Chapter 11 Case Evaluating McGraw Industries
Chapter 11 Case : Evaluating McGraw Industries’ Capital Structure
McGraw Industries, an established producer of printing equipment, expects its sales to remain flat for the next 3 to 5 years because of both a weak economic outlook and an expectation of little new printing technology development over that period. On the basis of this scenario, the firm’s management has been instructed by its board to institute programs that will allow it to operate more efficiently, earn higher profits, and, most important, maximize share value.
In this regard, the firm’s chief financial officer (CFO), Ron Lewis, has been charged with evaluating the firm’s capital structure. Lewis believes that the current capital structure, which contains 10% debt and 90% equity, may lack adequate financial leverage. To evaluate the firm’s capital structure, Lewis has gathered the data summarized in the following table on the current capital structure (10% debt ratio) and two alternative capital structures—A (30% debt ratio) and B (50% debt ratio)—that he would like to consider.
Capital structurea
Source of capital
Current (10% debt)
A (30% debt)
B (50% debt)
Long-term debt
$1,000,000
$3,000,000
$5,000,000
Coupon interest rateb
9%
10%
12%
Common stock
100,000 shares
70,000 shares
40,000 shares Required return on equity, ksc
12%
13%
18%
aThese structures are based on maintaining the firm’s current level of $10,000,000 of total financing. bInterest rate applicable to all debt. cMarket-based return for the given level of risk.
Lewis expects the firm’s earnings before interest and taxes (EBIT) to remain at its current level of $1,200,000. The firm has a 40% tax rate.
To Do
A. Use the current level of EBIT to calculate the times interest earned ratio for each capital structure. Evaluate the current and two alternative capital structures using the times interest earned and debt ratios.
B. Prepare a single EBIT–EPS graph showing the current and two alternative capital structures.
C. On the
McGraw Industries, an established producer of printing equipment, expects its sales to remain flat for the next 3 to 5 years because of both a weak economic outlook and an expectation of little new printing technology development over that period. On the basis of this scenario, the firm’s management has been instructed by its board to institute programs that will allow it to operate more efficiently, earn higher profits, and, most important, maximize share value.
In this regard, the firm’s chief financial officer (CFO), Ron Lewis, has been charged with evaluating the firm’s capital structure. Lewis believes that the current capital structure, which contains 10% debt and 90% equity, may lack adequate financial leverage. To evaluate the firm’s capital structure, Lewis has gathered the data summarized in the following table on the current capital structure (10% debt ratio) and two alternative capital structures—A (30% debt ratio) and B (50% debt ratio)—that he would like to consider.
Capital structurea
Source of capital
Current (10% debt)
A (30% debt)
B (50% debt)
Long-term debt
$1,000,000
$3,000,000
$5,000,000
Coupon interest rateb
9%
10%
12%
Common stock
100,000 shares
70,000 shares
40,000 shares Required return on equity, ksc
12%
13%
18%
aThese structures are based on maintaining the firm’s current level of $10,000,000 of total financing. bInterest rate applicable to all debt. cMarket-based return for the given level of risk.
Lewis expects the firm’s earnings before interest and taxes (EBIT) to remain at its current level of $1,200,000. The firm has a 40% tax rate.
To Do
A. Use the current level of EBIT to calculate the times interest earned ratio for each capital structure. Evaluate the current and two alternative capital structures using the times interest earned and debt ratios.
B. Prepare a single EBIT–EPS graph showing the current and two alternative capital structures.
C. On the