Please answer the following five questions using the data in the pictures provided. please show how the answers were found.

1. Project the 1996 income statement assuming no borrowing.
2. Project Tipton's 1996 balance sheet assuming no borrowing.
3. Explain how the $93.75 million cost-of-goods estimate for 1996 was ob-tained.
4. How much money will Tipton need to raise in 1996?
5. How much of this money can Tipton borrow long term without violating the constraints imposed by Hood?

EXHIBIT 1 Selected Financial Information for Previous Three Years (000s) \begin{tabular}{lrrr} \hline & \multicolumn{1}{c}{1993} & 1994 & \multicolumn{1}{c}{1995} \\ \hline Sales & $88,500 & $96,000 & $100,000 \\ Receivables & $7,432 & $8,533 & $8,000 \\ Average collection period (days) & 30.2 & 32 & 28.8 \\ Accounts payable & $5,700 & $6,000 & $9,500 \\ Accruals & $2,400 & $1,800 & $3,000 \\ \hline \end{tabular} EXHIBIT 2 Balance Sheets (000s) \begin{tabular}{|c|c|c|c|} \hline & 1995 & \begin{tabular}{c} Equity \\ 1996 \end{tabular} & \begin{tabular}{l} Debt \\ 1996 \end{tabular} \\ \hline \multicolumn{4}{|l|}{ Assets } \\ \hline Cash \& marketable securities & $3,000 & & \\ \hline Accounts receivable & 8,000 & & \\ \hline Inventory & 11.500 & & \\ \hline Current assets & 22,500 & & \\ \hline Gross fixed assets & 24,000 & & \\ \hline Accumulated depreciation & (4.000) & $(4,600) & s(4,600) \\ \hline Net fixed assets & 20000 & & \\ \hline Total assets & & & \\ \hline \multicolumn{4}{|l|}{ Llabilities and Equity } \\ \hline \begin{tabular}{l} Notes payable \\ Accounts payable \end{tabular} & 50 & & \\ \hline \begin{tabular}{l} Accounts payable \\ Accruals \end{tabular} & \begin{tabular}{l} 9,500 \\ 3,000 \end{tabular} & & \\ \hline \begin{tabular}{l} Current liabilities \\ Bonds \end{tabular} & 0 & & \\ \hline \begin{tabular}{l} Bonds \\ Common stock \\ (\$10 par) \end{tabular} & 20,000 & & \\ \hline Retained earnings & 10.000 & & \\ \hline Total liabilities and equity & $42.500 & & \\ \hline \end{tabular} EXHIBIT 2 (continued) Income Statements (000s) \begin{tabular}{|c|c|c|c|} \hline & 1995 & \begin{tabular}{c} Equity \\ 1996 \end{tabular} & \begin{tabular}{l} Debt \\ 1997 \\ \end{tabular} \\ \hline Net sales & \begin{tabular}{r} $100,000 \\ 79,000 \end{tabular} & & \\ \hline \begin{tabular}{l} Cost of goods \\ Gross profit \end{tabular} & 21,000 & & \\ \hline Administrative \& selling expenses & 10,000 & & \\ \hline Depreciation & 600 & $600 & $600 \\ \hline Miscellaneous & 200. & 220 & 220 \\ \hline EBIT & 10,200 & & \\ \hline Interest & 0 & - & {[} \\ \hline Eamings before taxes & 10,200 . & & \\ \hline Taxes (50%) & 5,100 & & \\ \hline Net income & 5,100 & {[} & = \\ \hline \begin{tabular}{l} Dividends \\ To retained earnings \end{tabular} & 2.5502.550 & & {[} \\ \hline To retained earnings & 2.550 & & \\ \hline \end{tabular} EXHIBIT 3 Industry Averages \begin{tabular}{lr} \hline Current & 1.8 \\ Quick & 0.8 \\ Debt (\%) & 50.0 \\ Times interest earned & 6.0 \\ Inventory turnover (sales) & 6.0 \\ Average collection period (days) & 26.0 \\ Total asset turnover & 2.1 \\ Gross profit margin (\%) & 18.0 \\ Return on total assets (\%) & 8.5 \\ Net profit on sales (\%) & 3.9 \\ Return on net worth (%) & 17.0 \\ \hline \end{tabular} TIPTON ICE CREAM FIN ANCIAL FORECASTING George Tipton began the Tipton Ice Cream Company nearly five decades ago. He patented a soft ice cream and right from the outset paid special attention to quality. "We only make one product, but we make it in many flavors and we make it well," Tipton was fond of saying. The company was an immediate success and sales quickly reached seven figures. DEBT AVERSION The firm expects strong growth in the coming year (1996) and Brenda Hood, Tipton's chief financial officer, hopes she can make a strong case for borrowing to finance the company's expansion. She realizes, however, that she is likely to face stiff opposition from the Tipton family. George Tipton, perhaps unduly influenced by the Great Depression of the 1930 s, detested borrowing money and his motto was "Never a lender nor borrower be." For nearly 25 years all the company's stock was owned by the Tipton family, but due to expansion new shares have been sold during the last 15 years to individuals outside the family. By 1995 the Tipton family owns 60 percent of all shares, and although the family has not been very active in running the firm, it does insist on one family tradition: "Never a lender nor borrower be." To this day Tipton has never owed anything beyond its accounts payable and accruals. Hood knows this is an extreme case of debt aversion