Disha NEET Physics Guide for classes 11 and 12.pdf
RMA-SOCL: Industry & Management Evaluation (Dev Strischek)
1. May 2013 Florida RMA Lending School 1
INDUSTRY AND
MANAGEMENT
EVALUATION
Dev Strischek
SVP & senior credit policy officer
404-230-5242
Dev.strischek@suntrust.com
SunTrust Bank, Atlanta
2. May 2013 Florida RMA Lending School 2
Introduction to Industry and
Management Evaluation
Purpose
• Show you how its industry impacts your
borrower’s ability to repay
• Show you how its management impacts your
borrower’s ability to repay
• Show you how to evaluate management’s
ability to operate successfully within its
industry
3. May 2013 Florida RMA Lending School 3
Content of Session
Industry evaluation
• I-Industry structure
• II-Competitive position
• III-Company’s resources and capabilities
Management evaluation
• I-Managerial strengths and weaknesses
• II-Key factors in management evaluation
• III-Management red flags
4. May 2013 Florida RMA Lending School 4
Content of Session
Industry Evaluation
• I. Industry structure
• II. Competitive position
• III. Company’s resources and capabilities
Management Evaluation
• I. Managerial strengths and weaknesses
• II. Key factors in management evaluation
• III. Management red flags
5. May 2013 Florida RMA Lending School 5
Industry Evaluation
Borrower’s objective—increase its value
Bank’s goal—prudent profitability
Industry analysis
• Is there room for your borrower?
• Does your borrower have what it takes to
compete successfully?
• Can your borrower repay your loan?
6. May 2013 Florida RMA Lending School 6
ROE (PAT/NW) vs.. ROA?
Points to ponder
• Borrowers want high ROE to maximize shareholder value, but replacing
equity with cheaper debt generates bigger return and more risk for
creditors
• Growing the firm is usually the road to success, but how easy is it to grow
in the borrower’s industry?
• Growth requires funding from lenders and/or investors, but is the
borrower’s industry attractive to funds providers?
• Borrow cheaply or attract more investors
• Covenants and conditions vs. dilution and less control
• Pay interest or pay dividends
• “Manage income” or reduce taxes
• Will management be able to achieve desired ROE within its industry and
repay your loan?
7. May 2013 Florida RMA Lending School 7
ROE > ROA (EBIT/TA)?
EBIT/TA
• Good measure of how profitably a company has
managed its resources:
• Earnings before interest and taxes/total assets=EBIT/TA
• Sometimes referred to as return on assets (ROA)
• EBIT is the pre-tax pool of funds available to pay both
interest to debt holders and dividends to stock holders
• Comparing companies’ EBIT/TA eliminates potential
distortions among firms caused by differences in
financing sources and by differences in sales size:
• Debt/equity mix
• Revenue size
8. May 2013 Florida RMA Lending School 8
ROE > ROA?
So how do we reconcile these two points of
view?
• PAT/NW (ROE)= EBIT/TA (ROA)?
• Borrower’s goal vs.. funds provider’s goals?
What factors connect these two measures?
Answer:
• PAT/NW = (TA/NW)(PBT/EBIT)(PAT/PBT) EBIT/TA
9. May 2013 Florida RMA Lending School 9
ROE > ROA?
PAT/NW = (LF)(IF)(TF) EBIT/TA
Definitions:
• LF = leverage factor = TA/NW = 1 + (TL/NW)
• IF = interest factor = PBT/EBIT = 1 – [1/(EBIT)/I)]
• TF = tax factor = PAT/PBT = 1- (T/PBT)
Let’s see how the math works . . .
10. May 2013 Florida RMA Lending School 10
ROE-ROA Dilemma
How to bridge the gap between ROE and ROA?
• LFdebt/equity balance
• How easy is it to borrow or raise equity for this management in this
industry?
• IFinterest/dividend balance
• Which is more advantageous for this management in this industry, to
pay interest or pay dividends?
• TFtax-deductible/non tax-deductible balance
• What are the tax laws applicable to this company in this industry?
See Appendix A for more details on the math . . .
You haven’t seen the last of these factors because they help
shape both the industry environment and the industry
members . . .
So how does management satisfy both lenders and investors
in repaying debt and paying dividends?
11. May 2013 Florida RMA Lending School 11
Repayment Ability
Good credit decision is based on
• Prudent profitability—balance of reward & risk
• Logical conclusion—sound decision
Systematic decision-making
• Purpose
• Repayment ability
• structure
12. May 2013 Florida RMA Lending School 12
Triple Trinities
Purpose
• Logical
• Ethical
• Policy-compliant
Repayment Ability
• Cash flow
• Collateral
• Guarantees
Structure
• Repay in full
• Repay on time
• Repay as agreed
13. May 2013 Florida RMA Lending School 13
Impact of Industry and Management
on Repayment Sources
Management’s job is to figure out how to be successful—repay
creditors and satisfy shareholders--within the industry it operates
Lenders want their borrowers to be successful enough to repay their
loans, and so they look to the traditional sources of repayment:
Repayment Sources: Industry Management
Cash flow
Collateral
Guarantees
14. May 2013 Florida RMA Lending School 14
Industry and management do impact
repayment sources
Repayment
Sources
Industry Management
Cash Flow Demand potential
Sales growth
Profit margins
Marketing strategy
Credit strategy
Operating strategy
Collateral Goods or services
Trade credit terms
Value stability
Inventory a/o
Receivables
Purchasing
Warehousing
Guarantees Access to capital
Scale
Leverage
Public vs.. private
Competitive strategy
Risk appetite
15. May 2013 Florida RMA Lending School 15
Credit Decision—Inside or
Outside the Box?
Lenders expect borrowers to be positively
“inside the box” . . .
Repayment Source Positive Negative
Cash flow Sufficient Insufficient
Collateral Secured Unsecured
Guarantees Full Non-
recourse
16. May 2013 Florida RMA Lending School 16
What it takes for all 3 sources to be
positively “inside the box”
Repayment
Sources
Inside the box Outside the box
Cash Flow Sufficient
CF > (P+i)
Insufficient
Collateral Secured
Coll > (P+i)
Unsecured
Guarantees Guaranteed
Guar > (P+i)
Unguaranteed
(non-recourse)
17. May 2013 Florida RMA Lending School 17
So let’s build the box--cash Flow
Positive Cash
Flow (+)
Negative Cash
Flow (-)
18. May 2013 Florida RMA Lending School 18
Building the box--cash flow and
collateral
Positive Cash
Flow (+)
Negative Cash
Flow (-)
Unsecured (-) Secured (+)
19. May 2013 Florida RMA Lending School 19
Building the box--cash flow, collateral,
and guarantees
Positive Cash
Flow (+)
Negative Cash
Flow (-)
Unsecured (-) Secured (+)
Guaranteed (+)
Non-recourse (-)
20. May 2013 Florida RMA Lending School 20
An axis to grind . . .
Which box is better?
Cash
Flow
(+)
Cash
Flow
(-)
Secured
(+)
Unsecured (-)
Guaranteed
(+)
Unguaranteed
(-)
21. May 2013 Florida RMA Lending School 21
An axis to grind . . .
Other options?
