far more profitable than classic
corporate banking. Those that bite might win more favorable terms
on a wider array of products. Those that balk might find Mellon
asking them to take their corporate-banking business elsewhere.
"The broad sense I'm getting is they are less wed to the
notion they have to emphasize traditional banking to be as
successful," says Judah Kraushaar, a bank analyst at Merrill
Lynch & Co. "Once, you had to be a big corporate bank.
Here there's a little healthier skepticism."
Mr. McGuinn also says he plans to deploy the freed-up capital --
analysts expect the unit sales alone to generate as much as $600
million -- to mollify shareholders. The company plans to begin
buying back stock as soon as this summer. It hopes to continue
making niche acquisitions that bolster its profitable,
fee-generating businesses such as mutual funds. And Mr. McGuinn
says he plans to invest money in marketing, product development
and salary incentives at some of the bank's existing businesses
such as Dreyfus Crop., the mutual-fund company that Mellon,
sometimes accused of being tightfisted, acquired in 1994.
"Clearly, investing in our businesses is one of the highest
priorities," Mr. McGuinn says in a clear departure from his
predecessor. "We see opportunities, for example, outside the
United States in asset-management and trust and custody. Our
higher-growth businesses like that demand continuous
investment."
That talk is having an effect. "We like what we see,"
says Kevin Holt, bank analyst at Strong Capital Management in
Milwaukee, which owns about 450,000 shares and was highly
critical of the company's rejection of Bank of New York.
"Focusing on some of the not-so-strong parts of the bank,
i.e. the commercial bank, is positive. He's sending a strong
message."
Mr. McGuinn sent another strong message during his first week on
the job, when he ousted a longtime vice chairman and former
rival, David R. Lovejoy. The move stunned many insiders because
Mr. Lovejoy had been a close ally of Mr. Cahouet. Outside the
firm, many saw the action as a sign that Mr. McGuinn wanted to
assert an image as tough as his predecessor -- possibly to alert
Bank of New York and others that he is no pushover. "Marty's
actions are those of someone who intends to run his company as an
independent entity," says Michael Mayo, an analyst at Credit
Suisse First Boston. "Nothing that Marty's done has given
any indication that Mellon wants to join up with someone
else."
Mr. McGuinn says he won't comment on personnel matters. But in
general, he wants to position Mellon to go "to the next
level, to be able to continue our growth and make sure
shareholders will see tremendous appreciation in our investment.
As a corollary to that, it means we continue to control our own
destiny, and the team can show it's being very active and be very
decisive in trying to do what's right."
Shareholders seem to like what they have seen so far, but Mr.
McGuinn's term is still young. "They're doing the right
types of things," says T. Rowe Price's Mr. Sharps, "but
the jury's still out."
2. You need to borrow $300,000 to buy your yacht. The bank kindly agrees to lend you the money at an effective annual interest rate of 12% (note; this is not an APR). The terms of the loan are as follows. You will pay the bank a fixed sum of money at the end of every month for 10 years, plus $50,000 at the end of the 10 years. The first payment is to be made one month from now. What is the amount of the monthly payment?