and the policy has hurt the owners' profits. For example, historically Tipton has been slightly above the industry average in return on total assets but consistently below in retum on owner's equity. At each annual meeting she has tried unsuccessfully to convince the Tipton clan to use more debt. And each year Hood heard a chorus of "Never a lender...." But perhaps this year wpuld be different. She recalls two sessions on financian management that she held for the nonfinancial executives of Tipton. Some members of the Tipton family had attended year. "Of course, an exact relationship between each of these and sales is unlikely to exist," Hood cautions. "We can expect some yearly random fluctuation. And keep in mind the 'big/little' mix will be changing since we'll be selling to smaller food chains. This has implications for our receivables since these firms are relatively slow to pay. This shouldn't be a major factor, Frank, but it is something you should be aware of when you make your estimate." Hood and Davis think the cash management of the firm has been a "bit sloppy" over the past few years, and both agree the company could make do with a lower level of liquidity. Davis suggests he assume a level of 2 percent of sales, which is the approximate industry average, and Hood agrees. "What about dividends?" Davis asks Hood. "Our payout ratio is usually around 50 percent. However, if we borrow all the extra money, let's work backwards on the dividends; that is, out of net income subtract the amount of the retained earnings we would obtain if we used all-equity financing." FORECASTING RESTRICTIONS There are two final problems. While Hood believes the company should use more debt, she recognizes that the final decision rests with the Tipton family. Given their debt aversion it is important that any projections not appear too debt-heavy. She also wonders how much flexibility she would have to use shortterm debt, assuming the decision to borrow is made. Hood, therefore, instructs Davis to work within the following constraints when doing the forecast. As working hypotheses she wants Tipton's debt ratio to remain below 0.5 , and the current and quick ratios must not fall below 2 and 1 , respectively. In other words, the financial projection cannot violate any one of these restrictions. "Given these limitations, see how much flexibility we have in raising any funds needed," Hood tells Davis. QUESTIONS 1. Project the 1996 income statement assuming no borrowing. 2. Project Tipton's 1996 balance sheet assuming no borrowing. 3. Explain how the $93.75 million cost-of-goods estimate for 1996 was obtained. 4. How much money will Tipton need to raise in 1996 ? 5. (a) How much of this money can Tipton borrow long term without violating the constraints imposed by Hood? one of the items that must be estimated is the most important: - The most important item to estimate in a financial forecast is sales revenue because it impacts all other aspects of the forecast and forms the foundation for budgeting and strategic decisionmaking. (b) Which item is typically the most difficult to forecast: - External economic conditions, including unpredictable factors like economic changes, consumer behavior, and market trends, are often the most challenging to forecast. What are some ratios you would calculate to help determine the risk of using debt: - Key financial ratios to assess debt risk include the Debt to Equity Ratio, Debt Ratio, Interest Coverage Ratio, and Debt Service Coverage Ratio. (b) Would you endorse debt financing if you were a member of the Tipton family based on the ratios calculated in part (a) and industry averages? Explain: - The endorsement of debt financing would depend on specific ratio values, industry averages, and other factors. A comprehensive analysis is needed to make an informed decision about debt financing, considering the family's preferences and the company's overall financial health. Use the percent of sales method to forecast the amount of financing: - The amount of financing needed, forecasted using the percent of sales method, is approximately $6.875 million. When making a financial forecast, which one of the items that must be estimated is the most important: - The most important item to estimate in a financial forecast is sales revenue because it impacts all other aspects of the forecast and forms the foundation for budgeting and strategic decisionmaking. (b) Which item is typically the most difficult to forecast: - External economic conditions, including unpredictable factors like economic changes, consumer behavior, and market trends, are