...1.&2. Why does MR. Butler have to borrow so much money to support this profitable business? Do you agree with his estimate of the company’s loan requirements? How much will he need to borrow to finance his expected expansion in sales? According to the given information in the materials, Mr. Butler expects the net sales in 1991 would be 3.6 million. So the expected growth rate will be 3600K/2679Kx100%=33.6%. EBIT =Net sales-cost of goods sold-operating expense Assuming the cost of goods sold, operating expense will grow in the same rate, from 1988 to 1991, EBIT of Butler Lumber Company was respectively 50, 61, 86 and 115. The growth rate of EBIT was 22%, 41% and 33.7%. Clearly the company is on a fast growing track. At the mean time, we need to know if Mr. Butler has enough money to maintain such a fast growth. Accounts payable in 1991 would be 256K x133.6%=342K If we assuming the notes payable, accrued expenses, and long-term debt is same with first quarter in 1991, total liabilities in 1991 would be 836K The net worth in 1991 would be the net worth in 1990 plus the net income in 1991, the net income in 1991 would be 44Kx133.6%=58.8K, so the net worth would be 406.8K. Total liabilities and net worth in 1991 would be 1242.8K . Total assets in 1991 would be 933Kx133.6%=1246.5K. So there will be 3.7K shortage of fund for the company. Therefore, Mr. Butler needs to borrow money to reach the expected growth and his estimate of the loan requirements was right. The company needs...
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...Shumann Butler Lumber Company Background: Butler Lumber Company had been founded in 1981 in a suburb of a large city in the Pacific Northwest. The company s operations were limited to the retail distribution of lumber products. Their typical products included plywood, moldings, and sash and door products. Despite good profits Butler Lumber Company experienced a shortage in cash and found it necessary to increase its bank loans. Issues: y y Why does a Profitable company such as Butler Lumber need external Financing? Should Butler Lumber Company accept the discount that is being offered from its suppliers? y Project the Butler Lumber Company s balance sheet and Income Statement for all of 1991 under two scenarios If they accept the discount If they don t accept the discount Analysis: Butler Lumber Company is a profitable company anticipating tremendous growth, and typical of a company in this phase of the business cycle, the cash needed to meet obligations outstrips its inflow from operations. Butler s exponential growth has caused them to need external financing, because they can t self-fund their working capital needs. The might be able to mitigate some of this through better inventory management control such as squeezing their suppliers on credit terms or for increased volume discounts. Going forward their fixed costs will also help build economies of scale which should diminish their external financing demands in future fiscal periods. Butler is banking...
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...3. In order to choose between trade credit and a bank loan as a source of funds, Mr. Butler needs to determine if he can pay the supplier offering trade credit within the agreed upon time frame. If he is unable to make the payment to his suppliers on time, then he should choose bank loans. This decision should be based upon Mr. Butler’s ability to cover the full amount he owns within the 30 day period given by his supplier, and if possible to pay within the 10 day period in order to receive the 2% discount. 4. As Mr. Wilson’s advisor, I would suggest that he follow through with his anticipated expansion using additional debt financing. Butler Lumber has excellent potential to continue growth, as we can see by their constantly increasing sales, however, due to constraints with their current debt policy, there is a very significant cash flow issue. With this loan Mr. Wilson will be able to fully pay off the loan to his former partner, which is currently being paid at $7,000 annually plus 11% interest. Also, with this loan he would have enough cash to fund the growth of his company, which he is currently struggling to be able to do, as well as being able to have enough cash on hand to pay off his accounts payable in 10 days in order to get the 2% discount. If he is able to use this new source of financing to take care of the current long term debt weighing his cash flow and growth down, as well as gaining the 2% discount on accounts payable, he will be able to stimulate and...
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...Butler Lumber Case Study I. Statement of Financial Problem Butler Lumber Company, a growing profitable business has exhausted its credit limit and the key issues facing it are: 1. Need for additional funds to continue the growth 2. Need to consolidate debt 3. Need to improve cash flexibility. In this case study I will be discussing following problem: Why has Butler Lumber been profitable in the increasing volume of sales but at the same time it is experiencing cash difficulties in 1988 – 1990? This is a historical problem and my calculations and assumptions are based on income statement and balance sheet for 1988 – 1990. II. General Framework for Financial Analyses There are different financial ratios and questions they answer: • Liquidity ratio – current ratio: Will Butler Lumber be able to pay off his debts as they come due? Satisfactory liquidity ratio is necessary if Butler Lumber is to continue its operations. • Asset management ratio: Does Butler Lumber have the appropriate amount of assets versus sales? How effectively is Butler Lumber managing its assets? • Debt management ration: Does Butler Lumber have the right mix of debt and equity? • Profitability Ratios: Are sales high enough? Do sales exceed the unit cost? It is necessary to calculate different types of financial ratios to examine different aspects of Butler Lumber’s operations. Key accounts for sources of funds for Butler...
