2. n www.stern.nyu.edu

3. www.giddy.org

5. WestLB Panmure

6. Prof. Ian Giddy New York University Financing Growth Companies WestLB Panmure

7. Copyright ©1999 Ian H. Giddy Financing Growth Companies 7 Corporate Finance CORPORATE FINANCE DECISONS CORPORATE FINANCE DECISONS INVESTMENT RISK MGT FINANCING CAPITAL PORTFOLIO M&A DEBTEQUITY TOOLS MEASUREMENT

8. Copyright ©1999 Ian H. Giddy Financing Growth Companies 8 Corporate Finance CORPORATE FINANCE DECISONS CORPORATE FINANCE DECISONS INVESTMENT RISK MGT FINANCING CAPITAL PORTFOLIO M&A DEBTEQUITY TOOLS MEASUREMENT INVESTMENT FINANCING RISK MANAGEMENT

9. Copyright ©1999 Ian H. Giddy Financing Growth Companies 9 The CFO Questions l How fast can we grow? How do we need to invest to grow? Acquisitions? l How should we finance the growth stage? What kind of equity? What’s our exit plan? Private or public? l How much debt should we have? l What kind of debt should we have? Maturity? Fixed/floating? Currency? Asset-backed? Hybrids, such as convertibles? l How should we manage our financial risks?

10. Copyright ©1999 Ian H. Giddy Financing Growth Companies 10 Financing X Inc

11. Copyright ©1999 Ian H. Giddy Financing Growth Companies 11 Is There an Optimal Capital Structure? Assets’ value is the present value of the cash flows from the real business of the firm Value of the firm =PV(Cash Flows) Debt Equity Value of the firm = D + E VALUE OFTHE FIRM DEBT RATIO Optimal debt ratio?

12. Copyright ©1999 Ian H. Giddy Financing Growth Companies 12 Financing X Inc

13. Copyright ©1999 Ian H. Giddy Financing Growth Companies 13 Preference Rankings for Long-Term Finance: Results of a Survey RankingSourceScore 1Retained Earnings5.61 2Straight Debt4.88 3Convertible Debt3.02 4External Common Equity2.42 5Straight Preferred Stock2.22 6Convertible Preferred1.72

14. Copyright ©1999 Ian H. Giddy Financing Growth Companies 14 Financing X Inc

15. Copyright ©1999 Ian H. Giddy Financing Growth Companies 15 Corporate Financing Life-Cycle Growth companies Mature companies Leverage

16. Copyright ©1999 Ian H. Giddy Financing Growth Companies 16 Financing Growth Companies: The Agenda l What determines the optimal mix of debt and equity for a growth company? l How does altering the mix of debt and equity affect the value of a company? l What is the right kind of equity for a growth company? l What is the right kind of debt for a growth company? l Where do you want to go?

17. Copyright ©1999 Ian H. Giddy Financing Growth Companies 17 First, Why Equity? l Benefits of Equity  Flexibility: cannot afford to have fixed obligations  Strategic partners  Interventionist partners l Disadvantages  No tax shield  Expensive!

18. Copyright ©1999 Ian H. Giddy Financing Growth Companies 18 What Kind of Equity? l Sources of Equity  Private investors  Strategic investors  Interventionist investors  Public market l And Kinds  Common stock  Stock with restricted voting rights  Hybrids, including convertibles

19. Copyright ©1999 Ian H. Giddy Financing Growth Companies 19.comfax l Started in September 1997,.comfax enables users to send faxes and receive faxes over the internet at a low cost. l By June 1998 the company had expanded its services and was signing up subscribers at the rate of 100,000 a day. l Initial funding was “Angel” finance, but now the expansion was exceeding the company’s financial, physical and managerial capacity. On two occasions it had literally run out of money. l What form of equity financing would be appropriate for.comfax?

20. Copyright ©1999 Ian H. Giddy Financing Growth Companies 20 Pre-IPO Equity Financing l Friends and family l Angel l Venture capital l Strategic partners

21. Copyright ©1999 Ian H. Giddy Financing Growth Companies 21 Silipos Inc

22. Copyright ©1999 Ian H. Giddy Financing Growth Companies 22 Silipos Inc, 1999 Where do you want to go? Debt? Acquisition? IPO? Sell?

23. Copyright ©1999 Ian H. Giddy Financing Growth Companies 23 IntraLinks

24. Copyright ©1999 Ian H. Giddy Financing Growth Companies 24 IntraLinks’ Choices  Issue debt, either by borrowing from one of the big New York banks keen to get more involved in promising Internet businesses, or by means of a private placement of debt notes, possibly with “sweeteners” such as warrants to attract a lender.  Seek out one or more private equity investors, ones who believed in the company’s product and its management.  Do an initial public offering (IPO).  Find another corporation who would be willing to acquire IntraLinks.