often the most challenging to forecast. What are some ratios you would calculate to help determine the risk of using debt: - Key financial ratios to assess debt risk include the Debt to Equity Ratio, Debt Ratio, Interest Coverage Ratio, and Debt Service Coverage Ratio. (b) Would you endorse debt financing if you were a member of the Tipton family based on the ratios calculated in part (a) and industry averages? Explain: - The endorsement of debt financing would depend on specific ratio values, industry averages, and other factors. A comprehensive analysis is needed to Redo the 1996 income statement assuming all of the funds needed are borrowed as long-term bonds at 8 percent: - The 1996 income statement, assuming all funds are borrowed through longterm bonds at 8 percent, includes sales of $137.50 million, a gross margin of $43.75 million, administrative and selling expenses of $16.80 million, and an interest expense of $0.40 million. The resulting net income is $26.55 million. Will the Tipton family own less than 50 percent of the firm's stock if no funds are borrowed? - If no funds are borrowed, and 476,190 shares are sold to nonfamily members at a net price of $10.50 per share, the Tipton family would own less than 50 percent of the firm's stock, with their ownership percentage decreasing. Calculate the dividend per share and earnings per share if the expansion is: (a) Financed by new equity: - Dividend per share and earnings per share would both be approximately $0.027 per share. (b) Financed by borrowing: - Dividend per share would be approximately $0.0265 per share, with earnings per share being the same. Use the percent of sales method to forecast the amount of financing: - The amount of financing needed, forecasted using the percent of sales these sessions. She explained that when sales increase, then inventory, cash, and accounts recelvable must also increase. Further, if the firm's existing operating capacity was insufficient to support the increased sales, additional fixed assets would be required. She had also stressed the need for pro forma statements to determine the magnitude of the funds needed. It was the first time members of the Tipton family had received any formal financial exposure, and she recalls they seemed interested and attentive. At the previous annual meetings Hood had avoided using any technical financlal analysis to make her case for borrowing. But now she thinks, "Why not?" FORECASTING ASSUMPTIONS She decides to estimate (1) the amount of funds Tipton will have to obtain in 1996; (2) the 1996 income statement assuming all of the financing is done through borrowing; and (3) another income statement assuming all new stock is issued. To help in the estimates Hood enlists Frank Davis, a recent MBA. Davis reminds her that 1996 is expected to be a big year for the company; sales are predicted to increase by 25 percent. Due to the strong demand, marketing feels any cost increases can easily be passed on. Consequently, the gross margin should exceed the current level of 21 percent. Hood notes that the sales-toinventory ratio will be lowered to 6.5 , and that purchases should total $101,481,000. This suggests cost of goods for 1996 would be $93,750,000. "What about administrative and selling expenses?" Hood asks Davis. He informs her that management salaries would have to rise sharply because these salaries had increased very slightly over the past three years. Davis believes a 20 percent increase in administrative and selling expenses is reasonable. Fixed assets are likely to change sharply in the coming year. Currently, Tipton is operating virtually near capacity, demand is expected to remain high, and thus extra capacity will be needed. In addition, some major improvements to existing equipment will have to be made in order for the company to remain competitive. The planning for these changes has been anticipated for some time, and though all of these changes do not have to be made in 1996, it is clear that the company cannot grow beyond 1996 without them. In any event, it is urgent that the financing question be resolved as soon as possible. A reasonable estimate is that Tipton will purchase $5 million of new plant and equipment in 1996. "During the past year we've been a bit slow in paying our suppliers," Hood remarks. "We definitely will have to pay more promptly or we're going to have some annoyed creditors; plus we'll pick up cash discounts by paying earlier. See if you can come up with an estimate of our payables using past information." Hood and Davis also feel that over the last few years factors (other than