2017CFA二级-Corporate Finance · 9 Tests

Hi Chu manages a manufacturing subdivision of Restar Corporation. Restar is a conglomerate with divisions in the container industry. Chu’s task is to forecast the profitability of a four-year project for the manufacturing of specialty labeled aluminum cans. Restar has never manufactured such an item before and will require new equipment for the project. Exhibit 1 displays Chu’s abridged forecasted financial projections for the project.

Exhibit 1

Specialty Labeled Aluminum Cans Project Financial Projections, Year End Totals

In a meeting with Restar’s CFO, Trey Papier, Chu discusses the merits of the project. Chu makes the following points:

?All assumptions in the projections are based on Restar’s overall debt and equity mix and on Restar’s corporate policy regarding dividend payout.

?Instead of using the weighted average cost of capital (WACC), however, the project should be evaluated with a project-specific market-determined discount rate of 16%

because the project is unlike any of the firm’s current manufacturing processes.

Papier asks Chu if he has considered other evaluation methods. Chu replies that he has computed the economic profit using the WACC.

Chu states that he is uncertain about the appropriate cost of equity to use, however, because two weeks earlier, Restar’s management announced that the financing mix would change by increasing the target debt ratio to 60%. As a result, he says, the choices seem to be the

?firm’s current cost of equity, or

?cost of equity based on the Modigliani–Miller tax model and the new target debt ratio, assuming that the pretax cost of debt rises to 8.75%.

Papier interjects that the current cost of equity would be better because the implementation of the new financing mix is likely to be delayed. Papier states that the delay is because the structure of the board of directors is about to change in the following manner:

?The CEO will no longer be the chairman of the board.

?The retired original founder of Restar will become the chairman of the board.

?The board will now have a majority of members that are independent.

Despite these changes, Papier believes it is still important to explore the potential value of this new project.

Three weeks later, Chu and Papier meet again to review Chu’s work. After some discussion, they think an alternative project will perform the same task as the original project. The alternative project will cover a six-year period. Chu has calculated its net present value (NPV) based on after-tax operating cash flows with the same discount rate of 16% used for the original project. Chu and Papier agree that because the two projects are mutually exclusive, they can decide between the projects using the equivalent annual annuity approach. Exhibit 2 summarizes the two projects’ NPVs.

Exhibit 2

Comparison of Project NPVs

1 of 6

Based on Exhibit 1, the after-tax operating cash flow (in thousands) for Year 1 is closest to:

$31,600.

$46,600.

$33,200.

Question

2 of 6

Based on Exhibit 1, the economic profit (in thousands) for Year 1 is closest to:

$1,100.

–$8,400.

–$3,300.

Question

3 of 6

The dividend payment policy assumed by Chu in Exhibit 1 is most accurately described as a:

residual dividend payout policy.

constant dividend payout ratio policy.

stable dividend policy.

Question

4 of 6

The cost of equity under the newly announced financing mix using Chu's assumption on the change in the cost of debt and the Modigliani–Miller tax model is closest to:

15.6%.

16.3%.

15.1%.

Question

5 of 6

Which changes to the board of directors is least consistent with best practices in the composition of a board?

Specific choice of the new chairman of the board

Change regarding the CEO

Change in the composition of the board membership

Question

6 of 6

Based on the equivalent annual annuity method for the original and alternative projects,

the most appropriate conclusion is to:

accept the original project.

be indifferent between the two projects.

accept the alternative project.

Cindy Scott is reviewing cash flow projections for a $300,000 capital investment for adaptable equipment to service her company’s manufacturing efforts. After careful study, analysts have determined that when put to the best use over the next five years, the incremental contribution of the equipment produces a positive net present value (NPV) of $183,109, assuming a 15% annual discount rate (see Exhibit 1).

Exhibit 1

Forecasted Cash Flow

Scott receives a request from her manager, Pat Stevens, to calculate both economic and accounting income using the cash flow analysis in Exhibit 1. Scott learns that the equipment is to be financed entirely with a loan at 12%, with interest paid annually for five years and the full principal paid at the end of the fifth year.