Cash
Flow
(+)
Cash
Flow
(-)
Secured
(+)
Unsecured (-)
Guaranteed
(+)
Unguaranteed
(-)
24. May 2013 Florida RMA Lending School 24
Borrowers do move from box to
box . . .
The single biggest reason?
Cash flow . . .
• Over the life of the firm, cash flow changes . . .
• As the firm grows up and matures, its cash
flow changes, too . . .
25. May 2013 Florida RMA Lending School 25
Cash flows vary over a firm’s life
cycle . . .
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So does the firm’s financial
condition and performance . . .
27. May 2013 Florida RMA Lending School 27
Fast growth—negative cash flows
and stressed financial ratios . . .
A B
C D
E F
G H
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Stability comes at a price
When a firm’s actual growth rates syncs
with its sustainable growth rate, the firm
is able to cover all its needs internally:
• Interest
• Principal
• Rents and leases
• Working capital investment
• Maintenance CAPEX
• Dividends or draws
29. May 2013 Florida RMA Lending School 29
Quick Summary of Differences between Fast
Growth and Mature Firms
Fast growth
• Very negative CFO
• Very negative investing CF
• Very positive financing CF
• High profitability goal
• Low liquidity
• High leverage
• Low solvency
Mature firm
• Positive CFO
• Min neg investing CF
• Negative financing CF
• Stable profitability
• Liquid
• Capitalized
• Solvent
30. May 2013 Florida RMA Lending School 30
Maturity comes at a price
But its ROE tends to fall and so the firm
is less attractive to investors until it starts
to grow again . . .
By definition, a mature firm doesn’t need
to borrow, so the firm is less attractive to
lenders
So what’s a lender to do?
31. May 2013 Florida RMA Lending School 31
Good News--Firms and
Industries Go through Cycles
Your borrower does not exist in a
vacuum
Your borrower’s industry is an economic
environment in which the firm must learn
to survive, grow, and prosper over many
business cycles . . .
32. Hawaii’s whaling industry cycle
Started 1820, ended 1880
• Near extinction of right whales forces American whalers to shift from Atlantic to Pacific
Ocean’s larger whales—slow grays, huge blues, baleen humpbacks, valuable sperms
• 1820--Whalers arrive in Hawaii—R&R, labor supply, fresh water and food
Expansion
• 1830’s—Hawaii evolves into transshipment center, whalers offload oil, resupply, fewer
long trips back to New England improves economic life of ships
• 1840’s—industry peaks
Decline and End
• 1849—Gold Rush
• 1850—oil discovered in Pennsylvania
• 1861-5—Civil War
• Whaling ships sunk to blockade Savannah & Charleston harbors
• Confederate navy targets, captures, and sinks Yankee whaling ships
• Island economy shifts to sugar to take advantage of war shortages of sugar
on West Coast
• 1875—Arctic freeze
• 1880—second Arctic freeze
May 2013 Florida RMA Lending School 32
33. May 2013 Florida RMA Lending School 33
Content of Session
Industry evaluation
• I-Industry structure
• II-Competitive position
• III-Company’s resources and capabilities
Management evaluation
• Managerial strengths and weaknesses
• Key factors in management evaluation
• Management red flags
34. May 2013 Florida RMA Lending School 34
I. Industry Analysis
Purpose
• Show how the industry shapes its member
firms and influences their relative success
• Identify the industry factors that drive your
borrower’s ability to compete successfully
35. May 2013 Florida RMA Lending School 35
Key Factors in Industry Analysis
1. Industry structure
• Where can firm be successful?
1. Competitive position
• How can firm be successful?
1. Company resources and capabilities
• What does firm have & need to be successful?
36. May 2013 Florida RMA Lending School 36
Industry structural analysis
Where can firm be successful?
• Which markets?
• Which segments?
• Which business?
Analytical steps
• Industry strengths and weaknesses
• Industry life cycle
• Value chain
• Industry trends and future outlook
• Industry’s overall attractiveness
37. Some Measures of Industry
Financial Structure
Industry Sector Manufacturer Wholesaler Retailer Service Remarks
NFA/TA (%) High Low Scale economies
Labor/Rev (%) Low High High Capital/labor mix
GP Margin (%) Low High Demand elasticity
Inventory TO (x) Fast Slow Fast Carrying costs capacity
Receivables TO (x) Slow Fast Nil nil Channel control
AP TO (x) Slow Fast Channel control
Debt/Worth (x) Low High high Credit risk volatility
Legend:
NFA = Net Fixed Assets
TA = Total Assets
Rev = Revenue
GP = Gross Profit
AP = Accounts Payable
TO = Turnover
May 2013 Florida RMA Lending School 37
38. Structural Differences among 4 Firms
Financial Ratios RMA Industry Averages Notes
A B C D
Operating Performance
Revenue/Total Assets (%) 1.4 3.9 4.1 3.2
Revenue/Net Fixed Assets (%) 3.0 21.7 31.7 8.3
Gross Profit/Revenues (%) 36.7 25.1 23.3 58.2
Profit before taxes/Revenues (%) 2.6 2.6 2.0 3.1
Profit before taxes/Net Worth (%) 18.1 29.8 19.5 40.1
Profit before taxes/Total Assets (%) 4.8 7.4 5.2 6.6
Liquidity
Net Working Capital/Revenue (x) 46.2 32.3 18.5 (93.3)
Days Receivables 17 5 0 0
Days Inventory 41 22 54 16
Days Payables 29 12 22 14
Current Assets/Current Liabilities (x) 1.2 1.4 1.7 .8
Net Fixed Assets/Total Assets (x) 52.8 23.3 18.2 48.5
Leverage
Debt/Worth (x) 2.3 2.1 2.9 3.5
Long-Term Debt/Total Assets 37.8 26.4 28.6 52.3
Net Worth/Total Assets 37.0 41.4 30.6 6.7
Solvency
Earnings before interest and taxes/interest (x) 1.9 3.5 3.0 2.0
May 2013 Florida RMA Lending School 38
39. Structural Differences among 4 Firms-Which is a manufacturer,
wholesaler, retailer, service provider?
Financial Ratios RMA Industry Averages Notes
A B C D
Operating Performance
Revenue/Total Assets (%) 1.4 3.9 4.1 3.2
Revenue/Net Fixed Assets (%) 3.0 21.7 31.7 8.3
Gross Profit/Revenues (%) 36.7 25.1 23.3 58.2
Profit before taxes/Revenues (%) 2.6 2.6 2.0 3.1
Profit before taxes/Net Worth (%) 18.1 29.8 19.5 40.1
Profit before taxes/Total Assets (%) 4.8 7.4 5.2 6.6
Liquidity
Net Working Capital/Revenue (x) 46.2 32.3 18.5 (93.3)
Days Receivables 17 5 0 0
Days Inventory 41 22 54 16
Days Payables 29 12 22 14
Current Assets/Current Liabilities (x) 1.2 1.4 1.7 .8
Net Fixed Assets/Total Assets (x) 52.8 23.3 18.2 48.5
Leverage
Debt/Worth (x) 2.3 2.1 2.9 3.5
Long-Term Debt/Total Assets 37.8 26.4 28.6 52.3
Net Worth/Total Assets 37.0 41.4 30.6 6.7
Solvency
Earnings before interest and taxes/interest (x) 1.9 3.5 3.0 2.0
May 2013 Florida RMA Lending School 39
40. Structural Differences among 4 firms-- Where is the most opportunity
to build shareholder value—as a manufacturer, wholesaler, retailer,
or service provider?