25. Copyright ©1999 Ian H. Giddy Financing Growth Companies 25 Why Venture Capitalists Prefer Preferred l Senior status in bankruptcy l Does not put a value on the shares l Is convertible into common stock before the IPO l Conversion price is set such that if there is a liquidation all the money goes to the preferred shareholders (equity is worth zero)

26. Copyright ©1999 Ian H. Giddy Financing Growth Companies 26 How Much Debt?

28. Copyright ©1999 Ian H. Giddy Financing Growth Companies 28 The CFO Questions l How fast can we grow? How do we need to invest to grow? Acquisitions? l How should we finance the growth stage? What kind of equity? What’s our exit plan? Private or public? l How much debt should we have? l What kind of debt should we have? Maturity? Fixed/floating? Currency? Asset-backed? Hybrids, such as convertibles? l How should we manage our financial risks?

29. Copyright ©1999 Ian H. Giddy Financing Growth Companies 29 How Much Debt?

30. Copyright ©1999 Ian H. Giddy Financing Growth Companies 30 How Much Debt? A $19.95 company...an “ISP” Profits: Low ~ Risks: High

31. Copyright ©1999 Ian H. Giddy Financing Growth Companies 31 Why Should Mindspring Have Debt? l Benefits of Debt  Tax Benefits  Adds discipline to management l Costs of Debt  Bankruptcy Costs  Agency Costs  Loss of Future Flexibility

32. Copyright ©1999 Ian H. Giddy Financing Growth Companies 32 How Much Debt? Relative Analysis The “safest” place for any firm to be is close to the industry average l Subjective adjustments can be made to these averages to arrive at the right debt ratio.  Higher tax rates -> Higher debt ratios (Tax benefits)  Lower insider ownership -> Higher debt ratios (Greater discipline)  More stable income -> Higher debt ratios (Lower bankruptcy costs)  More intangible assets -> Lower debt ratios (More agency problems)

33. Copyright ©1999 Ian H. Giddy Financing Growth Companies 33 When Debt and Equity are Not Enough Value of future cash flows Value of future cash flows Claims on the cash flows Claims on the cash flows AssetsLiabilities

34. Copyright ©1999 Ian H. Giddy Financing Growth Companies 34 When Debt and Equity are Not Enough Value of future cash flows Value of future cash flows Contractual int. & principal No upside Senior claims Control via restrictions Contractual int. & principal No upside Senior claims Control via restrictions AssetsLiabilities Debt Residual payments Upside and downside Residual claims Voting control rights Residual payments Upside and downside Residual claims Voting control rights Equity

35. Copyright ©1999 Ian H. Giddy Financing Growth Companies 35 When Debt and Equity are Not Enough Value of future cash flows Value of future cash flows Contractual int. & principal No upside Senior claims Control via restrictions Contractual int. & principal No upside Senior claims Control via restrictions AssetsLiabilities Debt Residual payments Upside and downside Residual claims Voting control rights Residual payments Upside and downside Residual claims Voting control rights Equity What if... Claims are inadequate? Returns are inadequate?

36. Copyright ©1999 Ian H. Giddy Financing Growth Companies 36 When Debt and Equity are Not Enough Value of future cash flows Value of future cash flows Contractual int. & principal No upside Senior claims Control via restrictions Contractual int. & principal No upside Senior claims Control via restrictions AssetsLiabilities Debt Residual payments Upside and downside Residual claims Voting control rights Residual payments Upside and downside Residual claims Voting control rights Equity Alternatives n Collateralized n Asset-securitized n Project financing n Preferred n Warrants n Convertible

37. Copyright ©1999 Ian H. Giddy Financing Growth Companies 37 Convertibles Conversion Value Straight Bond Value Market Value Market Premium V a l u e o f C o n v e r t i b l e B o n d ($) 0 Price Per Share of Common Stock

38. Copyright ©1999 Ian H. Giddy Financing Growth Companies 38 What About Large-Cap Growth Firms?

39. Copyright ©1999 Ian H. Giddy Financing Growth Companies 39 Applying the Quantitative Approach

40. Copyright ©1999 Ian H. Giddy Financing Growth Companies 40 WACC and Debt Ratios Weighted Average Cost of Capital and Debt Ratios Debt Ratio WACC 9.40% 9.60% 9.80% 10.00% 10.20% 10.40% 10.60% 10.80% 11.00% 11.20% 11.40% 0 10%20%30%40%50%60%70%80%90% 100%