Scott asks Ted Ludlow, another coworker, for additional suggestions about the analysis. Ludlow makes the following three suggestions:

1. Consider the analysis in Exhibit 1 as a base case, and then

produce two additional analyses, an optimistic and a

pessimistic case, assuming different possible economic

environments.

2. Produce these different analyses with a five-year modified

accelerated cost recovery system (MACRS) accelerated

depreciation schedule (Exhibit 2).

3. Calculate operating income after tax minus the dollar cost

of capital (i.e., the weighted average cost of capital (WACC)

multiplied by the capital investment).

Exhibit 2

MACRS Schedule

While applying the suggestions from Ludlow, Scott is informed about a competing project that performs the same task over a three-year period. The new project has an NPV of $128,146 with the same discount rate and capital investment as the project in Exhibit 1 (five-year project). Scott starts to consider the merits of the new project (three-year project) relative to the

five-year project.

1 of 6

The economic income for Year 3 is closest to:

$48,365.

$109,877.

$57,407.

Question

2 of 6

The accounting income for Year 2 is closest to:

$61,650.

$40,050.

$25,650.

Question

3 of 6

Ludlow's first suggestion is best described as an example of:

scenario analysis.

Monte Carlo simulation.

sensitivity analysis.

Question

4 of 6

Following Ludow's second suggestion, the first year's after-tax operating cash flow will most likely:

decrease.

remain unchanged.

increase.

Question

5 of 6

Ludlow's third suggestion is best described as the calculation of:

free cash flow to equity.

residual income.

economic profit.

Question

6 of 6

When comparing the two projects, Scott should most likely accept:

both projects.

only the five-year project.

only the three-year project.

National Plastics Corp. is a leading manufacturer of high-quality injection-molded plastic packaging materials used by various industries, primarily food and beverage processing and packaging firms. In late November 2012, the company received approval for two important patent applications—one providing for improved tamper protection for plastic containers and another for an improved biodegradable plastic film that allows for better food preservation.

On 4 January 2013, Haines Foods and Snacks, Inc., launched a hostile takeover bid for all of the shares of National at $30 per share (a $5 premium in excess of the pre-bid price). Haines Foods is a national distributor of deli and dairy products. If its bid is successful, it plans to continue to operate National as a wholly owned subsidiary.

Zenith ThermoPlastics Inc. produces plastic containers and bags that are used by the food and beverage industry. Keith Whelan, who is both chief executive officer and chief financial officer of Zenith, had been in discussions with National to either purchase or license their newly patented technologies. As a possible alternative, in view of the Haines bid, Whelan began to consider having Zenith make its own takeover bid for National.

Whelan provided National’s most recent financial statements, shown in Exhibits 1, 2, and 3, to one of his assistants, Mike Noth, with directions to calculate National’s free c ash flow using the discounted cash flow approach as a first step in determining the maximum value that Zenith should be willing to pay for National’s shares.

Exhibit 1: National Plastics Corp. Selected Financial Data, for Year

Exhibit 2

National Plastics Corp. Consolidated Balance Sheets

($-millions)

Exhibit 3: Other Financial Information for National Plastics Corp. as of 31 December

2012

Noth soon returns and points out that the free cash flows from National will differ in future years as a result of its new patents—he suggests that, just as Zenith wanted to license the technology, other plastic firms would also be interested. Noth also suggests that because National has a lower debt-to-equity ratio than the rest of the industry, it could support more deb t, so he has adjusted the weighted average cost of capital (WACC) accordingly. Noth’s projected cash flows and other estimates are provided in Exhibit 4.

Exhibit 4: Estimates and Assumptions of Mike Noth Used in Valuing National

Plastics as of January 2013

After a discussion about the appropriate cash flow estimates and discount rates to use in determining the value of National to Zenith, Whelan decides that Zenith should make a mixed offer for all of National’s shares at $35 per share, consisting of $23 in cash and Zenith common stock with an exchange ratio of 0.24. The details of the offer are in Exhibit 5.