Financial Ratios RMA Industry Averages Notes
A B C D
Operating Performance
Revenue/Total Assets (%) 1.4 3.9 4.1 3.2
Revenue/Net Fixed Assets (%) 3.0 21.7 31.7 8.3
Gross Profit/Revenues (%) 36.7 25.1 23.3 58.2
Profit before taxes/Revenues (%) 2.6 2.6 2.0 3.1
Profit before taxes/Net Worth (%) 18.1 29.8 19.5 40.1
Profit before taxes/Total Assets (%) 4.8 7.4 5.2 6.6
Liquidity
Net Working Capital/Revenue (x) 46.2 32.3 18.5 (93.3)
Days Receivables 17 5 0 0
Days Inventory 41 22 54 16
Days Payables 29 12 22 14
Current Assets/Current Liabilities (x) 1.2 1.4 1.7 .8
Net Fixed Assets/Total Assets (x) 52.8 23.3 18.2 48.5
Leverage
Debt/Worth (x) 2.3 2.1 2.9 3.5
Long-Term Debt/Total Assets 37.8 26.4 28.6 52.3
Net Worth/Total Assets 37.0 41.4 30.6 6.7
Solvency
Earnings before interest and taxes/interest (x) 1.9 3.5 3.0 2.0
May 2013 Florida RMA Lending School 40
41. May 2013 Florida RMA Lending School 41
6 Shareholder Value Drivers
Sales growth rate actual vs.. sustainable
Operating profit margin cost leadership vs.. differentiation
Tax Rate deferral vs.. expensing
Working capital investment goods vs.. service
Fixed asset investment capital intensity vs.. labor intensity
Weighted cost of capital risk vs..reward
42. May 2013 Florida RMA Lending School 42
Content of Session
Industry evaluation
• I-Industry structure
• II-Competitive position
• III-Company’s resources and capabilities
Management evaluation
• Managerial strengths and weaknesses
• Key factors in management evaluation
• Management red flags
43. May 2013 Florida RMA Lending School 43
II. Firm’s Competitive Position
Firm’s success depends on its strategy to
compete with other firms within the industry
structure
One way to assess competitive position is
Porter’s Five Forces
• Threat of new entrants
• Threat of substitutes
• Bargaining power of suppliers
• Bargaining power of buyers
• Competitive rivalry
44. May 2013 Florida RMA Lending School 44
Porter’s Five Forces
How the forces drive competition
Competitive
rivalry buyers
substitutes
ease of entry
suppliers
45. May 2013 Florida RMA Lending School 45
Details of Porter’s 5 Forces
Threat of Entry
• economies of scale
• product differentiation
• capital requirements
• switching costs to buyers
• access to distribution channels
• other cost advantages
• governmental policies
• incumbent defense of market share
• industry growth rate
Supplier Power
• supplier concentration
• availability of substitute inputs
• importance of supplier’s input to buyers
• suppliers’ product differentiation
• importance of industry to suppliers
• buyer’s switching costs to other input
• suppliers’ threat of forward integration
• buyers’ threat of backward integration
Substitutes
• relative price of substitute
• relative quality of substitute
• switching costs to buyers
Buyer Power
• number of buyers relative to sellers
• product differentiation
• switching costs of use other product
• buyers’ profit margins
• buyers’ use of multiple sources
• buyers’ threat of backward integration
• sellers’ threat of forward integration
• importance of product to buyer
• buyers’ volume
Competitive Rivalry
• number of competitors (concentration)
• relative size of competitors (balance)
• industry growth rate
• fixed costs vs.. variable costs
• product differentiation
• capacity augmented in large increments
• buyers’ switching costs
• diversity of competitors
• exit barriers
• strategic stakes
46. May 2013 Florida RMA Lending School 46
Porter’s Five Forces: Example
Beer producer (brewery)
Competitive
rivalry buyers
substitutes
ease of entry
suppliers
48. May 2013 Florida RMA Lending School 48
Competitive position
Value decision—low cost provider or
quality leader?
• Good value vs. high quality?
• Mass market vs. upscale market?
• Local market vs. national market?
Demand and supply
• Elasticity
• Price
• Revenue and profits
49. May 2013 Florida RMA Lending School 49
Competitive position—product
value
Cost and Quality Options
high cost
low quality
high cost
high quality
low cost
low quality
low cost
high quality
C
O
S
T
QUALITY
50. May 2013 Florida RMA Lending School 50
Competitive position—product
diversity
Product and market options
Broad product line
Local market
Broad product line
National market
Narrow product line
Local market
Narrow product line
National market
P
R
O
D
U
C
T
L
I
N
E
MARKET BREADTH
51. May 2013 Florida RMA Lending School 51
Maintain Competitive Position
by Competitive Advantage
Through product differentiation
• Higher prices
• Unique
• dependable
• Higher value
• quality
• scarcity
• Higher profits
• Limited market
• National market
52. May 2013 Florida RMA Lending School 52
Competitive position &
competitive advantage
Product Market and Value Options
Broad scope
Low cost
Broad scope
Higher value
Narrow scope
Low cost
Narrow scope
Higher value
P
R
D
C
T
M
K
T
S
C
O
P
E
PRDCT VALUE DIFFFERENTIATION
53. May 2013 Florida RMA Lending School 53
Competitive position &
competitive advantage
Beer producer?
Broad scope
Low cost
Broad scope
Higher value
Narrow scope
Low cost
Narrow scope
Higher value
P
R
D
C
T
M
K
T
S
C
O
P
E
PRDCT VALUE DIFFFERENTIATION
54. May 2013 Florida RMA Lending School 54
Value Propositions
High Quality (+)
Good Value (-)
Mass Market (-) Upscale Market (+)
Local Market (+)
National Market (-)
55. May 2013 Florida RMA Lending School 55
Value Proposition Options
1 cube = 8 options Options High Quality-
Good Value
National-
Local Mkt
Mass Mkt-
Upscale
1 (Palm Beach
Apparel Shoppe)
HQ (+) Local (+) Upscale (+)
2 + + -
3 + - -
4 (WalMart) Good Value (-) National (-) Mass Mkt (-)
5 - + -
6 - + +
7 - - +
8 + - +
1
4
56. May 2013 Florida RMA Lending School 56
Content of Session
Industry evaluation
• I-Industry structure
• II-Competitive position
• III-Company’s resources and capabilities
Management evaluation
• Managerial strengths and weaknesses
• Key factors in management evaluation
• Management red flags
57. May 2013 Florida RMA Lending School 57
III. Resources and capabilities
Value chain analysis
• Value created by interplay of
• Support activities
• Firm infrastructure
• Human resources
• technology
• Input management (procurement)
• Primary activities
• Inbound logistics
• Operations
• Outbound logistics
• Marketing and sales
• service
58. May 2013 Florida RMA Lending School 58
Value Chain Analysis
Interplay of Support and Primary Activities
SUPPORT
ACTIVITIES
PRIMARY ACTIVITIES
INBOUND
LOGISTICS
OPERATIONS OUTBOUND
LOGISTICS
MARKETING
& SALES
SERVICE
Firm
Infrastructure
Human
Resources
Technology
procurement
59. May 2013 Florida RMA Lending School 59
Value Chain Analysis
Support activities
SUPPORT
ACTIVITIES
PRIMARY ACTIVITIES
INBOUND
LOGISTICS
OPERATIONS OUTBOUND
LOGISTICS
MARKETING
& SALES
SERVICE
Firm
Infrastructure
Human
Resources
Technology
procurement
60. May 2013 Florida RMA Lending School 60
Support: Firm Infrastructure
Depth and experience of management
• Does management have background to direct
successful purchasing, finance,
manufacturing, sales, and distribution
functions?
