1. Why should a firm have a capital structure policy‚ i.e. a target debt ratio? A capital structure policy aims to balance the trade-off between the benefits of debt financing (interest tax shield) and the costs of debt financing (financial distress and agency costs). Every firm should set its target capital structure such that its cost and benefits of leverage ultimately maximise the firm’s value. Graham and Harvey asked 392 firms’ chief financial officers whether they use target debt ratios. Results
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Case 10 Aspeon Sparkling Water‚ Inc. Capital Structure Policy CASE INFORMATION Purpose This case‚ which in all aspects is identical to Case 9‚ illustrates the capital structure decision for a firm that starts with zero debt. Either Case 9 or Case 10‚ but not both‚ should be assigned. The primary analytical tool is valuation analysis‚ although the case briefly introduces the Modigliani and Miller (MM) with corporate taxes and Miller models. The case also illustrates financial
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2015SP1-FIN-65151X-01 / Accounting & Finance / Professor Francois Silatchom MODULE 3 POWERLINE NETWORK CORP. Operating Leverage‚ Financial Leverage‚ and the Optimal Capital Structure TEAM D1 Laura Hamin – lhny86@nycap.rr.com Raymond Negron – ffnegron@hotmail.com Eulises Roman – ermediaus@aol.com Myeshia Wagner – mrs.wagner1982@yahoo.com Table of Contents Executive Summary 3 Introduction 3 Analysis 4 Figure 1: Risk Comparison between Plans L and H 4 Figure 2: Operating probability
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of capital for a firm. The student determines the cost of individual sources of financing‚ including long-term debt‚ preferred stock‚ and common stock. The cost of debt is adjusted for Eco Plastics’ 40% tax bracket. The company is considering a new financial structure‚ with the replacement of preferred stock financing with debt financing. Additional use of debt increases the common stockholders’ required rate of return. The student is asked to compare the two weighted average costs of capital and
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to develop decision-making ability based on Corporate Finance theory. Hence‚ it combines lectures with case analysis. The course and the cases deal with selected topics in Corporate Finance such as valuation‚ capital budgeting‚ cost of capital‚ mergers and acquisitions‚ capital structure policy‚ and warrant and convertible use and valuation. The purpose of the cases is not to introduce these topics‚ but to further examine the theoretical concepts and models of finance and how they can be applied
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| |Market Value of Equity |(i)*(ii) = Rs. 240880.64 crores | Being debt structure absent in Nalco the cost of debt is zero‚ Therefore WACC ( Weighted Average Cost of Capital) |WACC |KePe + KdPd + KpPp | |WACC by (ONGC)
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the firm’s weighted-average cost of capital at various combinations of debt and equity; given the following information? Show work Debt/Assets After-Tax Cost of Debt Cost of Equity Cost of Capital 0% 8% 12% ? 10% 8% 12% ? 20% 8% 12% ? 30% 8% 13% ? 40% 9% 14% ? 50% 10% 15% ? 60% 12% 16% ? WACC = W d * K d + W e * K e Debt/Assets Wd After-Tax Cost of Debt We Cost of Equity Cost of Capital 0% 0 8% 1 12% 0.12 = 12% 10% 0
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CASE STUDY 1: The Wm. Wrigley Jr. Company capital structure‚ valuation‚ and cost of capital [10 MARKS OUT OF 100 MARKS TOTAL] Semester 1‚ 2013 Background: The term capital structure refers to the way a corporation finances its assets through some combination of equity and debt. Each form has its own benefits and drawbacks and firm managers attempt to find the perfect capital structure in terms of risk / reward payoff for shareholders. See these podcasts:
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competitors 5 1.2.1. Boral Limited 5 1.2.2. Fletcher Building Limited 5 1.2.3. Brickwork Limited 5 2.Capital structure 6 2.1. Leverage 6 2.1.1. Current ABC’s leverage 6 2.1.2. Recent history of ABC’s leverage 6 2.2. ABC’s capital expenditures and its financing 9 2.3. Comparison of ABC’s capital structure with similar companies 10 2.4. Characteristics of the company influencing the leverage policy 11 2.4.1. Tax advantage
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upgrader‚ The Company’s ownership structure consists of the Government of Saskatchewan and Federated Co-Operatives Limited each owning 100% of the company and Crown Investment Corporation (CIC) and Consumer’s Co-Operative Refineries Limited (CCRL) both owning 50% (Ivey‚ 2009). At the time of its $ 770 million dollar‚ inception in 1988 CIC and its third-party lenders financed $150 million to the project and the government of Saskatchewan and Canada guaranteed the capital venture (Ivey‚ 2009). The government
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