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...I. Statement of Financial Problem Butler Lumber Company, a growing, profitable business has exhausted it’s credit limit with its current bank and needs additional capital to: * Continue to fund growth * Consolidate debt * Improve cash flexibility In this case study, I will examine the following problem: During the years of 1988-1990, why has Butler Lumber increased sales volume but experienced a decrease in cash flow? This problem is historical, and I will base my analysis from information contained on the Butler Lumber income statement and balance sheet spanning the years of 1988-1990. II. Financial Analysis Framework To adequately assess the situation, the following ratios will need to be determined to create a framework for analysis: * Liquidity ratio – Will Butler be able to liquidate enough assets to be able to pay off debt as payments are due? A satisfactory liquidity ratio is required if Butler Lumber is to continue operations. * Debt management ratio – What does Butler Lumber’s mix of debt to equity look like? Is the combination right? * Asset management ratio – Does the company have the right amount of assets to offset sales? Is Butler effectively managing its assets? * Profitability ratio – Is the level of sales high enough? Do sales exceed the cost of each unit? Are they achieving an adequate level of profitability? Calculating these ratios will allow for proper application of the framework for analysis. The source of funds...
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...Butler Lumber Case Study Zachary Scott Brown FIN 6420 – Dr. J. Robert Malko February 4, 2012 I: Statement of Financial Problem: Butler Lumber Company, a rapidly growing lumber products and retail distribution organization, faced a critical challenge that would determine its future success and level of profitability. The company, led by its founder Mark Butler, had a bright future as its products were consistently in demand in both the new construction and repair work fields. However, Butler Lumber faced one major challenge. The challenge that the company was experiencing was a shortage of cash due to restrictions set by its current funding source, Suburban National Bank. Due to these restrictions, Butler Lumber began to explore other funding sources in order to enhance its current business model and satisfy the high demand of its products. As a possible solution, Butler Lumber looked to a larger bank, the Northrop Bank, which had the potential to offer the company $465,000, nearly double the amount offered by its current lender, Suburban National Bank. Although the idea of moving to a heavy hitting lender seemed quite appealing, one major financial problem needed to be addressed. The major financial problem facing Butler Lumber was identifying why the forecasted figures shown on the income statement differ from the results provided on the balance sheet. II: General Framework for Financial Analysis: There are several factors that can contribute to discrepancies or inconsistencies...
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...Butler Lumber Company Introduction Butler Lumber Company was found in 1981 by a partnership of Mark Butler and his brother in law, Henry Stark. In 1988, the business was incorporated after the acquisition of Butler over Stark’s interest. At the same time, the company had shifted from a partnership into a corporation. The company’s operations are about retail distribution of lumber products included plywood, moldings, and sash and door products. During the period of 1988-1990, Butler Lumber Company has proven that it is a profitable company. At the same time, it has a greater capital needs than it should have. Its current maximum loan amount of $250,000 with Suburban National Bank is not sufficient. Furthermore, the company is seeking a line of credit (LOC) from Northrop National Bank with an amount of $465,000 at an interest rate of prime plus 2 percent basis point. The purpose here is assessing the situation from perspective of the owner Mark Butler and the Northrop banker George Dodge. Butler Lumber Company fund-need purposes Estimation of Butler Lumber Company’s short-term loan’s requirements The forecast of Butler Lumber Company’s short-term loan requirements are appropriate. According to Pro Forma Balance Sheet in 1991, the total amount of bank notes payable of Butler Lumber Company is $393,000. This loan amount would help the company to expand its operational business and eliminate its trade debt. The total amount of $465,000 is not necessary...
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...Assignment – Butler Lumber Case Vedvati Shrotre (shrotre2) Xiaoyue Sun (xsun52) Chenxiao Zhu (czhu19) 1. If the first estimated growth of sales is 30 percent, compare it to the value of the secured 90 day note that Northrup Bank is willing to lend Butler Lumber. What are the results? Our conclusion is that the new credit line provided by Northrop National Bank would not cover Butler Lumber’s cash shortage under the assumption of 30 percent sale growth rate and 10 days period of payment period to the supplier. We noticed that the cash conversion cycle we have calculated indicates that it takes 15 days longer for the cash to cycle around in 1991 than in 1990. The main cause for this increase is the assumption that the Butler Lumber company pay suppliers in 10 days to gets purchase discount. With the increase in both sales and cash conversion cycle, the shortage of cash will expand. The geometric average sales growth rate for the period 1988 – 1990 is 26.0%, while the geometric average interest expense growth rate is 59.3%. Basically the interest expense is growing at the speed that doubles the growth rate for sales. Given that sales growth rate is 30%, we estimate the interest expense growth rate to be 76.7% and the amount would be 58K. While under the new credit line, the maximum interest expense under fully utilization of the notes payable would be 465k*10.5%+50K*11%=54.33K. Obviously under 30% growth, the new credit line would be not enough to fulfill Butler Lumber's cash...