Systems
• Are systems sufficient and adequate to
provide timely information and responsive
decisions?
61. May 2013 Florida RMA Lending School 61
Support: Human Resources
Labor intensity
• Capital/Labor ratio
Unionization
• Industry’s degree of unionization
• Union shop or closed shop?
• Susceptibility to strikes, shutdowns, other actions?
Skill levels
• How reliant is industry on employees with specialized knowledge,
training or skills?
• How difficult is it to hire and retain these individuals?
Environment
• How attractive are facilities to employees?
• How attractive is location-geography to employees?
62. May 2013 Florida RMA Lending School 62
Support: Technology
Plant and equipment
• Current capacity
• Current production and productivity rates
• Production—16 tons of coal a day
• Productivity—16 tons per miner each day
Technological Change
• Industry’s innovation rate—agriculture vs. coal mining
• Likelihood of new products or processes
• Cell phone’s impact on CB radios & land line phones
• Iphone’s impact on cell phone industry
• Ipod’s impact on music industry
• Ipad’s impact on computer industry
63. May 2013 Florida RMA Lending School 63
Support: Procurement
Materials and other inputs
• Commodity or scarcity?
• Stability of value—perishable, storable?
Logistics
• Impact of time and distance on quality of inputs
• Transportation alternatives
• Geographic constraints
• Storage capacity
64. May 2013 Florida RMA Lending School 64
Value Chain Analysis
Primary Activities
SUPPORT
ACTIVITIES
PRIMARY ACTIVITIES
INBOUND
LOGISTICS
OPERATIONS OUTBOUND
LOGISTICS
MARKETING
& SALES
SERVICE
Firm
Infrastructure
Human
Resources
Technology
procurement
65. May 2013 Florida RMA Lending School 65
Primary Activities
Inbound logistics
• Getting it here
Operations
• Getting it made
Outbound logistics
• Getting it to the client
Marketing & sales
• Getting the most sold at the best price
Service
• Getting the client to come back for more
66. Value Chain Analysis
Primary activities’ impact on value drivers
Value Drivers Linkage to Primary Activities
1. Sales Growth
Rate (G)
Inbound
logistics
operations Outbound
logistics
Marketing &
sales
service
2. Operating
Profit Margin (P)
Materials,
warehousing,
freight-in
admn
Processing,
assembly,
testing,
packaging
Materials,
warehousing,
freight-out
admn
Sales force,
advertising,
promotion,
admn
Installation,
training,
maintenance,
returns
3. Wkg Cptl
Investment (W)
Raw materials W-I-P inventory,
accts payable
Finished goods,
accts payable
Accounts
receivable
Parts inventory,
service fees
4. Fxd Asst
Investment (F)
Warehouses,
transportation
fleet, equipment
Production
facilities
Warehouses,
transportation
fleet, equipment
Distribution
facilities, sales
force offices
Service
facilities,
transportation
fleet, service
equipment
May 2013 Florida RMA Lending School 66
67. May 2013 Florida RMA Lending School 67
Value Chain Analysis
What combination of sales growth rate, operating profit margin, working
capital investment, fixed asset investment, a/o cost of capital will
increase cash flow and shareholder value?
SUPPORT
ACTIVITIES
PRIMARY ACTIVITIES
INBOUND
LOGISTICS
OPERATIONS OUTBOUND
LOGISTICS
MARKETING
& SALES
SERVICE
Firm
Infrastructure
Human
Resources
Technology
procurement
68. May 2013 Florida RMA Lending School 68
Value Chain Analysis: Example
Beer Producer
SUPPORT
ACTIVITIES
PRIMARY ACTIVITIES
INBOUND
LOGISTICS
OPERATIONS OUTBOUND
LOGISTICS
MARKETING
& SALES
SERVICE
Firm
Infrastructure
Human
Resources
Technology
procurement
69. May 2013 Florida RMA Lending School 69
Sales growth strategy options
for management
Sales growth rate
• Existing capacity vs. future requirements
• Warehouse, storage, processing facilities
• Transportation and distribution
• Capital assets
• Technologically up to date to support sales?
• Obsolescence rate impact on liquidation value?
• What’s needed to give products and services their
marketing edge?
70. May 2013 Florida RMA Lending School 70
Value Chain Analysis
Expansion consequences for Beer Producer?
SUPPORT
ACTIVITIES
PRIMARY ACTIVITIES
INBOUND
LOGISTICS
OPERATIONS OUTBOUND
LOGISTICS
MARKETING
& SALES
SERVICE
Firm
Infrastructure
Human
Resources
Technology
procurement
71. Likely Cash flow impact of regional vs.
national distribution strategies
Cash Flow Impact
Analysis
Strategy Value Driver
Assumptions
Value Created
($MM)
Probability
of Success
Regional •Concentrate on existing
western US markets
•Maintain quality on existing
products
•Stop new product
development
•Maintain 7% sales growth
•Maintain 9% operating
margin
•Maintain $60MM CAPEX
•Maintain 15% WC
investment
•Base: $273
•Best: $436
•Worst: $218
?
National •Expand sales & distribution
nationwide
•Increase ad & promo expense
•Expand brewing capacity
•Loosen credit for new
distributors
•12-14% sales growth
•8% operating margin
initially, but 10-11% later
•$90MM CAPEX
•20-25% WC investment
•Base: $336
•Best: $516
•Worst: $118
?
“If at first you don’t succeed, try, try again. Then quit. No use being a damn fool about it.” W. C. Fields
May 2013 Florida RMA Lending School 71
72. May 2013 Florida RMA Lending School 72
The rest of the story . . . .
Geographic expansion east of the Mississippi
Elitist cache diminishes as product tries to
broaden appeal to mass market
Initial market share gain shrinks
No significant increase in shareholder value
So what can a firm do to increase shareholder
value in highly competitive industry?
73. May 2013 Florida RMA Lending School 73
Shareholder Value= Company Value =??
A company’s value =
Present value (PV) of operating cash flow
+ PV of residual value
+ Non operating assets
= Corporate value
-Market value of debt & other obligations
= Shareholder value
74. May 2013 Florida RMA Lending School 74
Discounted Cash Flow (DCF)
DCF Framework
in action
PV of
Operating
Cash flow
Forecast Period
2003 2004 2005 2005 2007
Residual Period
2008 . . . . . . . . . . . . . . .
