Professional Documents
Culture Documents
E13-1.
Breakeven analysis
Answer: The operating breakeven point is the level of sales at which all fixed and variable operating
costs are covered and EBIT is equal to $0.
E13-2.
FC
(P VC)
$12,500
($25
$10)
Answer: Calculate the breakeven point for the current process and the breakeven point for the new
process, and compare the two.
Current breakeven: Q1
$15,000
($6.00
$2.50)
4,286 boxes
New breakeven:
$16,500
($6.50
$2.50)
4,125 boxes
Q2
If Great Fish Taco Corporation makes the investment, it can lower its breakeven point by
161 boxes.
E13-3.
15,000
$20
$12
$30,000
15,000 ($20 $12)
15,000 ($20 $12) $30,000
E13-4.
DFL
$20,000, I
$3,000, PD
0.38) into
$20,000
$20,000 $3,000 [$4,000 (1 (1 0.38)]
$20,000
1.90
$10,548
E13-5.
$120,000
1.33
$90,000
Answer: Calculate EBIT, then NOPAT and the weighted average cost of capital (WACC) for Cobalt
Industries.
EBIT
(150,000
NOPAT
EBIT
$10)
(1
T)
$250,000
$500,000
NOPAT
ra
(150,000
(1
$5)
0.38)
$500,000
$310,000
$310,000
$3,647,059
0.085
Solutions to Problems
FC
( P VC )
$12,350
1,300
($24.95 $15.45)
FC
( P VC )
Firm F:
$45,000
$18.00 $6.75
Firm G:
$30,000
$21.00 $13.50
4,000 units
Firm H:
$90,000
$30.00 $12.00
5,000 units
4,000 units
b. From least risky to most risky: F and G are of equal risk, then H. It is important to recognize
that operating leverage is only one measure of risk.
P13-3. Breakeven pointalgebraic and graphical
LG 1; Intermediate
a.
b.
Q FC (P VC)
Q $473,000 ($129
Q 11,000 units
$86)
$73,500
$13.98 $10.48
21,000 CDs
c.
2,000 figurines
$10,000
4,000
1,500)
9,000
$3,000
$15,000
4,000
1,500)
9,000
$2,000
$72,000
40,000
20,000
$12,000
10,000 Units
12,000 Units
$90,000
50,000
20,000
$20,000
$108,000
60,000
20,000
$ 28,000
c.
Unit Sales
Percentage
Change in
unit sales
Percentage
Change in
EBIT
8,000
(8,000
(12,000
10,000)
10,000
12,000
10,000
20%
20,000) 20,000
40%
(12,000
10,000)
(28,000
20%
20,000) 20,000
0
0
10,000
40%
8,000 units
9,000 Units
10,000 Units
11,000 Units
$571,500
144,000
380,000
$ 47,500
$635,000
160,000
380,000
$ 95,000
$698,500
176,000
380,000
$142,500
0
0
1,000
10,000
b.
Sales
Less: Variable costs
Less: Fixed costs
EBIT
c.
Change in unit sales
% change in sales
Change in EBIT
% Change in EBIT
1,000
1,000 10,000
10%
$47,500
$47,500 95,000 = 50%
0
0
1,000
10%
$47,500
$47,500 95,000 =
50%
d.
% change in EBIT
% change in sales
50
10
50
10
e.
DOL
[Q ( P VC )]
[Q ( P VC )] FC
DOL
DOL
$475,000
$95,000
5.00
P13-10. DOLgraphic
LG 2; Intermediate
FC
$72,000
a. Q
( P VC ) $9.75 $6.75
24,000 units
DOL
[Q ( P VC )]
[Q ( P VC )] FC
DOL
25.0
DOL
5.0
DOL
2.5
d.
DOL
e.
b.
c.
EBIT
Less: Interest
Net profits before taxes
Less: Taxes
Net profit after taxes
Less: Preferred dividends
Earnings available to
common shareholders
EPS (4,000 shares)
(a)
(b)
(c)
$24,600
9,600
$15,000
6,000
$ 9,000
7,500
$ 1,500
$30,600
9,600
$21,000
8,400
$12,600
7,500
$ 5,100
$35,000
9,600
$25,400
10,160
$15,240
7,500
$ 7,740
$ 0.375
$ 1.275
$ 1.935
$120,000
40,000
$ 80,000
32,000
$ 48,000
$ 24.00
EBIT
DFL
EBIT I
DFL
$80,000
40,000
$40,000
16,000
$24,000
$ 12.00
PD
1
(1 T )
$80,000
[$80,000 $40,000 0]
c.
