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Corporate Valuation: Integrating Operations and Financial Assets

This chapter discusses the process of corporate valuation, including the calculation of intrinsic value, value-based management, and the role of corporate governance. Key topics covered include assets-in-place, nonoperating assets, claims on corporate value, and the application of the corporate valuation model to forecast financial statements.

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Corporate Valuation: Integrating Operations and Financial Assets

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  1. CHAPTER 13 Corporate Valuation, Value-Based Management and Corporate Governance

  2. Topics in Chapter • Corporate Valuation • Value-Based Management • Corporate Governance

  3. Intrinsic Value: Putting the Pieces Together Net operating profit after taxes Required investments in operating capital − Free cash flow (FCF) = FCF1 FCF2 FCF∞ Value = + + ··· + (1 + WACC)∞ (1 + WACC)1 (1 + WACC)2 Weighted average cost of capital (WACC) Firm’s debt/equity mix Market interest rates Cost of debt Cost of equity Firm’s business risk Market risk aversion

  4. Corporate Valuation: A company owns two types of assets. • Assets-in-place • Financial, or nonoperating, assets

  5. Assets-in-Place • Assets-in-place are tangible, such as buildings, machines, inventory. • Usually they are expected to grow. • They generate free cash flows. • The PV of their expected future free cash flows, discounted at the WACC, is the value of operations.

  6. ∞ Σ FCFt Vop = (1 + WACC)t t = 1 Value of Operations

  7. Nonoperating Assets • Marketable securities • Ownership of non-controlling interest in another company • Value of nonoperating assets usually is very close to figure that is reported on balance sheets.

  8. Total Corporate Value • Total corporate value is sum of: • Value of operations • Value of nonoperating assets

  9. Claims on Corporate Value • Debtholders have first claim. • Preferred stockholders have the next claim. • Any remaining value belongs to stockholders.

  10. Applying the Corporate Valuation Model • Forecast the financial statements, as shown in Chapter 12. • Calculate the projected free cash flows. • Model can be applied to a company that does not pay dividends, a privately held company, or a division of a company, since FCF can be calculated for each of these situations.

  11. Data for Valuation • FCF0 = $24 million • WACC = 11% • g = 5% • Marketable securities = $100 million • Debt = $200 million • Preferred stock = $50 million • Book value of equity = $210 million • Number of shares =n = 10 million

  12. ∞ Σ FCFt Vop = (1 + WACC)t t = 1 ∞ Σ FCF0(1+g)t = (1 + WACC)t t = 1 Value of Operations: Constant FCF Growth at Rate of g

  13. ∞ t Σ 1+ g Vop = FCF0 t = 1 1 + WACC Constant Growth Formula • Notice that the term in parentheses is less than one and gets smaller as t gets larger. As t gets very large, term approaches zero.

  14. FCF1 Vop = (WACC - g) FCF0(1+g) = (WACC - g) Constant Growth Formula (Cont.) • The summation can be replaced by a single formula:

  15. FCF0 (1 + g) Vop = (WACC - g) 24(1+0.05) Vop = = 420 (0.11 – 0.05) Find Value of Operations

  16. Total Value of Company (VTotal)

  17. Intrinsic Value of Equity (VEquity)

  18. Intrinsic Stock Price per Share, P

  19. Intrinsic Market Value Added (MVA) • Intrinsic MVA = Total corporate value of firm minus total book value of capital supplied by investors • Total book value of capital = book value of equity + book value of debt + book value of preferred stock MVA = $520 - ($210 + $200 + $50) = $60 million

  20. Breakdown of Corporate Value

  21. Expansion Plan: Nonconstant Growth • Finance expansion by borrowing $40 million and halting dividends. • Projected free cash flows (FCF): • Year 1 FCF = -$5 million. • Year 2 FCF = $10 million. • Year 3 FCF = $20 million • FCF grows at constant rate of 6% after year 3. (More…)

  22. The weighted average cost of capital, WACC, is 10%. • The company has 10 million shares of stock.

  23. Horizon Value • Free cash flows are forecast for three years in this example, so the forecast horizon is three years. • Growth in free cash flows is not constant during the forecast, so we can’t use the constant growth formula to find the value of operations at time 0.

  24. Horizon Value (Cont.) • Growth is constant after the horizon (3 years), so we can modify the constant growth formula to find the value of all free cash flows beyond the horizon, discounted back to the horizon.

  25. FCFt(1+g) Vop at time t HV = = (WACC - g) Horizon Value Formula • Horizon value is also called terminal value, or continuing value.

  26. 0 1 2 3 g = 6% WACC =10% −5.00 10.00 20.00 FCF3(1+g) (1+WACC) −4.545 8.264 $20(1.06) 0.10−0.06 15.026 $530 = Vop at 3 398.197 416.942 = Vop $530/(1+WACC)3 Value of operations is PV of FCF discounted by WACC.