sales) affecting accruals and receivables have ifen relatively constant. For example, the company has not altered its credit policy in the last three years. Nor can they think of any reason why these items should change significantly in the coming EXHIBIT 1 Selected Financial Information for Previous Three Years (000s) \begin{tabular}{lrrr} \hline & \multicolumn{1}{c}{1993} & 1994 & \multicolumn{1}{c}{1995} \\ \hline Sales & $88,500 & $96,000 & $100,000 \\ Receivables & $7,432 & $8,533 & $8,000 \\ Average collection period (days) & 30.2 & 32 & 28.8 \\ Accounts payable & $5,700 & $6,000 & $9,500 \\ Accruals & $2,400 & $1,800 & $3,000 \\ \hline \end{tabular} EXHIBIT 2 Balance Sheets (000s) \begin{tabular}{|c|c|c|c|} \hline & 1995 & \begin{tabular}{c} Equity \\ 1996 \end{tabular} & \begin{tabular}{l} Debt \\ 1996 \end{tabular} \\ \hline \multicolumn{4}{|l|}{ Assets } \\ \hline Cash \& marketable securities & $3,000 & & \\ \hline Accounts receivable & 8,000 & & \\ \hline Inventory & 11.500 & & \\ \hline Current assets & 22,500 & & \\ \hline Gross fixed assets & 24,000 & & \\ \hline Accumulated depreciation & (4.000) & $(4,600) & s(4,600) \\ \hline Net fixed assets & 20000 & & \\ \hline Total assets & & & \\ \hline \multicolumn{4}{|l|}{ Llabilities and Equity } \\ \hline \begin{tabular}{l} Notes payable \\ Accounts payable \end{tabular} & 50 & & \\ \hline \begin{tabular}{l} Accounts payable \\ Accruals \end{tabular} & \begin{tabular}{l} 9,500 \\ 3,000 \end{tabular} & & \\ \hline \begin{tabular}{l} Current liabilities \\ Bonds \end{tabular} & 0 & & \\ \hline \begin{tabular}{l} Bonds \\ Common stock \\ (\$10 par) \end{tabular} & 20,000 & & \\ \hline Retained earnings & 10.000 & & \\ \hline Total liabilities and equity & $42.500 & & \\ \hline \end{tabular} EXHIBIT 2 (continued) Income Statements (000s) \begin{tabular}{|c|c|c|c|} \hline & 1995 & \begin{tabular}{c} Equity \\ 1996 \end{tabular} & \begin{tabular}{l} Debt \\ 1997 \\ \end{tabular} \\ \hline Net sales & \begin{tabular}{r} $100,000 \\ 79,000 \end{tabular} & & \\ \hline \begin{tabular}{l} Cost of goods \\ Gross profit \end{tabular} & 21,000 & & \\ \hline Administrative \& selling expenses & 10,000 & & \\ \hline Depreciation & 600 & $600 & $600 \\ \hline Miscellaneous & 200. & 220 & 220 \\ \hline EBIT & 10,200 & & \\ \hline Interest & 0 & - & {[} \\ \hline Eamings before taxes & 10,200 . & & \\ \hline Taxes (50%) & 5,100 & & \\ \hline Net income & 5,100 & {[} & = \\ \hline \begin{tabular}{l} Dividends \\ To retained earnings \end{tabular} & 2.5502.550 & & {[} \\ \hline To retained earnings & 2.550 & & \\ \hline \end{tabular} EXHIBIT 3 Industry Averages \begin{tabular}{lr} \hline Current & 1.8 \\ Quick & 0.8 \\ Debt (\%) & 50.0 \\ Times interest earned & 6.0 \\ Inventory turnover (sales) & 6.0 \\ Average collection period (days) & 26.0 \\ Total asset turnover & 2.1 \\ Gross profit margin (\%) & 18.0 \\ Return on total assets (\%) & 8.5 \\ Net profit on sales (\%) & 3.9 \\ Return on net worth (%) & 17.0 \\ \hline \end{tabular} TIPTON ICE CREAM FIN ANCIAL FORECASTING George Tipton began the Tipton Ice Cream Company nearly five decades ago. He patented a soft ice cream and right from the outset paid special attention to quality. "We only make one product, but we make it in many flavors and we make it well," Tipton was fond of saying. The company was an immediate success and sales quickly reached seven figures. DEBT AVERSION The firm expects strong growth in the coming year (1996) and Brenda Hood, Tipton's chief financial officer, hopes she can make a strong case for borrowing to finance the company's expansion. She realizes, however, that she is likely to face stiff opposition from the Tipton family. George Tipton, perhaps unduly influenced by the Great Depression of the 1930 s, detested borrowing money and his motto was "Never a lender nor borrower be." For nearly 25 years all the company's stock was owned by the Tipton family, but due to expansion new shares have been sold during the last 15 years to individuals outside the family. By 1995 the Tipton family owns 60 percent of all shares, and although the family has not been very active in running the firm, it does insist on one family tradition: "Never a lender nor borrower be." To this day Tipton has never owed anything beyond its accounts payable and accruals. Hood knows this is an extreme case of debt aversion and the policy has hurt the owners' profits. For example, historically Tipton has been slightly above the industry average in return on total assets but consistently below in retum on owner's equity. At each annual meeting she has tried