EBIT
Less: Interest
Net profits before taxes
Less: Taxes (40%)
Net profit after taxes
EPS (3,000 shares)
DFL
$80,000
1.25
[$80,000 $16,000 0]
$80,000
16,000
$64,000
25,600
$38,400
$ 12.80
$120,000
16,000
$104,000
41,600
$ 62,400
$ 20.80
$3,300
$1,000
$2,300
10.0%
0.0%
15.0%
15% 10% 1.50
Percentage
Change
Percentage
Change
$3,300
10.0%
$1,350
0.0%
$1,950
18.2%
18.2% 10% 1.82
b. Based on his calculations, the amount that Max will have available after loan payments with
his current debt changes by 1.5% for every 1% change in the amount he will have available
for making the loan payment. This is less responsive and therefore less risky than the 1.82%
change in the amount available after making loan payments with the proposed $350 in monthly
debt payments. Although it appears that Max can afford the additional loan payments, he
must decide if, given the variability of Maxs income, he would feel comfortable with the
increased financial leverage and risk.
P13-14. DFL and graphic display of financing plans
LG 2, 5; Challenge
EBIT
a. DFL
1
EBIT I
PD
(1 T )
DFL
b.
$67,500
1.5
[$67,500 $22,500 0]
c.
DFL
$67,500
$6,000
$67,500 $22,500
0.6
1.93
d. See graph, which is based on the following equation and data points.
Financing
EBIT
Original
financing
plan
$67,500
$17,500
$67,500
$17,500
Revised
financing
plan
e.
EPS
$1.80
$0.20
c.
$0.60
The lines representing the two financing plans are parallel since the number of shares of
common stock outstanding is the same in each case. The financing plan, including the
preferred stock, results in a higher financial breakeven point and a lower EPS at any
EBIT level.
$1.40
DOL
[Q ( P VC )]
[Q ( P VC )] FC
DOL
EBIT
EBIT
EBIT
EBIT
DFL
(P Q) FC (Q VC)
($1.00 400,000) $28,000 (400,000
$400,000 $28,000 $336,000
$36,000
EBIT
EBIT I
DFL
$64,000
1.78
$36,000
PD
1
(1 T )
$36,000
$36,000 $6,000
$2,000
(1 0.4)
1.35
$0.84)
d.
DTL
[Q ( P VC )]
Q ( P VC ) FC I
PD
(1 T )
DTL
$2,000
(1 0.4)
$64,000
[$64,000 $28,000 $9,333]
$64,000
$26,667
2.40
b.
DFL R
$24,000
1.71
[$24,000 $10,000]
DTL R
DOLW
DFLW
$87,500
1.25
[$87,500 $17,500]
$30,000
1.25
$24,000
$150,000
1.71
$87,500
c. Firm R has less operating (business) risk but more financial risk than Firm W.
d. Two firms with differing operating and financial structures may be equally leveraged. Since
total leverage is the product of operating and financial leverage, each firm may structure
itself differently and still have the same amount of total risk.
P13-17. Integrativemultiple leverage measures and prediction
LG 1, 2; Challenge
a. Q FC (P VC)
Q $50,000
b. Sales ($6 30,000)
Less:
Fixed costs
Variable costs ($3.50 30,000)
EBIT
Less interest expense
EBT
Less taxes (40%)
Net profits
($6 $3.50)
$180,000
50,000
105,000
25,000
13,000
12,000
4,800
$ 7,200
20,000 latches
c.
d.
DOL
[Q ( P VC )]
[Q ( P VC )] FC
DOL
f.
3.0
EBIT
DFL
EBIT I
e.
$75,000
$25,000
PD
1
(1 T )
DFL
$25,000
$25,000 $13,000 [$7,000 (1 0.6)]
DTL
DOL
$25,000
$333.33
75.00
Debt
Equity
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$900,000
$900,000
$800,000
$700,000
$600,000
$500,000
$400,000
$100,000
Theoretically, the debt ratio cannot exceed 100%. Practically, few creditors would extend loans
to companies with exceedingly high debt ratios ( 70%).
