Chapter 16 - Brigham

| | | | | | | | | 11/04/2010 | | | | | | | | | | | | | | | Chapter 16. Mini Case for Working Capital Management | | | | | | | | | | | | | | | Dan Barnes, financial manager of Ski Equipment Inc. (SKI), is excited, but apprehensive. The company 's founder recently sold his 51% controlling block of stock to Kent Koren, who is a big fan of EVA (Economic Value Added). EVA is found by taking the net operating profit after-tax (NOPAT) and then subtracting the dollar cost of all the capital the firm uses: | | | | | | | | | | | | | | | | | | | | | | | | EVA | = NOPAT – Capital costs | | | | | | | | | | = EBIT(1 – T) – WACC (Total capital employed). | | | | | | | | | | | | | | | | | | | If EVA is positive, then the firm is creating value. On the other hand, if EVA is negative, the firm is not covering its cost of capital and stockholders ' value is being eroded. Koren rewards managers handsomely if they create value, but those whose operations produce negative EVAs are soon looking for work. Koren frequently points out that if a company can generate its current level of sales with fewer assets, it would need less capital. That would, other things held constant, lower capital costs and increase its EVA. | | | | | | | | | | | | | | | | | | | | | | | | | | | Shortly after he took control of SKI, Kent Koren met with SKI 's senior executives to tell them of his plans for the company. First, he presented some EVA data that convinced everyone that SKI had not been creating value in recent years. He then stated, in no uncertain terms, that this situation must change. He noted that SKI 's designs of skis, boots, and clothing are acclaimed throughout the industry, but something is seriously amiss elsewhere in the company. Costs are too high, prices are too low, or the company employs too much capital, and he wants