3. Here are the balance sheet and income statement for Suprema, Inc. for 1996 and 1997:
Data in 000s of dollars | 1996 | 1997 | Change |
Assets | |||
Current assets: | |||
Cash | 12 | 0 | -12 |
Marketable Securities | 18 | 0 | -18 |
Accounts receivable - net | 68 | 73 | 5 |
Notes receivable | 30 | 50 | 20 |
Inventories | 131 | 138 | 7 |
Prepaid expenses | 12 | 14 | 2 |
Total current assets | 271 | 275 | 4 |
Fixed Assets: | |||
Land | 25 | 25 | 0 |
Plant and equipment | 268 | 306 | 38 |
Less: Accumulated depreciation | 157 | 183 | 26 |
Net plant and equipment | 111 | 123 | 12 |
Total fixed assets | 136 | 148 | 12 |
Total assets | 407 | 423 | 16 |
Liabilities and Net Worth | |||
Current liabilities: | |||
Bank overdraft | 0 | 4 | 4 |
Accounts payable | 73 | 97 | 24 |
Notes payable | 100 | 70 | -30 |
Accrued expenses | 13 | 22 | 9 |
Deferred income taxes | 25 | 27 | 2 |
Total current liabilities | 211 | 220 | 9 |
Long-term liabilities: | |||
Secured notes payable | 40 | 20 | -20 |
Net Worth: | |||
Preferred stock | 35 | 39 | 4 |
Common Stock and Capital surplus | 100 | 120 | 20 |
Retained earnings | 21 | 24 | 3 |
Total net worth | 156 | 183 | 27 |
Total liabilities and net worth | 407 | 423 | 16 |
Income Statement (in 000s):
1996 | 1997 | |
Sales | 1115 | 1240 |
Cost of goods sold: | ||
Material | 312 | 345 |
Labor | 274 | 341 |
Depreciation | 24 | 26 |
Overhead | 158 | 210 |
Cost of good sold | 768 | 922 |
Gross profit | 347 | 318 |
Expenses: | ||
Selling and administrative expenses | 268 | 297 |
Interest on debt | 9 | 7 |
Total Expenses | 277 | 304 |
Profit before taxes | 70 | 14 |
Income taxes | 32 | 5 |
Net Income | 38 | 9 |
Additional Information:
Prepare the Statement of Cash Flows for Suprema for the year 1997, and reconcile beginning cash with ending cash (Hint: remember that ending cash must work out to $0, as in the balance sheet, else youve made a mistake.)
1. One could claim that the market for corporate control has actually worked in the case of Mellon Bank, even though Mellon was successful in warding off the Bank of New Yorks takeover attempts. The reason is that if the underlying function of takeovers, etc. is to ensure that the assets of a corporation are used optimally, that function seems to have been fulfilled. Thus, Mr. McGuinn seems to have undertaken an evaluation of the profitability of Mellons divisions, and plans to sell those that are non-performing. The freed-up capital is to deployed partly in investments in profitable fee-generating businesses, but part of it is also to be returned to investors, thus reducing free cash-flow and incentives to misuse it. These actions are all directed to increasing the value of the firm. Furthermore, and importantly, it is clear that these actions were caused directly by the attempted Bank of New York takeover; this is what enables us to claim that the market for corporate control has worked.
It must, however, be acknowledged that the price of Mellons shares is nowhere near the price that analysts estimate would have obtained if the Bank of New York had succeeded. This suggests that Mellons assets are perhaps not being optimally used.
2. The present value of the balloon payment of $50,000 is 50,000/(1.12)10 = $16,098.66. Hence the present value of the annuity payments = $300,000 - $16,098.66 = $283,901.34. Now, if the effective annual interest rate is 12%, the monthly rate can be computed as (1.12)1/12 - 1 = 0.9489%. Using the annuity formula, we can compute the annual payment as $3973.12.
3. Note: In this solution, Ive taken the approach that everything that is current has to do with operations. This is not necessarily the only assumption that can be made. Credit is given even if it is assumed that some items, such as Bank Overdraft and Notes Payable, are financing items; and that other items like Marketable Securities are investment items.
Net Income | 9 |
Add Depreciation | 26 |
less change in accounts rec | 5 |
less change in notes rec | 20 |
less change in inventories | 7 |
less change in prepaid exp | 2 |
less ch marketable securities | -18 |
add change in acc payable | 24 |
add change in notes payable | -30 |
add ch bank overdraft | 4 |
add ch in accrued expenses | 9 |
add ch in deferred taxes | 2 |
Net Cash Flows from Operations | 28 |
Net Income | 9 |
Add Depreciation | 26 |
Less Change in Noncash Working Capital (Change in Current Assets (4) - Change in Current Liabilities(9) - Change in cash (-12) | 7 |
Net Cash Flows from Operations | 28 |
Capital expenditures (Change in net PPE + Current PPE Depreciation) | 38 |
Net Cash flows from Investments | -38 |
New equity raised | 24 |
add change in secured notes | -20 |
Dividends paid | 6 |
Net CF from financing | -2 |
Beginning Cash | 12 |
Add Net CF from Operations | 28 |
Add Net CF from inv | -38 |
Add Net CF from financing | -2 |
Ending Cash | 0 |
The exam is closed book.