0.20
0.60
0.20
$200,000
140,000
75,000
$(15,000)
12,000
$(27,000)
(10,800)
$(16,200)
$300,000
210,000
75,000
$ 15,000
12,000
$ 3,000
1,200
$ 1,800
$400,000
280,000
75,000
$ 45,000
12,000
$ 33,000
13,200
$ 19,800
$(16,200)
10,000
$ (1.62)
$ 1,800
10,000
$
0.18
$ 19,800
10,000
$ 1.98
b. EPS
Earnings after taxes
Number of shares
EPS
n
Expected EPS
EPSj Pr j
i 1
Expected EPS
Expected EPS
Expected EPS
n
EPS
(EPSi
($1.98
0.20)
EPS)2 Pri
i 1
EPS
EPS
EPS
$0.648 $0.648
EPS
$1.296
CVEPS
$1.138
1.138
Expected EPS 0.18
EPS
6.32
c.
EBIT *
$(15,000)
$15,000
$45,000
Less: Interest
Net profit before taxes
Less: Taxes
Net profits after taxes
EPS (15,000 shares)
0
$(15,000)
(6,000)
$ (9,000)
$ (0.60)
0
$15,000
6,000
$ 9,000
$ 0.60
0
$45,000
18,000
$27,000
$ 1.80
From part a
Expected EPS
( $0.60
0.20)
($0.60
0.60)
($1.80
0.20)
$0.60
EPS
EPS
EPS
$0.576
$0.759
$0.759
1.265
0.60
d. Summary statistics
CVEPS
With Debt
All Equity
$0.180
$1.138
6.320
$0.600
$0.759
1.265
Expected EPS
EPS
CVEPS
Including debt in Tower Interiors capital structure results in a lower expected EPS, a higher
standard deviation, and a much higher coefficient of variation than the all-equity structure.
Eliminating debt from the firms capital structure greatly reduces financial risk, which is
measured by the coefficient of variation.
P13-21. EPS and optimal debt ratio
LG 4; Intermediate
a.
Maximum EPS appears to be at 60% debt ratio, with $3.95 per share earnings.
b.
CVEPS
EPS
EPS
Debt Ratio
CV
0%
20
40
60
80
0.5
0.6
0.8
1.0
1.5
$50,000
16,000
$34,000
13,600
$20,400
$ 5.10
b.
Structure A
Structure B
$16,000
$34,000
$60,000
16,000
$44,000
17,600
$26,400
$ 6.60
Structure B
$50,000
34,000
$16,000
6,400
$ 9,600
$60,000
34,000
$26,000
10,400
$15,600
$ 4.80
$ 7.80
c.
Structure B
$30,000
12,000
$18,000
7,200
$10,800
1,800
$50,000
12,000
$38,000
15,200
$22,800
1,800
$30,000
7,500
$22,500
9,000
$13,500
2,700
$50,000
7,500
$42,500
17,000
$25,500
2,700
$ 9,000
$ 1.125
$21,000
$ 2.625
$10,800
$22,800
$ 1.08
$ 2.28
b.
15%
30%
45%
60%
$2,000,000
0
$2,000,000
800,000
$1,200,000
$2,000,000
120,000
$1,880,000
752,000
$1,128,000
$2,000,000
270,000
1,730,000
692,000
$1,038,000
$2,000,000
540,000
$1,460,000
584,000
$ 876,000
$2,000,000
900,000
$1,100,000
440,000
$ 660,000
200,000
200,000
200,000
200,000
200,000
$1,000,000
200,000
$
5.00
$ 928,000
170,000
$
5.46
$ 838,000
140,000
$
5.99
$ 676,000
110,000
$
6.15
$ 460,000
80,000
$
5.75
EPS
rs
Debt: 0%
Debt: 15%
$5.00
$5.46
P0
$41.67
P0
$42.00
0.12
0.13
Debt: 30%
Debt: 45%
$5.99
$6.15
P0
$42.79
P0
$38.44
0.14
0.16
Debt: 60%
$5.75
P0
$28.75
0.20
c. The optimal capital structure would be 30% debt and 70% equity because this is the
debt/equity mix that maximizes the price of the common stock.
b.
