1. McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved CHAPTER 1 Introduction to Corporate Finance

2. Slide 2 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Key Concepts and Skills  Know the basic types of financial management decisions and the role of the Financial Manager  Know the financial implications of the various forms of business organization  Know the goal of financial management  Understand the conflicts of interest that can arise between owners and managers  Understand the various types of financial markets

3. Slide 3 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Chapter Outline 1.1 What is Corporate Finance? 1.2 The Corporate Firm 1.3 The Goal of Financial Management 1.4 The Agency Problem and Control of the Corporation 1.5 Financial Markets

4. Slide 4 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin 1.1 What is Corporate Finance? Corporate Finance addresses the following three questions: Capital budgeting –What long-term investments or projects should the business take on? Capital structure –How should we pay for our assets? –Should we use debt or equity? Working capital management –How do we manage the day-to-day finances of the firm?

5. Slide 5 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Balance Sheet Model of the Firm Current Assets Fixed Assets 1 Tangible 2 Intangible Total Value of Assets: Shareholders’ Equity Current Liabilities Long-Term Debt Total Firm Value to Investors:

6. Slide 6 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin The Capital Budgeting Decision Current Assets Fixed Assets 1 Tangible 2 Intangible Shareholders’ Equity Current Liabilities Long-Term Debt What long-term investments should the firm choose?

7. Slide 7 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin The Capital Structure Decision How should the firm raise funds for the selected investments? Current Assets Fixed Assets 1 Tangible 2 Intangible Shareholders’ Equity Current Liabilities Long-Term Debt

8. Slide 8 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Short-Term Asset Management How should short-term assets be managed and financed? Net Working Capital Shareholders’ Equity Current Liabilities Long-Term Debt Current Assets Fixed Assets 1 Tangible 2 Intangible

9. Slide 9 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Capital Structure The value of the firm can be thought of as a pie. The goal of the manager is to increase the size of the pie. The Capital Structure decision can be viewed as how best to slice the pie. If how you slice the pie affects the size of the pie, then the capital structure decision matters. 50% Debt 50% Equity 25% Debt 75% Equity 70% Debt 30% Equity

10. Slide 10 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin The Financial Manager The Financial Manager’s primary goal is to increase the value of the firm by: 1. Selecting value creating projects 2. Making smart financing decisions

11. Slide 11 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Hypothetical Organization Chart Chairman of the Board and Chief Executive Officer (CEO) President and Chief Operating Officer (COO) Vice President and Chief Financial Officer (CFO) TreasurerControllerCash Manager Capital Expenditures Credit ManagerFinancial PlanningTax Manager Financial Accounting Cost AccountingData ProcessingBoard of Directors

12. Slide 12 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Cash flow from firm (C) The Firm and the Financial Markets Taxes (D) Government Retained cash flows (F) Invests in assets (B) Dividends and debt payments (E) Current assets Fixed assets Short-term debt Long-term debt Equity shares Ultimately, the firm must be a cash generating activity. The cash flows from the firm must exceed the cash flows from the financial markets. Firm Firm issues securities (A) Financial markets

13. Slide 13 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin 1.2 The Corporate Firm The corporate form of business is the standard method for solving the problems encountered in raising large amounts of cash. However, businesses can take other forms.

14. Slide 14 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Forms of Business Organization The Sole Proprietorship The Partnership –General Partnership –Limited Partnership The Corporation

15. Slide 15 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin A Comparison CorporationPartnership LiquidityShares can be easily exchanged Subject to substantial restrictions Voting RightsUsually each share gets one vote General Partner is in charge; limited partners may have some voting rights TaxationDoublePartners pay taxes on distributions Reinvestment and dividend payout Broad latitudeAll net cash flow is distributed to partners LiabilityLimited liabilityGeneral partners may have unlimited liability; limited partners enjoy limited liability ContinuityPerpetual lifeLimited life

16. Slide 16 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin 1.3 The Goal of Financial Management What is the correct goal? –Maximize profit? –Minimize costs? –Maximize market share? –Maximize shareholder wealth?

17. Slide 17 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin 1.4 The Agency Problem Agency relationship –Principal hires an agent to represent his/her interest –Stockholders (principals) hire managers (agents) to run the company Agency problem –Conflict of interest between principal and agent

18. Slide 18 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Managerial Goals Managerial goals may be different from shareholder goals –Expensive perquisites –Survival –Independence Increased growth and size are not necessarily equivalent to increased shareholder wealth

19. Slide 19 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Managing Managers Managerial compensation –Incentives can be used to align management and stockholder interests –The incentives need to be structured carefully to make sure that they achieve their intended goal Corporate control –The threat of a takeover may result in better management Other stakeholders

20. Slide 20 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin 1.5 Financial Markets Primary Market –Issuance of a security for the first time Secondary Markets –Buying and selling of previously issued securities –Securities may be traded in either a dealer or auction market NYSE NASDAQ

21. Slide 21 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Financial Markets Firms Investors Secondary Market money securities SueBob Stocks and Bonds Money Primary Market

22. Slide 22 Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin Quick Quiz What are the three basic questions Financial Managers must answer? What are the three major forms of business organization? What is the goal of financial management? What are agency problems, and why do they exist within a corporation? What is the difference between a primary market and a secondary market?