Capital Structure and Leverage
Capital Structure and Leverage
Capital Structure and Leverage
Business vs. financial risk Optimal capital structure Operating leverage Capital structure theory
13-1
Preferred, Optimal mix of D, E and P/S to: a) Max value of firm and b) Raise capital and finance expansion Tradeoffs: More debt increases risk, which lowers stock P; but more debt leads to higher expected return on equity (ROE), which raises stock P. Optimal capital structure: Max stock P.
13-2
1. Business Risk Risk w/no debt, 100% E 2. Firms tax position Does it need more tax shelter from debt or not? 3. Financial flexibility Ability to raise capital, on reasonable terms, under adverse conditions 4. Managers: Conservative or aggressive?
13-3
Uncertainty about future Operating Income (EBIT), i.e., how well can we predict operating income?
Probability Low risk
High risk
E(EBIT)
EBIT
Note that business risk does not include financing effects, of debt and interest expense for example.
13-4
TR (Sales Revenue) = P x Q Uncertainty about demand (Sales): Q Uncertainty about output prices: P Uncertainty about costs (Input P) Elasticity of Demand Price sensitivity Currency Risk Exposure Foreign sales? Product and other types of legal liability Operating leverage (FC vs. VC)
13-5
Negotiate long-term contracts for labor, supplies, inputs, leases, etc. Marketing strategies to stabilize units sales and prices Hedging with commodity and financial futures to stabilize revenues and costs General Rule: The greater the business risk, the lower the optimal debt ratio.
13-6
What is operating leverage, and how does it affect a firms business risk?
Operating leverage is the use of fixed costs rather than variable costs. If most costs are fixed, and therefore do not decline when demand falls, then the firm has high operating leverage. Examples: Nuclear plant, UM-Flint, GM and Ford, Automated Equipment vs. Low-Tech Equipment General Rule: Higher the operating leverage, the greater the business risk, lower optimal debt
13-7
More operating leverage leads to more business risk, for then a small sales decline causes a big profit decline.
$ Rev. $ TC Rev.
} Profit TC
FC
FC QBE
Sales
QBE
Sales
13-8
EBITL
EBITH
Typical situation: Can use operating leverage to get higher E(EBIT), but risk also increases.
13-9
See Example Fig 13-2 in Book, p. 428 and graph p. 430 Breakeven Formula: QBE = FC / (P VC) $20,000 / ($2 1.50) = 40,000 units $60,000 / ($2 1.00) = 60,000 units
13-10
Financial leverage is the use of debt and preferred stock Financial risk is the additional risk concentrated on common stockholders as a result of financial leverage (Debt). Remember: Business Risk is the risk with no debt.
13-11
and Adjustable-rate Mortgage (ARM) Business risk depends on business factors such as competition, product liability, and operating leverage. Financial risk depends only on the types of securities issued.
More debt, more financial risk see p. 431. Concentrates business risk on stockholders.
13-12
Two firms with the same operating leverage, business risk, and probability distribution of EBIT. Only difference is with respect to their use of debt (capital structure).
Firm U No debt $20,000 in assets 40% tax rate E = $20,000 Firm L $10,000 of 12% debt $20,000 in assets 40% tax rate E = $10,000
13-13
13-14
Good
20.0% 12.0%
FIRM L
BEP ROE TIE
Bad
10.0% 4.8% 1.67x
Avg
15.0% 10.8% 2.50x
Good
20.0% 16.8% 3.30x
13-16
ROE CVROE
For leverage to raise expected ROE, must have BEP > rd. Why? If rd > BEP, then the interest expense will be higher than the operating income produced by debt-financed assets, so leverage will depress income. As debt increases, TIE decreases because EBIT is unaffected by debt, and interest expense increases (Int Exp = rdD).
13-18
Conclusions: L vs. U
Basic earning power (EBIT/TA) is unaffected by financial leverage. L has higher expected ROE (10.8 v. 9%) because BEP > rd. L has more risk: greater ROE (and EPS) variability because of fixed interest charges. Higher expected return (10.8%) is accompanied by higher risk ( = 4.24%) . See Example in Book: Table 13-2, p. 432.
13-19
The capital structure (mix of debt, preferred, and common equity) at which share price (P0) is maximized. Trades off higher E(ROE) and EPS against higher risk. The tax-related benefits of leverage are exactly offset by the debts riskrelated costs. The target capital structure is the mix of debt, preferred stock, and common equity with which the firm intends to raise capital.
13-20
Firm announces the recapitalization. New debt is issued. Proceeds are used to repurchase stock.
The number of shares repurchased is equal to the amount of debt issued divided by price per share.
13-21
Why do the bond rating and cost of debt depend upon the amount of debt borrowed?
As the firm borrows more money, the firm increases its financial risk causing the firms bond rating to decrease, and its cost of debt to increase see p. 440.
13-23
Analyze the recapitalization at various debt levels and determine the EPS and TIE at each level.