P0
0.20
$200,000
80,000
100,000
$ 20,000
0
$ 20,000
8,000
$ 12,000
$ 0.48
0.60
$300,000
120,000
100,000
$ 80,000
0
$ 80,000
32,000
$ 48,000
$ 1.92
0.20
$400,000
160,000
100,000
$140,000
0
$140,000
56,000
$ 84,000
$ 3.36
0.20
EBIT
Less: Interest
Earnings before taxes
Less: Taxes
Earnings after taxes
EPS (20,000 shares)
40% debt ratio:
Amount of debt
Number of shares
$20,000
5,000
$15,000
6,000
$ 9,000
$ 0.45
0.60
0.20
$80,000
5,000
$75,000
30,000
$45,000
$ 2.25
$140,000
5,000
$135,000
54,000
$ 81,000
$ 4.05
EBIT
Less: Interest
Earnings before taxes
Less: Taxes
Earnings after taxes
EPS (15,000 shares)
60% debt ratio:
Amount of debt
Number of shares
0.60
$20,000
12,000
$ 8,000
3,200
$ 4,800
$ 0.32
$80,000
12,000
$68,000
27,200
$40,800
$ 2.72
0.20
$140,000
12,000
$128,000
51,200
$ 76,800
$ 5.12
$150,000
10,000 shares
Probability
0.20
EBIT
Less: Interest
Earnings before taxes
Less: Taxes
Earnings after taxes
EPS (10,000 shares)
$20,000
21,000
$ (1,000)
(400)
$ (600)
$ (0.06)
0.60
0.20
$80,000
21,000
$59,000
23,600
$35,400
$ 3.54
$140,000
21,000
$119,000
47,600
$ 71,400
$ 7.14
Debt
Ratio
E(EPS)
0%
20%
40%
60%
$1.92
$2.25
$2.72
$3.54
EPS)
0.9107
1.1384
1.5179
2.2768
CV
(EPS)
Number
of
Common
Shares
Dollar
Amount
of Debt
0.4743
0.5060
0.5581
0.6432
25,000
20,000
15,000
10,000
0
$ 50,000
$100,000
$150,000
Share Price*
$1.92/0.16
$2.25/0.17
$2.72/0.18
$3.54/0.24
$12.00
$13.24
$15.11
$14.75
60% debt
40% equity
(2) Optimal capital structure to maximize share price: 40% debt
60% equity
c.
Total Assets
$40,000,000
10
$ Debt
$
$ Equity
$40,000,000
1,600,000
40,000,000
4,000,000
36,000,000
1,440,000
20
40,000,000
8,000,000
32,000,000
1,280,000
30
40,000,000
12,000,000
28,000,000
1,120,000
40
40,000,000
16,000,000
24,000,000
960,000
50
40,000,000
20,000,000
20,000,000
800,000
60
40,000,000
24,000,000
16,000,000
640,000
b.
% Debt
$ Total Debt
0
10
20
30
40
50
60
0
4,000,000
8,000,000
12,000,000
16,000,000
20,000,000
24,000,000
$ Interest Expense
0.0%
7.5
8.0
9.0
11.0
12.5
15.5
0
300,000
640,000
1,080,000
1,760,000
2,500,000
3,720,000
c.
%
Debt
0
10
20
30
40
50
60
$ Interest
Expense
$
0
300,000
640,000
1,080,000
1,760,000
2,500,000
3,720,000
EBT
Taxes
@40%
Net Income
# of
Shares
EPS
$8,000,000
7,700,000
7,360,000
6,920,000
6,240,000
5,500,000
4,280,000
$3,200,000
3,080,000
2,944,000
2,768,000
2,496,000
2,200,000
1,712,000
$4,800,000
4,620,000
4,416,000
4,152,000
3,744,000
3,300,000
2,568,000
1,600,000
1,440,000
1,280,000
1,120,000
960,000
800,000
640,000
$3.00
3.21
3.45
3.71
3.90
4.13
4.01
d.
% Debt
0
10
20
30
40
50
60
e.
EPS
$3.00
3.21
3.45
3.71
3.90
4.13
4.01
rS
P0
10.0%
10.3
10.9
11.4
12.6
14.8
17.5
$30.00
31.17
31.65
32.54
30.95
27.91
22.91
The optimal proportion of debt would be 30% with equity being 70%. This mix will maximize
the price per share of the firms common stock and thus maximize shareholders wealth.
