The Role and Environment of Managerial...

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Learning Goals

Define finance, its major areas andopportunities, and the legal forms of business organization.

Describe the managerial financefunction and its relationship toeconomics and accounting.

Identify the primary activities of thefinancial manager.

Explain the goal of the firm,corporate governance, the role ofethics, and the agency issue.

Understand financial institutions and markets, and the role they playin managerial finance.

Discuss business taxes and theirimportance in financial decisions.

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Why This Chapter Matters to YouIn Your Professional Life

Accounting: You need to understand the relationships between thefirm’s accounting and finance functions; how the financial statementsyou prepare will be used; business ethics; agency costs and why thefirm must bear them; and how to calculate the tax effects of proposedtransactions.

Information systems: You need to understand the organization of thefirm; why finance personnel require both historical and projected data;and what data are necessary for determining the firm’s tax liability.

Management: You need to understand the legal forms of businessorganization; the tasks that will be performed by finance personnel; the goal of the firm; management compensation; ethics in the firm; the agency problem; and the role of financial institutions and markets.

Marketing: You need to understand how the activities you pursue will be affected by the finance function, such as the firm’s cash andcredit management policies; ethical behaviors; and the role of financialmarkets in raising capital.

Operations: You need to understand the organization of the firm andof the finance function in particular; why maximizing profit is not themain goal of the firm; the role of financial institutions and markets infinancing; and ethics and the agency problem.

In Your Personal Life

Many of the principles of managerial finance apply to your personal life:to making purchase and sale transactions, borrowing money, and savingand investing to achieve financial goals. These actions require you tointeract with financial institutions and markets. You also need to considerthe impact of taxes on your financial plans. Learning the basics of mana-gerial finance can help you manage your personal finances effectively.

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The Role and Environment ofManagerial Finance

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The field of finance directly affects the lives of every person and every organization. Many

areas for study and a large number of career opportunities are available in finance. The

purpose of this chapter is to acquaint you with the study of finance, the managerial finance

function, and the goal of the firm, including corporate governance issues. The chapter also

describes financial institutions and markets, and business taxation. Finance will affect your

working life in whatever area of study you choose to concentrate.

1.1 Finance and Business

The field of finance is broad and dynamic. Basic principles of finance, such asthose you will learn in this textbook, can be universally applied in business organ-izations of different types. In addition, many of these principles are applicable toyour personal financial life.

What Is Finance?

Finance can be defined as the art and science of managing money. Virtually allindividuals and organizations earn or raise money and spend or invest money.Finance is concerned with the process, institutions, markets, and instrumentsinvolved in the transfer of money among individuals, businesses, and govern-ments. Most adults will benefit from an understanding of finance, which willenable them to make better personal financial decisions.

Major Areas and Opportunities in Finance

The major areas of finance can be summarized by reviewing the career opportu-nities in finance. These opportunities can, for convenience, be divided into twobroad areas: financial services and managerial finance.

Financial Services

Financial services is the area of finance concerned with the design and delivery ofadvice and financial products to individuals, business, and government. Itinvolves a variety of interesting career opportunities within the areas of bankingand related institutions, personal financial planning, investments, real estate, andinsurance. Career opportunities available in each of these areas are described atthis textbook’s website.

Managerial Finance

Managerial finance is concerned with the duties of the financial manager in thebusiness firm. Financial managers actively manage the financial affairs of any typeof businesses—financial and nonfinancial, private and public, large and small,profit-seeking and not-for-profit. They perform such varied financial tasks asplanning, extending credit to customers, evaluating proposed large expenditures,and raising money to fund the firm’s operations. In recent years, changing eco-nomic, competitive, and regulatory environments have increased the importance

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CHAPTER 1 The Role and Environment of Managerial Finance 3

financeThe art and science ofmanaging money.

financial servicesThe area of finance concernedwith the design and deliveryof advice and financialproducts to individuals,business, and government.

managerial financeConcerns the duties of thefinancial manager in thebusiness firm.

financial managerActively manages the financial affairs of any type of business, whether financialor nonfinancial, private orpublic, large or small, profit-seeking or not-for-profit.


and complexity of the financial manager’s duties. Today’s financial manager ismore actively involved in developing and implementing corporate strategiesaimed at “growing the firm” and improving its competitive position. As a result,many top executives have come from the finance area.

Another ongoing trend has been the globalization of business activity. U.S.corporations have dramatically increased their sales, purchases, investments, andfund raising in other countries, and foreign corporations have likewise increasedtheir corresponding activities in the United States. These changes have increasedthe need for financial managers who can manage cash flows in different curren-cies and protect against the risks that naturally arise from international trans-actions. Although these changes make the managerial finance function morecomplex, they can lead to a more rewarding and fulfilling career.

Legal Forms of Business Organization

The three most common legal forms of business organization are the sole propri-etorship, the partnership, and the corporation. Other specialized forms of businessorganization also exist. Sole proprietorships are the most numerous. However,corporations are overwhelmingly dominant with respect to business receipts andnet profits. Corporations are given primary emphasis in this textbook.

Sole Proprietorships

A sole proprietorship is a business owned by one person who operates it for hisor her own profit. About 75 percent of all business firms are sole proprietorships.The typical sole proprietorship is a small business, such as a bike shop, personaltrainer, or plumber. The majority of sole proprietorships are found in the whole-sale, retail, service, and construction industries.

Typically, the proprietor, along with a few employees, operates the propri-etorship. He or she normally raises capital from personal resources or by bor-rowing and is responsible for all business decisions. The sole proprietor hasunlimited liability; his or her total wealth—not merely the amount originallyinvested—can be taken to satisfy creditors. The key strengths and weaknesses ofsole proprietorships are summarized in Table 1.1.

Partnerships

A partnership consists of two or more owners doing business together for profit.Partnerships account for about 10 percent of all businesses, and they are typicallylarger than sole proprietorships. Finance, insurance, and real estate firms are themost common types of partnership. Public accounting and stock brokerage part-nerships often have large numbers of partners.

Most partnerships are established by a written contract known as articles ofpartnership. In a general (or regular) partnership, all partners have unlimited lia-bility, and each partner is legally liable for all of the debts of the partnership.Strengths and weaknesses of partnerships are summarized in Table 1.1.

Corporations

A corporation is an artificial being created by law. Often called a “legal entity,” acorporation has the powers of an individual in that it can sue and be sued, makeand be party to contracts, and acquire property in its own name. Although only

4 PART ONE Introduction to Managerial Finance

sole proprietorshipA business owned by oneperson and operated for hisor her own profit.

unlimited liabilityThe condition of a soleproprietorship (or generalpartnership) allowing theowner’s total wealth to betaken to satisfy creditors.

partnershipA business owned by two ormore people and operated forprofit.

articles of partnershipThe written contract used toformally establish a businesspartnership.

corporationAn artificial being created by law (often called a “legalentity”).

Hint Many smallcorporations, as well as smallproprietorships and partner-ships, have no access tofinancial markets. In addition,whenever the owners take out a loan, they usually mustpersonally cosign the loan.



about 15 percent of all businesses are incorporated, the corporation is the domi-nant form of business organization in terms of receipts and profits. It accountsfor nearly 90 percent of business receipts and 80 percent of net profits. Althoughcorporations are involved in all types of businesses, manufacturing corporationsaccount for the largest portion of corporate business receipts and net profits. Thekey strengths and weaknesses of large corporations are summarized in Table 1.1.

The owners of a corporation are its stockholders, whose ownership, orequity, is evidenced by either common stock or preferred stock.1 These forms ofownership are discussed in detail in Chapter 7; at this point it is enough to saythat common stock is the purest and most basic form of corporate ownership.Stockholders expect to earn a return by receiving dividends—periodic distribu-tions of earnings—or by realizing gains through increases in share price.

As noted in the upper portion of Figure 1.1 (see page 6), control of thecorporation is structured as a democracy. The stockholders (owners) vote period-ically to elect members of the board of directors and to decide other issues suchas amending the corporate charter. The board of directors is typically respon-sible for developing strategic goals and plans, setting general policy, guiding cor-porate affairs, approving major expenditures, and hiring/firing, compensating,

1. Some corporations do not have stockholders but rather have “members” who often have rights similar to those ofstockholders—that is, they are entitled to vote and receive dividends. Examples include mutual savings banks, creditunions, mutual insurance companies, and a whole host of charitable organizations.

stockholdersThe owners of a corporation,whose ownership, or equity,is evidenced by either commonstock or preferred stock.

common stockThe purest and most basic form of corporate ownership.

dividendsPeriodic distributions ofearnings to the stockholders of a firm.

board of directorsGroup elected by the firm’sstockholders and typicallyresponsible for developingstrategic goals and plans,setting general policy, guidingcorporate affairs, approvingmajor expenditures, andhiring/firing, compensating,and monitoring key officers and executives.

Strengths and Weaknesses of the Common Legal Forms of Business Organization

Sole proprietorship Partnership Corporation

Strengths

TABLE 1 .1

• Owner receives all profits (andsustains all losses)

• Low organizational costs• Income included and taxed on

proprietor’s personal tax return• Independence• Secrecy• Ease of dissolution

• Can raise more funds than soleproprietorships

• Borrowing power enhanced bymore owners

• More available brain power andmanagerial skill

• Income included and taxed onpartner’s personal tax return

• Owners have limited liability,which guarantees that theycannot lose more than theyinvested

• Can achieve large size via sale of ownership (stock)

• Ownership (stock) is readilytransferable

• Long life of firm• Can hire professional managers• Has better access to financing• Can offer attractive retirement

plans

• Owner has unlimited liability—total wealth can be taken tosatisfy debts

• Limited fund-raising powertends to inhibit growth

• Proprietor must be jack-of-all-trades

• Difficult to give employees long-run career opportunities

• Lacks continuity when pro-prietor dies

• Owners have unlimited liabilityand may have to cover debts ofother partners

• Partnership is dissolved when apartner dies

• Difficult to liquidate or transferpartnership

• Taxes generally higher, becausecorporate income is taxed, anddividends paid to owners arealso taxed at a maximum 15% rate

• More expensive to organize thanother business forms

• Subject to greater governmentregulation

• Lacks secrecy, because stock-holders must receive financialreports

Weaknesses



and monitoring key officers and executives. The directors typically include both“inside directors,” such as key corporate executives, and “outside directors,”such as executives from other companies, major shareholders, and national orcommunity leaders. Outside directors for major corporations are generally paidan annual fee of $15,000 to $25,000 or more. Also, they are frequently grantedoptions to buy a specified number of shares of the firm’s stock at a stated—andoften attractive—price.

The president or chief executive officer (CEO) is responsible for managingday-to-day operations and carrying out the policies established by the board ofdirectors. The CEO is required to report periodically to the firm’s directors.

It is important to note the division between owners and managers in a largecorporation, as shown by the dashed horizontal line in Figure 1.1. This separa-tion and some of the issues surrounding it will be addressed in the discussion ofthe agency issue later in this chapter.

