Bernice Mountaindog was glad to be back at Sea Shore Salt. Employees were treated well. When she had asked a year ago for a leave of absence to complete her degree in finance, top man- agement promptly agreed. When she returned with an honors degree, she was promoted from administrative assistant (she had been secretary to Joe-Bob Brinepool, the president) to treasury analyst. Bernice thought the company's prospects were good. Sure, table salt was a mature business, but Sea Shore Salt had grown steadily at the expense of its less well known competitors. The company's brand name was an important advantage, despite the difficulty most customers had in pronouncing it rapidly. Bernice started work on January 2, 2011. The first 2 weeks went smoothly. Then Mr. Brinepool's cost of capital memo (see Figure 13.2) assigned her to explain Sea Shore Salt's weighted- average cost of capital to other managers. The memo came as a surprise to Bernice, so she stayed late to prepare for the questions that would surely come the next day. FIGURE 13.2 Mr. Brinepools cost of capital memo Sea Shore Salt Company Spring Vacation Beach, Florida CONFIDENTIAL MEMORANDUM January 15, 2011 DATE: TO: FROM: S.S.S. Management Joe-Bob Brinepool, President SUBJECT: Cost of Capital This memo states and clarifies our company's long-standing policy regarding hurdle rates for capital investment decisions. There have been many recent questions, and some evident confusion, on this matter. Sea Shore Salt evaluates replacement and expansion investments by discounted cash. flow. The discount or hurdle rate is the company's after-tax weighted-average cost of capital. The weighted average cost of capital is simply a blend of the rates of return expected by investors in our company. These investors include banks, bondholders, and preferred stock investors in addition to common stockholders. Of course many of you are, or soon will be, stockholders of our company. The following table summarizes the composition of Sea Shore Salt's financing. Amount (in millions) Percent of Total Rate of Return $120 20% 86 Bank loan Bond issue 80 13.3 7.75 6 100 16.7 Preferred stock Common stock 300 50 16 $600 100% The rates of return on the bank loan and bond issue are of course just the interest rates we pay. However, interest is tax-deductible, so the after-tax interest rates are lower than shown above. For example, the after-tax cost of our bank financing, given our 358 tax rate, is 8(1.35) 5.28. The rate of return on preferred stock is 68. Sea Shore Salt pays a $6 dividend on each $100 preferred share. Our target rate of return on equity has been 168 for many years. I know that some newcomers think this target is too high for the safe and mature salt business. But we must all aspire to superior profitability. Once this background is absorbed, the calculation of Sea Shore Salt's weighted-average cost of capital (WACC) is elementary: WACC 8(1.35) (.20) 7.75 (1.35) (133) 6.167) 16.50) = 10.7% The official corporate hurdle rate is therefore 10.7%. If you have further question about these calculations, please direct them to our new Treasury Analyst, Ms. Bernice Mountaindog. It is a pleasure to have Bernice back at Sea Shore Salt after a year's leave of absence to complete her degree in finance. . Bernice first examined Sea Shore Salt's most recent balance sheet, summarized in Table 13.6. Then she jotted down the follow- ing additional points: Sea Shore Salt's beta had averaged about .5, which made sense, Bernice thought, for a stable, steady-growth business. She made a quick cost of equity calculation by using the capital asset pricing model (CAPM). With current interest rates of about 7%, and a market risk premium of 7%. The company's bank charged interest at current market rates, and the long-term debt had just been issued. Book and market values could not differ by much. CAPM cost of equity = re=ry + B(rr) -7% +.5 ( 7 % ) - 10.5% . But the preferred stock had been issued 35 years ago, when interest rates were much lower. The preferred stock, originally issued at a book value of $100 per share, was now trading for only $70 per share. This cost of equity was significantly less than the 16% decreed in Mr. Brinepool's memo. Bernice scanned her notes apprehen- . The common stock traded for $40 per share. Next year's earnings sively. What if Mr. Brinepool's cost of equity was wrong? Was per share would be about $4 and dividends per share probably $2. (10 million shares of common stock are outstanding.) Sea Shore Salt had traditionally paid out 50% of earnings as dividends and plowed back the rest. there some other way to estimate the cost of equity as a check on the CAPM calculation? Could there be other errors in his calculations? . Earnings and dividends had grown steadily at 6% to 7% per year, in line with the company's sustainable growth rate: Bernice resolved to complete her analysis that night. If neces- sary, she would try to speak with Mr. Brinepool when he arrived at his office the next morning. Her job was not just finding the right t number. She also had to figure out how to explain it all to Mr. Brinepool. return Sustainable growth rate X plowback ratio on equity 4/30 X 5 - 067, or 6.7% Assets Liabilities and Net Worth TABLE 13.6 Sea Shore Salf's balance sheet, taken from the company 2010 balance sheet (figures in millions) $200 Bank loan $120 Working capital Plant and equipment 360 Long-term debt 80 Other assets 40 Preferred stock 100 300 Common stock, including retained earnings Total Total $600 $600 Notes 1. At year-end 2010, Sea Shore Salt had 10 million common shares outstanding. 2. The company had also issued 1 million preferred shares with book value of $100 per share. Each share receives an annual dividend of 50