  27. Intrinsic Stock Price per Share, P

  28. Value-Based Management (VBM) • VBM is the systematic application of the corporate valuation model to all corporate decisions and strategic initiatives. • The objective of VBM is to increase Market Value Added (MVA)

  29. MVA and the Four Value Drivers • MVA is determined by four drivers: • Sales growth • Operating profitability (OP=NOPAT/Sales) • Capital requirements (CR=Operating capital / Sales) • Weighted average cost of capital

  30. MVAt = CR Salest(1 + g) OP – WACC (1+g) WACC - g MVA for a Constant Growth Firm

  31. Salest(1 + g) WACC - g Insights from the Constant Growth Model • The first bracket is the MVA of a firm that gets to keep all of its sales revenues (i.e., its operating profit margin is 100%) and that never has to make additional investments in operating capital.

  32. CR OP – WACC (1+g) Insights (Cont.) • The second bracket is the operating profit (as a %) the firm gets to keep, less the return that investors require for having tied up their capital in the firm.

  33. Improvements in MVA due to the Value Drivers • MVA will improve if: • WACC is reduced • operating profitability (OP) increases • the capital requirement (CR) decreases

  34. CR OP – WACC (1+g) The Impact of Growth • The second term in brackets can be either positive or negative, depending on the relative size of profitability, capital requirements, and required return by investors.

  35. The Impact of Growth (Cont.) • If the second term in brackets is negative, then growth decreases MVA. In other words, profits are not enough to offset the return on capital required by investors. • If the second term in brackets is positive, then growth increases MVA.

  36. OPt+1 CRt NOPATt+1 EROICt = = Capitalt Capitalt Expected Return on Invested Capital (EROIC) • The expected return on invested capital is the NOPAT expected next period divided by the amount of capital that is currently invested:

  37. Capitalt (OPt+1/CRt – WACC) Capitalt (EROICt – WACC) MVAt = MVAt = WACC - g WACC - g MVA in Terms of Expected EROIC and Value Drivers If the spread between the expected return, EROICt, and the required return, WACC, is positive, then MVA is positive and growth makes MVA larger. The opposite is true if the spread is negative.

  38. Capitalt (OPt+1/CRt – WACC) MVAt = WACC - g MVA in Terms of Expected EROIC If the spread between the expected return, EROICt, and the required return, WACC, is positive, then MVA is positive and growth makes MVA larger. The opposite is true if the spread is negative.

  39. The Impact of Growth on MVA • A company has two divisions. Both have current sales of $1,000, current expected growth of 5%, and a WACC of 10%. • Division A has high profitability (OP=6%) but high capital requirements (CR=78%). • Division B has low profitability (OP=4%) but low capital requirements (CR=27%).

  40. What is the impact on MVA if growth goes from 5% to 6%?

  41. Expected ROIC and MVA

  42. Analysis of Growth Strategies • The expected ROIC of Division A is less than the WACC, so the division should postpone growth efforts until it improves EROIC by reducing capital requirements (e.g., reducing inventory) and/or improving profitability. • The expected ROIC of Division B is greater than the WACC, so the division should continue with its growth plans.

  43. Six Potential Problems with Managerial Behavior • Expend too little time and effort. • Consume too many nonpecuniary benefits. • Avoid difficult decisions (e.g., close plant) out of loyalty to friends in company. (More . .)

  44. Six Problems with Managerial Behavior (Continued) • Reject risky positive NPV projects to avoid looking bad if project fails; take on risky negative NPV projects to try and hit a home run. • Avoid returning capital to investors by making excess investments in marketable securities or by paying too much for acquisitions. • Massage information releases or manage earnings to avoid revealing bad news.

  45. Corporate Governance • The set of laws, rules, and procedures that influence a company’s operations and the decisions made by its managers. • Sticks (threat of removal) • Carrots (compensation)

  46. Corporate Governance Provisions Under a Firm’s Control • Board of directors • Charter provisions affecting takeovers • Compensation plans • Capital structure choices • Internal accounting control systems

  47. Effective Boards of Directors • Election mechanisms make it easier for minority shareholders to gain seats: • Not a “classified” board (i.e., all board members elected each year, not just those with multi-year staggered terms) • Board elections allow cumulative voting (More . .)

  48. Effective Boards of Directors • CEO is not chairman of the board and does not have undue influence over the nominating committee. • Board has a majority of outside directors (i.e., those who do not have another position in the company) with business expertise. (More . .)

  49. Effective Boards of Directors (Continued) • Is not an interlocking board (CEO of company A sits on board of company B, CEO of B sits on board of A). • Board members are not unduly busy (i.e., set on too many other boards or have too many other business activities) (More . .)

  50. Effective Boards of Directors (Continued) • Compensation for board directors is appropriate • Not so high that it encourages cronyism with CEO • Not all compensation is fixed salary (i.e., some compensation is linked to firm performance or stock performance)

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