PV of
Residual
Value
Non-
operating
assets
+
+
=
Corporate
Value -
Mkt Value of
Debt & other
obligations
= Shareholder
Value
75. May 2013 Florida RMA Lending School 75
DCF’s shareholder value drivers
Value Drivers Description Formula
Sales growth rate (G) Sales growth rate for forecast period [future sales/last historical sales] - 1
Operating profit margin
(P)
Pre-tax operating profit as % of sales P = (sales – operating expenses)/sales
Cash tax rate (T) Cash taxes that would have been
paid if the firm had no debt as % of
operating profits
T = cash taxes/operating profit where cash taxes =
book taxes –non-oper taxes + interest tax shield –
increase in deferred tax liability
Incremental Fixed
Capital Investment (F)
Addition to fixed assets over & above
maintenance CAPEX, as % of
change in sales
F = [total CAPEX – maintenance CAPEX]/change
in sales
Incremental Working
Capital
Investment (W)
Addition to WC as % of change in
sales
W = change in working capital/change in sales
Cost of capital (K) Weighted average return that a
company’s debt and equity holders
require given the levels of risk in their
respective investments
K = [cost of equity X (equity/(equity+debt))] + [cost
of debt X (1 – T) (debt/(equity/equity+debt))]
Where T = cash tax rate
76. May 2013 Florida RMA Lending School 76
Impact of Industry on Value
Drivers
Averages and norms tend to define
ranges of acceptable performance and
operating limits
So look at Industry norms for
• Sales growth rate
• Capital expenditures
• Profit margins
• Working capital . . .
78. 13.8% WC/Sales=>$33.99
May 2013 Florida RMA Lending School 78
Year 2007 2008 2009 2010 2011 2012
Sales 1648.0 1895.2 2179.5 2506.4 2882.4 3314.7
Operating Costs 1635.6 1880,9 2163.0 2487.5 2860.6
Operating Profit 259.6 298.6 343.4 394.9 454.1
Taxes 106.5 122.4 140.8 161.9 186.2
NOPAT 153.2 176.2 202.6 233.0 267.9
F 61.8 71.1 81.7 94.0 108.1
W 34.1 39.2 45.1 51.9 59.7
Cash Flow (CF) 57.3 65.9 75.7 87.1 100.2
Discount Factor for K at 10% 0.9091 0.8264 0.7513 0.6830 0.6209
PV of CF 52.1 54.4 56.9 59.5 62.2
Cum PV of CR 52.1 106.5 163.4 222.9 285.1
Residual Value 1531.9 1761.7 2025.9 2329.8 2679.3
PV of perpetuity 1392.6 1455.9 1522.1 1591.3 1663.6
Mkt Securities 10.0 10.0 10.0 10.0 10.0
Corp Value 1463.2 1454.7 1572.4 1695.5 1824.2 1958.7
Mkt Vale of Debt 1007.0 1007.0 1007.0 1007.0 1007.0
Shhldr Value 447.7 565.4 688.5 817.2 951.7
Share Price 15.99 20.19 24.59 29.19 33.99
79. May 2013 Florida RMA Lending School 79
Consequences of overinvestment in
WC investment
Too much working capital investment
can reduce shareholder value . . .
Shareholder
Comparison
Cum NW
Investment
Cum Value
PV of Cash
Flow
Shareholder
Value
Share Price
10% NWC $1,666 $331.9 $998.5 $35.66
13.8% NWC $2,300 $285.1 $951.7 $33.99
Consequences of
38% more NWC
$634 or 38%
more spent
on WC
$46.8 or
14.1% less
cash flow
$46.8 or 4.7%
less SV
$1.67 or 4.7%
less share price
80. May 2013 Florida RMA Lending School 80
Changes in working capital assets and liabilities
cause changes in cash flow. . .
Working capital needs also vary over a borrower’s life cycle
• Cash absorbing to support growth
• Cash neutral at sustainable growth
• Cash generating in declining sales periods
Cash not consumed in working capital can be used for other
purposes
• Pay creditors
• Reward owners
• Pay dividends
• Build shareholder value
81. May 2013 Florida RMA Lending School 81
Some internal WC measures
some other WC measures of growth:
• Actual sales growth rate (AGR)
• FY’06/FY’07=> $1,113 to $1,648=>up $535 & 48%
• Sustainable growth rate (SGR)
• Ideally, AGR < SGR
• SGR= (P/S)[(1-(D/P)][1+(L/E)]
(A/S) - (P/S)[(1-(D/P)][1+(L/E)]
• P/S = PAT/ Sales = 3.23% and 3.82% for FY’00 and FY’01, respectively
• D/P = dividends/PAT = 27.8% and 15.9%
• L/E = debt/worth = 1.58 and 3.00
• A/S = total assets/sales = .93 and 1.08
• Green’s SGR was -33.3% for FY’06 and -7.7% for FY’07
• Green’s growth outstripping its ability to grow itself
• Strategy options?
• NWC growth rate
• FY’06/FY’07=>$103 to $177=>up $74 & 72%
• changes in NWC/changes in sales
• $74/$535 = 13.8%
82. May 2013 Florida RMA Lending School 82
Industry Measures of Working
Capital Appropriateness
Some industry measures of working capital (WC) appropriateness
Green Financial Data RMA Industry**
WC item Measure FY”06 FY’07 2006 2007
cash csh/total assets % 6.1 6.5 7.7 5.8
Accts receivable AR/TA % 18.5 15.4 14.7 15.0
Inventory Inv/TA % 24.0 27.6 28.6 28.1
Current assets Tot CA/TA % 50.6 50.8 54.8 52.4
Accts payable AP/TA % 9.0 9.5 11.0 10.3
Notes payable NP/TA % 14.4 13.3 11.4 11.3
AR turnover days receivable 37 29 26 25
Inventory turnover days inventory 68 76 90 92
Payables turnover days payable 23 25 26 23
WC sales efficiency sales/NWC 15.1 14.3 11.7 9.7
_____________
*“The Impact of Working Capital Investment on the Value of a Company,” The RMA Journal, April 2003, pp.48-55
**Risk Management Association, Annual Statement Studies, One Liberty Place, Suite 2300, Philadelphia PA 19103-7398, 800-
677-7621
83. May 2013 Florida RMA Lending School 83
Industry influences on WC ratios
Common working capital ratios
• Cash
• Cash turnover = sales/cash
• Days cash = 365/(sales/cash)
• Receivables
• Receivables turnover = sales/receivables
• Days receivable = 365/(sales/receivables)
• Inventory
• Inventory turnover = Cost of Goods Sold (COGS)/inventory
• Days inventory = 365/(COGS/inventory)
• Payables
• Payables turnover = COGS/accounts payable
• Days payable = 365/(COGS/accounts payable)
• Working capital
• Sales/net working capital
• Net working capital/sales
84. May 2013 Florida RMA Lending School 84
Working capital asset conversion cycle
How long does it take for cash to cycle through a business?
Example SLOGO FUEGO
Days cash 10 15
Days receivable 60 30
Days inventory 90 60
Sub-total 160 105
Days payable -40 -30
Asset Conversion cycle 120 75
Faster cycling allows lower level of WC to support sales
85. May 2013 Florida RMA Lending School 85
Working capital asset conversion cycle
If faster cycling allows lower level of WC to support sales, what strategies would
accelerate cycling for
• Cash
• Zero-balance account
• Overdraft financing
• Other?