Other Limited Liability Organizations

A number of other organizational forms provide owners with limited liability.The most popular are limited partnerships (LPs), S corporations (S corps), limitedliability corporations (LLCs), and limited liability partnerships (LLPs). Each rep-

FinancialPlanning andFund-Raising

Manager

CashManager

Pension FundManager

CapitalExpenditureManager

CreditManager

ForeignExchangeManager

CorporateAccountingManager

FinancialAccountingManager

TaxManager

Treasurer

Vice PresidentManufacturing

Vice PresidentHuman

Resources

Vice PresidentFinance(CFO)

President(CEO)

Board of Directors Owners

Managers

Stockholders

elect

hires

Vice PresidentMarketing

Vice PresidentInformationResources

Controller

CostAccountingManager

F IGURE 1 .1

Corporate OrganizationThe general organization of a corporation and thefinance function (which isshown in yellow)

president or chief executiveofficer (CEO)Corporate official responsiblefor managing the firm’s day-to-day operations and carryingout the policies established by the board of directors.

limited partnership (LP)

S corporation (S corp)

limited liability corporation (LLC)

limited liability partnership (LLP)See Table 1.2.



resents a specialized form or blending of the characteristics of the organizationalforms described previously. What they have in common is that their owners enjoylimited liability, and they typically have fewer than 100 owners. Each of theselimited liability organizations is briefly described in Table 1.2.

Why Study Managerial Finance?

An understanding of the concepts, techniques, and practices presented through-out this text will fully acquaint you with the financial manager’s activities anddecisions. Because most business decisions are measured in financial terms, thefinancial manager plays a key role in the operation of the firm. People in all areasof responsibility—accounting, information systems, management, marketing,operations, and so forth—need a basic understanding of the managerial financefunction.

Okay, so you’re not planning to major in finance! You still will need tounderstand the activities of the financial manager to improve your chance ofsuccess in your chosen business career. All managers in the firm, regardless oftheir job descriptions, work with financial personnel to justify labor require-ments, negotiate operating budgets, deal with financial performance appraisals,and sell proposals at least partly on the basis of their financial merits. Clearly,those managers who understand the financial decision-making process will bebetter able to address financial concerns and will therefore more often get theresources they need to attain their own goals. The “Why This Chapter Matters toYou” section that appears on each chapter-opening page should help you under-stand the importance of each chapter in both your professional and personal life.

As you study this text, you will learn about the career opportunities in mana-gerial finance, which are briefly described in Table 1.3 (see page 8). Although this

Other Limited Liability Organizations

Organization Description

Limited partnership (LP) A partnership in which one or more partners have limited liability as long as at least one partner (the general partner) has unlimited liability. The limitedpartners cannot take an active role in the firm’s management; they are passiveinvestors.

S corporation (S corp) A tax-reporting entity that (under Subchapter S of the Internal Revenue Code)allows certain corporations with 100 or fewer stockholders to choose to be taxed as partnerships. Its stockholders receive the organizational benefits of a corporationand the tax advantages of a partnership. But S corps lose certain tax advantagesrelated to pension plans.

Limited liability corporation (LLC) Permitted in most states, the LLC gives its owners, like those of S corps, limitedliability and taxation as a partnership. But unlike an S corp, the LLC can ownmore than 80% of another corporation, and corporations, partnerships, or non-U.S. residents can own LLC shares. LLCs work well for corporate joint ventures or projects developed through a subsidiary.

Limited liability partnership (LLP) A partnership permitted in many states; governing statutes vary by state. All LLPpartners have limited liability. They are liable for their own acts of malpractice, but not for those of other partners. The LLP is taxed as a partnership. LLPs arefrequently used by legal and accounting professionals.

TABLE 1 .2



text focuses on publicly held profit-seeking firms, the principles presented here areequally applicable to private and not-for-profit organizations. The decision-making principles developed in this text can also be applied to personal financialdecisions. I hope that this first exposure to the exciting field of finance will providethe foundation and initiative for further study and possibly even a future career.

REVIEW QUESTIONS

1–1 What is finance? Explain how this field affects the life of everyone and ofevery organization.

1–2 What is the financial services area of finance? Describe the field of man-agerial finance.

1–3 Which legal form of business organization is most common? Which formis dominant in terms of business receipts and net profits?

1–4 Describe the roles and the basic relationship among the major parties in acorporation—stockholders, board of directors, and president. How arecorporate owners compensated?

1–5 Briefly name and describe some organizational forms other than corpora-tions that provide owners with limited liability.

1–6 Why is the study of managerial finance important to your professionallife regardless of the specific area of responsibility you may have withinthe business firm? Why is it important to your personal life?

1.2 The Managerial Finance Function

People in all areas of responsibility within the firm must interact with finance per-sonnel and procedures to get their jobs done. For financial personnel to makeuseful forecasts and decisions, they must be willing and able to talk to individuals

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Career Opportunities in Managerial Finance

Position Description

Financial analyst Primarily prepares the firm’s financial plans and budgets. Other duties include financialforecasting, performing financial comparisons, and working closely with accounting.

Capital expenditures manager Evaluates and recommends proposed long-term investments. May be involved in the financialaspects of implementing approved investments.

Project finance manager In large firms, arranges financing for approved long-term investments. Coordinatesconsultants, investment bankers, and legal counsel.

Cash manager Maintains and controls the firm’s daily cash balances. Frequently manages the firm’s cashcollection and disbursement activities and short-term investments; coordinates short-termborrowing and banking relationships.

Credit analyst/manager Administers the firm’s credit policy by evaluating credit applications, extending credit, and monitoring and collecting accounts receivable.

Pension fund manager In large companies, oversees or manages the assets and liabilities of the employees’ pension fund.

Foreign exchange manager Manages specific foreign operations and the firm’s exposure to fluctuations in exchange rates.

TABLE 1 .3


in other areas of the firm. For example, when considering a new product, thefinancial manager needs to obtain sales forecasts, pricing guidelines, and adver-tising and promotion budget estimates from marketing personnel. The manage-rial finance function can be broadly described by considering its role within theorganization, its relationship to economics and accounting, and the primaryactivities of the financial manager.

Organization of the Finance Function

The size and importance of the managerial finance function depend on the size ofthe firm. In small firms, the finance function is generally performed by theaccounting department. As a firm grows, the finance function typically evolvesinto a separate department linked directly to the company president or CEOthrough the chief financial officer (CFO). The lower portion of the organizationalchart in Figure 1.1 (on page 6) shows the structure of the finance function in atypical medium-to-large-size firm.

Reporting to the CFO are the treasurer and the controller. The treasurer (thechief financial manager) is commonly responsible for handling financial activi-ties, such as financial planning and fund raising, making capital expenditure deci-sions, managing cash, managing credit activities, managing the pension fund, andmanaging foreign exchange. The controller (the chief accountant) typically han-dles the accounting activities, such as corporate accounting, tax management,financial accounting, and cost accounting. The treasurer’s focus tends to be moreexternal, the controller’s focus more internal. The activities of the treasurer, orfinancial manager, are the primary concern of this text.

If international sales or purchases are important to a firm, it may well employone or more finance professionals whose job is to monitor and manage the firm’sexposure to loss from currency fluctuations. A trained financial manager can“hedge,” or protect against such a loss, at reasonable cost by using a variety offinancial instruments. These foreign exchange managers typically report to thefirm’s treasurer.

Relationship to Economics

The field of finance is closely related to economics. Financial managers mustunderstand the economic framework and be alert to the consequences of varyinglevels of economic activity and changes in economic policy. They must also beable to use economic theories as guidelines for efficient business operation.Examples include supply-and-demand analysis, profit-maximizing strategies, andprice theory. The primary economic principle used in managerial finance ismarginal cost–benefit analysis, the principle that financial decisions should bemade and actions taken only when the added benefits exceed the added costs.Nearly all financial decisions ultimately come down to an assessment of theirmarginal benefits and marginal costs.

Jamie Teng is a financial manager for Nord Department Stores, a large chain ofupscale department stores operating primarily in the western United States. She iscurrently trying to decide whether to replace one of the firm’s online computers

Example


treasurerThe firm’s chief financial man-ager, who is responsible forthe firm’s financial activities,such as financial planning andfund raising, making capitalexpenditure decisions, andmanaging cash, credit, thepension fund, and foreignexchange.

controllerThe firm’s chief accountant,who is responsible for thefirm’s accounting activities,such as corporate accounting,tax management, financialaccounting, and costaccounting.

Hint A controller issometimes referred to as acomptroller. Not-for-profit andgovernmental organizationsfrequently use the title ofcomptroller.

foreign exchange managerThe manager responsible formonitoring and managing thefirm’s exposure to loss fromcurrency fluctuations.

marginal cost–benefitanalysisEconomic principle that statesthat financial decisions shouldbe made and actions takenonly when the added benefitsexceed the added costs.



Because the marginal (added) benefits of $65,000 exceed the marginal (added)costs of $52,000, Jamie recommends that the firm purchase the new computer toreplace the old one. The firm will experience a net benefit of $13,000 as a resultof this action.

Relationship to Accounting

The firm’s finance (treasurer) and accounting (controller) activities are closelyrelated and generally overlap. Indeed, managerial finance and accounting areoften not easily distinguishable. In small firms the controller often carries out thefinance function, and in large firms many accountants are closely involved in var-ious finance activities. However, there are two basic differences between financeand accounting; one is related to the emphasis on cash flows and the other todecision making.

Emphasis on Cash Flows

The accountant’s primary function is to develop and report data for measuringthe performance of the firm, assess its financial position, comply with and filereports required by securities regulators, and file and pay taxes. Using certainstandardized and generally accepted principles, the accountant prepares financialstatements that recognize revenue at the time of sale (whether payment has beenreceived or not) and recognize expenses when they are incurred. This approach isreferred to as the accrual basis.

The financial manager, on the other hand, places primary emphasis on cashflows, the intake and outgo of cash. He or she maintains the firm’s solvency byplanning the cash flows necessary to satisfy its obligations and to acquire assetsneeded to achieve the firm’s goals. The financial manager uses this cash basis torecognize the revenues and expenses only with respect to actual inflows and out-flows of cash. Regardless of its profit or loss, a firm must have a sufficient flow ofcash to meet its obligations as they come due.

Benefits with new computer $100,000

Less: Benefits with old computer

(1) Marginal (added) benefits $65,000

Cost of new computer $ 80,000

Less: Proceeds from sale of old computer

(2) Marginal (added) costs

Net benefit [(1)2 (2)] $13,000

52,000

28,000

35,000

accrual basisIn preparation of financialstatements, recognizesrevenue at the time of saleand recognizes expenseswhen they are incurred.

cash basisRecognizes revenues andexpenses only with respect to actual inflows and outflowsof cash.

with a new, more sophisticated one that would both speed processing and handlea larger volume of transactions. The new computer would require a cash outlayof $80,000, and the old computer could be sold to net $28,000. The total bene-fits from the new computer (measured in today’s dollars) would be $100,000.The benefits over a similar time period from the old computer (measured intoday’s dollars) would be $35,000. Applying marginal cost–benefit analysis,Jamie organizes the data as follows:



In an accounting sense Nassau Corporation is profitable, but in terms ofactual cash flow it is a financial failure. Its lack of cash flow resulted from theuncollected account receivable of $100,000. Without adequate cash inflows tomeet its obligations, the firm will not survive, regardless of its level of profits.

As the example shows, accrual accounting data do not fully describe the cir-cumstances of a firm. Thus the financial manager must look beyond financialstatements to obtain insight into existing or developing problems. Of course,accountants are well aware of the importance of cash flows, and financial man-agers use and understand accrual-based financial statements. Nevertheless, thefinancial manager, by concentrating on cash flows, should be able to avoid insol-vency and achieve the firm’s financial goals.