41. Copyright ©1999 Ian H. Giddy Financing Growth Companies 41 The Ratings Table If Interest Coverage Ratio isEstimated Bond Rating > 8.50AAA 6.50 - 8.50AA 5.50 - 6.50A+ 4.25 - 5.50A 3.00 - 4.25A– 2.50 - 3.00BBB 2.00 - 2.50BB 1.75 - 2.00B+ 1.50 - 1.75B 1.25 - 1.50B – 0.80 - 1.25CCC 0.65 - 0.80CC 0.20 - 0.65C < 0.20D

42. Copyright ©1999 Ian H. Giddy Financing Growth Companies 42 Case Study: SAP

43. Copyright ©1999 Ian H. Giddy Financing Growth Companies 43 Case Study: SAP

44. Copyright ©1999 Ian H. Giddy Financing Growth Companies 44 A Framework for Getting to the Optimal Is the actual debt ratio greater than or lesser than the optimal debt ratio? Actual > Optimal Overlevered Actual < Optimal Underlevered Is the firm under bankruptcy threat?Is the firm a takeover target? YesNo Reduce Debt quickly 1. Equity for Debt swap 2. Sell Assets; use cash to pay off debt 3. Renegotiate with lenders Does the firm have good projects? ROE > Cost of Equity ROC > Cost of Capital Yes Take good projects with new equity or with retained earnings. No 1. Pay off debt with retained earnings. 2. Reduce or eliminate dividends. 3. Issue new equity and pay off debt. Yes No Does the firm have good projects? ROE > Cost of Equity ROC > Cost of Capital Yes Take good projects with debt. No Do your stockholders like dividends? Yes Pay Dividends No Buy back stock Increase leverage quickly 1. Debt/Equity swaps 2. Borrow money& buy shares.

45. Copyright ©1999 Ian H. Giddy Financing Growth Companies 45 What Kind of Debt? Some Considerations l Fixed/floating:  How certain are the cash flows? Are operating profits linked to interest rates or inflation? l Currency:  Consider currency of the assets: currency of denomination vs. currency of location vs. currency of determination. l Maturity or availability:  Are the assets short term or long term? Should the firm assume ease of refinancing, or buy an option on access to financing?

46. Copyright ©1999 Ian H. Giddy Financing Growth Companies 46 Designing Debt DurationCurrencyEffect of Inflation Uncertainty about Future Growth Patterns Cyclicality & Other Effects Define Debt Characteristics Duration/ Maturity Currency Mix Fixed vs. Floating Rate * More floating rate - if CF move with inflation - with greater uncertainty on future Straight versus Convertible - Convertible if cash flows low now but high exp. growth Special Features on Debt - Options to make cash flows on debt match cash flows on assets Start with the Cash Flows on Assets/ Projects Overlay tax preferences Deductibility of cash flows for tax purposes Differences in tax rates across different locales Consider ratings agency & analyst concerns Analyst Concerns - Effect on EPS - Value relative to comparables Ratings Agency - Effect on Ratios - Ratios relative to comparables Regulatory Concerns - Measures used Factor in agency conflicts between stock and bond holders Observability of Cash Flows by Lenders - Less observable cash flows lead to more conflicts Type of Assets financed - Tangible and liquid assets create less agency problems Existing Debt covenants - Restrictions on Financing Consider Information Asymmetries Uncertainty about Future Cashflows - When there is more uncertainty, it may be better to use short term debt Credibility & Quality of the Firm - Firms with credibility problems will issue more short term debt If agency problems are substantial, consider issuing convertible bonds Can securities be designed that can make these different entities happy? If tax advantages are large enough, you might override results of previous step Zero Coupons Operating Leases MIPs Surplus Notes Convertibiles Puttable Bonds Rating Sensitive Notes LYONs Commodity Bonds Catastrophe Notes Design debt to have cash flows that match up to cash flows on the assets financed

47. Copyright ©1999 Ian H. Giddy Financing Growth Companies 47 Conclusion: Back to First Principles l Invest in projects that yield a return greater than the minimum acceptable hurdle rate.  The hurdle rate should be higher for riskier projects and reflect the financing mix used - owners’ funds (equity) or borrowed money (debt)  Returns on projects should be measured based on cash flows generated and the timing of these cash flows; they should also consider both positive and negative side effects of these projects. l Choose a financing mix that minimizes the hurdle rate and matches the assets being financed. l If there are not enough investments that earn the hurdle rate, return the cash to stockholders.  The form of returns - dividends and stock buybacks - will depend upon the stockholders’ characteristics. l Manage financial risks with debt and derivatives

49. n www.stern.nyu.edu

50. www.giddy.org

52. Copyright ©1999 Ian H. Giddy Financing Growth Companies 52 www.giddy.org Ian Giddy NYU Stern School of Business Tel 212-998-0332; 917-930-0291 Fax 212-995-4233; 630-604-7413 ian.giddy@nyu.edu http://www.giddy.org