Question
Balance sheet 2016 2017 2018 2019 2020 ASSETS Cash 274 339 358 379 400 Marketable securities 50 50 50 50 50 Accounts receivable 2,430 2,916
Balance sheet | |||||
2016 | 2017 | 2018 | 2019 | 2020 | |
ASSETS | |||||
Cash | 274 | 339 | 358 | 379 | 400 |
Marketable securities | 50 | 50 | 50 | 50 | 50 |
Accounts receivable | 2,430 | 2,916 | 3,062 | 3,215 | 3,376 |
Inventories | 2,916 | 3,062 | 3,215 | 3,376 | 3,544 |
Total current assets | 5,670 | 6,367 | 6,685 | 7,019 | 7,370 |
Loans to dealers | 225 | 225 | 225 | 225 | 225 |
Plant (net of depreciation) | 3,248 | 4,256 | 4,921 | 5,552 | 6,152 |
Equipment (net of depreciation) | 1,537 | 1,655 | 1,670 | 1,684 | 1,697 |
Total fixed assets | 5,010 | 6,136 | 6,816 | 7,461 | 8,074 |
Total assets | 10,680 | 12,503 | 13,501 | 14,480 | 15,444 |
LIABILITIES AND EQUITY | |||||
Accounts payable | 1,823 | 2,187 | 2,296 | 2,411 | 2,532 |
Notes payables | 0 | 0 | 0 | 0 | 0 |
Bank loan | 975 | 975 | 975 | 975 | 975 |
Total current liabilities | 2,798 | 3,162 | 3,271 | 3,386 | 3,507 |
Long-term load | 0 | 0 | 0 | 0 | 0 |
Total fixed liabilities | 0 | 0 | 0 | 0 | 0 |
Total current liabilities | |||||
Ordinary shares | 1,206 | 1,206 | 1,206 | 1,206 | 1,206 |
Retained earnings | 6,677 | 8,135 | 9,024 | 9,888 | 10,731 |
Total Liabilities and equity | 10,680 | 12,503 | 13,501 | 14,480 | 15,444 |
Profit statement | |||||
2016 | 2017 | 2018 | 2019 | 2020 | |
Net Sales | 16,200 | 19,440 | 20,412 | 21,433 | 22,504 |
Cost of goods sold | |||||
Material and labour | 12,150 | 14,580 | 15,309 | 16,074 | 16,878 |
Overhead | 1,296 | 1,555 | 1,633 | 1,715 | 1,800 |
Earnings before interest and tax | 2,754 | 3,305 | 3,470 | 3,644 | 3,826 |
Interest expenses | 72 | 140 | 120 | 120 | 120 |
Earnings before tax | 2,682 | 3,165 | 3,350 | 3,524 | 3,706 |
Taxes at 40% | 1,073 | 1,266 | 1,340 | 1,409 | 1,482 |
Earnings after tax | 1,609 | 1,899 | 2,010 | 2,114 | 2,223 |
Dividends | 300 | 300 | 300 | 300 | 300 |
Retained earnings | 1,309 | 1,599 | 1,710 | 1,814 | 1,923 |
Cash flow statement | |||||
2016 | 2017 | 2018 | 2019 | 2020 | |
Net income from operations | 1609 | 1899 | 2010 | 2114 | 2223 |
OPERATING ACTIVITIES | |||||
Adjustments to convert to cash basis | |||||
Accounts receivable increase | 645 | 486 | 146 | 153 | 161 |
Inventories increase | 951 | 146 | 153 | 161 | 168 |
Accounts payable increase | 143 | 365 | 109 | 115 | 121 |
Depreciation | 231 | 274 | 321 | 355 | 417 |
156 | 1632 | 1820 | 1915 | 2015 | |
FINANCING ACTIVITIES | |||||
Notes payable decrease | 0 | 0 | 0 | 0 | 0 |
Bank loan increase | 0 | 0 | 0 | 0 | 0 |
Dividends | 300 | 300 | 300 | 300 | 300 |
-300 | -300 | -300 | -300 | -300 | |
INVESTING ACTIVITIES | |||||
Loans to dealers increase | 0 | 0 | 0 | 0 | 0 |
Plant increase | 548 | 1008 | 665 | 631 | 600 |
Equipment increase | 22 | 118 | 15 | 14 | 13 |
-570 | -1126 | -680 | -645 | -613 | |
Decrease in cash | -714 | 206 | 840 | 970 | 1102 |
After reviewing the five-year financial forecast, Ms. Lender of the Commercial Bank makes several suggestions for Johnson.
Use your completed worksheet to analyze the following independent scenarios suggested by Ms. Lender. Assume long-term debt is incurred at the beginning of a year. Write a report to analysis and conclusions for each of the following scenarios.
a. Cut growth. By reducing the firms optimal capital budget, Johnson can reduce new capital expenditures to 200 for all years, which in turn will change the firms sales. Instead of the original growth rate, 2016 net sales will increase 10% over 2015, and then grow at an annual rate of only 2% thereafter.
b. Finance growth through long-term debt. Instead of cutting growth, Johnson can try to finance growth by incurring long-term debt, with year-end balances of 2,500, 2,500, 3,500, 4,000, 4,000 for 2016 to 2020 respectively.
c. Finance growth through new equity financing. Rather than financing growth using long-term debt, Johnson can issue new equity of 3,500 (net proceeds) in 2016.
d. Finance growth using a mix of long-term debt and new equity. Johnson can try to finance growth by issuing new equity of 1,750 in 2016, and long-term debt with year?end balances of 1,500, 1,800, 2,500, and 3,000 in the years 2017 to 2020 respectively.
e. Finance growth by improving cash receipts. Instead of issuing new equity and/or new long-term debt, Johnson can try to finance growth by cutting the percentage of credit sales so that accounts receivable is only at 5% of its total sales for each year, and reduce inventory to 5% of the next years sale by reducing dealer inventories.
f. Ms. Lender points out that if Johnson is successful in financing the desired growth, shareholders may want a higher level of dividends. Therefore, she suggests an analysis of the impact of a higher level of dividends on its financial plan: using the financial growth plan specified in (d), increase the total dividend payout to 450 for 2018 and beyond.
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