Time allowed is exactly 1 hour and 30 minutes.
Show all your computations and formulae. Make all your assumptions explicit. If your approach is correct, you will get some credit, even if your arithmetic answer is wrong. So concentrate on getting your logic right.
Write legibly; I cannot guarantee any credit for what I cannot read, even if it is correct.
If an answer contains two contradictory statements, you may get no credit for the answer, even if one of the statements is correct.
If you answer a question, I have the discretion to award you some points, even if you are completely wrong. If you don't attempt the question at all, I can give you no points! So attempt every question.
1. Here is an excerpt from a Feb. 25, 1999 WSJ article, entitled Executive Compensation. Answer the questions below, using no more than two sides of a page.
Conventional wisdom suggests that stock-option grants send a powerful signal that the interests of management are aligned with those of shareholders. But investors are well advised to be less optimistic.
The standard
stock-option plan clearly fails the "reward for superior performance"
test. The exercise price is equal to the market price on the day the options are
granted and remains fixed over the entire option period, typically 10 years.
These options reward executives for any share-price increase -- even if the
increase is substantially below that realized by industry peers or the overall
market.
This isn't unusual. L.E.K.
Consulting looked at the gains of chief executive officers of Dow Jones
Industrial Average companies on options granted from 1993 to the end of 1998. We
found that for CEOs of the 26 companies that were part of the Dow industrials
throughout the period, 60% of those gains were for performance below the average
of their Shareholder Scoreboard industry group.
What executive-compensation
signals should investors look for in 1999 and beyond? On the positive side, look
for companies that announce plans that target a higher level of performance than
standard stock options.
A number of companies, such as
Colgate-Palmolive Co., Monsanto Co. and Transamerica Corp., have recently
introduced premium-priced stock-option plans. Premium-priced options have an
exercise price 25%, 50% or, less commonly, 100% above the market price on the
day the options are granted. For a 10-year option, these exercise prices require
annual appreciation rates in the company's stock of about 2%, 4% and 7%,
respectively, before they are "in the money."
Better yet, look for companies
that announce indexed option plans that link exercise prices to movements in
either an industry or broader market index. These options don't reward
underperforming executives simply because the market is rising, but instead
reward superior management regardless of the state of the stock market.
On the negative side, beware
of companies that play by different rules when the safety net of a sustained
bull market is removed. Specifically, they lower the exercise prices of
out-of-the-money options or shift the executive-compensation mix from options
back to the salary and cash-bonus combination that prevailed before the stock
market began its rise in the 1980s.
What is behind the theory that stock options align management interests with stockholder interests?
Why do most stock option plans fail to fit this theory?
2. You have been hired to run a pension fund for TelDet, Inc., a small manufacturing firm. The firm currently has $5 million in the fund and expects to have cash inflows of $2 million a year for the first five years followed by cash outflows of $3 million a year for the next five years. Assume that interest rates are at 8%.
How much money will be left in the fund at the end of the tenth year?
If you were required to pay a perpetuity after the tenth year (starting in year 11 and going through infinity) out of the balance left in the pension fund, how much could you afford to pay?
3. You have the following financial statements for CMP Media, Inc. for the years 1996 and 1997. Construct a statement of cash flows for 1997 that will allow you to reconcile the change in cash from end-of-year 1996 to end-of-year 1997.