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...Finance Butler Lumber I: Butler Lumber’s financial problem is weak net cash flow; too much cash tied-up in inventory and debt obligations, which is reflected in liquidity, asset and debt management metrics. II: Cash flows from operations should exceed, be sufficient, to cover reinvestment in equipment and building. Specifically, expenditures for investment in Plant should exceed the annual depreciation charge. As well, funds from operations should not only be sufficient to invest, but funds should be available to meet obligations to long-term creditors. The Current Ratio, Current Assets divided by current liabilities, should be greater than 1. One step further, the Quick Ratio is a better measure to assess liquidity by removing inventory from the Current Ratio. Day’s in Accounts Receivable Ratio: receivables numerator divided by annual sales, which is divided by 365 days to form the denominator and the Inventory Turnover Ratio: sales divided by inventory are both good measures of how management is managing their assets. Debt Management, in Times-Interest-Earned Ratio: EBIT divided by Interest Charges and Debt Ratio: total debt divided by total assets, provides information on how leveraged the company may be and the corresponding risk associated with its debt position; thus, debt management is relevant to the analysis of all companies. III Butler Lumber cash flows from operations are only $17K. Operations will cover the $17K additional Property in the Investing...
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...Management Accounting Case (1) Financial Planning: Butler Lumber Valuation 1. Although Mr Butler has seen an increase in his sales for the last few years, there are a few reasons why he needed a loan from the bank to keep his operations going. 1) Shortage of Cash: Despite good profits, Mr. Butler had experienced a shortage of cash from 1988 to 1990. During this period of time, there was a decrease in cash reserves, as well as in inventory turnover, indicating that Mr. Butler’s money had been tied up in his inventory. This can be resolved by working on his receivables turnover ratio, which decreased from 1988 to 1990, as seen in Appendix A. 2) Debt Consolidation: In late 1988, Mr. Butler took a loan of $70,000 that carried an interest rate of 11%. The annual interest payable to the bank compounded to his cash shortage problem. 3) Expansion of operational business: Additional investments in working capital and inventory purchases will be required to keep up with the company’s increasing sales volume. 2. As illustrated in Appendix B, assuming that 1991 sales volume will be $3.6 million, Butler Lumber will only need a loan of roughly $333,600.00 to finance the expected expansion in sales. The company’s estimate of the loan requirements is inaccurate. 3. In the first quarter of 1990, sales were $698,000, approximately 25.91% of the yearly revenue. Based on this ratio, we estimate that Butler Lumber Company will generate approximately yearly revenue...
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...Fact Pattern: Butler Lumber is a retail distributor located in a growing suburb in the Pacific Northwest that sells basic wood products like plywood, moldings, and sash and door products. The company was formed in 1981 by Mark Butler in partnership with his brother-in-law, who Mark then bought out in 1988. The company has experienced significant growth over the past few years, and is expecting to continue to see sales growth in the coming year. Although the company has experienced increasing sales and claims to be profitable, it has been experiencing a cash shortage and Mark feels that it is going to be necessary to borrow more money in addition to the debt that he has already incurred over the course of the past few years in order to continue business. The bank that Butler has been conducting business with, Suburban National Bank, has a maximum allowable loan value of $250,000. Mark has had a difficult time staying below this debt limit, and only has been able to do so by relying on trade credit. Suburban has also now decided that it will begin requiring Butler to secure any additional debt with real property as collateral. Another larger bank, Northrop National Bank, is a larger establishment and has discussed the possibility with Mark of possibly extending a line of credit to Butler of up to $465,000. Although Mark believes that the $465,000 is more than he will need to borrow, he likes the idea of having the flexibility of the additional cash. Mark is faced with...
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...salary plus commission, they can grow the revenues even more. By having this person work on commission, this will eat into the profit margin for the materials he is selling. But the net impact to the BLC will be positive. I would advise Mr. Butler to select the LOC for up to $465,000 because he can take out as little as he needs. He does not need all $465,000 this quarter, but he may need some in the first and last quarters of the year because he obtains 55% of his revenues in the second and third quarters. So it is strategically important for him to have access to this capital because of the nature of his cyclical business. 3) Application of financial framework 4) Assumptions and special mitigating circumstances Assumptions: * It’s fair to assume that at the time of this there is some tension behind the seens between Mr. Butler and his current bank. * I assume that Mr. Butler doesn’t have a huge knowledge of finances due to his lack of cash flow, buyout loan, and slow payments on accounts payable that cost him more money. * His personal finances seem to be in decent shape and he is receiving letters that speak to his credibility as a person. Although those letters could be written by personal friends of Mr., butler. * I would personally have concerns when dealing with this company as a banker. The first concern would relate to why so much money is needed when it seems that the current amount borrowed is...
