capital structure

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Chapter 14: Capital Structure Decisions : 

Chapter 14: Capital Structure Decisions Overview and preview of capital structure effects Business versus financial risk The impact of debt on returns Capital structure theory Example: Choosing the optimal structure Setting the capital structure in practice

Basic Definitions : 

Basic Definitions V = value of firm FCF = free cash flow WACC = weighted average cost of capital rs and rd are costs of stock and debt re and wd are percentages of the firm that are financed with stock and debt.

How can capital structure affect value? : 

How can capital structure affect value? (Continued…) WACC = wd (1-T) rd + we rs

A Preview of Capital Structure Effects : 

A Preview of Capital Structure Effects The impact of capital structure on value depends upon the effect of debt on: WACC FCF (Continued…)

The Effect of Additional Debt on WACC : 

The Effect of Additional Debt on WACC Debtholders have a prior claim on cash flows relative to stockholders. Debtholders’ “fixed” claim increases risk of stockholders’ “residual” claim. Cost of stock, rs, goes up. Firm’s can deduct interest expenses. Reduces the taxes paid Frees up more cash for payments to investors Reduces after-tax cost of debt (Continued…)

The Effect on WACC (Continued) : 

The Effect on WACC (Continued) Debt increases risk of bankruptcy Causes pre-tax cost of debt, rd, to increase Adding debt increase percent of firm financed with low-cost debt (wd) and decreases percent financed with high-cost equity (we) Net effect on WACC = uncertain. (Continued…)

The Effect of Additional Debt on FCF : 

The Effect of Additional Debt on FCF Additional debt increases the probability of bankruptcy. Direct costs: Legal fees, “fire” sales, etc. Indirect costs: Lost customers, reduction in productivity of managers and line workers, reduction in credit (i.e., accounts payable) offered by suppliers (Continued…)

Slide 8: 

Impact of indirect costs NOPAT goes down due to lost customers and drop in productivity Investment in capital goes up due to increase in net operating working capital (accounts payable goes up as suppliers tighten credit). (Continued…)

Slide 9: 

Additional debt can affect the behavior of managers. Reductions in agency costs: debt “pre-commits,” or “bonds,” free cash flow for use in making interest payments. Thus, managers are less likely to waste FCF on perquisites or non-value adding acquisitions. Increases in agency costs: debt can make managers too risk-averse, causing “underinvestment” in risky but positive NPV projects. (Continued…)

Asymmetric Information and Signaling : 

Asymmetric Information and Signaling Managers know the firm’s future prospects better than investors. Managers would not issue additional equity if they thought the current stock price was less than the true value of the stock (given their inside information). Hence, investors often perceive an additional issuance of stock as a negative signal, and the stock price falls.

What is business risk? : 

Uncertainty about future pre-tax operating income (EBIT). Note that business risk focuses on operating income, so it ignores financing effects. What is business risk? Probability EBIT E(EBIT) 0 Low risk High risk

Factors That Influence Business Risk : 

Factors That Influence Business Risk Uncertainty about demand (unit sales). Uncertainty about output prices. Uncertainty about input costs. Product and other types of liability. Degree of operating leverage (DOL).

What is operating leverage, and how does it affect a firm’s business risk? : 

What is operating leverage, and how does it affect a firm’s business risk? Operating leverage is the change in EBIT caused by a change in quantity sold. The higher the proportion of fixed costs within a firm’s overall cost structure, the greater the operating leverage. (More...)

Slide 14: 

Higher operating leverage leads to more business risk, because a small sales decline causes a larger EBIT decline. (More...)

Operating Breakeven : 

Operating Breakeven Q is quantity sold, F is fixed cost, V is variable cost, TC is total cost, and P is price per unit. Operating breakeven = QBE QBE = F / (P – V) Example: F=$200, P=$15, and V=$10: QBE = $200 / ($15 – $10) = 40. (More...)

Slide 16: 

Probability EBITL Low operating leverage High operating leverage EBITH In the typical situation, higher operating leverage leads to higher expected EBIT, but also increases risk.

Business Risk versus Financial Risk : 

Business Risk versus Financial Risk Business risk: Uncertainty in future EBIT. Depends on business factors such as competition, operating leverage, etc. Financial risk: Additional business risk concentrated on common stockholders when financial leverage is used. Depends on the amount of debt and preferred stock financing.

