be issued. Calculate the firm’s composite‚ or weighted average‚ cost of capital. Identify some of the factors that affect the WACC—dividing them into factors the firm cannot control and those they can. Briefly explain how firms should evaluate projects with different risks‚ and the problems encountered when divisions within the same firm all use the firm’s composite WACC when considering capital budgeting projects. List some problems with cost of capital estimates. Lecture Suggestions
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cost of capital (WACC) for The Walt Disney Company. According to The Walt Disney Company’s Form 10-K filing for the fiscal year ended September 29‚ 2012‚ “The Walt Disney Company‚ together with its subsidiaries‚ is a diversified worldwide entertainment company with operations in five business segments: Media Networks‚ Parks and Resorts‚ Studio Entertainment‚ Consumer Products and Interactive.” Specifically the comparison between debt and equity will be summarized using the WACC for The Walt Disney
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To sustain further improvements to a company’s bottom line and profitability‚ Guillermo’s Furniture is completing a pro-forma cash flow analysis that includes net present value (NPV)‚ internal rate return (IRR)‚ and weighted average cost control (WACC) analysis’. The plan is to incorporate a merger of a high tech furniture business‚ a broker distributer business‚ or the status quo manufacturing. The issues driving these analysis decisions are the facts that a company located in Sonora Mexico relying
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Identify some of the factors that affect the overall‚ composite cost of capital. • Briefly explain how firms should evaluate projects with different risks‚ and the problems encountered when divisions within the same firm all use the firm’s composite WACC when considering capital budgeting projects. • List and briefly explain the three separate and distinct types of risk that can be identified‚ and explain the procedure many firms use when developing subjective risk-adjusted costs of capital.
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Sunday‚ March 15‚ 2009 COST OF CAPITAL AT AES Evaluating the Historical Capital Budgeting Method Currently AES employs Project Finance Framework. Project finance tends to be used in projects with tangible assets with predictable cash flows in which construction and operating targets can be easily established through explicit contract. The key to AES projects financing lies with the precise forecasting of cash flows. In effect‚ the possibility of estimating cash flows with an acceptable
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2001 to 2003. Students also need to determine each company’s weighted-average cost of capital (WACC) to estimate EVA. The primary objective of this case is to introduce students to the concepts and calculation of WACC and EVA. Suggested Questions: 1. What is the weighted-average cost of capital (WACC) and why is it important to estimate it? Who determines the WACC? 2. Calculate the WACCs for Coca-Cola and PepsiCo. Assume a tax rate of 35%. Be prepared to explain your assumptions for
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risk premium. ➢ WACC should be estimated for the overall firm ▪ CAPM – equity beta vs. asset beta - see Section F • Compute a separate cost of capital (WACC) for the lodging business‚ contract services business and restaurant business. ➢ How was cost of debt measured of each division? Should the cost of debt differ across three divisions? Why? ➢ What is/are suitable comparables? Why? ➢ What cause each divisional WACC differ? ➢ What
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➢ Alternatively‚ EVA (Economic Value Added) = NOPAT – WACC (Invested Capital) can be applied to value the value of investment project. • Optimal Capital Structure ➢ Midland regularly reevaluated its debt levels and set long-term capital structure accordingly. ➢ Midland’s increasing borrowing capacity will shield additional profits from taxes. ➢ Midland’s target debt ratio is set based on each division’s annual operating cash flow and collateral value of its identifiable assets. ➢ Cost of
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debt in the capital structure for which it uses an interest coverage target instead of debt to equity ratio to determine the ideal amount of debt to hold. Problems: In order to calculate the WACC (hurdle rate) for each division‚ many different variables need to be analyzed in detail so that the WACC is a good evaluator of the profitability of future projects. A firm can only use its own cost of capital to evaluate projects when the firm is a single product or single division firm. For conglomerate
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References: Emery‚ D. R.‚ Finnerty‚ J. D.‚ & Stowe‚ J. D. (2007). Corporate financial management (3rd ed.). Morristown‚ NJ: Wohl Publishing Inc. Ivestopedia. (2013). Weighted average cost of capital - WACC. Retrieved from http://www.investopedia.com/terms/w/wacc.asp Lloyd‚ J.‚ & Davis‚ L. E. (2007‚ November). Building long-term value. Journal of Accountancy‚ Retrieved from http://www.journalofaccountancy.com/Issues/2007/Nov/BuildingLongTermValue
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