Individuals do not use accrual concepts. Rather, they rely solely on cashflows to measure their financial outcomes. Generally, individuals plan, monitor,and assess their financial activities using cash flows over a given period, typically amonth or a year. Ann Bach projects her cash flows during October 2009 as follows:

Personal Finance Example

Accounting view (accrual basis)

Nassau Corporation income statement

for the year ended 12/31

Sales revenue $100,000

Less: Costs

Net profit $ 20,000

80,000

Financial view (cash basis)

Nassau Corporation cash flow statement

for the year ended 12/31

Cash inflow $ 0

Less: Cash outflow

Net cash flow ( )$80,000

80,000

Hint The primary emphasisof accounting is on accrualmethods; the primary emphasisof financial management is oncash flow methods.

Amount

Item Inflow Outflow

Net pay received $4,400Rent $1,200Car payment 450Utilities 300Groceries 800Clothes 750Dining out 650Gasoline 260Interest received 220Misc. expense

Totals $4,620 $4,835425

Nassau Corporation, a small yacht dealer, sold one yacht for $100,000 in the cal-endar year just ended. The yacht was purchased during the year at a total cost of$80,000. Although the firm paid in full for the yacht during the year, at year-endit has yet to collect the $100,000 from the customer. The accounting view and thefinancial view of the firm’s performance during the year are given by the fol-lowing income and cash flow statements, respectively.

Example



Ann subtracts her total outflows of $4,835 from her total inflows of $4,620,and finds that her net cash flow for October will be �$215. To cover the $215shortfall, Ann would have to either borrow $215 (putting it on a credit card is aform of borrowing), or withdraw $215 from her savings. Or she could decide toreduce her outflows in areas of discretionary spending—e.g., clothing purchases,dining out, or areas that make up the $425 of miscellaneous expense.

Decision Making

The second major difference between finance and accounting has to do with deci-sion making. Accountants devote most of their attention to the collection andpresentation of financial data. Financial managers evaluate the accounting state-ments, develop additional data, and make decisions on the basis of their assess-ment of the associated returns and risks. Of course, this does not mean thataccountants never make decisions or that financial managers never gather data.Rather, the primary focuses of accounting and finance are distinctly different.

Primary Activities of the Financial Manager

In addition to ongoing involvement in financial analysis and planning, the finan-cial manager’s primary activities are making investment decisions and makingfinancing decisions. Investment decisions determine both the mix and the type ofassets held by the firm. Financing decisions determine both the mix and the typeof financing used by the firm. These sorts of decisions can be conveniently viewedin terms of the firm’s balance sheet, as shown in Figure 1.2. However, the deci-sions are actually made on the basis of their cash flow effects on the overall valueof the firm.

REVIEW QUESTIONS

1–7 What financial activities is the treasurer, or financial manager, responsiblefor handling in the mature firm?

1–8 What is the primary economic principle used in managerial finance?1–9 What are the major differences between accounting and finance with

respect to emphasis on cash flows and decision making?1–10 What are the two primary activities of the financial manager that are

related to the firm’s balance sheet?

Hint Technically, financialmanagers make recommen-dations with regard to decisionsthat are ultimately made by theCEO and/or corporate board of directors.

F IGURE 1 .2

Financial ActivitiesPrimary activities of thefinancial manager

FixedAssets

Long-TermFunds

CurrentAssetsMaking

InvestmentDecisions

MakingFinancingDecisions

CurrentLiabilities

Balance Sheet


In terms of the profit maximization goal, Valve would be preferred overRotor, because it results in higher total earnings per share over the 3-year period($3.00 EPS compared with $2.80 EPS).

But is profit maximization a reasonable goal? No. It fails for a number ofreasons: It ignores (1) the timing of returns, (2) cash flows available to stock-holders, and (3) risk.

Timing

Because the firm can earn a return on funds it receives, the receipt of funds soonerrather than later is preferred. In our example, in spite of the fact that the totalearnings from Rotor are smaller than those from Valve, Rotor provides much


Earnings per share (EPS)

Investment Year 1 Year 2 Year 3 Total for years 1, 2, and 3

Rotor $1.40 $1.00 $0.40 $2.80

Valve 0.60 1.00 1.40 3.00

1.3 Goal of the Firm

As noted earlier, the owners of a corporation are normally distinct from its man-agers. Actions of the financial manager should be taken to achieve the objectivesof the firm’s owners, its stockholders. In most cases, if financial managers are suc-cessful in this endeavor, they will also achieve their own financial and profes-sional objectives. Thus financial managers need to know what the objectives ofthe firm’s owners are.

Maximize Profit?

Some people believe that the firm’s objective is always to maximize profit. Toachieve this goal, the financial manager would take only those actions that wereexpected to make a major contribution to the firm’s overall profits. For eachalternative being considered, the financial manager would select the one that isexpected to result in the highest monetary return.

Corporations commonly measure profits in terms of earnings per share(EPS), which represent the amount earned during the period on behalf of eachoutstanding share of common stock. EPS are calculated by dividing the period’stotal earnings available for the firm’s common stockholders by the number ofshares of common stock outstanding.

Nick Dukakis, the financial manager of Neptune Manufacturing, a producer ofmarine engine components, is choosing between two investments, Rotor andValve. The following table shows the EPS that each investment is expected tohave over its 3-year life.

Example

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earnings per share (EPS)The amount earned duringthe period on behalf of eachoutstanding share of commonstock, calculated by dividingthe period’s total earningsavailable for the firm’scommon stockholders by the number of shares ofcommon stock outstanding.



greater earnings per share in the first year. The larger returns in year 1 could bereinvested to provide greater future earnings.

Cash Flows

Profits do not necessarily result in cash flows available to the stockholders.Owners receive cash flow in the form of either cash dividends paid them or theproceeds from selling their shares for a higher price than initially paid. GreaterEPS do not necessarily mean that a firm’s board of directors will vote to increasedividend payments.

Furthermore, higher EPS do not necessarily translate into a higher stock price.Firms sometimes experience earnings increases without any correspondinglyfavorable change in stock price. Only when earnings increases are accompaniedby increased future cash flows would a higher stock price be expected.

Risk

Profit maximization also disregards risk—the chance that actual outcomes maydiffer from those expected. A basic premise in managerial finance is that atradeoff exists between return (cash flow) and risk. Return and risk are, in fact,the key determinants of share price, which represents the wealth of the owners inthe firm.

Cash flow and risk affect share price differently: Higher cash flow is gener-ally associated with a higher share price. Higher risk tends to result in a lowershare price because the stockholder must be compensated for the greater risk. Ingeneral, stockholders are risk-averse—that is, they want to avoid risk. When riskis involved, stockholders expect to earn higher rates of return on investments ofhigher risk and lower rates on lower-risk investments. The key point, which willbe fully developed in Chapter 5, is that differences in risk can significantly affectthe value of an investment.

Because profit maximization does not achieve the objectives of the firm’sowners, it should not be the primary goal of the financial manager.

Maximize Shareholder Wealth

The goal of the firm, and therefore of all managers and employees, is to maximizethe wealth of the owners for whom it is being operated. The wealth of corporateowners is measured by the share price of the stock, which in turn is based on thetiming of returns (cash flows), their magnitude, and their risk.

When considering each financial decision alternative or possible action interms of its effect on the share price of the firm’s stock, financial managers shouldaccept only those actions that are expected to increase share price. Figure 1.3depicts this process. Because share price represents the owners’ wealth in the firm,maximizing share price will maximize owner wealth. Note that return (cashflows) and risk are the key decision variables in maximizing owner wealth. It isimportant to recognize that earnings per share, because they are viewed as an indi-cator of the firm’s future returns (cash flows), often appear to affect share price.

riskThe chance that actualoutcomes may differ fromthose expected.

Hint The relationshipbetween risk and return is oneof the most important conceptsin the book. Investors whoseek to avoid risk will alwaysrequire a bigger return fortaking bigger risks.

risk-averseSeeking to avoid risk.



What About Stakeholders?

Although maximization of shareholder wealth is the primary goal, many firmsbroaden their focus to include the interests of stakeholders as well as share-holders. Stakeholders are groups such as employees, customers, suppliers, cred-itors, owners, and others who have a direct economic link to the firm. A firm with a stakeholder focus consciously avoids actions that would prove detrimentalto stakeholders. The goal is not to maximize stakeholder well-being but to pre-serve it.

The stakeholder view does not alter the goal of maximizing shareholderwealth. Such a view is often considered part of the firm’s “social responsibility.”It is expected to provide long-run benefit to shareholders by maintaining positivestakeholder relationships. Such relationships should minimize stakeholder turn-over, conflicts, and litigation. Clearly, the firm can better achieve its goal of share-holder wealth maximization by fostering cooperation with its other stakeholders,rather than conflict with them.

Corporate Governance

The system used to direct and control a corporation is referred to as corporategovernance. It defines the rights and responsibilities of the key corporate partici-pants such as the shareholders, board of directors, officers and managers, andother stakeholders, and the rules and procedures for making corporate decisions.It also typically specifies the structure through which the company sets objectives,develops plans for achieving them, and establishes procedures for monitoringperformance.

Figure 1.1 on page 6 depicts the typical corporate governance structure, in which the stockholders (owners) elect a board of directors (their representa-tives), who in turn hire officers and managers (professional managers) to operatethe firm in a manner consistent with the goals, plans, and policies established and monitored by the board on behalf of the shareholders. Typically, the board’spolicies specify ethical practices and provide for the protection of stakeholderinterests.

stakeholdersGroups such as employees,customers, suppliers,creditors, owners, and others who have a directeconomic link to the firm.

corporate governanceThe system used to direct andcontrol a corporation. Definesthe rights and responsibilitiesof key corporate participants,decision-making procedures,and the way in which the firmwill set, achieve, and monitorits objectives.

F IGURE 1 .3

Share Price MaximizationFinancial decisions andshare price

FinancialManager

Return?Risk?

FinancialDecision

Alternativeor Action

Accept

Reject

YesIncreaseSharePrice?

No



Individual versus Institutional Investors

Clearly, the corporate board’s first responsibility is to the shareholders. To betterunderstand this responsibility it is helpful to differentiate between the two broadclasses of owners—individuals and institutions. Individual investors are investorswho buy relatively small quantities of shares so as to earn a return on idle funds,build a source of retirement income, or provide financial security. Institutionalinvestors are investment professionals that are paid to manage other people’smoney. They hold and trade large quantities of securities for individuals, busi-nesses, and governments. Institutional investors include banks, insurance compa-nies, mutual funds, and pension funds, which invest large sums of money to earncompetitive returns for their clients/plan participants.

Because they hold and trade large blocks of stock, institutional investors tendto have a much greater influence on corporate governance than do individualinvestors. Simply stated, because they own large amounts of common stock andhave the resources to buy and sell large blocks of shares, institutional investorsare able to maintain management’s attention. If a large institutional investor sellsor buys a sizable block of shares, the share price will likely be driven down or up,respectively. Clearly, these large investors speak in a much louder voice than doesthe individual investor.

The Sarbanes-Oxley Act of 2002

Beginning in 2000, numerous corporate misdeeds were uncovered and disclosedby various regulatory bodies. The misdeeds derived from two main types of issues:(1) false disclosures in financial reporting and other information releases, and (2)undisclosed conflicts of interest between corporations and their analysts, auditors,and attorneys and between corporate directors, officers, and shareholders. Inresponse to these fraudulent disclosures and conflicts of interest, in July 2002Congress passed the Sarbanes-Oxley Act of 2002 (commonly called SOX).

Sarbanes-Oxley focused on eliminating the many disclosure and conflict ofinterest problems that had surfaced. It did the following: established an oversightboard to monitor the accounting industry; tightened audit regulations and con-trols; toughened penalties against executives who commit corporate fraud;strengthened accounting disclosure requirements and ethical guidelines for cor-porate officers; established corporate board structure and membership guidelines;established guidelines with regard to analyst conflicts of interest; mandatedinstant disclosure of stock sales by corporate executives; and increased securitiesregulation authority and budgets for auditors and investigators.