Slide 18: 

Firm U Firm L No debt $10,000 of 12% debt $20,000 in assets $20,000 in assets 40% tax rate 40% tax rate Consider Two Hypothetical Firms Both firms have same operating leverage, business risk, and EBIT of $3,000. They differ only with respect to use of debt.

Slide 19: 

Impact of Leverage on Returns EBIT $3,000 $3,000 Interest 0 1,200 EBT $3,000 $1,800 Taxes (40%) 1 ,200 720 NI $1,800 $1,080 ROE 9.0% 10.8% Firm U Firm L

Why does leveraging increase return? : 

Why does leveraging increase return? More EBIT goes to investors in Firm L. Total dollars paid to investors: U: NI = $1,800. L: NI + Int = $1,080 + $1,200 = $2,280. Taxes paid: U: $1,200; L: $720. Equity $ proportionally lower than NI.

Slide 21: 

Now consider the fact that EBIT is not known with certainty. What is the impact of uncertainty on stockholder profitability and risk for Firm U and Firm L? Continued…

Slide 22: 

Firm U: Unleveraged Prob. 0.25 0.50 0.25 EBIT $2,000 $3,000 $4,000 Interest 0 0 0 EBT $2,000 $3,000 $4,000 Taxes (40%) 800 1,200 1,600 NI $1,200 $1,800 $2,400 Economy Bad Avg. Good

Slide 23: 

Firm L: Leveraged Prob.* 0.25 0.50 0.25 EBIT* $2,000 $3,000 $4,000 Interest 1,200 1,200 1,200 EBT $ 800 $1,800 $2,800 Taxes (40%) 320 720 1,120 NI $ 480 $1,080 $1,680 *Same as for Firm U. Economy Bad Avg. Good

Slide 24: 

Firm U Bad Avg. Good BEP 10.0% 15.0% 20.0% ROIC 6.0% 9.0% 12.0% ROE 6.0% 9.0% 12.0% TIE n.a. n.a. n.a. Firm L Bad Avg. Good BEP 10.0% 15.0% 20.0% ROIC 6.0% 9.0% 12.0% ROE 4.8% 10.8% 16.8% TIE 1.7x 2.5x 3.3x

Slide 25: 

Profitability Measures: E(BEP) 15.0% 15.0% E(ROIC) 9.0% 9.0% E(ROE) 9.0% 10.8% Risk Measures: ROIC 2.12% 2.12% ROE 2.12% 4.24% U L

Conclusions : 

Conclusions Basic earning power (EBIT/TA) and ROIC (NOPAT/Capital = EBIT(1-T)/TA) are unaffected by financial leverage. L has higher expected ROE: tax savings and smaller equity base. L has much wider ROE swings because of fixed interest charges. Higher expected return is accompanied by higher risk. (More...)

Slide 27: 

In a stand-alone risk sense, Firm L’s stockholders see much more risk than Firm U’s. U and L: ROIC = 2.12%. U: ROE = 2.12%. L: ROE = 4.24%. L’s financial risk is ROE - ROIC = 4.24% - 2.12% = 2.12%. (U’s is zero.) (More...)

Slide 28: 

For leverage to be positive (increase expected ROE), BEP must be > rd. If rd > BEP, the cost of leveraging will be higher than the inherent profitability of the assets, so the use of financial leverage will depress net income and ROE. In the example, E(BEP) = 15% while interest rate = 12%, so leveraging “works.”

Capital Structure Theory : 

Capital Structure Theory MM theory Zero taxes Corporate taxes Corporate and personal taxes Trade-off theory Signaling theory Debt financing as a managerial constraint

MM Theory: Zero Taxes : 

MM Theory: Zero Taxes MM prove, under a very restrictive set of assumptions, that a firm’s value is unaffected by its financing mix: VL = VU. Therefore, capital structure is irrelevant. Any increase in ROE resulting from financial leverage is exactly offset by the increase in risk (i.e., rs), so WACC is constant.

MM Theory: Corporate Taxes : 

MM Theory: Corporate Taxes Corporate tax laws favor debt financing over equity financing. With corporate taxes, the benefits of financial leverage exceed the risks: More EBIT goes to investors and less to taxes when leverage is used. MM show that: VL = VU + TD. If T=40%, then every dollar of debt adds 40 cents of extra value to firm.