Exhibit 5: Details of Zenith’s Planned Tender Offer for All of National

Plastics’ Common Shares

Because National and Zenith are based in the United States, Whelan also decides to have Noth calculate the pre- and post-acquisition Herfindahl-Hirschman Index (HHI) for the industry. Noth’s HHI calculations are 1,910 pre-acquisition and 2,000 post-acquisition. Based on the HHI values, Whelan concludes that (1) the industry is currently highly concentrated but (2) under applicable US law, an increase in the HHI of less than 100 should not generate any governmental challenges to block the acquisition of National.

When Whelan presents Zenith’s proposed takeover to the board of directors the following day, one of the directors made the following statements:

1.Although I am certainly in favor of this takeover, I think we would achieve the greatest

value from the acquisition if we offered more stock and less cash.

2.If Zenith does not realize the potential synergies of this acquisition in the next five

years, I suggest a ―spin-off‖ as a means to recover some of the money lost in this venture.

3. A positive initial market reaction will confirm that we did not overpay for National.

1 of 6

If Haines Foods is successful in its attempt to acquire National Plastics, the business combination is best classified as which type of merger?

Horizontal, conglomerate

Vertical, backward

Vertical, forward

Question

2 of 6

National's free cash flow to the firm (FCFF) for 2012 is closest to (in millions):

$104.

$182.

$121.

Question

3 of 6

Based on Noth's assumptions in Exhibit 4, the most that Zenith should be willing to pay per share of National is closest to:

$60.

$40.

$51.

Question

4 of 6

Based on Zenith's proposed tender offer and information in Exhibit 5, the synergy arising from this merger is closest to (in millions):

$1,063.

$943.

$643.

Question

5 of 6

The most accurate interpretation of Whelan's conclusions concerning the pre- and

post-acquisition HHI is that they are:

incorrect in regard to the industry being highly concentrated.

incorrect in regard to the increase in HHI necessary to trigger a governmental challenge to the acquisition.

both correct.

Question

6 of 6

Which of the statements made by the member of the Board of Directors is most accurate?

Statement 2

Statement 3

Statement 1

John Earl is a project analyst for Kames Inc. Earl is currently reviewing the projected annual income statements, shown in Exhibit 1, for the five-year life of Project #162 to determine the net present value (NPV) of the project using an annual discount rate of 10%.

Exhibit 1

Project #162 Forecasted Income Statements

The project will require an increase in fixed assets of $150,000 that will be fully depreciated. Current assets are expected to increase by $80,000 and current liabilities are expected to increase by $45,000. This increase in net working capital will be recovered when the project is finished.

Just prior to completing the analysis, Earl finds out that the fixed assets can be depreciated using an accelerated method, as shown in Exhibit 2.

Exhibit 2

Project #162 Forecasted Income Statements with Accelerated

Depreciation

Given the use of the accelerated depreciation method, Earl concludes that the NPV of Project #162 increases to $127,818.

In an initial discussion with a fellow analyst, David North, about Project #162, Earl tellsNorth:―I have prepared the analysis using nominal values and a nominal discount rate.鈥?‖North responds:

―Even though the analysis is in nominal terms, the discount rate should be increased

by an inflation rate of 2% based on the historical inflation rate.‖

Later, Earl and North continue their discussion. Earl explains:

―I intend to also calculate the economic profit by subtracting the dollar cost of capital

from the net income. Do you have any further suggestions for analysis?‖

North replies:

―I suggest you determine the key inputs for the analysis, and then examine each input separately by varying its value between plus or minus 1% or 2%. This variance will

give you better insight about the project’s profitability.‖

1 of 6

Given the information in Exhibit 1, the after-tax operating cash flow (in thousands) for Year 1 for Project #162 is closest to:

$71.4.

$66.0.

$36.0.

Question

2 of 6

The initial investment outlay (in thousands) for Project #162 is closest to:

$275.

$230.

$185.

Question

3 of 6

By switching to an accelerated depreciation method, the increase in NPV for Project #162

is closest to:

$4,445.

$11,112.

$6,667.

Question

4 of 6

In their initial discussion, North’s response to Earl is most likely:

incorrect because the discount rate does not need to be adjusted.

incorrect because the inflation rate adjustment should be based on expected inflation. correct.

Question

5 of 6

Earl’s statement in regard to economic profit is most likely:

incorrect because it is a residual income calculation.

incorrect because the calculation should not be based on net income.

correct.