Although most commentators believe SOX is effective in reducing fraudulentdisclosures and conflicts of interest in corporations, its implementation hasplaced a huge financial burden on the corporations that must comply with itsrequirements. Regulators and corporations continue to discuss how to simplifycompliance with SOX. As a result, future modifications aimed at simplifyingSOX are widely anticipated.

The Role of Business Ethics

Business ethics are the standards of conduct or moral judgment that apply to per-sons engaged in commerce. Violations of these standards in finance involve avariety of actions: “creative accounting,” earnings management, misleading finan-

Sarbanes-Oxley Act of 2002 (SOX)An act aimed at eliminatingcorporate disclosure andconflict of interest problems.Contains provisions aboutcorporate financial disclosuresand the relationships amongcorporations, analysts,auditors, attorneys, directors,officers, and shareholders.

business ethicsStandards of conduct or moral judgment that apply to persons engaged incommerce.

individual investorsInvestors who buy relativelysmall quantities of shares so as to meet personalinvestment goals.

institutional investorsInvestment professionals,such as banks, insurancecompanies, mutual funds, and pension funds, that are paid to manage otherpeople’s money and that hold and trade largequantities of securities.



cial forecasts, insider trading, fraud, excessive executive compensation, optionsbackdating, bribery, and kickbacks. The financial press has reported many suchviolations in recent years, involving such well-known companies as Apple, Boeing,Enron, and Tyco. As a result, the business community in general and the financialcommunity in particular are developing and enforcing ethical standards. The goalof these ethical standards is to motivate business and market participants toadhere to both the letter and the spirit of laws and regulations concerned withbusiness and professional practice. Most business leaders believe businesses actu-ally strengthen their competitive positions by maintaining high ethical standards.

Considering Ethics

Robert A. Cooke, a noted ethicist, suggests that the following questions be usedto assess the ethical viability of a proposed action.2

1. Is the action arbitrary or capricious? Does it unfairly single out an individualor group?

2. Does the action violate the moral or legal rights of any individual or group?3. Does the action conform to accepted moral standards?4. Are there alternative courses of action that are less likely to cause actual or

potential harm?

Clearly, considering such questions before taking an action can help to ensure itsethical viability.

Today, an increasing number of firms are directly addressing the issue ofethics by establishing corporate ethics policies and requiring employee compli-ance with them. A major impetus toward the development of corporate ethicspolicies has been the Sarbanes-Oxley Act of 2002 described earlier. Frequently,employees are required to sign a formal pledge to uphold the firm’s ethics poli-cies. Such policies typically apply to employee actions in dealing with all corpo-rate stakeholders, including the public. Many companies also require employees toparticipate in ethics seminars and training programs.

Ethics and Share Price

An effective ethics program is believed to enhance corporate value. An ethics pro-gram can produce a number of positive benefits. It can reduce potential litigationand judgment costs; maintain a positive corporate image; build shareholder con-fidence; and gain the loyalty, commitment, and respect of the firm’s stakeholders.Such actions, by maintaining and enhancing cash flow and reducing perceivedrisk, can positively affect the firm’s share price. Ethical behavior is thereforeviewed as necessary for achieving the firm’s goal of owner wealth maximization.3

The Agency Issue

We have seen that the goal of the financial manager should be to maximize thewealth of the firm’s owners. Thus managers can be viewed as agents of theowners who have hired them and given them decision-making authority to

2. Robert A. Cooke, “Business Ethics: A Perspective,” in Arthur Andersen Cases on Business Ethics (Chicago:Arthur Andersen, September 1991), pp. 2 and 5.

3. For an excellent discussion of this and related issues by a number of finance academics and practitioners who havegiven a lot of thought to financial ethics, see James S. Ang, “On Financial Ethics,” Financial Management (Autumn1993), pp. 32–59.

To provide further insight intothe ethical dilemmas and issuessometimes facing the financialmanager, in many chapters, the In Practice box focuses on ethics.


manage the firm. Technically, any manager who owns less than 100 percent of thefirm is to some degree an agent of the other owners. This separation of ownersand managers is shown by the dashed horizontal line in Figure 1.1 on page 6.

In theory, most financial managers would agree with the goal of owner wealthmaximization. In practice, however, managers are also concerned with their per-sonal wealth, job security, and fringe benefits. Such concerns may make managersreluctant or unwilling to take more than moderate risk if they perceive that tak-ing too much risk might jeopardize their jobs or reduce their personal wealth.The result is a less-than-maximum return and a potential loss of wealth for theowners.

The Agency Problem

From this conflict of owner and personal goals arises what has been called theagency problem, the likelihood that managers may place personal goals ahead ofcorporate goals. Two factors—market forces and agency costs—serve to preventor minimize agency problems.

Market Forces One market force is major shareholders, particularly largeinstitutional investors such as life insurance companies, mutual funds, and pen-sion funds. These holders of large blocks of a firm’s stock exert pressure on man-agement to perform, by communicating their concerns to the firm’s board. Theyoften threaten to exercise their voting rights or liquidate their holdings if theboard does not respond positively to their concerns.

Another market force is the threat of takeover by another firm that believes itcan enhance the target firm’s value by restructuring its management, operations,and financing. The constant threat of a takeover tends to motivate managementto act in the best interests of the firm’s owners.

Agency Costs To minimize agency problems and contribute to the maxi-mization of owners’ wealth, stockholders incur agency costs. These are the costsof maintaining a corporate governance structure that monitors managementbehavior, ensures against dishonest acts of management, and gives managers thefinancial incentive to maximize share price.

The most popular, powerful, and expensive approach is to structure manage-ment compensation to correspond with share price maximization. The objectiveis to give managers incentives to act in the best interests of the owners. In addi-tion, the resulting compensation packages allow firms to compete for and hire thebest managers available. The two key types of compensation plans are incentiveplans and performance plans.

Incentive plans tend to tie management compensation to share price. Themost popular incentive plan is the granting of stock options to management.These options allow managers to purchase stock at the market price set at thetime of the grant. If the market price rises, managers will be rewarded by beingable to resell the shares at the higher market price.

Many firms also offer performance plans, which tie management compensa-tion to measures such as earnings per share (EPS), growth in EPS, and otherratios of return. Performance shares, shares of stock given to management as aresult of meeting the stated performance goals, are often used in these plans.


Hint A stockbrokerconfronts the same issue. If shegets you to buy and sell morestock, it’s good for her, but itmay not be good for you.

agency problemThe likelihood that managersmay place personal goalsahead of corporate goals.

agency costsThe costs borne by stock-holders to maintain a corpo-rate governance structurethat minimizes agencyproblems and contributes to the maximization of ownerwealth.

incentive plansManagement compensationplans that tend to tie manage-ment compensation to shareprice; the most popularincentive plan involves thegrant of stock options.

stock optionsAn incentive allowingmanagers to purchase stock at the market price set at thetime of the grant.

performance plansPlans that tie managementcompensation to measuressuch as EPS, growth in EPS,and other ratios of return.Performance shares and/orcash bonuses are used ascompensation under theseplans.

performance sharesShares of stock given tomanagement for meetingstated performance goals.



Another form of performance-based compensation is cash bonuses, cash pay-ments tied to the achievement of certain performance goals.

The Current View of Management Compensation

The execution of many compensation plans has been closely scrutinized in recentyears. Both individuals and institutional stockholders, as well as the Securitiesand Exchange Commission (SEC), continue to publicly question the appropriate-ness of the multimillion-dollar compensation packages that many corporate exec-utives receive. For example, the three highest-paid CEOs in 2006 were (1) StevenP. Jobs of Apple Inc., who earned $646.60 million; (2) Ray R. Irani of OccidentalPetroleum, who earned $321.64 million; and (3) Barry Diller of IAC/InterActive-Corp, who earned $295.14 million. Tenth on the same list was Henry C. Duquesof First Data, who earned $98.21 million. During 2006, the average compensationof the CEOs of America’s 500 biggest companies surveyed by Forbes.com usingdata from a variety of sources was $15.20 million, up 38 percent from 2005. Theaverage compensation of the top 20 highest-paid CEOs was $144.66 million.

Recent studies have failed to find a strong relationship between CEO compen-sation and share price. During the past few years, publicity surrounding theselarge compensation packages (without corresponding share price performance)has driven down executive compensation. Contributing to this publicity is the SECrequirement that publicly traded companies disclose to shareholders and othersthe amount of compensation to their CEO, CFO, three other highest-paid execu-tives, and directors, the method used to determine it and a narrative discussionregarding the underlying compensation policies. At the same time, new compensa-tion plans that better link managers’ performance with regard to shareholderwealth to their compensation are being developed and implemented.

Unconstrained, managers may have other goals in addition to share pricemaximization, but much of the evidence suggests that share price maximiza-tion—the focus of this book—is the primary goal of most firms.

REVIEW QUESTIONS

1–11 For what three basic reasons is profit maximization inconsistent withwealth maximization?

1–12 What is risk? Why must risk as well as return be considered by the finan-cial manager who is evaluating a decision alternative or action?

1–13 What is the goal of the firm and, therefore, of all managers and employees?Discuss how one measures achievement of this goal.

1–14 What is corporate governance? How has the Sarbanes-Oxley Act of 2002affected it? Explain.

1–15 Describe the role of corporate ethics policies and guidelines, and discussthe relationship that is believed to exist between ethics and share price.

1–16 How do market forces—both shareholder activism and the threat oftakeover—act to prevent or minimize the agency problem? What role doinstitutional investors play in shareholder activism?

1–17 Define agency costs, and explain their relationship to a firm’s corporategovernance structure. How can the firm structure management compensa-tion to minimize agency problems? What is the current view with regardto the execution of many compensation plans?

cash bonusesCash paid to management forachieving certain performancegoals.


1.4 Financial Institutions and Markets

Most successful firms have ongoing needs for funds. They can obtain funds fromexternal sources in three ways. The first source is through a financial institutionthat accepts savings and transfers them to those that need funds. A second sourceis through financial markets, organized forums in which the suppliers anddemanders of various types of funds can make transactions. A third source isthrough private placement. Because of the unstructured nature of private place-ments, here we focus primarily on the role of financial institutions and financialmarkets in facilitating business financing.

Financial Institutions

Financial institutions serve as intermediaries by channeling the savings of individ-uals, businesses, and governments into loans or investments. Many financialinstitutions directly or indirectly pay savers interest on deposited funds; othersprovide services for a fee (for example, checking accounts for which customerspay service charges). Some financial institutions accept customers’ savingsdeposits and lend this money to other customers or to firms; others invest cus-tomers’ savings in earning assets such as real estate or stocks and bonds; andsome do both. Financial institutions are required by the government to operatewithin established regulatory guidelines.

Key Customers of Financial Institutions

For financial institutions, the key suppliers of funds and the key demanders offunds are individuals, businesses, and governments. The savings that individualconsumers place in financial institutions provide these institutions with a largeportion of their funds. Individuals not only supply funds to financial institutionsbut also demand funds from them in the form of loans. However, individuals as agroup are the net suppliers for financial institutions: They save more money thanthey borrow.

Business firms also deposit some of their funds in financial institutions, pri-marily in checking accounts with various commercial banks. Like individuals,firms borrow funds from these institutions, but firms are net demanders of funds:They borrow more money than they save.