Income Statement
|
1996 |
1997 |
Net Sales |
900,893.00 |
990,982.30 |
Cost of Goods
Sold (excluding depreciation) |
709,000.00 |
781,100.00 |
Depreciation |
31,500.00 |
32,200.00 |
Gross Margin |
160,393.00 |
177,682.30 |
Expenses |
|
|
Selling Expenses |
82,912.20 |
89,545.18 |
General and Administrative Expenses |
30,104.43 |
33,415.92 |
Other Expenses |
22,200.00 |
25,000.00 |
Interest on debt |
9,700.00 |
14,300.00 |
Total
Expenses |
144,916.63 |
162,261.09 |
Profit (loss)
before taxes |
15,476.37 |
15,421.21 |
Federal
Income Tax |
6,500.08 |
6,476.91 |
Net income
(loss) |
8,976.29 |
8,944.30 |
Balance Sheet
Assets |
|
Liabilities
and net worth |
||||
|
1996 |
1997 |
|
|
1996 |
1997 |
Current
Assets |
|
|
|
Current
liabilities: |
|
|
Cash |
39,700.00 |
27,500.00 |
|
Accounts
payable |
71,200.00 |
83,000.00 |
Marketable
securities |
1,000.00 |
11,000.00 |
|
Notes payable |
50,000.00 |
140,000.00 |
Accounts
Receivable |
81,500.00 |
72,700.00 |
|
Accrued
Expenses |
33,400.00 |
36,300.00 |
Inventories |
181,300.00 |
242,000.00 |
|
Total current
liabilities |
154,600.00 |
259,300.00 |
Total current
assets |
303,500.00 |
353,200.00 |
|
Long-term
debt: |
|
|
Fixed Assets: |
|
|
|
Mortgage
payable |
106,000.00 |
90,800.00 |
Land |
112,000.00 |
112,000.00 |
|
Net worth: |
|
|
Plant &
equipment (net) |
445,200.00 |
464,800.00 |
|
Common stock |
225,000.00 |
230,000.00 |
Total fixed
assets |
557,200.00 |
576,800.00 |
|
Retained
earnings |
388,400.00 |
371,400.00 |
Other assets |
13,300.00 |
21,500.00 |
|
Total Net
Worth |
613,400.00 |
601,400.00 |
Total assets |
874,000.00 |
951,500.00 |
|
Total
Liabilities and Net Worth |
874,000.00 |
951,500.00 |
Dividends paid in 1996 were $20,000, while
dividends paid in 1997 were $25,944.30
Notes: No
common stock was repurchased during this period
No
plant and equipment was sold during this period
Partial Solutions to Makeup Midterm I
2. Compute the present value, and then carry the funds forward. Thus, the PV of the inflow of funds is computed by using the present value of an annuity formula. This gives us (2/.08)[1-(1.08)-5] = 7.98542; along with the initial $5, that makes $12.98542. The future value, at time 10, of these monies is: $12.98542(1.08)10 = 28.0345. Now the value at the end of year 5 of the outflows equals (3/.08)[1-(1.08)-5] = 11.97813; carrying this forward to year 10, we get 11.97813(1.08)5 = 17.5998. Subtracting that from 28.0345, we get an end-of-year 10 value of $10.4347 m.
If this were to be distributed as a perpetuity, the annual payments would be 10.4347(0.08) = $0.83478m.
The exam is closed book.
Time allowed is exactly 1 hour and 30 minutes.
Show all your computations and formulae. Make all your assumptions explicit. If your approach is correct, you will get some credit, even if your arithmetic answer is wrong. So concentrate on getting your logic right.
Write legibly; I cannot guarantee any credit for what I cannot read, even if it is correct.
If an answer contains two contradictory statements, you may get no credit for the answer, even if one of the statements is correct.
If you answer a question, I have the discretion to award you some points, even if you are completely wrong. If you don't attempt the question at all, I can give you no points! So attempt every question.
1. Read the following WSJ article from March 15, 1999 and answer this question, using no more than two sides of a page. Rambling answers will be penalized.
Why should earnings-protection insurance not make sense from a shareholders point of view?
Bonus: (no more than half of one side): What arguments can you marshal for the idea that firms should hedge against return (not earnings) volatility?
Manager's
Journal: Reducing Risk Doesn't Pay Off
Reliance National announced recently that it will soon begin offering "earnings-protection insurance." That is, it will write insurance policies to cover companies against lower-than-expected earnings resulting from uncontrollable events ranging from a product flop, to a supplier that goes bust, to a key customer who defects.