• Receivables
• Cash only
• Accept credit cards
• Raise cash discounts for early payment and/or increase time period for early payment
• Other?
• Inventory
• Reduce breadth and/or depth of inventory
• Consignment inventory
• Floor samples/catalog sales
• Other?
• Payables
• Lean on trade
• Other?
Are strategy options viable for industry?
86. May 2013 Florida RMA Lending School 86
Industry influences on WC
Cash
• Cash-and-carry sales
• COD trade terms or limited credit terms
• Labor/capital assets ratio and payroll frequency
Receivables
• Cash or credit card sales—restaurants, stores
• credit terms as competitive tool—no payments for 6 months
Inventory
• Volatility of values—commodities
• Perishability—fresh food vs.. canned goods
Payables
• Demand for creditor-seller’s goods and services
• Industry trade terms
87. May 2013 Florida RMA Lending School 87
A note on sales terms
Terms do vary from industry to industry
• 1.5%/10, net 60 canned goods
• 2/10, net 60 stationery
• 5/10, net 4 months jewelry
Why?
88. May 2013 Florida RMA Lending School 88
Working capital differences among
different lines of business
Working
capital
component
Beer brewery Beer wholesaler Package Store Tavern
Cash
Receivables
Inventory
Payables
89. May 2013 Florida RMA Lending School 89
Working capital strategy options
for management
Working capital options
• Match competitors in inventory breadth and
depth—impact on inventory turnover?
• Match competitors in customer-friendly credit
terms—impact on receivables turnover?
• Match competitors in favorable terms from
suppliers—bulk purchases, consignment
inventory?
90. May 2013 Florida RMA Lending School 90
Industry consequences and
management decisions . . .
A firm’s ability to survive, grow, and
prosper depends on its management’s
ability to make the right decisions at the
right time
Now we should learn how to assess
management’s ability to do the right thing
. . .
91. May 2013 Florida RMA Lending School 91
Content of Session
Industry Evaluation
• I. Industry structure
• II. Competitive position
• III. Company’s resources and capabilities
Management Evaluation
• I. Managerial strengths and weaknesses
• II. Key factors in management evaluation
• III. Management red flags
92. May 2013 Florida RMA Lending School 92
I. Management Evaluation
Can management make the firm successful—repay the
creditors and reward the owners?
Generally, success is enhanced by a combination of factors:
1. Performance
2. Experience
3. Education & training
4. Skills
5. Organization
6. Compensation
7. Board of directors
8. Management depth and succession
93. May 2013 Florida RMA Lending School 93
1. Performance
Successes
• Revenues or profits?
Failures
• What was learned?
• Were mistakes repeated?
Competence
• Ability to repay
Character
• Willingness to repay
94. May 2013 Florida RMA Lending School 94
2. Experience
Relevance
• Industry
• Job
Currency
• Recent?
• Skills up to date?
95. May 2013 Florida RMA Lending School 95
3. Education & Training
Relevance
• Formal
• Informal
Currency
• Recent?
• Knowledge up to date?
97. May 2013 Florida RMA Lending School 97
5. Organization
Functional
• Production
• Marketing
• Financial
Geographic
• Local
• Regional
• national
Line of business
• Product
• service
98. May 2013 Florida RMA Lending School 98
6. compensation
Tied to performance?
• Of sales
• Of profits
• Other?
Form of compensation
• In-kind
• Stock
• Cash
• other
99. May 2013 Florida RMA Lending School 99
7. Board of directors
Knowledge
Skills
Experience
Control
• Internal
• external
100. May 2013 Florida RMA Lending School 100
8. Management Depth & Succession
Depth
• Cross-training
• Rotation
• Assistant managers?
Succession
• Formal plan?
• Buy-out plan
• Will
• Trust
• Key person insurance?
• Disability
• life
101. May 2013 Florida RMA Lending School 101
Content of Session
Industry evaluation
• I-Industry structure
• II-Competitive position
• III-Company’s resources and capabilities
Management evaluation
• I-Managerial strengths and weaknesses
• II-Key factors in management evaluation
• III-Management red flags
102. May 2013 Florida RMA Lending School 102
II. Management evaluation
Analyzing key managers:
KEY FACTORS
(FUNCTIONAL MGR’S
NAME)
TECHNICAL
( )
PRODUCTION
( )
MARKETING
( )
FINANCIAL
( )
EXECUTIVE
( )
PERFORMANCE
EXPERIENCE
EDUCATION
SKILLS
COMPENSATION
103. May 2013 Florida RMA Lending School 103
Management Analytical Summary
Typical Management Summary
Position Title/
Responsibilities
Name Age Education and
Experience
Ownership
#shares/%
Compensation Outside Affiliation,
Remarks
Pres
VP-production
VP-marketing
VP-finance
Treas
Sec’y
Director
Director
Totals # /100% $
104. May 2013 Florida RMA Lending School 104
Management Overview
Summary: Rocking Chair Rollers, Inc.
Position Title/
Responsibilities
Name Age Education and
Experience
Ownership
#shares/%
Compensation
($MM)
Outside Affiliation,
Remarks
Pres Mick Jagger 68 London School/
50 yrs rock band
250/25% 1,000 Knight of England
VP-production Keith Richards 68 School of Hard
Knocks/50 yrs
250/25% 1,000 AA
VP-marketing Charlie Watts 75 Drum School/50 yrs
rock band
100/10% 500 AARP
VP-finance Jack Wyman 77 Art School/50 yrs
Rock band
100/10% 500 Stage Design Ltd
Treas-Secy Ron Wood 66 Oxford/40 yrs rock
band
100/10% 500 Maggie May School for
Retired Rockers
Director Jack Nietsche 70 London School/ 50 yrs
producer
100/10% 400 BMI Productions
Director Mick Taylor 60 UCLA/40 yrs rock
bands
100/10% 200 Surfing Safaris
Totals 1000 /100% $4,100
105. May 2013 Florida RMA Lending School 105
Content of Session
Industry evaluation
• I-Industry structure
• II-Competitive position
• III-Company’s resources and capabilities
Management evaluation
• I-Managerial strengths and weaknesses
• II-Key factors in management evaluation
• III-Management red flags
106. May 2013 Florida RMA Lending School 106
III. What raises management
red flags--7 D’s of Desperation?
1. Disability
2. Disease
3. Death
4. Divorce
5. Debts
6. Drugs
7. Denial
107. III. Typical Management Red Flags
May 2013 Florida RMA Lending School 107
Flag Able to do right? Willing to do right?
1. Highly domineering senior management
2. Highly pressured business conditions
3. High turnover in financial positions
4. Premature announcements/retractions of profits
5. Deterioration in quality of earnings
6. Slowdown in delivery of interim financial statements
7. Unusual fluctuations in financial statement components
8. Unexpected year-end transactions
9. Frequent changes in auditors & lawyers
10. Uncorrected internal control weaknesses
11. Related party transactions
12. Compensation out of line with performance
13. Widely dispersed business locations
14. Complex corporate structure
15. Diminishing communication—unreturned phone calls,
unanswered e-mails, returned mail
16. Declining civility—uncooperative, rude, argumentative, impolite
108. Character Red
Flag—willing to repay?