Slide 32: 

Value of Firm, V 0 Debt VL VU MM relationship between value and debt when corporate taxes are considered. Under MM with corporate taxes, the firm’s value increases continuously as more and more debt is used. TD

Slide 33: 

Cost of Capital (%) 0 20 40 60 80 100 Debt/Value Ratio (%) MM relationship between capital costs and leverage when corporate taxes are considered. rs WACC rd(1 - T)

Miller’s Theory: Corporate and Personal Taxes : 

Miller’s Theory: Corporate and Personal Taxes Personal taxes lessen the advantage of corporate debt: Corporate taxes favor debt financing since corporations can deduct interest expenses. Personal taxes favor equity financing, since no gain is reported until stock is sold, and long-term gains are taxed at a lower rate.

Slide 35: 

Miller’s Model with Corporate and Personal Taxes VL = VU + [1 - ]D. Tc = corporate tax rate. Td = personal tax rate on debt income. Ts = personal tax rate on stock income. (1 - Tc)(1 - Ts) (1 - Td)

Slide 36: 

Tc = 40%, Td = 30%, and Ts = 12%. VL = VU + [1 - ]D = VU + (1 - 0.75)D = VU + 0.25D. Value rises with debt; each $1 increase in debt raises L’s value by $0.25. (1 - 0.40)(1 - 0.12) (1 - 0.30)

Conclusions with Personal Taxes : 

Conclusions with Personal Taxes Use of debt financing remains advantageous, but benefits are less than under only corporate taxes. Firms should still use 100% debt. Note: However, Miller argued that in equilibrium, the tax rates of marginal investors would adjust until there was no advantage to debt.

Trade-off Theory : 

Trade-off Theory MM theory ignores bankruptcy (financial distress) costs, which increase as more leverage is used. At low leverage levels, tax benefits outweigh bankruptcy costs. At high levels, bankruptcy costs outweigh tax benefits. An optimal capital structure exists that balances these costs and benefits.

Signaling Theory : 

Signaling Theory MM assumed that investors and managers have the same information. But, managers often have better information. Thus, they would: Sell stock if stock is overvalued. Sell bonds if stock is undervalued. Investors understand this, so view new stock sales as a negative signal. Implications for managers?

Debt Financing and Agency Costs : 

Debt Financing and Agency Costs One agency problem is that managers can use corporate funds for non-value maximizing purposes. The use of financial leverage: Bonds “free cash flow.” Forces discipline on managers to avoid perks and non-value adding acquisitions. (More...)

Slide 41: 

A second agency problem is the potential for “underinvestment”. Debt increases risk of financial distress. Therefore, managers may avoid risky projects even if they have positive NPVs.

Slide 42: 

Choosing the Optimal Capital Structure: Example Currently is all-equity financed. Expected EBIT = $500,000. Firm expects zero growth. 100,000 shares outstanding; rs = 12%; P0 = $25; T = 40%; b = 1.0; rRF = 6%; RPM = 6%.

Slide 43: 

Estimates of Cost of Debt Percent financed with debt, wd rd 0% - 20% 8.0% 30% 8.5% 40% 10.0% 50% 12.0% If company recapitalizes, debt would be issued to repurchase stock.

The Cost of Equity at Different Levels of Debt: Hamada’s Equation : 

The Cost of Equity at Different Levels of Debt: Hamada’s Equation MM theory implies that beta changes with leverage. bU is the beta of a firm when it has no debt (the unlevered beta) bL = bU [1 + (1 - T)(D/S)]

The Cost of Equity for wd = 20% : 

The Cost of Equity for wd = 20% Use Hamada’s equation to find beta: bL = bU [1 + (1 - T)(D/S)] = 1.0 [1 + (1-0.4) (20% / 80%) ] = 1.15 Use CAPM to find the cost of equity: rs = rRF + bL (RPM) = 6% + 1.15 (6%) = 12.9%

Cost of Equity vs. Leverage : 

Cost of Equity vs. Leverage wd D/S bL rs 0% 0.00 1.000 12.00% 20% 0.25 1.150 12.90% 30% 0.43 1.257 13.54% 40% 0.67 1.400 14.40% 50% 1.00 1.600 15.60%

The WACC for wd = 20% : 

The WACC for wd = 20% WACC = wd (1-T) rd + we rs WACC = 0.2 (1 – 0.4) (8%) + 0.8 (12.9%) WACC = 11.28% Repeat this for all capital structures under consideration.