The idea behind earnings insurance, like other forms of insurance, is to reduce risk. Earnings insurance is only the latest strategy available to risk-averse managers; in the past they have formed conglomerates and employed derivatives for the same purpose. On the surface, such strategies would seem to make sense. After all, stockholders dislike risk. In the stock market, the essence of risk is the volatility of returns. Thus, it would seem that if a company can smooth out its earnings through various forms of risk management, it will keep the stockholders happy and the stock price high. Why didn't somebody think of this before? There's got to be a catch.
Indeed there is. Stockholders don't care if earnings are hurt by uncontrollable events. At least diversified stockholders don't care. And because it is irrational not to diversify, we don't really need to worry about stockholders who don't diversify. A diversified stockholder -- one who has spread his money across 20 or more different stocks -- has effectively eliminated the risk that goes with investing in any individual company, without any sacrifice of return. For every company that underperforms compared with expectations, there will almost certainly be one that overperforms.
If a rational investor has already avoided company-specific risk through diversification, how would he view the news that a company in which he owns stock has bought an insurance policy covering the same risk? Not favorably. From the point of view of the diversified shareholder, earnings insurance is a waste of money.
This is not to say that there will not be takers for such insurance. Management may think that the stockholders care. The problem is that a manager whose compensation is tied to earnings may have an ulterior motive. It is obvious why he might see earnings insurance as a good idea. Fortunately for shareholders, few managers have their incentive compensation tied to earnings these days. Most receive stock options and therefore should not be much interested in any financial gimmick that might adversely affect stock price.
Earnings insurance has other problems, too. For one, smart stockholders would not view the proceeds of an insurance policy as the dollar-for-dollar equivalent of the same amount of earnings. Earnings provide shareholders not only with money, but also with information about how well a company is managed. If a disaster happens once, it can happen again. Stockholders will perceive more risk even if the insurance company ponies up the difference. The price of the stock will drop, insurance or no insurance.
What's more, earnings insurance will not cover the one risk that stockholders might like to see covered. It won't pay if the shortfall is due to fraud or other wrongdoing by management. This is a risk that can't be diversified away. Fraud always hurts; there are no gainers to balance out the losers. That's why the courts waive the business-judgment rule, which ordinarily protects management from judicial second-guessing, if there is self-dealing or a similar wrong.
Earnings insurance as a way of hedging risk is part of a trend that goes back decades. The primary motivation for the conglomerate mergers of the 1960s and 1970s was earnings management. The idea was that assembling an array of different companies under one umbrella would yield a smooth earnings stream at the holding-company level. But stockholders soon discovered that they could diversify much more cheaply and easily by adjusting the stocks in their portfolio or buying shares in a mutual fund.
Conglomerate stocks thus fell into disfavor. Why buy prepackaged diversification in the form of a conglomerate, in which the CEO has no substantive focus, when you can roll your own portfolio and adjust the mix of business with a simple phone call to your broker? In the end, the conglomerate mergers of the '60s and '70s became the targets of the bust-up takeovers of the '80s. Nor did the trend end then: Last week's breakup of RJR Nabisco came after its stock had languished for a decade since the 1988 merger.
More recently, companies have turned to various derivative instruments to manage risk. Aside from the well-publicized losses of Procter & Gamble, Gibson Greetings and others from derivatives gone wrong, what do derivatives do for stockholders even when they work as intended? Not much. As far as a diversified stockholder is concerned, company-specific risks from interest rate fluctuations, currency translation, or volatile commodity prices all come out in the wash. Some companies win, some lose. Only the average matters.
A few companies seem to recognize that stockholders dislike risk management. Homestake Mining, for example, generally does not attempt to hedge with gold futures. Rather it allows the risk of changing gold prices to pass through to its investors who may hedge either by owning a stock of a gold user or through options.
First conglomerate mergers, then derivatives -- earnings
insurance is more of the same. Smart stockholders
won't like it. Sell short.
2. Here are the prices and betas, as of March 17, 1999
for three stocks that I own:
Stock |
Price per share |
Betas (as reported by Yahoo Finance -- http://biz.yahoo.com/p/) |
Coca Cola Co (KO) |
68.06 |
1.02 |
Ascend Communications (ASND) |
78.56 |
2.41 |
MBIA Inc. (MBI) |
60.88 |
1.03 |
a.