Beyond the 30% level, the cost of capital increases to the point that it offsets the gain from
the lower-costing debt financing.
$600,000
240,000
300,000
0.40
0.30
$900,000
360,000
300,000
$1,200,000
480,000
300,000
EBIT
$ 60,000
$240,000
$ 420,000
b.
Debt Ratio
0%
15%
30%
45%
60%
*
Amount
of Debt
Amount
of Equity
Number of Shares of
Common Stock*
$
0
150,000
300,000
450,000
600,000
$1,000,000
850,000
700,000
550,000
400,000
40,000
34,000
28,000
22,000
16,000
c
Debt Ratio
0%
15%
30%
45%
60%
d. EPS
Amount
of Debt
$
0
150,000
300,000
450,000
600,000
[(EBIT
interest) (1
Debt Ratio
0%
15%
30%
45%
60%
Before Tax
Cost of Debt
Annual Interest
0.0%
8.0
10.0
13.0
17.0
T)]
0
12,000
30,000
58,500
102,000
($60,000
($240,000
($420,000
($60,000
($240,000
($420,000
($60,000
($240,000
($420,000
($60,000
($240,000
($420,000
($60,000
($240,000
($420,000
EPS
$0.90
3.60
6.30
$0.85
4.02
7.20
$0.64
4.50
8.36
$0.04
4.95
9.86
$1.58
5.18
11.93
e.
(1) E(EPS)
(2)
0.30(EPS1)
0.40(EPS2)
Debt Ratio
0%
0.30
15%
0.30
30%
0.30
45%
0.30
60%
0.30
0.30(EPS3)
Calculation
(0.90) 0.40 (3.60) 0.30
0.27 1.44 1.89
(0.85) 0.40 (4.02) 0.30
0.26 1.61 2.16
(0.64) 0.40 (4.50) 0.30
0.19 1.80 2.51
(0.04) 0.40 (4.95) 0.30
0.01 1.98 2.96
( 1.58) 0.40 (5.18) 0.30
0.47 2.07 3.58
E(EPS)
(6.30)
(7.20)
(8.36)
(9.86)
(11.93)
$3.60
$4.03
$4.50
$4.95
$5.18
EPS
Debt
Ratio
0%
Calculation
EPS
[(0.90 3.60)
EPS
2.187 0 2.187
EPS
EPS
15%
EPS
3.034 0 3.034
6.068
2.463
EPS
EPS
4.470 0 4.470
EPS
EPS
EPS
EPS
EPS
EPS
60%
4.374
2.091
EPS
45%
EPS
EPS
30%
8.94
2.99
7.187232
14.464
3.803
EPS
EPS
13.669 0 13.669
EPS
EPS
27.338
5.299
(3)
Debt Ratio
0%
15%
30%
45%
60%
f.
(1)
(2)
EPS
E(EPS)
2.091
2.463
2.990
3.803
5.229
3.60
4.03
4.50
4.95
5.18
CV
0.581
0.611
0.664
0.768
1.009
The return, as measured by the E(EPS), as shown in part d, continually increases as the debt
ratio increases, although at some point the rate of increase of the EPS begins to decline (the
law of diminishing returns). The risk as measured by the CV also increases as the debt ratio
increases, but at a more rapid rate.
g.
The EBIT ranges over which each capital structure is preferred are as follows:
Debt Ratio
0%
30%
60%
EBIT Range
$0 $100,000
$100,001 $198,000
above $198,000
To calculate the intersection points on the graphic representation of the EBIT-EPS approach
to capital structure, the EBIT level which equates EPS for each capital structure must be
found, using the formula in Footnote 22 of the text.
(1 T ) (EBIT I ) PD
EPS
number of common shares outstanding
Set
EPS 0%
EPS 30%
EPS 30% EPS 60%
The first calculation, EPS 0% EPS 30%, is illustrated:
[(1 0.4)(EBIT $0) 0]
EPS0%
40,000 shares
EPS30%
EBIT=
720,000,000
7,200
$100,000
The major problem with this approach is that is does not consider maximization of
shareholder wealth (i.e., share price).
h.
Debt Ratio
0%
15%
30%
45%
60%
i.
EPS
$3.60
$4.03
$4.50
$4.95
$5.18
rs
0.100
0.105
0.116
0.140
0.200
Share Price
$36.00
$38.38
$38.79
$35.36
$25.90