Financial Planning and Forecasting. Forecast Sales Project the Assets Needed to Support Sales Project Internally Generated Funds Project Outside Funds.

Slides:



Advertisements
Similar presentations
Ch. 2 - Understanding Financial Statements, Taxes, and Cash Flows, Prentice Hall, Inc.
Advertisements

Cash Flow Statement. Why Cash Flow Statement? Shareholder value is now widely accepted as an appropriate standard for performance in US business. The.
CHAPTER 17 Financial Planning and Forecasting
FI3300 Corporation Finance Spring Semester 2010 Dr. Isabel Tkatch Assistant Professor of Finance 1.
CHAPTER 11 Financial Planning and Forecasting Financial Statements
Financial Planning and Forecasting Financial Statements
$424$ Financial Planning and Control Financial Planning
Lecture No. 5 Financial Forecasting
Review Ch. 4 and Ch. 12. Chapter 4 Outline 1.What is financial planning 2.Financial planning models 3.The percentage of sales approach 4.External financing.
T4.1 Chapter Outline Chapter 4 Long-Term Financial Planning and Growth Chapter Organization 4.1What is Financial Planning? 4.2Financial Planning Models:
Irwin/McGraw-Hill © The McGraw-Hill Companies, Inc T4.2 Financial Planning Model Ingredients Sales Forecast  Drives the model Pro Forma Statements.
Chapter 4 Long-Term Financial Planning and Corporate Growth
PERENCANAAN DAN PERAMALAN KEUANGAN Pertemuan 25
FINANCIAL PLANNING AND FORECASTING FINANCIAL STATEMENTS
DES Chapter 6 1 Projecting Consistent Financial Statements.
Forecasting Financial Statements. Part I: Financing Needs
Ch. 4: Financial Forecasting, Planning, and Budgeting
Pro Forma Financial Statements. Projected or future financial statements. Pro forma income statements, balance sheets, and the resulting cash flow statements.
Long-Term Financial Planning and Growth
1 Allied Food Products: Actual 2005 and projected 2006 Income Statements ($ Millions) Actual Forecast 2006 Forecast 2005 Basis 1st Pass Feedback 4th Pass.
Financial Planning and Forecasting Financial Statements
FINANCIAL PLANNING: SHORT TERM AND LONG TERM 1 ENTREPRENEURIAL FINANCE.
© 2009 Cengage Learning/South-Western Financial Statement and Cash Flow Analysis Chapter 2.
Lecture 5 - Financial Planning and Forecasting
Financial Planning and Forecasting Pro Forma Financial Statements
4-1 FINANCIAL PLANNING AND CONTROL Sales forecasts Projected financial statements – Additional Funds Needed –Also called External Funds Needed (EFN) Financial.
CHAPTER 17 Financial Planning and Forecasting
Financial Planning. How to get the “estimated” statements: The proforma financial statements Three important uses: –(1) Forecast the amount of external.
Financial Planning and Control zFinancial Planning zSales forecasts  AFN formula method.
Problem Info for 2013 Sales increase by 10% Share outstanding 100K Dividend payout maintain= 2012 (108000/180000=60%) Operating cost/ sales reduce.
FINANCIAL PLANNING: SHORT TERM AND LONG TERM 1 ENTREPRENEURIAL FINANCE.
1 CHAPTER 12 Financial Planning and Forecasting Financial Statements.
Financial Forecasting. Forecasting and Pro Forma Analysis Timing of financial needs Amount of financial needs Flow of funds Check the covenants.
Slide 1 Financial Forecasting, Planning, and Budgeting Financial Forecasting: 1. Project sales revenues and expenses 2. Estimate current assets and fixed.
1 Forecasting for Financial Planning. 2 Learning Objectives  The importance of forecasting to business success.  The financial forecasting process.
MVA and EVA ► Market Value Added (MVA) = Market value of common equity – book value of common equity  2006 Best Buy MVA = $21.34 billion  2006 Circuit.
Essentials of Managerial Finance by S. Besley & E. Brigham Slide 1 of 19 Chapter 12 Financial Planning and Control.
4 - 1 CHAPTER 4 Financial Planning and Forecasting Forecasting sales Projecting the assets needed to support sales Projecting internally generated funds.
1 Financial Planning and Forecasting: Cash Flows and Financial Statement Analysis Corporate Finance Dr. A. DeMaskey.
Chapter 4 Financial Planning and Forecasting Additional Funds Needed (AFN) Operating and Financial Breakeven Operating and Financial Leverage.
One More Example: Micro Drive Co. This is a book example. Refer to Ch 14 Tool Kit.xls 1.
17-1 Forecasting sales Projecting the assets and internally generated funds Projecting outside funds needed Deciding how to raise funds.
Financial Forecasting and Short-term Financing. Forecasting and Pro Forma Analysis Timing of financial needs Amount of financial needs Flow of funds Check.
17-1 CHAPTER 17 Financial Planning and Forecasting Forecasting sales Projecting the assets and internally generated funds Projecting outside funds needed.
CHAPTER 4 Long-Term Financial Planning and Growth.
Financial Forecasting and Short-term Financing
Financial Planning & Forecasting Pro Forma Financial Statements.
CHAPTER 17 Financial Planning and Forecasting. Outline AFN: Additional funds needed Income statement: from sales to net income – Sales – COGS and Gross.
Long-Term Financial Planning Long-term financial planning refers to the systematic formulation of the way to achieving a corporation’s long-term financial.
4 - 1 Copyright © 2001 by Harcourt, Inc.All rights reserved. CHAPTER 4 Financial Planning and Forecasting Forecasting sales Projecting the assets needed.
© 2013 Cengage Learning. All Rights Reserved. May not be scanned, copied, or duplicated, or posted to a publicly accessible website, in whole or in part.
Lecture Four Financial Forecasting Latest Financial Statements Sales Forecast Cost Accounting Forecasts Financial Market Data Preliminary Projections:
Financial Planning and Forecasting What is a forecast? – A forecast is a prediction about a situation at some future point in time. – Financing related.
Financial Planning, Forecasting, and Cash Budgets 15 CHAPTER Financial Planning Process Long-Term Strategic Goals Short-Term Operating Plans Sales Forecast.
Chapter McGraw-Hill/Irwin Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. 4 Long-Term Financial Planning and Growth.
CHAPTER 4 Financial Planning and Forecasting
Financial Planning and Control
Financial Planning and Forecasting Financial Statements
FINANCIAL PLANNING: LONG-TERM AND SHORT-TERM
CHAPTER 17 Financial Planning and Forecasting
Long-Term Financial Planning and Growth
Long-Term Financial Planning and Growth
Forecasting Financial Requirements
A firm which does not pay dividends can be valued by discounting all its FREE CASH FLOWS by its WACC Free Cash Flows = the cash flows actually available.
Long-Term Financial Planning and Growth
CHAPTER 15 Financial Planning and Forecasting
Projecting Consistent Financial Statements
Financial Planning and Forecasting Financial Statements
Projecting Consistent Financial Statements
Projecting Consistent Financial Statements
Presentation transcript:

Financial Planning and Forecasting

Forecast Sales Project the Assets Needed to Support Sales Project Internally Generated Funds Project Outside Funds Needed Decide How to Raise Funds See Effects of Plan on Ratios

2006 Sales 10,000, Total Assets 8,000,000 Want to project 2007 financial statements based on a 30% increase in sales. Projected 2007 Sales 10,000,000(1.30) = $13,000,000

Known as percentage of sales approach. Zippy is operating at full capacity in Each type of asset grows proportionally with sales. Accounts payable and accruals grow proportionally with sales profit margin (15%) and payout (30%) will be maintained. Sales are expected to increase by $3 million. (% S = 30%)

Projected 2007 Assets 10,400 Projected 2007 Liab&Eq 9,815 Additional Financing Needed 585 Assume Zippy will raise 40% of additional financing needed through Notes Payable and the rest (60%) through Long-term Debt. Addition to Notes Payable 234 Addition to Long-term Debt351

AFN= (A*/S) S - (L*/S) S - M(S 1 ) (RR) RR = retention ratio = 1 – dividend payout AFN= ($8,000 / $10,000) ($3,000) - ($1,500 / $10,000) ($3,000) ($13,000) (1- 0.3) = $585.

2006 Current1.67 Quick1.04 DSO73.00 InvTurn6.67 debt/assets50.0% FAT2.50 TAT1.25 ROA18.8% ROE37.5% Proj2007 Current1.69 Quick1.05 DSO73.00 InvTurn6.67 debt/assets48.4% FAT2.50 TAT1.25 ROA18.8% ROE36.3%

Sales growth: higher growth leads to more AFN Capital Intensity Ratio (A/S): higher A/S leads to more AFN Spontaneous liabilities to sales ratio (L/S): higher ratio means more internal financing and less AFN Profit Margin (M): higher profit margin means higher net income and less AFN Retention Ratio: higher ratio means more retained earnings and less AFN

Assume Zippys net fixed assets were operating at 80% capacity and current assets at 100% capacity in How would Zippys additional financing needed change? Need to know what level of sales Zippys existing net fixed assets can support or produce = Full Capacity Sales

Full Capacity Sales (FCS) = Current Sales/% of Capacity Zippys 2006 Sales = 10,000 80% Capacity Full Capacity Sales = 10,000/0.8 = 12,500 Target FA Ratio = 2006 FA/ FCS 4000/12,500 = 0.32 = 32% Proj FA = 0.32(proj sales) = 0.32(13,000) = 4,160

New AFN is -455 This means Zippy can reduce debt to make the projected balance sheet balance or just add the surplus financing to the cash account.

We have assumed a constant profit margin which means interest expense is assumed to increase proportionally with sales. A companys financing decision may cause the actual interest expense to be higher or lower than this projection. If the additional financing decision causes interest expense to be higher, then even more financing will be needed.

Instead of assuming individual assets will remain a constant percentage of sales, a company can modify their forecast by: using regression analysis to project individual asset accounts. using target financial ratios to project individual asset accounts.

Zippys 2006 DSO is 73 days, they plan to improve their collection policy and lower their DSO to 60 days in What is their projected 2007 receivables (projected sales 13,000,000) and reduction in AFN vs. their current DSO? DSO = Receivables/(sales/365) Receivables = DSOx(sales/365)

New Receivables projection = 60 x (13,000,000/365) = 2,136,986 Our original projection = 73 x (13,000,000/365) = 2,600,000 Reduction in projected receivables = 2,600,000 – 2,136,986 = 463, ,014 is also the reduction in AFN.

1 Unless stated otherwise, all expenses are assumed to increase proportionally with sales, yielding the same profit margin At full capacity, all assets increase proportionally with sales Only accounts payable and accrued taxes and wages(accruals) increase proportionally with sales Forecasted Retained Earnings are added to the previous years b/s acct.

2 With financial statement forecast, AFN = projected total assets - projected liab&eq Proj. spontaneous assets and liabilities = last years ratio of each account to sales times forecasted sales AFN is plug amount that makes the balance sheet balance With AFN equation, AFN = projected change in assets - proj. change in liabilities - projected new retained earnings

3 If fixed assets are operating at less than 100% capacity, determine full capacity sales Full capacity sales = old sales/ % of capacity If projected sales < full capacity sales, no increase in fixed assets is needed If projected sales > full capacity sales, then proj. FA = old FA/Full capacity sales times projected sales