Governments maintain deposits of temporarily idle funds, certain tax pay-ments, and Social Security payments in commercial banks. They do not borrowfunds directly from financial institutions, although by selling their debt securitiesto various institutions, governments indirectly borrow from them. The govern-ment, like business firms, is typically a net demander of funds: It typically bor-rows more than it saves. We’ve all heard about the federal budget deficit.

Major Financial Institutions

The major financial institutions in the U.S. economy are commercial banks, sav-ings and loans, credit unions, savings banks, insurance companies, mutual funds,and pension funds. These institutions attract funds from individuals, businesses,

LG5


financial institutionAn intermediary that channelsthe savings of individuals,businesses, and governmentsinto loans or investments.

Hint Think about howinefficient it would be if eachindividual saver had tonegotiate with each potentialuser of savings. Institutionsmake the process very efficientby becoming intermediariesbetween savers and users.

For an in-depth, chapter-lengthdiscussion of financialinstitutions and financialmarkets, see the online chapter at the book’s website.



and governments, combine them, and make loans available to individuals andbusinesses. Descriptions of the major financial institutions are found at the text-book’s website.

Financial Markets

Financial markets are forums in which suppliers of funds and demanders of fundscan transact business directly. Whereas the loans and investments of institutionsare made without the direct knowledge of the suppliers of funds (savers), sup-pliers in the financial markets know where their funds are being lent or invested.The two key financial markets are the money market and the capital market.Transactions in short-term debt instruments, or marketable securities, take placein the money market. Long-term securities—bonds and stocks—are traded in thecapital market.

To raise money, firms can use either private placements or public offerings.Private placement involves the sale of a new security issue, typically bonds or pre-ferred stock, directly to an investor or group of investors, such as an insurancecompany or pension fund. Most firms, however, raise money through a publicoffering of securities, which is the nonexclusive sale of either bonds or stocks tothe general public.

All securities are initially issued in the primary market. This is the onlymarket in which the corporate or government issuer is directly involved in thetransaction and receives direct benefit from the issue. That is, the company actu-ally receives the proceeds from the sale of securities. Once the securities begin totrade between savers and investors, they become part of the secondary market.The primary market is the one in which “new” securities are sold. The secondarymarket can be viewed as a “preowned” securities market.

The Relationship between Institutions and Markets

Financial institutions actively participate in the financial markets as both sup-pliers and demanders of funds. Figure 1.4 (see page 22) depicts the general flowof funds through and between financial institutions and financial markets; pri-vate placement transactions are also shown. The individuals, businesses, and gov-ernments that supply and demand funds may be domestic or foreign. We nextbriefly discuss the money market, including its international equivalent—theEurocurrency market. We then end this section with a discussion of the capitalmarket, which is of key importance to the firm.

The Money Market

The money market is created by a financial relationship between suppliers anddemanders of short-term funds (funds with maturities of one year or less). Themoney market exists because some individuals, businesses, governments, andfinancial institutions have temporarily idle funds that they wish to put to someinterest-earning use. At the same time, other individuals, businesses, govern-ments, and financial institutions find themselves in need of seasonal or temporary

financial marketsForums in which suppliers of funds and demanders offunds can transact businessdirectly.

private placementThe sale of a new securityissue, typically bonds orpreferred stock, directly to aninvestor or group of investors.

public offeringThe nonexclusive sale ofeither bonds or stocks to thegeneral public.

primary marketFinancial market in whichsecurities are initially issued;the only market in which theissuer is directly involved inthe transaction.

secondary marketFinancial market in whichpreowned securities (thosethat are not new issues) aretraded.

money marketA financial relationshipcreated between suppliersand demanders of short-termfunds.


financing. The money market brings together these suppliers and demanders ofshort-term funds.

Most money market transactions are made in marketable securities—short-term debt instruments, such as U.S. Treasury bills, commercial paper, and nego-tiable certificates of deposit issued by government, business, and financialinstitutions, respectively. (Marketable securities are described in Chapter 13.)

The Eurocurrency Market

The international equivalent of the domestic money market is called the Euro-currency market. This is a market for short-term bank deposits denominated inU.S. dollars or other easily convertible currencies. Eurocurrency deposits arisewhen a corporation or individual makes a bank deposit in a currency other thanthe local currency of the country where the bank is located. If, for example, amultinational corporation were to deposit U.S. dollars in a London bank, thiswould create a Eurodollar deposit (a dollar deposit at a bank in Europe). Nearlyall Eurodollar deposits are time deposits. This means that the bank wouldpromise to repay the deposit, with interest, at a fixed date in the future—say, in 6months. During the interim, the bank is free to lend this dollar deposit to credit-worthy corporate or government borrowers. If the bank cannot find a borroweron its own, it may lend the deposit to another international bank.

The Capital Market

The capital market is a market that enables suppliers and demanders of long-termfunds to make transactions. Included are securities issues of business and govern-ment. The backbone of the capital market is formed by the broker and dealermarkets that provide a forum for bond and stock transactions. International cap-ital markets also exist.

Key Securities Traded: Bonds and Stocks

The key capital market securities are bonds (long-term debt) and both commonstock and preferred stock (equity, or ownership).


marketable securitiesShort-term debt instruments,such as U.S. Treasury bills,commercial paper, andnegotiable certificates of deposit issued bygovernment, business, and financial institutions,respectively.

Eurocurrency marketInternational equivalent of the domestic money market.

capital marketA market that enablessuppliers and demanders of long-term funds to maketransactions.

Hint Remember that themoney market is for short-termfund raising and is representedby current liabilities on thebalance sheet. The capitalmarket is for long-term fundraising and is reflected by long-term debt and equity on thebalance sheet.

F IGURE 1 .4

Flow of FundsFlow of funds for financialinstitutions and markets

PrivatePlacement

Suppliersof Funds

Demandersof Funds

FinancialInstitutions

FinancialMarkets

Funds

Deposits/Shares

Funds

Loans

Securities

Securities

Secu

ritie

s

Securities

Funds Funds

Funds

Fund

s



Bonds are long-term debt instruments used by business and government toraise large sums of money, generally from a diverse group of lenders. Corporatebonds typically pay interest semiannually (every 6 months) at a stated couponinterest rate. They have an initial maturity of from 10 to 30 years, and a par, orface, value of $l,000 that must be repaid at maturity. Bonds are described indetail in Chapter 6.

Lakeview Industries, a major microprocessor manufacturer, has issued a 9 per-cent coupon interest rate, 20-year bond with a $1,000 par value that pays interestsemiannually. Investors who buy this bond receive the contractual right to $90annual interest (9% coupon interest rate3$1,000 par value) distributed as $45at the end of each 6 months (1/23$90) for 20 years, plus the $1,000 par value atthe end of year 20.

As noted earlier, shares of common stock are units of ownership, or equity, ina corporation. Common stockholders earn a return by receiving dividends—peri-odic distributions of earnings—or by realizing increases in share price. Preferredstock is a special form of ownership that has features of both a bond andcommon stock. Preferred stockholders are promised a fixed periodic dividendthat must be paid prior to payment of any dividends to common stockholders. Inother words, preferred stock has “preference” over common stock. Preferred andcommon stock are described in detail in Chapter 7.

Broker Markets and Dealer Markets

By far, the vast majority of trades made by individual investors take place in thesecondary market. When you look at the secondary market on the basis of howsecurities are traded, you will find you can essentially divide the market into twosegments: broker markets and dealer markets.

The key difference between broker and dealer markets is a technical pointdealing with the way trades are executed. That is, when a trade occurs in a brokermarket, the two sides to the transaction, the buyer and the seller, are broughttogether and the trade takes place at that point: Party A sells his or her securitiesdirectly to the buyer, Party B. In a sense, with the help of a broker, the securitieseffectively change hands on the floor of the exchange. The broker market consistsof national and regional securities exchanges, which are organizations that pro-vide a marketplace in which firms can raise funds through the sale of new securi-ties and purchasers can resell securities.

In contrast, when trades are made in a dealer market, the buyer and the sellerare never brought together directly. Instead, market makers execute the buy/sellorders. Market makers are securities dealers who “make markets” by offering tobuy or sell certain securities at stated prices. Essentially, two separate trades aremade: Party A sells his or her securities (in, say, Dell) to a dealer, and Party B buyshis or her securities (in Dell) from another, or possibly even the same, dealer.Thus, there is always a dealer (market maker) on one side of a dealer-markettransaction. The dealer market is made up of both the Nasdaq market, an all-electronic trading platform used to execute securities trades, and the over-the-counter (OTC) market, where smaller, unlisted securities are traded.

Broker Markets If you are like most individual investors, when you think of the “stock market” the first name to come to mind is the New York Stock

Example

bondLong-term debt instrumentused by business andgovernment to raise largesums of money, generallyfrom a diverse group oflenders.

preferred stockA special form of ownershiphaving a fixed periodicdividend that must be paidprior to payment of anydividends to commonstockholders.

broker marketThe securities exchanges onwhich the two sides of atransaction, the buyer andseller, are brought together to trade securities.

securities exchangesOrganizations that provide the marketplace in whichfirms can raise funds throughthe sale of new securities and purchasers can resellsecurities.

dealer marketThe market in which the buyerand seller are not broughttogether directly but insteadhave their orders executed bysecurities dealers that “makemarkets” in the given security.

market makersSecurities dealers who “makemarkets” by offering to buy or sell certain securities atstated prices.

Nasdaq marketAn all-electronic tradingplatform used to executesecurities trades.

over-the-counter (OTC) marketMarket where smaller,unlisted securities are traded.


Exchange (NYSE). In point of fact, the NYSE is the dominant broker market.Also included in this market are the American Stock Exchange (AMEX), which isanother national exchange, and several so-called regional exchanges. Theseexchanges account for about 60 percent of the total dollar volume of all sharestraded in the U.S. stock market. In broker markets all the trading takes place oncentralized trading floors.

Most exchanges are modeled after the New York Stock Exchange. For afirm’s securities to be listed for trading on a stock exchange, a firm must file anapplication for listing and meet a number of requirements. For example, to be eli-gible for listing on the NYSE, a firm must have at least 2,200 stockholdersowning 100 or more shares; a minimum of 1.1 million shares of publicly heldstock outstanding; pretax earnings of at least $10 million over the previous 3 years, with no loss in the previous 2 years; and a minimum market value ofpublic shares of $100 million. Clearly, only large, widely held firms are candi-dates for NYSE listing.

Once placed, an order to buy or sell on the NYSE can be executed in minutes,thanks to sophisticated telecommunication devices. New Internet-based bro-kerage systems enable investors to place their buy and sell orders electroni-cally. Information on publicly traded securities is reported in various media, both print, such as the Wall Street Journal, and electronic, such as MSN Money(www.moneycentral.msn.com).

Dealer Markets One of the key features of the dealer market is that it hasno centralized trading floors. Instead, it is made up of a large number of marketmakers who are linked together via a mass-telecommunications network.

Each market maker is actually a securities dealer who makes a market in oneor more securities by offering to buy or sell them at stated bid/ask prices. The bidprice and ask price represent, respectively, the highest price offered to purchase agiven security and the lowest price at which the security is offered for sale. Ineffect, an investor pays the ask price when buying securities and receives the bidprice when selling them.

As described earlier, the dealer market is made up of both the Nasdaq marketand the over-the-counter (OTC) market, which together account for about 40 percent of all shares traded in the U.S. market—with the Nasdaq accountingfor the overwhelming majority of those trades. (As an aside, the primary marketis also a dealer market, because all new issues are sold to the investing public bysecurities dealers, acting on behalf of the investment banker.)