If I have 100 shares of each company in my portfolio, compute the
portfolio proportions for each stock.
You have the following additional information on these stocks standard deviations (in percentages, on diagonal) and correlation coefficients (off-diagonal numbers):
|
KO |
ASND |
MBI |
KO |
20% |
0.3 |
0.4 |
ASND |
0.3 |
30% |
0.6 |
MBI |
0.4 |
0.6 |
40% |
b. Compute the standard deviation of returns on your portfolio.
c. If the expected return on the market portfolio is 15%, and the yield on the one-year T-bill is 5%, what is the required rate of return on your portfolio?
1. There are three reasons given in the article as to why earnings insurance doesnt matter for shareholders:
One, Shareholders dont need companies to diversify because they can do it directly themselves and probably at cheaper cost.
Two, a firms performance in terms of earnings signals whether the firm is good or not. Hence a particular earnings debacle has two effects on the value of a shareholders stock: one, its impact due to a reduction in current earnings; and two, its impact due to the information it contains on future earnings debacles, not all of which are insured. Since earnings insurance cannot be complete (that is, covering all kinds of eventualities), a given earnings shortfall will have a greater negative impact on the stock price beyond the amount that the insurance company will pay up. The second kind of effect will not be covered by insurance, unless we know that all earnings shortfalls will be insured for ever.
Finally, shareholders are also hurt by earnings shortfalls due to fraud; but earnings insurance wont cover this.
2. a. The portfolio proportion for KO is given by
68.06/(68.06+78.56+60.88) = 32.80%
The portfolio proportion for ASND = 78.56/(68.06+78.56+60.88) = 37.86%
The portfolio proportion for MBI = 60.88/(68.06+78.56+60.88) = 29.34%
b. Portfolio Variance = (0.328)2(20)2
+ (0.3786)2(30)2 +(0.2934)2(40)2
+ 2(0.328)(0.3786)(20)(30)(0.3)
+ 2(0.328)(0.2934)(20)(40)(0.4)
+ 2(0.2934)(0.3786)(40)(30)(0.6) = 576.02
The standard deviation = (0.328)0.5 = 24%
c. First compute the beta of the portfolio: bp = (.328)bKO+(0.3786)bASND+(0.2934)bMBI= 1.549; now applying the CAPM, we see that the required rate of return on the portfolio, and hence the expected return in a properly functioning market is: 5% + 1.549(15%-5%) = 20.49%
The quiz is closed book.
Time allowed is 2 hours.
Explain all your steps; correct answers without explanations may not be given any credit at all.
Show all your computations and formulae. Make all your assumptions explicit. If your approach is correct, you will get some credit, even if your arithmetic answer is wrong. So concentrate on getting your logic right.
If your answer is not
clear and legible, I will deduct points.
Using the information provided below on Columbia/HCA, answer the following questions below.
I.
Compute the cost of equity for Columbia. (10 points)
Compute the after-tax cost of debt. (10 points)
Compute Columbias debt-equity ratio as the ratio of Long Term Debt to Common Shareholders Equity (Including Minority Interest). (5 points)
What percentage of Columbias return is explained by market movements? (5 points)
Compute the covariance of returns between Columbia and the NYSE (5 points).
Compute the weighted average cost of capital using your answer in part c) above. (5 points)
Estimate the growth rate of Columbias earnings. (10 points)
Suppose Columbia wishes to swap $3 billion of debt for equity. Assume that the swap will reduce Columbias cost of debt by 1%. Compute the new weighted average cost of capital. Estimate the impact of this capital structure change on the market value of the entire firm. (10 points)
II. Can you explain the companys debt-equity ratio. Would you recommend any changes? Why or why not? Use no more than one page for your answer. (20 points)
III. Can you explain the firms dividend policy? Would you recommend any changes? Why or why not? Use no more than one page for your answer. (20 points)
Financial Statement Information from Disclosure.
Financial Information from the Wall Street Journals website.