EBIT = $400,000 Shares = 80,000
Determining EPS and TIE at different levels of debt. (D = $250,000 and rd = 8%)
Shares repurchased $250,000 10,000 $25 ( EBIT - rdD )( 1 - T ) EPS Shares outstanding ($400,000- 0.08($250, 000))(0.6) 80,000 - 10,000 $3.26 EBIT $400,000 TIE 20x Int Exp $20,000
13-25
Determining EPS and TIE at different levels of debt. (D = $500,000 and rd = 9%)
Shares repurchased $500,000 20,000 $25 ( EBIT - rdD )( 1 - T ) EPS Shares outstanding ($400,000- 0.09($500, 000))(0.6) 80,000 - 20,000 $3.55 EBIT $400,000 TIE 8.9x Int Exp $45,000
13-26
Determining EPS and TIE at different levels of debt. (D = $750,000 and rd = 11.5%)
$750,000 Shares repurchased 30,000 $25 ( EBIT - rdD )( 1 - T ) EPS Shares outstanding ($400,000- 0.115($750 ,000))(0.6) 80,000 - 30,000 $3.77 EBIT $400,000 TIE 4.6x Int Exp $86,250
13-27
Determining EPS and TIE at different levels of debt. (D = $1,000,000 and rd = 14%)
Shares repurchased $1,000,000 40,000 $25 ( EBIT - rdD )( 1 - T ) EPS Shares outstanding ($400,000- 0.14($1,00 0,000))(0.6) 80,000 - 40,000 $3.90 EBIT $400,000 TIE 2.9x Int Exp $140,000
13-28
If all earnings are paid out as dividends, E(g) = 0. EPS = DPS To find the expected stock price (P0), we must find the appropriate rs at each of the debt levels discussed.
13-29
If the level of debt increases, the riskiness of the firm increases. We have already observed the increase in the cost of debt. However, the riskiness of the firms equity also increases, resulting in a higher rs.
13-30
Because the increased use of debt causes both the costs of debt and equity to increase, we need to estimate the new cost of equity. The Hamada equation attempts to quantify the increased cost of equity due to financial leverage. Uses the unlevered beta of a firm, which represents the business risk of a firm as if it had no debt.
13-31
Suppose, the risk-free rate is 6%, as is the market risk premium. The unlevered beta of the firm is 1.0. We were previously told that total assets were $2,000,000.
13-32
13-35
E/A ratio
100%
rs
12.00%
rd(1-T)
--
WACC
12.00%
87.50
75.00
12.51
13.20
4.80%
5.40%
11.55
11.25
750
1,000
37.50
50.00
62.50
50.00
14.16
15.60
6.90%
8.40%
11.44
12.00
13-36
DPS
$3.00
rs
P0
12.00% $25.00
3.26
3.55
12.51
13.20
26.03
26.89
750
1,000
3.77
3.90
14.16
15.60
26.59
25.00
13-37
Maximum EPS = $3.90 at D = $1,000,000, and D/A = 50%. (Remember DPS = EPS because payout = 100%.) Risk is too high at D/A = 50%.
13-38
P0 is maximized ($26.89) at D/A = $500,000/$2,000,000 = 25%, so optimal D/A = 25%. EPS is maximized at 50%, but primary interest is stock price, not E(EPS). The example shows that we can push up E(EPS) by using more debt, but the risk resulting from increased leverage more than offsets the benefit of higher E(EPS).
13-39
What if there were more/less business risk than originally estimated, how would the analysis be affected?
If there were higher business risk, then the probability of financial distress would be greater at any debt level, and the optimal capital structure would be one that had less debt. However, lower business risk would lead to an optimal capital structure with more debt.
13-40
Other factors to consider when establishing the firms target capital structure
1. 2. 3.
4.
5. 6. 7.
Industry average debt ratio TIE ratios under different scenarios Lender/rating agency attitudes Reserve borrowing capacity Effects of financing on control Asset structure Expected tax rate
13-41
4.
5. 6.
Increase in sales stability? D High operating leverage? D Increase in the corporate tax rate? D Increase in the personal tax rate? D Increase in bankruptcy costs? D Management spending lots of money on lavish perks? D
13-42
Actual
Value Reduced by Bankruptcy Costs
No leverage
D/A
D1
D2
13-43
The graph shows MMs tax benefit vs. bankruptcy cost theory. Logical, but doesnt tell whole capital structure story. Main problem-assumes investors have same information as managers.
13-44
Signaling theory suggests firms should use less debt than MM suggest. This unused debt capacity helps avoid stock sales, which depress stock price because of signaling effects.
13-45
Assumptions:
Managers have better information about a firms longrun value and firms prospects than outside investors. Managers act in the best interests of current stockholders. Issue stock if they think stock is overvalued. Issue debt if they think stock is undervalued. As a result, investors view a stock offering negatively-managers think stock is overvalued.
13-46
13-47
Need to make calculations as we did, but should also recognize inputs are guesstimates. As a result of imprecise numbers, capital structure decisions have a large judgmental content. We end up with capital structures varying widely among firms, even similar ones in same industry. See Table 13-4, p. 452.
13-48