An affirmative answer to one or more of these questions raises a red flag warning of
questionable character:
1. Has any of the principals ever walked away from a loan or refused to pay a creditor?
2. Is the firm or its principals delinquent in payment of its taxes, fees, licenses, etc?
3. Have any of the principals or the firm ever been involved in deceptive, misleading, or fraudulent practices?
4. Do the firm and its principals fail to pay their creditors according to terms?
5. Do any of the firm’s principals lack the skills, training, and experience necessary to perform their functional
responsibilities?
6. Have any of the firm’s principals misrepresented their background, experience, skills, training, or education?
7. Are the principals or the firm unwilling or unable to provide financial information?
8. Are the principals unwilling to offer personal guarantees, provide collateral, or accept any conditions or
covenants?
9. Does the firm fail to meet its projections and/or meet its budget?
10. Do the firm’s facilities appear poorly maintained, look unsafe, or feel uncomfortable?
11. Does the firm’s management and major stockholders or its partners disagree about the firm’s goals and
objectives?
12. Are the principals unwilling or unable to provide references from colleagues, competitors, suppliers, lenders,
customers, lawyers, accountants, etc.?
May 2013 Florida RMA Lending School 108
109. May 2013 Florida RMA Lending School 109
Management Assessment—Desirable and
Undesirable Attributes
Evaluation Point Desirable Attributes/Strengths (+) Undesirable Attributes/Weaknesses (-)
1. Organization Organization is grouped around some basic factor—geography, product,
process; sense of integration, teamwork
Organization lacks coherence; sense of disorder, chaos, anarchy
2. Board of directors Independent outside directors w/professional expertise not in firm Internal board dependent on principals, no impartial, objective
advisors
3. Principals broad ownership base with written plan for transfer of ownership and
management succession
Control vested in one individual; no succession plan or transfer of
ownership in place
4. Managers All positions are filled; no one person wears more than one hat Numerous vacancies; multiple responsibilities concentrated in one
or two people
5. Education &
training
Education & training relevant to responsibilities and tasks; management
keeps up with industry innovations
Little or no formal education or training; frequent references to
“street smarts” and “school of hard knocks;” no indication of
attention to industry changes
6. Experience Experience relevant to company; steady progression up the organizational
ladder; years at firm and in industry indicating commitment to both firm and
its line of business
Job hopping; extremely rapid advancement with little depth of
experience; previous jobs have little relevance to current position
7. Management
planning
Written annual plan & budget; 5-year strategic plan; regular management
team meetings
No written plan, conflicting “hidden agendas,” inability to forecast
or adjust plans for changes in marketplace
8. Management
organizing
Organization chart, divisions, departments, units; job descriptions, job
content
Informal organizations, job assignments change frequently; no
chain of command
9. Management
staffing
Low turnover, much cross-training; educational reimbursement programs,
human resources function, promotion from within
High turnover and absenteeism; no training “troops hired to hit the
beaches running;” relies on outside to management positions
10. Management
directing
Regular, frequent communication between management and workforce;
declines met, promises kept, “get-it-done” attitude
Deadlines missed, promises forgotten, messages unanswered;
crisis atmosphere, “putting out fires”
11. Management
controlling
Routine actual-budget comparisons; actions taken with deadlines for
completion; financials provided to bank promptly along with explanations
Always behind target with no explanation; budget disregarded;
cost overruns and unexpected expenses common
110. May 2013 Florida RMA Lending School 110
Fraud?
As we compete harder for customers, we are being asked to respond
faster
As we look for more customers, we have to look for more new clients
Quick turnarounds on new clients takes longer
When we aim to please, we tend to miss the fine points
• Background checks, verifications, etc.
By the time you detect a fraud, it’s usually too late
Are fraudulent borrowers likely to give you correct information?
Best defense against fraud is
• Getting to know your customer
• References from customers, suppliers, creditors
• Payment history in credit agency reports
• Financials, including tax returns
• Staying in touch with your customer
• Visiting premises
• Face-to-face encounters
111. May 2013 Florida RMA Lending School 111
Fraud—unwilling to pay?
Basic fallacy in information data bases
• Civil stuff available—liens, judgments, etc
• Criminal records less accessible and reliable
• Access to public criminal records varies from state
to state
• Non-public criminal records are available only to
approved law enforcement agencies
• Besides, what crook is going to use the name
under which he was convicted again?
So how do we look for crooks?
112. Fraud Prevention and
Character Protection
Fraud Control CIP ($M) CNIP ($M) % reduced
1. Hotline 100 245 59%
2. Employee support program 100 244 59
3. Surprise audit 97 200 52
4. Fraud training for employees 100 200 50
5. Fraud training for management 100 200 50
6. Job rotation/mandatory vacation 100 188 47
7. Code of conduct 140 262 47
8. Anti-fraud policy 120 200 40
9. Management review 120 200 40
10. External audit 140 215 35
11. Internal audit 145 209 31
12. Independent audit committee 140 200 30
13. Management certification of financial statements 150 200 25
14. External audit of financial statements 150 200 25
15. Rewards for whistle blowers 119 156 23
Source: Association of Certified Fraud Examiners Legend: CIP=control in place; CNIP=control not in place
May 2013 Florida RMA Lending School 112
113. Example of Borrower Action
Plan for Fraud Prevention
Borrower Action Plan*
1. start at the top with executive management
2. Educate employees
3. Change corporate culture fast
4. Conduct surprise audits
5. Check employee backgrounds
6. Prepare data breach plan
7. Ensure board of directors is involved in risk management and
results reviews
*Remember--Audits don’t work by themselves—you need
management review, job rotation, hotlines, surprise
audits, etc.
May 2013 Florida RMA Lending School 113
114. May 2013 Florida RMA Lending School 114
Summary
The industry does shape the firm
In order to increase its value, a firm must evaluate the
industry structure, its own competitive position, and its
resources and capabilities
Basic drivers of shareholder value
• Sales growth
• Profit margins
• Working capital investment
• Fixed asset investment
• Tax rate
• Cost of capital
115. May 2013 Florida RMA Lending School 115
Summary (continued)
Purpose of industry evaluation is to determine the
firm’s potential for value creation within its industry
Purpose of management evaluation is to assess the
ability of the firm’s management to increase
shareholder value within its industry
Key factors:
• 1. Performance 5. Organization
• 2. Experience 6. Compensation
• 3. Education 7. Board of Directors
• 4. Skills 8. Management Depth & Succession
116. May 2013 Florida RMA Lending School 116
Summary (continued)
Ultimately, management’s job is to figure
out how to maximize its value drivers
within the constraints of its industry in
order to increase shareholder value
Your job is to figure out if management
has the ability and the willingness to be
successful within its industry and repay
you for your financial support!
117. May 2013 Florida RMA Lending School 117
Related publications
by Dev Strischek
“Airing out Revenue Projections: Letting the Wind Out of Sales Projections,” RMA Journal, Nov
2010, pp. 40-5.