General Information from the Wall Street Journals website.
General Information from Columbias website.
Bond Information
Regression of Columbia stock returns on the NYSE Composite Index returns
A. Financial Statement Information from Disclosure.
Balance Sheet as of 12/31/97
Assets (000s) |
Liabilities (000s) |
||||
Cash and Equivalents |
110,000
|
|
Accounts Payable |
929,000
|
|
Net Receivables |
3,054,000
|
|
Short-term Debt |
132,000
|
|
Inventories |
452,000
|
|
Accrued Payroll |
814,000
|
|
Other Current Assets |
807,000
|
|
Other Current Liabilities |
898,000
|
|
Total Current Assets |
|
4,423,000
|
Total Current Liabilities |
|
2,773,000
|
Other Investments |
|
1,422,000
|
Long Term Debt |
|
9,276,000
|
Investments in Associated Companies |
1,329,000
|
|
Deferred Taxes |
|
302,000
|
Net Property, Plant and Equipment |
10,230,000
|
|
Other Liabilities |
|
1,565,000
|
Other Tangible Assets |
1,077,000
|
|
|
|
|
Total Intangible Assets |
|
3,521,000
|
|
|
|
Other Assets |
|
4,598,000
|
Common Shareholders Equity (Including Minority Interest) |
|
8,086,000
|
Total Assets |
|
22,002,000
|
Total Liabilities and Equity |
|
22,002,000
|
INCOME STATEMENT (000'S)
FISCAL YEAR
ENDING 12/31/97 |
|
Net Sales |
18,819,000 |
Cost of Goods
Sold |
11,773,000 |
Gross Income |
5,808,000 |
Depreciation
and Amortization |
1,238,000 |
Other
Operating Expenses |
4,263,000 |
Total
Operating Expenses |
17,274,000 |
Operating
Income |
1,545,000 |
Extraordinary
Charges Pre-tax |
582,000 |
Interest
Expense |
493,000 |
Pretax Income |
470,000 |
Income Taxes |
206,000 |
Minority
Interest (portion of Income from consolidated subsidiaries applicable to
stock not owned by parent) |
150,000 |
Equity in
earnings (Unremitted earnings from unconsolidated subsidiaries) |
68,000 |
Income from
Discontinued Operations |
12,000 |
Net Income |
194,000 |
B. Financial Information from the Wall Street Journals website.
Year ended |
12/30/94 |
12/29/95 |
12/31/96 |
12/31/97 |
12/31/98 |
Earnings per share |
1.46 |
1.60 |
2.24 |
(0.37) |
0.59 |
Cash dividends per share |
0.08 |
0.08 |
0.08 |
0.07 |
0.08 |
C. General Information
from the Wall Street Journals website.
COL, together with its subsidiaries, operates hospitals and related health care entities. As of 12/98, COL operated 281 hospitals and 102 outpatient surgery centers. (From http://interactive.wsj.com/)
D. General Information from Columbias website.
Columbia/HCA owns and operates over 300 hospitals and other healthcare facilities with approximately 60,000 licensed beds in 36 states, England and Switzerland. We are dedicated to providing healthcare services that meet each community's local healthcare needs, integrating various services to deliver patient care with maximum efficiency. (From http://www.columbia-hca.com/)
E. Bond Information
The yield on the 30-year T-bond as of 5/7/99 was 5.81%, while the yield on the one-year T-bill as of 5/7/99 was 4.78% (http://www.bloomberg.com/markets/C13.html)
According to Standard and Poors Rating Service, Columbias unsecured bonds are rated B+. Historically, bonds with this rating yield about 3% over the T-bond rate, according to Table 18.9 in Damodarans book, Corporate Finance: Theory and Practice.
F. Regression Information
A regression of the monthly Columbia stock return on the NYSE Composite return for the period June 1994 to April 1999 yields the following results:
RColumbia = -0.0156 + 1.1744 RNYSE
R2 = 0.21
Using the same data, the volatility of Columbia stock and the NYSE Composite was
estimated as follows:
The standard deviation of RColumbia = 9.74% per month
The standard deviation of RNYSE = 3.8% per month
I a. In order to compute the cost of equity, we need to
use the CAPM.