WACC vs. Leverage : 

WACC vs. Leverage wd rd rs WACC 0% 0.0% 12.00% 12.00% 20% 8.0% 12.90% 11.28% 30% 8.5% 13.54% 11.01% 40% 10.0% 14.40% 11.04% 50% 12.0% 15.60% 11.40%

Corporate Value for wd = 20% : 

Corporate Value for wd = 20% V = FCF / (WACC-g) g=0, so investment in capital is zero; so FCF = NOPAT = EBIT (1-T). NOPAT = ($500,000)(1-0.40) = $300,000. V = $300,000 / 0.1128 = $2,659,574.

Corporate Value vs. Leverage : 

Corporate Value vs. Leverage wd WACC Corp. Value 0% 12.00% $2,500,000 20% 11.28% $2,659,574 30% 11.01% $2,724,796 40% 11.04% $2,717,391 50% 11.40% $2,631,579

Debt and Equity for wd = 20% : 

Debt and Equity for wd = 20% The dollar value of debt is: D = wd V = 0.2 ($2,659,574) = $531,915. S = V – D S = $2,659,574 - $531,915 = $2,127,659.

Debt and Stock Value vs. Leverage : 

Debt and Stock Value vs. Leverage wd Debt, D Stock Value, S 0% $0 $2,500,000 20% $531,915 $2,127,660 30% $817,439 $1,907,357 40% $1,086,957 $1,630,435 50% $1,315,789 $1,315,789 Note: these are rounded; see Ch 14 Mini Case.xls for full calculations.

Wealth of Shareholders : 

Wealth of Shareholders Value of the equity declines as more debt is issued, because debt is used to repurchase stock. But total wealth of shareholders is value of stock after the recap plus the cash received in repurchase, and this total goes up (It is equal to Corporate Value on earlier slide).

Stock Price for wd = 20% : 

Stock Price for wd = 20% The firm issues debt, which changes its WACC, which changes value. The firm then uses debt proceeds to repurchase stock. Stock price changes after debt is issued, but does not change during actual repurchase (or arbitrage is possible). (More…)

Stock Price for wd = 20% (Continued) : 

Stock Price for wd = 20% (Continued) The stock price after debt is issued but before stock is repurchased reflects shareholder wealth: S, value of stock Cash paid in repurchase. (More…)

Stock Price for wd = 20% (Continued) : 

Stock Price for wd = 20% (Continued) D0 and n0 are debt and outstanding shares before recap. D - D0 is equal to cash that will be used to repurchase stock. S + (D - D0) is wealth of shareholders’ after the debt is issued but immediately before the repurchase. (More…)

Stock Price for wd = 20% (Continued) : 

Stock Price for wd = 20% (Continued) P = S + (D – D0) n0 P = $2,127,660 + ($531,915 – 0) 100,000 P = $26.596 per share.

Number of Shares Repurchased : 

Number of Shares Repurchased # Repurchased = (D - D0) / P # Rep. = ($531,915 – 0) / $26.596 = 20,000. # Remaining = n = S / P n = $2,127,660 / $26.596 = 80,000.

Price per Share vs. Leverage : 

Price per Share vs. Leverage # shares # shares wd P Repurch. Remaining 0% $25.00 0 100,000 20% $26.60 20,000 80,000 30% $27.25 30,000 70,000 40% $27.17 40,000 60,000 50% $26.32 50,000 50,000

Optimal Capital Structure : 

Optimal Capital Structure wd = 30% gives: Highest corporate value Lowest WACC Highest stock price per share But wd = 40% is close. Optimal range is pretty flat.

Slide 61: 

Debt ratios of other firms in the industry. Pro forma coverage ratios at different capital structures under different economic scenarios. Lender and rating agency attitudes(impact on bond ratings). What other factors would managers consider when setting the targetcapital structure?

Slide 62: 

Reserve borrowing capacity. Effects on control. Type of assets: Are they tangible, and hence suitable as collateral? Tax rates.

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