1. Chapter McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Working Capital and the Financing Decision 6

2. 6-2 Chapter Outline Working capital management. Current asset management. Asset financing. Long-term versus short-term financing. Risk and profitability vis-à-vis asset financing.

3. 6-3 Working Capital Management The financing and management of the current assets of a firm. –Crucial to achieving long-term objectives of the firm or its failure. –Requires immediate action.

4. 6-4 The Nature of Asset Growth Effective current assets management requires matching of the forecasted sales and production schedules. Differences in actual sales and forecasted sales can result in: –Unexpected buildups. –Reduction in inventory, affecting receivables and cash flow. Firm’s current assets could be: –Self-liquidating. –‘Permanent’ current assets.

5. 6-5 Controlling Assets – Matching Sales and Production Fixed assets grow slowly with: –Increase in productive capacity. –Replacement of old equipment. Current assets fluctuate in the short run, depending on: –Level of production versus the level of sales. When production is higher than sales the inventory rises. When sales are higher than production, inventory declines and receivables increase.

6. 6-6 Controlling Assets – Matching Sales and Production (cont’d) Cash budgeting process –Level production method Smooth production schedules Use of manpower and equipment efficiently to lower cost –Match sales and production as closely as possible in the short run. Allows current assets to increase or decrease with the level of sales. Eliminates the large seasonal bulges or sharp reductions in current assets.

7. 6-7 Temporary Assets under Level Production – An Example Yawakuzi Motorcycle Company –Sales fluctuations: High sales demand during early spring and summer; sales drop during October through March. –Decision: Apply level production method - 12- month sales forecast is issued. –Result: Level production and seasonal sales combine to produce fluctuating inventory.

8. 6-8 Yawakuzi Sales Forecast (in units)

9. 6-9 Yawakuzi’s Production Schedule and Inventory

10. 6-10 Sales Forecasts, Cash Receipts, and Payments, and Cash Budget

11. 6-11 Sales Forecasts, Cash Receipts, and Payments, and Cash Budget (cont’d) Table 6-3 is created to examine the buildup in accounts receivable and cash. –Sales forecast: Based on assumptions taken earlier (table 6-1). –Cash receipts: 50% cash collected during the month of sale and 50% pertains to the prior month. –Cash budget: a comparison of cash receipt and payment schedules to determine cash flow.

12. 6-12 Total Current Assets, First Year ($millions)

13. 6-13 Cash Budget and Assets for II Year With No Growth in Sales ($millions) Graphic presentation of the current asset cycle.

14. 6-14 Patterns of Financing Selection of external sources to fund financial assets is an important decision. The appropriate financing pattern: –Matching of asset buildup and length of financing pattern.

15. 6-15 Matching Long-Term and Short- Term Needs

16. 6-16 Long-Term Financing Firms can be assured of having adequate capital at all times: –Use long-term capital to cover part of the short- term needs. –Long-term capital can be used to finance: Fixed assets. Permanent current assets. Part of the temporary current assets.

17. 6-17 Short- Term Financing Small businesses do not have total access to long-term financing. –They rely on short-term bank and trade credit. –Advantage: interest rates are lower. –Short-term finances are used finance: Temporary current assets. Part of the permanent working capital needs.

18. 6-18 The Financing Decision Corporations usually have multiple financial alternatives to reduce their costs of funds. –Achieved through the use of a combination of financing methods. –Aim to strike a balance between short-term versus long-term considerations against: The composition of the firm’s assets The willingness to accept risk. –Influenced by the term structure of interest rates.

19. 6-19 Alternative Financing Plans A Decision Process: Comparing alternative financing plans for working capital.

20. 6-20 Impact of Financing Plans on Earnings

21. 6-21 Varying Condition and its Impact Tight money periods –Capital is scarce making short-term financing difficult to find or may ensue very high rates. –Inadequate financing may mean loss of sales or financial embarrassment. Expected value –Represents the sum of the expected outcomes under both conditions.

22. 6-22 Expected Returns under Different Economic Conditions

23. 6-23 Expected Returns for High Risk Firms

24. 6-24 Toward an Optimal Policy A firm should: –Attempt to relate asset liquidity to financing patterns, and vice versa. –Decide how it wishes to combine asset liquidity and financing needs. Risk-oriented firm - short-term borrowings and low degree of liquidity. Conservative firm - long-term financing and high degree of liquidity.

25. 6-25 Asset Liquidity and Financing Assets

26. 6-26 Toward an Optimal Policy Company needs must be met by structuring: –Working capital position –The associated risk-return trade-off The ultimate concern: –Maximize the overall valuation of the firm. –Use astute analysis of risk-return options.

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