Cost of equity, ke = 5.81% + 1.1744(5.5) = 12.27%, where the beta is
obtained from the slope of the market model regression, provided in part F.
b. The marginal tax rate can be computed as the tax paid in 1997 divided by the taxable income, which works out to 206,000/470,000 = 44%. The before tax cost of debt can be computed as the treasury bond rate of 5.81% plus the 3% spread, or 8.81%. This gives us an after-tax rate of 8.81(1-0.44) = 4.93%
c. Columbias debt-equity ratio measured as the ratio of Long Term debt to Common Shareholders Equity works out to 9276 m./8086 m. = 1.1472; this yields a debt ratio of 0.534
d. Since the R2 is 0.21, 21% of Columbia's return is explained by market movements.
e. Columbia's beta equals the covariance between the returns on Columbia and the NYSE, divided by the variance of returns on the NYSE. Hence the covariance itself equals the beta multiplied by the NYSE return variance, i.e. (1.1744)(0.038)2 = 0.001696.
f. Hence the weighted average cost of capital = 0.534(4.93) + (1-0.534)(12.27) = 8.35%
g. The growth rate can be estimated by looking at the growth rate in earnings per share over the last five years. However, over the last year, the growth rate is not properly defined, because earnings in 1997 were negative, according to the chart on the WSJs website (part B.) We could ignore that year; the average growth rate then works out to (1.6/1.46 + 2.24/1.6 0.37/2.24)/3 1 = -0.07 or 7%. Alternatively, if we just use the earnings growth rate over the five years as a unit, we get (0.59/1.46) 1 = -0.06 or -60%. There doesnt seem to be a strong reason to believe that the company is in a tailspin, especially since it seems to have recovered from 1997 to 1998. So, we could go with the 7%, as a conservative estimate. (note that the WSJ information on 1997 income is inconsistent with the information in the Income Statement. This is because the Income Statement does not include information on Extraordinary Charges.
h.
If Columbia reduced debt by $3 billion and increased equity by the same
amount, the debt-equity ratio would
become 6276/11086 = 0.566, for a debt ratio of 0.566/1.566 = 0.36.
The unlevered beta is 1.1744/(1+(1-0.44)1.1472) = 0.715; the new levered beta =
0.715(1+(1-0.44)0.566) = 0.942; hence the cost of equity capital =
5.81+0.9429(5.5) = 10.99%.
The after-tax cost of debt becomes (8.81-1)(1-0.44) = 4.374%
The weighted average cost of capital = (0.36)(4.374) + (0.64)(10.99) = 8.608%,
which is higher than the previous cost of capital.
The previous firm value was $22b. as of Dec. 1997.
The new firm value = (in billions) 22 22(0.08608
0.0835)(1-0.07)/(0.08305+0.07) = 22 0.344 = $21.66 billions.
II.
The companys current debt ratio is 53%, which is quite high.
This is supported by the high proportion of Property, Plant and Equipment
and Tangible Assets in the balance sheet (10,230 + 1,077)/22,002 = 51.4%.
Also, the companys unleveraged beta is below 1.0.
However, the product sold by the company is difficult to evaluate, and
for this reason, it might be better to have a lower debt ratio.
The companys earnings have also been quite volatile over the five
years for which data is available. This
would also suggest that the debt ratio is too high.
A reduction in debt would be recommended.
III. The dividend per share of 8 cents seems rather low, given the level of earnings in 1994, 1995 and 1996. However, the earnings in subsequent years shows an earnings volatility which would justify the low payout ratio. Furthermore, the high debt ratio would suffice to impose market discipline on management; dividends would not be necessary for that purpose. On the other hand, the high degree of leverage may mean that there are covenants that prevent that payment of a higher level of dividend. Finally, if we take the growth rate estimate, derived above, seriously, the dividend payout should be increased because there are insufficient investment opportunities. If, however, results for 1996 and 1997 are not to be taken as temporary, dividends should be kept low to provide for additional funds for investment.
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