The largest dealer market consists of a select group of stocks that are listedand traded on the National Association of Securities Dealers AutomatedQuotation System, typically referred to as Nasdaq. Founded in 1971, Nasdaqhad its origins in the OTC market, but is today considered a totally separateentity that’s no longer a part of the OTC market. In fact, in 2006 the Nasdaq wasformally recognized by the SEC as a “listed exchange,” essentially giving it thesame stature and prestige as the NYSE.

International Capital Markets

Although U.S. capital markets are by far the world’s largest, there are importantdebt and equity markets outside the United States. In the Eurobond market, cor-porations and governments typically issue bonds denominated in dollars and sell


Eurobond marketThe market in whichcorporations andgovernmentstypically issue bondsdenominated in dollars andsell them to investors locatedoutside the United States.

bid priceThe highest price offered to purchase a security.

ask priceThe lowest price at which a security is offered for sale.



them to investors located outside the United States. A U.S. corporation might, forexample, issue dollar-denominated bonds that would be purchased by investorsin Belgium, Germany, or Switzerland. Through the Eurobond market, issuingfirms and governments can tap a much larger pool of investors than would begenerally available in the local market.

The foreign bond market is another international market for long-term debtsecurities. A foreign bond is a bond issued by a foreign corporation or govern-ment that is denominated in the investor’s home currency and sold in theinvestor’s home market. A bond issued by a U.S. company that is denominated inSwiss francs and sold in Switzerland is an example of a foreign bond. Althoughthe foreign bond market is much smaller than the Eurobond market, many issuershave found it to be an attractive way of tapping debt markets in Germany, Japan,Switzerland, and the United States.

Finally, the international equity market allows corporations to sell blocks ofshares to investors in a number of different countries simultaneously. This marketenables corporations to raise far larger amounts of capital than they could raisein any single national market. International equity sales have also proven to beindispensable to governments that have sold state-owned companies to privateinvestors during recent years.

The Role of Capital Markets

The capital market creates continuous liquid markets in which firms can obtainneeded financing. It also creates efficient markets that allocate funds to their mostproductive uses. This is especially true for securities that are actively traded inbroker or dealer markets, where the competition among wealth-maximizinginvestors determines and publicizes prices that are believed to be close to theirtrue value. See Focus on Practice box on page 26 for the story of one legendarystock price, and the equally legendary man who brought it about.

The price of an individual security is determined by the demand for andsupply of the security. Figure 1.5 depicts the interaction of the forces of demand(represented by line D0) and supply (represented by line S) for a given securitycurrently selling at an equilibrium price P0. At that price, Q0 shares of the stockare traded.

Q0

Number of Shares Traded

Share

Pri

ce

P1P0

Q1

D1D0

D1

S

D0S

F IGURE 1 .5

Supply and DemandSupply and demand for a security

foreign bondBond that is issued by a foreign corporation or government and isdenominated in the investor’shome currency and sold inthe investor’s home market.

international equity marketA market that allowscorporations to sell blocks of shares to investors in anumber of different countriessimultaneously.

efficient marketA market that allocates fundsto their most productive usesas a result of competitionamong wealth-maximizinginvestors that determines and publicizes prices that arebelieved to be close to theirtrue value.



Berkshire Hathaway—Can Buffett Be Replaced?

In early 1980, investors couldbuy one share of BerkshireHathaway Class A commonstock (stock symbol: BRKA) for$285. That may have seemedexpensive at the time, but bymid-2007 the price of just oneshare had climbed to $111,000.The wizard behind such phe-nomenal growth in shareholdervalue is the chairman ofBerkshire Hathaway, WarrenBuffett, nicknamed the Oracle of Omaha.

With his partner, Vice-Chairman Charlie Munger, Buffettruns a large conglomerate of73 businesses with 217,000employees and nearly $100 bil-lion in annual revenues. Hemakes it look easy. In his words,“I’ve taken the easy route, justsitting back and working throughgreat managers who run theirown shows. My only tasks areto cheer them on, sculpt andharden our corporate culture,and make major capital-allocationdecisions. Our managers havereturned this trust by workinghard and effectively.”

Buffett’s style of corporateleadership seems rather laid

back, but behind that “aw-shucks” manner lies one of thebest analytical minds in business.He believes in aligning manage-rial incentives with performance.Berkshire employs many differ-ent incentive arrangements, withtheir terms depending on suchelements as the economicpotential or capital intensity of a CEO’s business. Whatever the compensation arrangement,Buffett tries to keep it bothsimple and fair. Buffett himselfreceives an annual salary of$100,000—not much in this ageof super-sized CEO compensa-tion packages. However, withnearly 31 percent ownership inBerkshire Hathaway, valued atnearly $44 billion, Buffett isdoing fine financially, even afterannouncing recently his plans to donate $40 billion to philan-thropic causes.

Berkshire’s annual report is a must-read for many investorsdue to the popularity of Buffett’sannual letter to shareholderswith his homespun take on suchtopics as investing, corporategovernance, and corporate lead-ership. Shareholder meetings in

Omaha, Nebraska, have turnedinto cult-like gatherings, withthousands traveling to listen toBuffett answer questions fromshareholders. One question thathas been firmly answered is thequestion of Mr. Buffett’s ability tocreate shareholder value.

The next question that needsto be answered is whetherBerkshire Hathaway can success-fully replace Buffett (age 77),Munger (age 83), and the boardof directors (average age of 70).Time will tell. Given its trackrecord, the company is likely tobe successful in finding a newgeneration of leadership thattakes action based on the bestinterests of employees, cus-tomers, and shareholders, aslong as Warren Buffett is able toimpart his special wisdom to theprocess.

■ The share price of BRKA hasnever been split. Why might thecompany refuse to split its shares to make them more affordable toaverage investors?

IN P

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CT

ICE

Focus on Practice

Changing evaluations of a firm’s prospects cause changes in the demand forand supply of its securities and ultimately result in a new price for the securities.Suppose, for example, that the firm shown in Figure 1.5 announces a favorablediscovery. Investors expect rewarding results from the discovery, so they increasetheir valuations of the firm’s shares. The changing evaluation results in a shift indemand from D0 to D1. At that new level of demand, Q1 shares will be traded,and a new, higher equilibrium price of P1 will result. The competitive market cre-ated by the major securities exchanges provides a forum in which share prices arecontinuously adjusted to changing demand and supply.



REVIEW QUESTIONS

1–18 Who are the key participants in the transactions of financial institutions?Who are net suppliers and who are net demanders?

1–19 What role do financial markets play in our economy? What are primaryand secondary markets? What relationship exists between financial insti-tutions and financial markets?

1–20 What is the money market? What is the Eurocurrency market?1–21 What is the capital market? What are the primary securities traded in it?1–22 What are broker markets? What are dealer markets? How do they differ?1–23 Briefly describe the international capital markets, particularly the Euro-

bond market and the international equity market.1–24 What are efficient markets? What determines the price of an individual

security in such a market?

1.5 Business Taxes

Taxes are a fact of life, and businesses, like individuals, must pay taxes onincome. The income of sole proprietorships and partnerships is taxed as theincome of the individual owners; corporate income is subject to corporate taxes.

Regardless of their legal form, all businesses can earn two types of income:ordinary and capital gains. Under current law, these two types of income aretreated differently in the taxation of individuals; they are not treated differentlyfor entities subject to corporate taxes. Frequent amendments are made to the tax code.

Ordinary Income

The ordinary income of a corporation is income earned through the sale of goodsor services. Ordinary income in 2007 was taxed subject to the rates depicted inthe corporate tax rate schedule in Table 1.4.

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Corporate Tax Rate Schedule

Tax calculation

Range of taxable income Base tax 1 (Marginal rate3amount over base bracket)

$ 0 to $ 50,000 $ 0 1 (15% 3amount over $ 0)

50,000 to 75,000 7,500 1 (25 3amount over 50,000)

75,000 to 100,000 13,750 1 (34 3amount over 75,000)

100,000 to 335,000 22,250 1 (39 3amount over 100,000)

335,000 to 10,000,000 113,900 1 (34 3amount over 335,000)

10,000,000 to 15,000,000 3,400,000 1 (35 3amount over 10,000,000)

15,000,000 to 18,333,333 5,150,000 1 (38 3amount over 15,000,000)

Over 18,333,333 6,416,667 1 (35 3amount over 18,333,333)

TABLE 1 .4

ordinary incomeIncome earned through thesale of a firm’s goods orservices.


Webster Manufacturing, Inc., a small manufacturer of kitchen knives, has before-tax earnings of $250,000. The tax on these earnings can be found by using thetax rate schedule in Table 1.4:

From a financial point of view, it is important to understand the differencebetween average and marginal tax rates, the treatment of interest and dividendincome, and the effects of tax deductibility.

Average versus Marginal Tax Rates

The average tax rate paid on the firm’s ordinary income can be calculated bydividing its taxes by its taxable income. For firms with taxable income of $10 mil-lion or less, the average tax rate ranges from 15 to 34 percent, reaching 34 per-cent when taxable income equals or exceeds $335,000. For firms with taxableincome in excess of $10 million, the average tax rate ranges between 34 and35 percent. The average tax rate paid by Webster Manufacturing, Inc., in thepreceding example was 32.3 percent ($80,750 4 $250,000). As a corporation’staxable income increases, its average tax rate approaches and finally reaches34 percent. It remains at that level up to $10 million of taxable income, beyondwhich it rises toward and reaches 35 percent at $18,333,333.

The marginal tax rate represents the rate at which additional income is taxed.In the current corporate tax structure, the marginal tax rate on income up to$50,000 is 15 percent; from $50,000 to $75,000 it is 25 percent; and so on, asshown in Table 1.4. Webster Manufacturing’s marginal tax rate is currently 39percent because its next dollar of taxable income (bringing its before-tax earningsto $250,001) would be taxed at that rate.

If Webster Manufacturing’s earnings go up to $300,000, the marginal tax rate onthe additional $50,000 of income will be 39 percent. The company will thereforehave to pay additional taxes of $19,500 (0.39 3 $50,000). Total taxes on the$300,000, then, will be $100,250 ($80,750 1 $19,500). To check this figureusing the tax rate schedule in Table 1.4, we would get a total tax liability of$22,500 1 [0.39 3 ($300,000 1 $100,000)] 5 $22,250 1 $78,000 5 $100,250—the same value obtained by applying the marginal tax rate to the added incomeand adjusting the known tax liability.

To simplify calculations in the text, we assume a fixed 40 percent tax rate tobe applicable to ordinary corporate income. Given our focus on financial deci-sion making, this rate is assumed to represent the firm’s marginal tax rate.

Interest and Dividend Income

In the process of determining taxable income, any interest received by the corpo-ration is included as ordinary income. Dividends, on the other hand, are treateddifferently. This different treatment moderates the effect of double taxation,which occurs when the already once-taxed earnings of a corporation are distrib-

Example

5 $22,250 1 $58,500 5 $80,750

5 $22,250 1 (0.39 3 $150,000)

Total taxes due 5 $22,250 1 [0.39 3 ($250,000 2 $100,000)]

Example


average tax rateA firm’s taxes divided by itstaxable income.

marginal tax rateThe rate at which additionalincome is taxed.

double taxationOccurs when the alreadyonce-taxed earnings of acorporation are distributed as cash dividends to stock-holders, who must pay taxesof up to a maximum rate of15 percent on them.



uted as cash dividends to stockholders, who must pay taxes of up to a maximumrate of 15 percent on them. Therefore, dividends that the firm receives on commonand preferred stock held in other corporations, and representing less than 20 per-cent ownership in them, are subject to a 70 percent exclusion for tax purposes.4The dividend exclusion in effect eliminates most of the potential tax liability fromthe dividends received by the second and any subsequent corporations.

