FRA#6-Financial Planning

Long-Term Financial
Planning and Growth
© 2003 The McGraw-Hill Companies, Inc. All rights reserved.

Elements of Financial Planning
• Investment in new assets – determined by

capital budgeting decisions
• Degree of financial leverage – determined by
capital structure decisions
• Cash paid to shareholders – dividend policy
decisions
• Liquidity requirements – determined by net
working capital decisions
Financial Planning Process
• Planning Horizon - divide decisions into short-run

decisions (usually next 12 months) and long-run
decisions (usually 2 – 5 years)
• Aggregation - combine capital budgeting decisions
into one big project
• Assumptions and Scenarios
– Make realistic assumptions about important variables
– Run several scenarios where you vary the assumptions by
reasonable amounts
– Determine at least a worst case, normal case and best case
scenario
Role of Financial Planning
• Examining interactions – helps management see the

interactions between decisions
• Exploring options – gives management a systematic
framework for exploring its opportunities
• Avoiding surprises – helps management identify
possible outcomes and plan accordingly
• Ensuring Feasibility and Internal Consistency – helps
management determine if goals can be accomplished
and if the various stated (and unstated) goals of the
firm are consistent with one another
Financial Planning Model Ingredients
• Sales Forecast – many cash flows depend directly on the level
of sales (often estimated using a growth rate in sales)
• Pro Forma Statements – setting up the plan as projected
financial statements allows for consistency and ease of
interpretation
• Asset Requirements – how much additional fixed assets will
be required to meet sales projections
• Financial Requirements – how much financing will we need to
pay for the required assets
• Plug Variable – management decision about what type of
financing will be used (makes the balance sheet balance)
• Economic Assumptions – explicit assumptions about the
coming economic environment
Example: Historical Financial Statements
Gourmet Coffee Inc.

Gourmet Coffee Inc.
Balance Sheet Income Statement
December 31, 2001 For Year Ended
Assets 1000 Debt 400 December 31, 2001
Revenues 2000
Equity 600
Costs 1600
Total 1000 Total 1000
Net Income 400
Example: Pro Forma Income Statement
• Initial Assumptions
– Revenues will grow at Gourmet Coffee Inc.
15% (2000*1.15)
Pro Forma Income
– All items are tied
Statement
directly to sales and the
current relationships are For Year Ended 2002
optimal Revenues 2,300
– Consequently, all other
items will also grow at
15% Costs 1,840
Net Income 460

Example: Pro Forma Balance Sheet
• Case I Gourmet Coffee Inc.
Pro Forma Balance Sheet
– Dividends are the plug
Case 1
variable, so equity
increases at 15% Assets 1,150 Debt 460
– Dividends = 460 NI – 90 Equity 690
increase in equity = 370 Total 1,150 Total 1,150
• Case II
Gourmet Coffee Inc.
– Debt is the plug variable Pro Forma Balance Sheet
and no dividends are
Case 1
paid
Assets 1,150 Debt 90
– Debt = 1,150 –
(600+460) = 90 Equity 1,060
– Repay 400 – 90 = 310 in
Total 1,150 Total 1,150
debt
Percent of Sales Approach
• Some items tend to vary directly with sales, while others do
not
• Income Statement
– Costs may vary directly with sales
– If this is the case, then the profit margin is constant
– Dividends are a management decision and generally do not vary
directly with sales – this affects the retained earnings that go on the
balance sheet
• Balance Sheet
– Initially assume that all assets, including fixed, vary directly with sales
– Accounts payable will also normally vary directly with sales
– Notes payable, long-term debt and equity generally do not because
they depend on management decisions about capital structure
– The change in the retained earnings portion of equity will come from
the dividend decision
Budget Process
• Given forecasted sales, a constant profit

margin and a specified dividend policy, what
retained earnings can be expected?
• Addition to retained earnings
= PM * S(1+g) * b
WHERE S = previous period's sales
g = projected growth rate of sales
A = pervious period's ending total assets
PM = profit margin
b = retention or plowback ratio
– Dividend Payout Ratio: dividends/income
– Rention/Plow back = 1-Div. Payout Ratio
Example: Income Statement
Tasha’s Toy Emporium Tasha’s Toy Emporium

