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Fundamentals of Corporate Finance

Stephen A. Ross; Randolph W. Westerfield; Bradford D. Jordan

Chapter 4

LONG-TERM FINANCIAL PLANNING AND GROWTH - all with Video Answers

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Chapter Questions

01:14

Problem 1

Why do you think most longterm financial planning begins with sales forecasts? Put differently, why are future sales the key input?

Ameer Said
Ameer Said
Numerade Educator

Problem 2

In the chapter, we used Rosengarten Corporation to demonstrate how to calculate EFN. The ROE for Rosengarten is about 7.3 percent, and the plowback ratio is about 67 percent. If you calculate the sustainable growth rate for Rosengarten, you will find it is only 5.14 percent. In our calculation for EFN, we used a growth rate of 25 percent. Is this possible?

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Problem 3

Testaburger, Inc., uses no external financing and maintains a positive retention ratio. When sales grow by 15 percent, the firm has a negative projected EFN. What does this tell you about the firm's internal growth rate? How about the sustainable growth rate? At this same level of sales growth, what will happen to the projected EFN if the retention ratio is increased? What if the retention ratio is decreased? What happens to the projected EFN if the firm pays out all of its earnings in the form of dividends?

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Problem 4

Broslofski Co. maintains a positive retention ratio and keeps its debtequity ratio constant every year. When sales grow by 20 percent, the firm has a negative projected EFN. What does this tell you about the firm's sustainable growth rate? Do you know, with certainty, if the internal growth rate is greater than or less than 20 percent? Why? What happens to the projected EFN if the retention ratio is increased? What if the retention ratio is decreased? What if the retention ratio is zero?
Use the following information to answer the next six questions: A small Page 116 business called The Grandmother Calendar Company began selling personalized photo calendar kits. The kits were a hit, and sales soon sharply exceeded forecasts. The rush of orders created a huge backlog, so the company leased more space and expanded capacity; but it still could not keep up with demand. Equipment failed from overuse and quality suffered. Working capital was drained to expand production, and, at the same time, payments from customers were often delayed until the product was shipped. Unable to deliver on orders, the company became so strapped for cash that employee paychecks began to bounce. Finally, out of cash, the company ceased operations entirely three years later.

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01:41

Problem 5

Do you think the company would have suffered the same fate if its product had been less popular? Why or why not?
6

AG
Ankit Gupta
Numerade Educator

Problem 6

The Grandmother Calendar Company clearly had a cash flow problem. In the context of the cash flow analysis we developed in Chapter 2, what was the impact of customers not paying until orders were shipped?

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Problem 7

The firm actually priced its product to be about 20 percent less than that of competitors, even though the Grandmother calendar was more detailed. In retrospect, was this a wise choice?

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00:53

Problem 8

If the firm was so successful at selling, why wouldn't a bank or some other lender step in and provide it with the cash it needed to continue?

Daniel Cisneros
Daniel Cisneros
Numerade Educator

Problem 9

Which was the biggest culprit here: too many orders, too little cash, or too little production capacity?

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Problem 10

What are some of the actions that a small company like The Grandmother Calendar Company can take if it finds itself in a situation in which growth in sales outstrips production capacity and available financial resources? What other options (besides expansion of capacity) are available to a company when orders exceed capacity?

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