Question

6 of 6

The final suggestion by North is best described as:

scenario analysis.

Monte Carlo analysis.

sensitivity analysis.

Telemtogo Inc. (TLGO) is a manufacturer and distributor of camping and hiking equipment in

the United States. TLGO management is considering a new division to manufacture outdoor patio products to be sold in the same retail outlets as TLGO’s existing products.

Exhibit 1

TLGO Outdoor Patio Product Division Abridged Financial Statement, Year-End Projections

Karen England is a consultant hired by TLGO to explore the feasibility and profitability of the new division. England begins by developing future financial projections for the division based on comparable firms that produce similar products. England assumes the capital investment will be made at the end of 2013 (see Exhibit 1).

England begins her analysis by determining TLGO’s real weighted average cost of capital (real WACC), which she presents in Exhibit 2.

Exhibit 2

TLGO’s Real WACC Components

She then proceeds to determine the project’s feasibility in two ways:

1.discounting the after-tax operating cash flows from the project, and

2.calculating its economic profit.

In a phone conversation with England, Terry Weinberger, a member of TLGO’s management team, suggests that the risk of the new division may differ from the current risk faced by TLGO, making TLGO’s real WACC inappropriate for her analysis. He suggests implying the cost of equity from a firm within the outdoor patio products industry named Outerside Inc. (OUT) to obtain a more appropriate real WACC. England later estimates OUT’s current beta and adjusts it to account for TLGO’s leverage. The value of the adjusted beta for OUT is 1.8.

Weinberger continues to tell England that five years ago, TLGO considered acquiring OUT. Unfortunately, OUT successfully defended itself from being acquired by seeking an angel

investor who bought a substantial minority stake of its stock—enough to block TLGO’s hostile takeover bid.

Weinberger further suggests calculating the proj ect’s net present value (NPV) with an assumption of selling the division for $12 million at the end of 2018 (note that capital gains are fully taxed at 32%) and recapturing all working capital.

Weinberger also asks England to calculate the NPV for three different possible sets of economic conditions under which prices and costs differ to give management a broader perspective on making the decision.

In response to her conversation with Weinberger, England produces the analysis in Exhibit 3.

Exhibit 3

NPV Analysis of TLGO Project

In a second phone conversation with Weinberger, England discusses the value of possible real options. When she implements the value of the real options into the NPV analysis, the expected NPV for the project based on Exhibit 3 becomes $0.75 million.

1 of 6

The 2015 after-tax operating cash flow for the new division (in millions) is closest to:

$0.81.

$0.38.

$0.56.

Question

2 of 6

Prior to her first conversation with Weinberger and based on the information from Exhibits 1 and 2, England's estimate of the 2014 economic profit for the new division (in millions)

is closest to:

–$0.81.

–$0.87.

–$0.59.

Question

3 of 6

Based on England's first conversation with Weinberger, the real cost of equity for determining the NPV for the proposed new division is closest to:

16.4%.

17.1%.

14.7%.

Question

4 of 6

Which of the following is the best characterization of OUT's takeover defense tactic in response to TLGO's takeover bid five years ago?

White Knight defense

White Squire defense

Greenmail

Question

5 of 6

If Weinberger is correct about the selling price of the division, the after-tax non-operating cash flow (in millions) from the sale at the end of 2018 will be closest to:

$15.32.

$14.98.

$11.14.

Question

6 of 6

Following her second conversation with Weinberger and based on Exhibit 3, the expected additional value (in millions) created by real options is closest to:

$3.28.

$3.83.

–$1.78.

In 2008, Roger Kocher joined the board of directors of Bricktech Inc. (BKT) as one of 14 independent board members on a 17-member board. At the time, Kocher was also a member (and currently is a member) of the board of HTF Industries (HTF), a former BKT customer. When HTF sold a division in the early 2000s, it no longer needed BKT as a vendor.

The combination of independent and non-independent board members has been maintained since 2008. But in early 2013, Kocher was hired to be the CEO of BKT to replace the previous CEO, who suddenly decided to retire from the company and the board. Prior to being hired as

CEO, Kocher had become the chairman of the board of directors and was also a member of the nominating and audit committees at BKT.