Tax-Deductible Expenses

In calculating their taxes, corporations are allowed to deduct operating expenses,as well as interest expense. The tax deductibility of these expenses reduces theirafter-tax cost. The following example illustrates the benefit of tax deductibility.

Two companies, Debt Co. and No-Debt Co., both expect in the coming year tohave earnings before interest and taxes of $200,000. Debt Co. during the yearwill have to pay $30,000 in interest. No-Debt Co. has no debt and therefore willhave no interest expense. Calculation of the earnings after taxes for these twofirms is as follows:

Example

4. The exclusion is 80% if the corporation owns between 20% and 80% of the stock in the corporation paying itdividends; 100% of the dividends received are excluded if it owns more than 80% of the corporation paying it div-idends. For convenience, we are assuming here that the ownership interest in the dividend-paying corporation is lessthan 20%.

Debt Co. No-Debt Co.

Earnings before interest and taxes $200,000 $200,000

Less: Interest expense

Earnings before taxes $170,000 $200,000

Less: Taxes (40%)

Earnings after taxes

Difference in earnings after taxes $18,000

(''''')'''''*

$120,000$102,000

80,00068,000

030,000

Debt Co. had $30,000 more interest expense than No-Debt Co., but Debt Co.’searnings after taxes are only $18,000 less than those of No-Debt Co. This differ-ence is attributable to the fact that Debt Co.’s $30,000 interest expense deductionprovided a tax savings of $12,000 ($68,000 for Debt Co. versus $80,000 for No-Debt Co.). This amount can be calculated directly by multiplying the tax rateby the amount of interest expense (0.40 3 $30,000 5 $12,000). Similarly, the$18,000 after-tax cost of the interest expense can be calculated directly by multi-plying one minus the tax rate by the amount of interest expense [(1 2 0.40) 3

$30,0005$18,000].

The tax deductibility of certain expenses reduces their actual (after-tax) costto the profitable firm. Note that both for accounting and tax purposes interest isa tax-deductible expense, whereas dividends are not. Because dividends are nottax deductible, their after-tax cost is equal to the amount of the dividend. Thus a$30,000 cash dividend has an after-tax cost of $30,000.

For discussion of anothercorporate tax provision—a taxloss carryback—see the book’s website.


Capital Gains

If a firm sells a capital asset (such as stock held as an investment) for more thanits initial purchase price, the difference between the sale price and the purchaseprice is called a capital gain. For corporations, capital gains are added to ordinarycorporate income and taxed at the regular corporate rates, with a maximum mar-ginal tax rate of 39 percent. To simplify the computations presented in the text,as for ordinary income, a fixed 40 percent tax rate is assumed to be applicable tocorporate capital gains.

Ross Company, a manufacturer of pharmaceuticals, has pretax operating earn-ings of $500,000 and has just sold for $150,000 an asset that was purchased 2 years ago for $125,000. Because the asset was sold for more than its initial pur-chase price, there is a capital gain of $25,000 ($150,000 sale price 2 $125,000initial purchase price). The corporation’s taxable income will total $525,000($500,000 ordinary income plus $25,000 capital gain). Because this total exceeds$335,000, the capital gain will be taxed at the 34% rate (see Table 1.4), resultingin a tax of $8,500 (0.343$25,000).

REVIEW QUESTIONS

1–25 Describe the tax treatment of ordinary income and that of capital gains.What is the difference between the average tax rate and the marginal taxrate?

1–26 How does the tax treatment of dividend income by the corporation mod-erate the effects of double taxation?

1–27 What benefit results from the tax deductibility of certain corporateexpenses?

Summary

Focus on Value

Chapter 1 established the primary goal of the firm—to maximize the wealth of the owners for whom the firm is being operated. For public companies, value at any time is reflected in the stock price. Therefore, management shouldact only on those opportunities that are expected to create value for owners by increasing the stock price. Doing this requires management to consider thereturns (magnitude and timing of cash flows), the risk of each proposed action,and their combined effect on value.

Review of Learning Goals

Define finance, its major areas and opportunities, and the legal forms ofbusiness organization. Finance is the art and science of managing money. It affects the life of every person and of every organization. Major opportu-

nities in financial services exist within banking and related institutions, personal

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Example


Hint If you have not doneso already, look at the “To the Student” letter on p. xxxvii. It describes organization of thisbook and how you can makebest use of its various features.

capital gainThe amount by which the saleprice of an asset exceeds theasset’s initial purchase price.



financial planning, investments, real estate, and insurance. Managerial finance is concerned with the duties of the financial manager in the business firm. Therecent trend toward globalization of business activity has created new demandsand opportunities in managerial finance.

The legal forms of business organization are the sole proprietorship, thepartnership, and the corporation. The corporation is dominant in terms of busi-ness receipts and profits, and its owners are its common and preferred stock-holders. Stockholders expect to earn a return by receiving dividends or byrealizing gains through increases in share price.

Describe the managerial finance function and its relationship to economicsand accounting. All areas of responsibility within a firm interact withfinance personnel and procedures. The financial manager must understand

the economic environment and relies heavily on the economic principle of mar-ginal cost–benefit analysis to make financial decisions. Financial managers useaccounting but concentrate on cash flows and decision making.

Identify the primary activities of the financial manager. The primaryactivities of the financial manager, in addition to ongoing involvement infinancial analysis and planning, are making investment decisions and

making financing decisions.

Explain the goal of the firm, corporate governance, the role of ethics, and the agency issue. The goal of the financial manager is to maximize the owners’ wealth, as evidenced by stock price. The financial manager

who is evaluating decision alternatives must assess both return and risk. Thewealth-maximizing actions of financial managers should also reflect the interestsof stakeholders.

The corporate governance structure is used to direct and control the corpo-ration by defining the rights and responsibilities of the key corporate participants.Both individual and institutional investors hold the stock of most companies,but institutional investors tend to have much greater influence on corporategovernance. The Sarbanes-Oxley Act of 2002 (SOX) was passed to eliminatefraudulent financial disclosure and conflict of interest problems. Positive ethicalpractices help a firm and its managers to achieve the firm’s goal of owner wealthmaximization. SOX has provided impetus toward such practices.

An agency problem results when managers, as agents for owners, place per-sonal goals ahead of corporate goals. Market forces, in the form of shareholderactivism and the threat of takeover, tend to prevent or minimize agency prob-lems. Firms incur agency costs to maintain a corporate governance structurethat monitors managers’ actions and provides incentives for them to act in thebest interests of owners. Stock options and performance plans are examples ofsuch agency costs.

Understand financial institutions and markets, and the role they play inmanagerial finance. Financial institutions serve as intermediaries by chan-neling into loans or investments the savings of individuals, businesses,

and governments. The financial markets are forums in which suppliers anddemanders of funds can transact business directly. Financial institutions activelyparticipate in the financial markets as both suppliers and demanders of funds.

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In the money market, suppliers and demanders of short-term funds trademarketable securities (short-term debt instruments). The Eurocurrency market is the international equivalent of the domestic money market.

In the capital market, investors make transactions in long-term debt (bonds)and equity (common and preferred stock). Broker markets and dealer marketsprovide secondary markets for securities. The broker market consists of nationaland regional securities exchanges, which bring together buyers and sellers.Dealer markets, which include the Nasdaq and over-the-counter (OTC) markets,have orders executed by dealers who “make markets” in given securities. Theprimary market is a dealer market. Important international debt and equitymarkets are the Eurobond market and the international equity market. The cap-ital market creates continuous liquid markets for needed financing and allocatesfunds to their most productive uses.

Discuss business taxes and their importance in financial decisions.Corporate income is subject to corporate taxes. Corporate tax rates applyto both ordinary income (after deduction of allowable expenses) and cap-

ital gains. The average tax rate paid by a corporation ranges from 15 to 35 per-cent. Corporate taxpayers can reduce their taxes through certain provisions inthe tax code: dividend income exclusions and tax-deductible expenses. A capitalgain occurs when an asset is sold for more than its initial purchase price; theyare added to ordinary corporate income and taxed at regular corporate taxrates. (For convenience, we assume a 40 percent marginal tax rate in this book.)

Self-Test Problem (Solution in Appendix B)

ST1–1 Corporate taxes Montgomery Enterprises, Inc., had operating earnings of$280,000 for the year just ended. During the year the firm sold stock that it held inanother company for $180,000, which was $30,000 above its original purchaseprice of $150,000, paid 1 year earlier.a. What is the amount, if any, of capital gains realized during the year?b. How much total taxable income did the firm earn during the year?c. Use the corporate tax rate schedule given in Table 1.4 to calculate the firm’s total

taxes due.d. Calculate both the average tax rate and the marginal tax rate on the basis of

your findings.

Warm-Up Exercises A blue box (■) indicates exercises available in .

E1–1 Ann and Jack have been partners for several years. Their firm, A & J TaxPreparation, has been very successful, as the pair agree on most business-relatedquestions. One disagreement, however, concerns the legal form of their business.

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Ann has tried for the past 2 years to get Jack to agree to incorporate. She believesthat there is no downside to incorporating and sees only benefits. Jack strongly dis-agrees; he thinks that the business should remain a partnership forever.

First, take Ann’s side and explain the positive side to incorporating the business.Next, take Jack’s side and state the advantages to remaining a partnership. Lastly,what information would you want if you were asked to make the decision for Annand Jack?

E1–2 You have been made treasurer for a day at AIMCO, Inc. AIMCO develops technology for video conferencing. A manager of the satellite division has asked youto authorize a capital expenditure in the amount of $10,000. The manager statesthat this expenditure is necessary to continue a long-running project designed to usesatellites to allow video conferencing anywhere on the planet. The manager admitsthat the satellite concept has been surpassed by recent technological advances intelephony, but he feels that AIMCO should continue the project. His reasoning isbased on the fact that $2.5 million has already been spent over the past 15 years onthis project. Although the project has little chance to be viable, the manager believesit would be a shame to waste the money and time already spent.

Use marginal cost–benefit analysis to make your decision regarding whether youshould authorize the $10,000 expenditure to continue the project.

E1–3 The end-of-year parties at Yearling, Inc., are known for their extravagance. Manage-ment provides the best food and entertainment to thank the employees for their hardwork. During the planning for this year’s bash, a disagreement broke out betweenthe treasurer’s staff and the controller’s staff. The treasurer’s staff contended that the firm was running low on cash and might have trouble paying its bills over thecoming months; they requested that cuts be made to the budget for the party. Thecontroller’s staff felt that any cuts were unwarranted as the firm continued to bevery profitable.

Can both sides be right? Explain your answer.

E1–4 Recently, some branches of Donut Shop, Inc., have dropped the practice of allowingemployees to accept tips. Customers who once said, “Keep the change,” now haveto get used to waiting for their nickels. Management even instituted a policy ofrequiring that the change be thrown out if a customer drives off without it. As afrequent customer who gets coffee and doughnuts for the office, you notice that thelines are longer and that more mistakes are being made in your order.

Explain why tips could be viewed as similar to stock options and why the delaysand incorrect orders could represent a case of agency costs. If tips are gone forever,how could Donut Shop reduce these agency costs?