Pro Forma Income Statement, 2002
Income Statement, 2001
% of Sales Sales 5,500
Sales 5,000 Costs 3,300
Costs 3,000 60% EBT 2,200
EBT 2,000 40% Taxes 880
Taxes (40%) 800 16% Net Income 1,320
Net Income 1,200 24% Dividends 660

Dividends 600 Add. To RE 660
Add. To RE 600
Dividend Payout Rate = 50% Assume Sales grow at 10%
Example: Balance Sheet
Tasha’s Toy Emporium – Balance Sheet
Current % of Pro Current % of Pro
Sales Forma Sales Forma
ASSETS Liabilities & Owners’ Equity
Current Assets Current Liabilities
Cash $500 10% $550 A/P $900 18% $990
A/R 2,000 40 2,200 N/P 2,500 n/a 2,500
Inventory 3,000 60 3,300 Total 3,400 n/a 3,490
Total 5,500 110 6,050 LT Debt 2,000 n/a 2,000
Fixed Assets Owners’ Equity
Net PP&E 4,000 80 4,400 CS & APIC 2,000 n/a 2,000
Total Assets 9,500 190 10,450 RE 2,100 n/a 2,760
Total 4,100 n/a 4,760
Total L & OE 9,500 10,250
Example: External Financing Needed
• The firm needs to come up with an additional

$200 in debt or equity to make the balance
sheet balance
– TA – TL&OE = 10,450 – 10,250 = 200
• Choose plug variable
– Borrow more short-term (Notes Payable)
– Borrow more long-term (LT Debt)
– Sell more common stock (CS & APIC)
– Decrease dividend payout, which increase Add. To
RE
Example: Operating at Less than Full Capacity
• Suppose that the company is currently operating at 80%

capacity.
– Full Capacity sales = 5000 / .8 = 6,250
– Estimated sales = $5,500, so would still only be operating at 88%
– Therefore, no additional fixed assets would be required.
– Pro forma Total Assets = 6,050 + 4,000 = 10,050
– Total Liabilities and Owners’ Equity = 10,250
• Choose plug variable
– Repay some short-term debt (decrease Notes Payable)
– Repay some long-term debt (decrease LT Debt)
– Buy back stock (decrease CS & APIC)
– Pay more in dividends (reduce Add. To RE)
– Increase cash account
Growth and External Financing
• At low growth levels, internal financing

(retained earnings) may exceed the required
investment in assets
• As the growth rate increases, the internal
financing will not be enough and the firm will
have to go to the capital markets for money
• Examining the relationship between growth
and external financing required is a useful tool
in long-range planning
The Internal Growth Rate
• The internal growth rate tells us how much the

firm can grow assets using retained earnings as
the only source of financing.
ROA  b
Internal Growth Rate 
1 - ROA  b
.1041 .6037
  .0671
1  .1041 .6037
 6.71%
The Sustainable Growth Rate
• The sustainable growth rate tells us how much

the firm can grow by using internally generated
funds and issuing debt to maintain a constant
debt ratio.
ROE  b
Sustainabl e Growth Rate 
1 - ROE  b
.2517 .6037
  .1792
1  .2517 .6037
 17.92%
Determinants of Growth
• Profit margin – operating efficiency

• Total asset turnover – asset use efficiency
• Financial leverage – choice of optimal debt
ratio
• Dividend policy – choice of how much to pay
to shareholders versus reinvesting in the firm

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Long-Term Financial

Planning and Growth

© 2003 The McGraw-Hill Companies, Inc. All rights reserved.

• Investment in new assets – determined by

• Planning Horizon - divide decisions into short-run

• Examining interactions – helps management see the

Gourmet Coffee Inc.

Net Income 460

• Given forecasted sales, a constant profit

Tasha’s Toy Emporium Tasha’s Toy Emporium

EBT 2,000 40% Taxes 880

Taxes (40%) 800 16% Net Income 1,320

Net Income 1,200 24% Dividends 660

• The firm needs to come up with an additional

• Suppose that the company is currently operating at 80%

• At low growth levels, internal financing

• The internal growth rate tells us how much the

• The sustainable growth rate tells us how much

• Profit margin – operating efficiency

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