Soon after the news of the retirement of the former CEO, a current independent member of the board of directors of HTF, Ted Herman, was suggested as a possible replacement for the vacated membership on the board. Herman was familiar with BKT because he had worked at another firm in the same industry that was eventually acquired by BKT after Herman had left.

As CEO, Kocher began to look at two issues that had been left unresolved by the previous CEO. Firs t, he began discussing BKT’s current mix of debt and equity with the chief financial officer, Cheryl Stevens. Kocher said that the company’s current capital structure resulted in an overall cost of capital of 5.77%. Stevens eventually produced two potential variations to the capital structure that BKT could easily implement, as indicated in Exhibit 1.

Exhibit 1

Alternative Financing Mix Scenarios

Next, Kocher and Stevens began discussing BKT’s dividend policy. In the past, Kocher noticed that there were times when outside financing was required for positive net present value (NPV) projects because too much of the earnings were being paid out as dividends. In particular, Kocher noted that in 2009 and 2010 (see Exhibit 2), if dividends had been reduced by $0.8 million and $0.6 million respectively, there would have been no need for BKT to undertake additional borrowing that was relatively expensive at the time. Kocher further stated that based on project investment forecasts at the time, it was known that too much of the earnings were going to be paid out as dividends.

Exhibit 2

BKT Dividend History

(8 million shares outstanding)

After further discussion of incorporating project investment needs into the dividend policy,

Stevens and Kocher decide to propose to the board a new dividend policy of paying a dividend of $0.50 a share annually for the foreseeable future.

1 of 6

According to best practices in corporate governance, upon becoming CEO, Kocher most likely should have:

stayed on the board of directors but not remain as chairman of the board of directors. replaced the retiring CEO's membership on the board with an independent director.

left the board of directors.

Question

2 of 6

If Ted Herman joins the BKT board of directors, he would most accurately be considered a non-independent board member because:

Herman is a former employee of a firm that is now part of BKT.

HTF is a former customer of BKT.

there are interlocking directorships.

Question

3 of 6

According to best practices in corporate governance, upon becoming CEO, Kocher

should most likely leave the:

audit and nominating committees.

audit committee only.

nominating committee only.

Question

4 of 6

Based on Exhibit 1, the optimal financing mix is most likely:

financing mix 1.

the current financing mix.

financing mix 2.

Question

5 of 6

Prior to 2013, the dividend policy for BKT is best described as a:

constant dividend payout ratio policy.

residual dividend payout policy.

stable dividend policy.

Question

6 of 6

Based on the current financing mix and the projected earnings in 2013, the expected amount of capital available for project investment under Kocher and Steven's proposed dividend policy is closest to:

$25.63

million.

$20.50

million.

$10.25

million.

Walter Timitz is the CEO and founder of the publicly traded firm, TIMITZ Corporation (TMTZ). TMTZ manufactures commercial and non-commercial grade fasteners. With a large bond issue coming due in the near future, Timitz had to enact a number of measures to increase and preserve cash within TMTZ to repay the bond. The following measures were executed over the last twelve months:

?the dividends to common shareholders were cut by one half

?product prices were increased to offset price increases by suppliers

?operating costs were reduced by outsourcing some processes resulting in a reduction in the workforce

?an incentive pay package was negotiated with the remaining employees to impove productivity and efficiency

Also within the last twelve months, Timitz implemented measures concerning board structure and board operations:

?the board of directors membership increased from ten to fourteen. The membership now consists of Timitz, eight divisional managers, and independent board members.

?the audit committee now has one independent board member who is also the head of the committee

?the compensation committee now has a majority of independent board members with at least one member from management who cannot be the head of the committee ? a new auditing firm has been appointed that is not affiliated with the accounting firm that provides routine services and consulting to TMTZ

TMTZ uses various distributors of approximately the same size in terms of employee numbers to bring their product to market. The process for selecting distributors was based on the ability of the distributor to perform to TMTZ’s satisfaction and on cost. One of the distributors selected was QDROP who, in the past, had performed at a satisfactory level and was also the lowest cost distributor for the particular region it served.

2011全国计算机等级考试二级公共基础知识教程

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