unsuccessfully to convince the Tipton clan to use more debt. And each year Hood heard a chorus of "Never a lender...." But perhaps this year wpuld be different. She recalls two sessions on financian management that she held for the nonfinancial executives of Tipton. Some members of the Tipton family had attended year. "Of course, an exact relationship between each of these and sales is unlikely to exist," Hood cautions. "We can expect some yearly random fluctuation. And keep in mind the 'big/little' mix will be changing since we'll be selling to smaller food chains. This has implications for our receivables since these firms are relatively slow to pay. This shouldn't be a major factor, Frank, but it is something you should be aware of when you make your estimate." Hood and Davis think the cash management of the firm has been a "bit sloppy" over the past few years, and both agree the company could make do with a lower level of liquidity. Davis suggests he assume a level of 2 percent of sales, which is the approximate industry average, and Hood agrees. "What about dividends?" Davis asks Hood. "Our payout ratio is usually around 50 percent. However, if we borrow all the extra money, let's work backwards on the dividends; that is, out of net income subtract the amount of the retained earnings we would obtain if we used all-equity financing." FORECASTING RESTRICTIONS There are two final problems. While Hood believes the company should use more debt, she recognizes that the final decision rests with the Tipton family. Given their debt aversion it is important that any projections not appear too debt-heavy. She also wonders how much flexibility she would have to use shortterm debt, assuming the decision to borrow is made. Hood, therefore, instructs Davis to work within the following constraints when doing the forecast. As working hypotheses she wants Tipton's debt ratio to remain below 0.5 , and the current and quick ratios must not fall below 2 and 1 , respectively. In other words, the financial projection cannot violate any one of these restrictions. "Given these limitations, see how much flexibility we have in raising any funds needed," Hood tells Davis. QUESTIONS 1. Project the 1996 income statement assuming no borrowing. 2. Project Tipton's 1996 balance sheet assuming no borrowing. 3. Explain how the $93.75 million cost-of-goods estimate for 1996 was obtained. 4. How much money will Tipton need to raise in 1996 ? 5. (a) How much of this money can Tipton borrow long term without violating the constraints imposed by Hood? one of the items that must be estimated is the most important: - The most important item to estimate in a financial forecast is sales revenue because it impacts all other aspects of the forecast and forms the foundation for budgeting and strategic decisionmaking. (b) Which item is typically the most difficult to forecast: - External economic conditions, including unpredictable factors like economic changes, consumer behavior, and market trends, are often the most challenging to forecast. What are some ratios you would calculate to help determine the risk of using debt: - Key financial ratios to assess debt risk include the Debt to Equity Ratio, Debt Ratio, Interest Coverage Ratio, and Debt Service Coverage Ratio. (b) Would you endorse debt financing if you were a member of the Tipton family based on the ratios calculated in part (a) and industry averages? Explain: - The endorsement of debt financing would depend on specific ratio values, industry averages, and other factors. A comprehensive analysis is needed to make an informed decision about debt financing, considering the family's preferences and the company's overall financial health. Use the percent of sales method to forecast the amount of financing: - The amount of financing needed, forecasted using the percent of sales method, is approximately $6.875 million. When making a financial forecast, which one of the items that must be estimated is the most important: - The most important item to estimate in a financial forecast is sales revenue because it impacts all other aspects of the forecast and forms the foundation for budgeting and strategic decisionmaking. (b) Which item is typically the most difficult to forecast: - External economic conditions, including unpredictable factors like economic changes, consumer behavior, and market trends, are often the most challenging to forecast. What are some ratios you would calculate to help determine the risk of using debt: - Key financial ratios to assess debt risk include the Debt to Equity Ratio, Debt Ratio, Interest Coverage Ratio, and