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...GEICO’s intrinsic value was larger than purchase value, Berkshire Hathaway’s intrinsic value increased, so the stock price went up. The $718 gain in Berkshire’s market value implied that investors thought that: GEICO was underestimated, Berkshire bought it with a cheap price. C) Total dividend is much larger than purchase price. In all, it is a super good investment. (3) About early investment in GEICO: (4) Convertible preferred stocks: A) Interest rates are very high (compare to the yield of the 30 year U.S. Treasury bond: 6.86%): about 9% on average. B) Most convertible preferred stocks’ market values are larger than par values. In all, they are very good investments. 3、 (3) Estimated method Discounted free flows of cash of the business: We estimate the future free cash flow of every year, and specify the discount rate, the discount rate maybe the long term bond’s yield or the average cost of equity. Then we can calculate the present value of the business. (4) Alternatives to intrinsic value are market value and book value. (5) Why Buffett rejects book value and market value: Book value only reflects the past history of a business’s net asset, it does not mean the business’s future earnings. Market value is not stable, it may be larger or smaller than the intrinsic value greatly. Range of possible intrinsic values for GEICO: 125/(1+ 11%)^5) = 74.18 Why the estimated cost of equity is so high? If we use 30 year ...
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...Finance 4210 (Section 001) Case #13: Ocean Carriers Group H 1. It is expected that daily spot hire rates will decrease next year. The factors considered are the number of operating vessels, number of scrapped vessels, age, size and efficiency of vessel, cost of repair and maintenance, and market demand. Existing capesize vessels are relatively new, thus we do not expect a large reduction in capesize vessels due to the scraping of old vessel. Also, a large number of new ships will be delivered in the coming two years. Applying the supply and demand element, 63 ships, as referenced in Exhibit 3, indicates the increased supply while there is no demand for their services; increase in the number of vessels while iron ore and coal were expected to stay stagnant for the next two years would obviously decrease the spot hire rates. The demand is articulated as changes in iron ore shipments, world economy, market condition, and change in trade patterns. The future forecasting of the capsize vessels is the sum of current vessels, minus the vessels that will be scraped, plus new ships delivered. Thus, we expect a substantial increase in the supply of capesize vessels in the coming two-years. therefore, the spot rate will be decreasing next year in 2002 due to the sharp increasing supply. 2. According to the current expectation of growth in the iron and ore markets, the long-term prospects for the capesize dry bulk industry seem promising. And considering a favorable...
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...KETERKAITAN MANAJEMEN KEUANGAN DAN AKUNTANSI Ahmad Nizar Yogatama Mahasiswa Semester III Universitas Muhammadiyah Malang Fakultas : Ekonomi Jurusan : Manajemen III D NIM : 07610011 Email : ahmadnizaryogatama@yahoo.com Abstrak Didalam suatu perusahaan akuntansi dan manajemen keuangan yang digunakan sangatlah beragam yang dikarenakan kepentingan dari perusahaan yang bersangkutan. Akuntansi dan manajemen keuangan mempunyai kesamaan didalam beberapa hal. Keuangan sendiri memiliki arti yang sangatlah luas dan dinamis. Secara umum dapat disimpulkan keuangan sebagai suatu seni dan ilmu dalam mengelola uang. Akuntansi yang merupakan penjabaran, pengukuran dan pemberian kepastian mengenai informasi yang akan membantu manajer dan pengambilan keputusan lainnya untuk pengambilan keputusan alokasi sumber daya. Sedangkan manajemen keuangan adalah manajemen terhadap fungsi – fungsi keuangan yang berguna bagi pengambilan keputusan investasi, baik berupa penjabaran, pengukuran maupun kepastian mengenai informasi yang ada untuk mengambil keputusan investasi yang tepat dan juga keputusan – keputusan lainnya. Kata kunci : akuntansi, keuangan, manajemen keuangan. Pendahuluan Keuangan atau finance adalah bidang yang sangat luas dan dinamis. Keuangan langsung mempengaruhi sisi kehidupan setiap orang dan setiap perusahaan. Secara umum, keuangan didefinisikan sebagai seni dan ilmu dalam mengelola uang (the art and science of managing money). Jika kita berbicara tentang...
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