.“Assessing Creditworthiness: Importance of Evaluating Company Management,” Journal of
Commercial Bank Lending, March 1990, pp. 4-17.
Coming to Terms with Financial Covenants,” The RMA Journal, June 2007, pp. 69-73.
“EBITDA: It Doesn’t Spell Cash Flow,” RMA Journal, November 2001, pp. 30-40.
“Five C’s of Credit, RMA Journal, May 2009, pp. 34-37.
“Character and Fraud: Prevention and Protection, RMA Journal, Nov 2011,pp. 32-5.
“The Impact of Working Capital Investment on the Value of a Company,” The RMA Journal, April
2003, pp.48-55
“Industry Analysis: Keys to Similarities of Different Lines of Business,” Journal of Credit Risk
Management, June 1997
“Ins and Outs of Lending inside the Box, The RMA Journal, Feb 2010, pp. 38-46.
“Numb and Number: Bankers and Accountants, The RMA Journal, Sep 2002, pp.72-75.
“Return of the Leveraged Debtor: ROE vs.. ROA,” Journal of Commercial Bank Lending, May 1987
“Set Your Sights on Your Next Site Visit,” The RMA Journal, April 2011, pp. 20-23.
“Underwriting Loans: Do Basic Considerations Change for Specialized Industries?” Journal of
Commercial Bank Lending, March 1989, p. 4-14.
118. APPENDICES
App A: ROE –ROA
App B: Glossary
May 2013 Florida RMA Lending School 118
119. May 2013 Florida RMA Lending School 119
App A-1: Borrower’s Goal
Maximize return on equity (ROE=profit after
taxes/net worth= PAT/NW) to increase
shareholder value (NW/#shares)
Shareholder value drivers
• Sales growth rate
• Profit margin
• Tax rate
• NWC (net working capital) needed to support sales
• CAPEX (capital expenditures) needed to support sales
• COC (Cost of Capital)—borrowed and invested $$
120. May 2013 Florida RMA Lending School 120
App A-2: ROE > Cost of Capital?
Points to ponder
• Borrowers want high ROE
• Growing the firm is usually the road to success, but how
easy is it to grow in the borrower’s industry?
• Growth requires funding from lenders and/or investors, but is
the borrower’s industry attractive to funds providers?
• Borrow cheaply or attract more investors
• Covenants and conditions vs. dilution and less control
• Pay interest or pay dividends
• “Manage income” or reduce taxes
• Will management be able to achieve desired ROE within its
industry and repay your loan?
121. May 2013 Florida RMA Lending School 121
App A-3: ROE > Cost of Capital?
EBIT/TA
• Good measure of how profitably a company has
managed its resources:
• Earnings before interest and taxes/total assets=EBIT/TA
• Sometimes referred to as return on assets (ROA)
• EBIT is the pre-tax pool of funds available to pay both
interest to debt holders and dividends to stock holders
• Comparing companies’ EBIT/TA eliminates potential
distortions among firms caused by differences in
financing sources and by differences in sales size:
• Debt/equity mix
• Revenue size
122. May 2013 Florida RMA Lending School 122
App A-4: ROE > Cost of Capital?
So how do we reconcile these two points of
view?
• PAT/NW = EBIT/TA?
• Borrower’s goal vs.. funds provider’s goals?
What factors connect these two measures?
Answer:
• PAT/NW = (TA/NW)(PBT/EBIT)(PAT/PBT) EBIT/TA
123. May 2013 Florida RMA Lending School 123
App A-5: ROE > Cost of Capital?
PAT/NW = (LF)(IF)(TF) EBIT/TA
Definitions:
• LF = leverage factor = TA/NW = 1 + (TL/NW)
• IF = interest factor = PBT/EBIT = 1 – [1/(EBIT)/I)]
• TF = tax factor = PAT/PBT = 1- (T/PBT)
Let’s see how the math works . . .
124. May 2013 Florida RMA Lending School 124
App A-6: ROE > Cost of Capital?
PAT/NW = EBIT/TA(LF)(IF)(TF)
PAT/NW = (EBIT/TA)(TA/NW)(PBT/EBIT)(PAT/PBT)
PAT/NW = (EBIT/TA)(1+TL/NW)(1-[1/(EBIT/I)])(1-[T/PBT])
TL NW TA EBIT I PBT T PAT ROA LF IF TF ROE
200 800 1,000 100 10 90 36 54 10.0% 1.25 0.90 0.60 6.75%
500 500 1,000 100 30 70 21 49 10.0% 2.00 0.70 0.70 9.80%
800 200 1,000 100 64 36 9 27 10.0% 5.00 0.36 0.75 13.50%
I rate = 5%, 6%, 8% for 200, 500, 800 in TL, respectively
T rate = 40%, 30%, 25% for 90, 70, 36 in PBT, respectively
125. May 2013 Florida RMA Lending School 125
App A-7: ROE > Cost of Capital?
ROE = PAT/NW
COC (Cost of Capital) = Dividends/NW + I/TL
• Tax adjustments to put dividends and interest on same basis
• Weighted by % of funds provided from debt and equity
ROE > WACC (Weighted Average Cost of Capital)?
TL NW TA EBIT I PBT T PAT ROE Div TAD* I/TL TAD/NW WACC**
200 800 1,000 100 10 90 36 54 6.75% 25 41.7 5% 5.21% 5.17%
500 500 1,000 100 30 70 21 49 9.80% 20 28.6 6% 5.72% 5.86%
800 200 1,000 100 64 36 9 25 13.50% 10 13.3 8% 6.65% 7.73%
*TAD = tax adjusted Dividends; 25/TF= 25/.60 = 41.7; 20/TF = 20/.70 = 28.6; 10/TF = 10/.75 = 13.3
**WACC = weighted average cost of capital = 20% x 5% + 80% x 5.21% = 5.17%
= 50% x 6% + 50% x 5.72% = 5.86%
= 80% x 8% + 20% x 6.65% = 7.73%
126. May 2013 Florida RMA Lending School 126
App A-8: ROE-ROA Dilemma
How to bridge the gap between ROE and ROA?
• LFdebt/equity balance
• How easy is it to borrow or raise equity for this management in this
industry?
• IFinterest/dividend balance
• Which is more advantageous for this management in this industry, to
pay interest or pay dividends?
• TFtax-deductible/non tax-deductible balance
• What are the tax laws applicable to this company in this industry?
You haven’t seen the last of these factors because they help
shape both the industry environment and the industry
members . . .
So how does management satisfy both lenders and investors
in repaying debt and paying dividends?
127. App B: Glossary
AGR=actual growth rate
AR=accounts receivable
CAPEX=capital expenditures
Coll=collateral
D/W =debt/worth=total liabilities/net worth
EBIT=earnings before interest and taxes
EBITDA-earnings before interest, taxes, depreciation and amortization
GUAR=Guarantor, guarantee
INV=inventory
P+i=principal and interest
PAT = profit after taxes
PBT= profit before taxes
Neg=negative
Nt=net
NW= net worth
NWC=net working capital
ROA= return on assets
ROE j= return on equity
SGR=sustainable growth rate
TA=total assets
TL=total liabilities
TNW=tangible net worth
WC=working capital
May 2013 Florida RMA Lending School 127