E1–5 Reston, Inc., has asked your corporation, Pruro, Inc., for financial assistance. As a long-time customer of Reston, your firm has decided to give that assistance.The question you are debating is whether Pruro should take Reston stock with a 5% annual dividend or a promissory note paying 5% annual interest.

Assuming payment is guaranteed and the dollar amounts for annual interest anddividend income are identical, which option will result in greater after-tax incomefor the first year?

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Problems A blue box (■) indicates problems available in .

P1–1 Liability comparisons Merideth Harper has invested $25,000 in SouthwestDevelopment Company. The firm has recently declared bankruptcy and has $60,000in unpaid debts. Explain the nature of payments, if any, by Ms. Harper in each ofthe following situations.a. Southwest Development Company is a sole proprietorship owned by

Ms. Harper.b. Southwest Development Company is a 50–50 partnership of Ms. Harper

and Christopher Black.c. Southwest Development Company is a corporation.

P1–2 Marginal cost–benefit analysis and the goal of the firm Ken Allen, capitalbudgeting analyst for Bally Gears, Inc., has been asked to evaluate a proposal. The manager of the automotive division believes that replacing the robotics used on the heavy truck gear line will produce total benefits of $560,000 (in today’sdollars) over the next 5 years. The existing robotics would produce benefits of$400,000 (also in today’s dollars) over that same time period. An initial cashinvestment of $220,000 would be required to install the new equipment. Themanager estimates that the existing robotics can be sold for $70,000. Show how Ken will apply marginal cost–benefit analysis techniques to determine thefollowing:a. The marginal (added) benefits of the proposed new robotics.b. The marginal (added) cost of the proposed new robotics.c. The net benefit of the proposed new robotics.d. What should Ken Allen recommend that the company do? Why?e. What factors besides the costs and benefits should be considered before the final

decision is made?

P1–3 Accrual income versus cash flow for a period Thomas Book Sales, Inc., suppliestextbooks to college and university bookstores. The books are shipped with a pro-viso that they must be paid for within 30 days but can be returned for a full refundcredit within 90 days. In 2009, Thomas shipped and billed book titles totaling$760,000. Collections, net of return credits, during the year totaled $690,000.The company spent $300,000 acquiring the books that it shipped.a. Using accrual accounting and the preceding values, show the firm’s net profit for

the past year.b. Using cash accounting and the preceding values, show the firm’s net cash flow

for the past year.c. Which of these statements is more useful to the financial manager? Why?

PERSONAL FINANCE PROBLEM

P1–4 Cash flows It is typical for Jane to plan, monitor, and assess her financial positionusing cash flows over a given period, typically a month. Jane has a savings account,and her bank loans money at 6% per year while it offers short-term investment ratesof 5%. Jane’s cash flows during August were as follows:

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a. Determine Jane’s total cash inflows and cash outflows.b. Determine the net cash flow for the month of August.c. If there is a shortage, what are a few options open to Jane?d. If there is a surplus, what would be a prudent strategy for her to follow?

P1–5 Identifying agency problems, costs, and resolutions Explain why each of the follow-ing situations is an agency problem and what costs to the firm might result from it.Suggest how the problem might be dealt with short of firing the individual(s) involved.a. The front desk receptionist routinely takes an extra 20 minutes of lunch to run

personal errands.b. Division managers are padding cost estimates so as to show short-term efficiency

gains when the costs come in lower than the estimates.c. The firm’s chief executive officer has secret talks with a competitor about the pos-

sibility of a merger in which (s)he would become the CEO of the combined firms.d. A branch manager lays off experienced full-time employees and staffs customer

service positions with part-time or temporary workers to lower employmentcosts and raise this year’s branch profit. The manager’s bonus is based on prof-itability.

P1–6 Corporate taxes Tantor Supply, Inc., is a small corporation acting as the exclusivedistributor of a major line of sporting goods. During 2009 the firm earned $92,500before taxes.a. Calculate the firm’s tax liability using the corporate tax rate schedule given in

Table 1.4.b. How much are Tantor Supply’s 2009 after-tax earnings?c. What was the firm’s average tax rate, based on your findings in part a?d. What is the firm’s marginal tax rate, based on your findings in part a?

P1–7 Average corporate tax rates Using the corporate tax rate schedule given in Table 1.4, perform the following:a. Calculate the tax liability, after-tax earnings, and average tax rates for the fol-

lowing levels of corporate earnings before taxes: $10,000; $80,000; $300,000;$500,000; $1.5 million; $10 million; and $20 million.

b. Plot the average tax rates (measured on the y axis) against the pretax incomelevels (measured on the x axis). What generalization can be made concerning therelationship between these variables?

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Item Cash inflow Cash outflow

Clothes $1,000

Interest received $ 450

Dining out 500

Groceries 800

Salary 4,500

Auto payment 355

Utilities 280

Mortgage 1,200

Gas 222


P1–8 Marginal corporate tax rates Using the corporate tax rate schedule given in Table 1.4, perform the following:a. Find the marginal tax rate for the following levels of corporate earnings before

taxes: $15,000; $60,000; $90,000; $200,000; $400,000; $1 million; and $20 million.

b. Plot the marginal tax rates (measured on the y axis) against the pretax incomelevels (measured on the x axis). Explain the relationship between these variables.

P1–9 Interest versus dividend income During the year just ended, Shering Distributors,Inc., had pretax earnings from operations of $490,000. In addition, during the yearit received $20,000 in income from interest on bonds it held in Zig Manufacturingand received $20,000 in income from dividends on its 5% common stock holding inTank Industries, Inc. Shering is in the 40% tax bracket and is eligible for a 70% div-idend exclusion on its Tank Industries stock.a. Calculate the firm’s tax on its operating earnings only.b. Find the tax and the after-tax amount attributable to the interest income from

Zig Manufacturing bonds.c. Find the tax and the after-tax amount attributable to the dividend income from

the Tank Industries, Inc., common stock.d. Compare, contrast, and discuss the after-tax amounts resulting from the interest

income and dividend income calculated in parts b and c.e. What is the firm’s total tax liability for the year?

P1–10 Interest versus dividend expense Michaels Corporation expects earnings beforeinterest and taxes to be $40,000 for this period. Assuming an ordinary tax rate of40%, compute the firm’s earnings after taxes and earnings available for commonstockholders (earnings after taxes and preferred stock dividends, if any) under thefollowing conditions:a. The firm pays $10,000 in interest.b. The firm pays $10,000 in preferred stock dividends.

P1–11 Capital gains taxes Perkins Manufacturing is considering the sale of two nonde-preciable assets, X and Y. Asset X was purchased for $2,000 and will be sold todayfor $2,250. Asset Y was purchased for $30,000 and will be sold today for $35,000.The firm is subject to a 40% tax rate on capital gains.a. Calculate the amount of capital gain, if any, realized on each of the assets.b. Calculate the tax on the sale of each asset.

P1–12 Capital gains taxes The following table contains purchase and sale prices for thenondepreciable capital assets of a major corporation. The firm paid taxes of 40% oncapital gains.

Asset Purchase price Sale price

A $ 3,000 $ 3,400

B 12,000 12,000

C 62,000 80,000

D 41,000 45,000

E 16,500 18,000

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a. Determine the amount of capital gain realized on each of the five assets.b. Calculate the amount of tax paid on each of the assets.

P1–13 ETHICS PROBLEM What does it mean to say that managers should maximizeshareholder wealth “subject to ethical constraints”? What ethical considerationsmight enter into decisions that result in cash flow and stock price effects that are lessthan they might otherwise have been?

Chapter 1 Case

Assessing the Goal of Sports Products, Inc.

Loren Seguara and Dale Johnson both work for Sports Products, Inc., a major pro-ducer of boating equipment and accessories. Loren works as a clerical assistant in theAccounting Department, and Dale works as a packager in the Shipping Department.During their lunch break one day, they began talking about the company. Dale com-plained that he had always worked hard trying not to waste packing materials andefficiently and cost-effectively performing his job. In spite of his efforts and those ofhis co-workers in the department, the firm’s stock price had declined nearly $2 pershare over the past 9 months. Loren indicated that she shared Dale’s frustration, par-ticularly because the firm’s profits had been rising. Neither could understand why thefirm’s stock price was falling as profits rose.

Loren indicated that she had seen documents describing the firm’s profit-sharingplan under which all managers were partially compensated on the basis of the firm’sprofits. She suggested that maybe it was profit that was important to management,because it directly affected their pay. Dale said, “That doesn’t make sense, becausethe stockholders own the firm. Shouldn’t management do what’s best for stock-holders? Something’s wrong!” Loren responded, “Well, maybe that explains why thecompany hasn’t concerned itself with the stock price. Look, the only profits thatstockholders receive are in the form of cash dividends, and this firm has never paiddividends during its 20-year history. We as stockholders therefore don’t directly ben-efit from profits. The only way we benefit is for the stock price to rise.” Dale chimedin, “That probably explains why the firm is being sued by state and federal environ-mental officials for dumping pollutants in the adjacent stream. Why spend money forpollution control? It increases costs, lowers profits, and therefore lowers manage-ment’s earnings!”

Loren and Dale realized that the lunch break had ended and they must quicklyreturn to work. Before leaving, they decided to meet the next day to continue theirdiscussion.

To Doa. What should the management of Sports Products, Inc., pursue as its overriding

goal? Why?b. Does the firm appear to have an agency problem? Explain.

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c. Evaluate the firm’s approach to pollution control. Does it seem to be ethical?Why might incurring the expense to control pollution be in the best interests ofthe firm’s owners despite its negative effect on profits?

d. Does the firm appear to have an effective corporate governance structure?Explain any shortcomings.

e. On the basis of the information provided, what specific recommendations wouldyou offer the firm?

Spreadsheet ExerciseAssume that Monsanto Corporation is considering the renovation and/or replace-ment of some of its older and outdated carpet-manufacturing equipment. Its objectiveis to improve the efficiency of operations in terms of both speed and reduction in thenumber of defects. The company’s finance department has compiled pertinent datathat will allow it to conduct a marginal cost–benefit analysis for the proposed equip-ment replacement.

The cash outlay for new equipment would be approximately $600,000. The netbook value of the old equipment and its potential net selling price is $250,000. Thetotal benefits from the new equipment (measured in today’s dollars) would be$900,000. The benefits of the old equipment over a similar period of time (measuredin today’s dollars) would be $300,000.

To Do Create a spreadsheet to conduct a marginal cost–benefit analysis for Monsanto Corpo-ration and determine the following:

a. The marginal (added) benefits of the proposed new equipment.b. The marginal (added) cost of the proposed new equipment.c. The net benefit of the proposed new equipment.d. What would you recommend that the firm do? Why?

Web ExerciseThe World Wide Web (a part of the larger Internet) has become such a powerful forcein every aspect of our society that to ignore its potential would lessen your learningexperience. As a source of timely information, the Web is unrivaled. Anyone in theworld now has the ability to do in-depth research into almost any topic with just afew mouse clicks. The Web exercise in each chapter of this book will continue thework done within the chapter, applying real-world and real-time data to the subjectstaught therein. A relatively brief “deliverable” is attached with the assigned searches.These documents are meant to serve as verification of your time spent online. Often



the exercises will build on past exercises and match closely the work done in thegroup exercises; this correspondence is created purposefully. The chapter, its exam-ples and problems, and the group and Web exercises should all be seen as continuoustools whereby overlap reinforces the key elements of the material.

Go to the book’s companion web-site at www.prenhall.com/gitman to findthe Web Exercise for this chapter.


Remember to check the book’s websiteat www.prenhall.com/gitmanto find additional resources, includingWeb Exercises and a Web Case.


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