Debt Service Coverage Ratio. (b) Would you endorse debt financing if you were a member of the Tipton family based on the ratios calculated in part (a) and industry averages? Explain: - The endorsement of debt financing would depend on specific ratio values, industry averages, and other factors. A comprehensive analysis is needed to Redo the 1996 income statement assuming all of the funds needed are borrowed as long-term bonds at 8 percent: - The 1996 income statement, assuming all funds are borrowed through longterm bonds at 8 percent, includes sales of $137.50 million, a gross margin of $43.75 million, administrative and selling expenses of $16.80 million, and an interest expense of $0.40 million. The resulting net income is $26.55 million. Will the Tipton family own less than 50 percent of the firm's stock if no funds are borrowed? - If no funds are borrowed, and 476,190 shares are sold to nonfamily members at a net price of $10.50 per share, the Tipton family would own less than 50 percent of the firm's stock, with their ownership percentage decreasing. Calculate the dividend per share and earnings per share if the expansion is: (a) Financed by new equity: - Dividend per share and earnings per share would both be approximately $0.027 per share. (b) Financed by borrowing: - Dividend per share would be approximately $0.0265 per share, with earnings per share being the same. Use the percent of sales method to forecast the amount of financing: - The amount of financing needed, forecasted using the percent of sales these sessions. She explained that when sales increase, then inventory, cash, and accounts recelvable must also increase. Further, if the firm's existing operating capacity was insufficient to support the increased sales, additional fixed assets would be required. She had also stressed the need for pro forma statements to determine the magnitude of the funds needed. It was the first time members of the Tipton family had received any formal financial exposure, and she recalls they seemed interested and attentive. At the previous annual meetings Hood had avoided using any technical financlal analysis to make her case for borrowing. But now she thinks, "Why not?" FORECASTING ASSUMPTIONS She decides to estimate (1) the amount of funds Tipton will have to obtain in 1996; (2) the 1996 income statement assuming all of the financing is done through borrowing; and (3) another income statement assuming all new stock is issued. To help in the estimates Hood enlists Frank Davis, a recent MBA. Davis reminds her that 1996 is expected to be a big year for the company; sales are predicted to increase by 25 percent. Due to the strong demand, marketing feels any cost increases can easily be passed on. Consequently, the gross margin should exceed the current level of 21 percent. Hood notes that the sales-toinventory ratio will be lowered to 6.5 , and that purchases should total $101,481,000. This suggests cost of goods for 1996 would be $93,750,000. "What about administrative and selling expenses?" Hood asks Davis. He informs her that management salaries would have to rise sharply because these salaries had increased very slightly over the past three years. Davis believes a 20 percent increase in administrative and selling expenses is reasonable. Fixed assets are likely to change sharply in the coming year. Currently, Tipton is operating virtually near capacity, demand is expected to remain high, and thus extra capacity will be needed. In addition, some major improvements to existing equipment will have to be made in order for the company to remain competitive. The planning for these changes has been anticipated for some time, and though all of these changes do not have to be made in 1996, it is clear that the company cannot grow beyond 1996 without them. In any event, it is urgent that the financing question be resolved as soon as possible. A reasonable estimate is that Tipton will purchase $5 million of new plant and equipment in 1996. "During the past year we've been a bit slow in paying our suppliers," Hood remarks. "We definitely will have to pay more promptly or we're going to have some annoyed creditors; plus we'll pick up cash discounts by paying earlier. See if you can come up with an estimate of our payables using past information." Hood and Davis also feel that over the last few years factors (other than sales) affecting accruals and receivables have ifen relatively constant. For example, the company has not altered its credit policy in the last three years. Nor can they think of any reason why these items should change significantly in the coming