Jones sustainable growth rate: g*=RT*ROA, so compare with actual sales growth, we can make the conclusion Jones well managed its growth through year of 2004 to 2007. As Jones doing low margin business, so should avoid high financial leverage ratio as interest burden will be heavy. First Quarter 2004 2005 2006 2007 Sales increase 18% 17% ROE 7.6% 13.6% 12.3% 2.0% Sustainable growth rate 7.6% 13.6% 12.3% 2.0% Profit Margin 0.9% 1.5% 1.34% 0.8% Assets turnover 2.76 2.88 2.86 0.70 financial leverage 3.20 3.12 3.23 3.49 Shareholder’s equity 31% 32% 31% 29% 2.Why had this profitable company had to borrow more and more from the bank in the past and why does it need a new bank loan? From above table we can find out Jones collection period increased step by step and this will need more cash support that, payables period exceed 10 days from 2006, this will lost 2% discount from suppliers. As Jones sales growth rate is high than sustainable rate, so its net earning could not support increased account receivable and inventory.
Investors’ duration of liabilities and regulatory restriction on the quality of securities in which they could invest also influence the demand for municipal debt. Commercial banks generally purchased short- to intermediate-term, general obligation municipal bonds. Property and casualty companies prefer the long term municipal bonds, exhibiting a preference for higher-yielding revenue bonds. [pic][pic] The steep positive slope of the muni bond yield curve at the time of the case reflects high demand for short term muni bonds and decreased demand for LT munis requiring greater yields. This
Kwik Lube Case Study Compute the loss for Kwik Lube stations during the last two years using trend analysis. How accurate can results claim to be? With a -.01 bias and a negligible tracking symbol, the forecast analysis substantiates Dick Johnson’s assertion that the presence of competition cut directly into Kwik Lube’s profit. A trend analysis was conducted and projects sales in the amount of $1,419,445 and $1,530,445 for 2006 and 2007, respectively. Comparing the gross sales forecast to actual sales, this results in a loss of $309,445 in 2006 and $420,445 in 2007.
Therefore, value is transferred from the bondholders to the shareholders by undertaking risky projects, even if the projects have negative NPVs. This incentive is even stronger when the probability and costs of bankruptcy are high. 4. Stockholders can undertake the following measures in order to minimize the costs of debt: 1) Use protective covenants. Firms can enter into agreements with the bondholders that are designed to decrease the cost of debt.
On the other hand MI backed mainly by shareholders equity and performing assets and thus would be able to issue new debt increasing value for both shareholders and the corporation. Thus the shareholders would gain at the expense of bond holders and the equity value of the company would increase. b) Bondholders Bondholders had a lot to lose as according to Project Chariot almost all the debt would be assigned to HM. Given the problems in real estate and hotel markets there was a concern of HM’s ability to meet its debt payment and there was a high probability of default. This meant that the risk was issued at investment grade but now was not backed by valuable assets of the companies which were to be spun off to MI which was to be backed by equity.
The basic answer is that share repurchases are great when the share price is undervalued, and not-so-great when the share price is overvalued. To put it into a more useful context, if you would otherwise reinvest your dividends or invest new capital into the company at current stock prices, then share repurchases are useful to you because the company basically does it for you. The alternative is that the company could pay you a higher dividend, but you’d be taxed on that dividend and reinvest it into the company anyway. On the other hand, if you would not reinvest dividends or invest new capital into the company at current prices, then share repurchases are not in alignment with your current outlook, and it would be better for you to receive a higher dividend. Something else to be considered is that when a company uses money for share repurchases when it could be paying a higher dividend instead, the company’s management is limiting your control and increasing theirs.
Classified into short-term or long-term facilities Short-term = money Long-term = capital Suppliers of loans or debt funds face credit risk Credit risk: the risk the borrower won’t pay back loan Funds supplied in the form of the acquisition of an ownership share of a business. Longer-term Referred to as capital investment Equity investors face investment risks, but are compensated with dividend payments and capital growth (increase in ownership shares over time) Investment risk: the possibility that the investor’s return will not be realised 1.5 What are some problems with direct financing that make indirect financing more attractive? Direct financing: financing in which DSUs issue financial claims on themselves and sell them for money directly to SSUs. The SSU’s claim is against the DSU, not a financial intermediary. Some problems with direct financing include the denominations of the
Sales grew 33% in 06 and 22% in 07. There is a gap in the growth coming from sales where income is lost due to the increase in raw material prices and forecasted demand which led to an inventory cut. 4. Which is the EBITDA margin? | 05 | 06 | 07 | EBITDA Margin | 8.6% | 15.6% | 9.7% | 5.
WorldCom fraud Expense capitalization and Accrual expenses audit Description of audited area The Company’s problems started with the dot-com bubble burst and following reduced demand on infrastructure when it had the vast oversupply in telecommunications capacity. WorldCom increased its net income and assets by transferring part of its current expenses to capital account. By doing this, the expenses were understated and capitalized costs were treated as an investment. The Company managed to spread its expenses into the future and showed much higher net income in order to boost its financial performance. During that time the Company experienced troubles and the revenue has fallen while debt taken on to finance mergers and infrastructure investment remained the same.
The policy of reducing debt made MC leave the company with just $36 million cash which was well under the number of 1990 ($283 million cash ). MC’s stock prices fell more than two-thirds from $33.38 in 1989 to $10.50 in 1990, resulting in a drop of $2 billion in market capitalization; even if in 1991 it went up to $16.50. Another consequence was an important decrease of Times interest earned from 2.6 in 1989 to 1.4 in 1990 and 1.5 in 1991 which triggered a depreciation of bond rating from A3 in 1989 to Baa3 in 1991 quite close to junk bonds. For the future this is a strong signal of the MC financial crisis situation. Most liquidity and solvency indicators show that the group would have not been unable to cover its current obligations/liabilities and was close to bankruptcy.