a final thought: side costs and benefits

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146 A final thought: Side Costs and Benefits ¨ Most projects considered by any business create side costs and benefits for that business. ¤ The side costs include the costs created by the use of resources that the business already owns (opportunity costs) and lost revenues for other projects that the firm may have. ¤ The benefits that may not be captured in the tradiConal capital budgeCng analysis include project synergies (where cash flow benefits may accrue to other projects) and opCons embedded in projects (including the opCons to delay, expand or abandon a project). ¨ The returns on a project should incorporate these costs and benefits. Aswath Damodaran

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Page 1: A final thought: Side Costs and Benefits

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Afinalthought:SideCostsandBenefits

¨  Mostprojectsconsideredbyanybusinesscreatesidecostsandbenefitsforthatbusiness.¤  Thesidecostsincludethecostscreatedbytheuseofresourcesthatthebusinessalreadyowns(opportunitycosts)andlostrevenuesforotherprojectsthatthefirmmayhave.

¤  ThebenefitsthatmaynotbecapturedinthetradiConalcapitalbudgeCnganalysisincludeprojectsynergies(wherecashflowbenefitsmayaccruetootherprojects)andopConsembeddedinprojects(includingtheopConstodelay,expandorabandonaproject).

¨  Thereturnsonaprojectshouldincorporatethesecostsandbenefits.

Aswath Damodaran

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FirstPrinciples

Aswath Damodaran

The Investment DecisionInvest in assets that earn a

return greater than the minimum acceptable hurdle

rate

The Financing DecisionFind the right kind of debt for your firm and the right mix of debt and equity to

fund your operations

The Dividend DecisionIf you cannot find investments

that make your minimum acceptable rate, return the cash

to owners of your business

The hurdle rate should reflect the riskiness of the investment and the mix of debt and equity used

to fund it.

The return should relfect the magnitude and the timing of the

cashflows as welll as all side effects.

The optimal mix of debt and equity

maximizes firm value

The right kind of debt

matches the tenor of your

assets

How much cash you can

return depends upon

current & potential

investment opportunities

How you choose to return cash to the owners will

depend whether they prefer

dividends or buybacks

Maximize the value of the business (firm)

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CAPITALSTRUCTURE:THECHOICESANDTHETRADEOFF“Neitheraborrowernoralenderbe”Someonewhoobviouslyhatedthispartofcorporatefinance

Aswath Damodaran

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FirstPrinciples

Aswath Damodaran

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AssessingtheexisCngfinancingchoices:Disney,Vale,TataMotors&Baidu

Aswath Damodaran

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Debt:Summarizingthetradeoff

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TheTradeoffforDisney,Vale,TataMotorsandBaidu

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Debt trade off Discussion of relative benefits/costs Tax benefits Marginal tax rates of 40% in US (Disney & Bookscape), 32.5% in India (Tata

Motors), 25% in China (Baidu) and 34% in Brazil (Vale), but there is an offsetting tax benefit for equity in Brazil (interest on equity capital is deductible).

Added Discipline

The benefits should be highest at Disney, where there is a clear separation of ownership and management and smaller at the remaining firms.

Expected Bankruptcy Costs

Volatility in earnings: Higher at Baidu (young firm in technology), Tata Motors (cyclicality) and Vale (commodity prices) and lower at Disney (diversified across entertainment companies). Indirect bankruptcy costs likely to be highest at Tata Motors, since it’s products (automobiles) have long lives and require service and lower at Disney and Baidu.

Agency Costs Highest at Baidu, largely because it’s assets are intangible and it sells services and lowest at Vale (where investments are in mines, highly visible and easily monitored) and Tata Motors (tangible assets, family group backing). At Disney, the agency costs will vary across its business, higher in the movie and broadcasting businesses and lower at theme parks.

Flexibility needs

Baidu will value flexibility more than the other firms, because technology is a shifting and unpredictable business, where future investment needs are difficult to forecast. The flexibility needs should be lower at Disney and Tata Motors, since they are mature companies with well-established investment needs. At Vale, the need for investment funds may vary with commodity prices, since the firm grows by acquiring both reserves and smaller companies. At Bookscape, the difficulty of accessing external capital will make flexibility more necessary.

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6ApplicaConTest:Wouldyouexpectyourfirmtogainorlosefromusingdebt?

¨  Consider,foryourfirm,¤  ThepotenCaltaxbenefitsofborrowing¤  Thebenefitsofusingdebtasadisciplinarymechanism¤  ThepotenCalforexpectedbankruptcycosts¤  ThepotenCalforagencycosts¤  Theneedforfinancialflexibility

¨  WouldyouexpectyourfirmtohaveahighdebtraCooralowdebtraCo?

¨  Doesthefirm’scurrentdebtraComeetyourexpectaCons?

Aswath Damodaran

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AHypotheCcalScenario

Assumethatyouliveinaworldwhere(a)Therearenotaxes(b)Managershavestockholderinterestsatheartanddowhat’sbestforstockholders.(c)Nofirmevergoesbankrupt(d)Equityinvestorsarehonestwithlenders;thereisnosubterfugeora[empttofindloopholesinloanagreements.(e)Firmsknowtheirfuturefinancingneedswithcertainty

Benefitsofdebt Costsofdebt

Taxbenefits ExpectedBankruptcyCost

AddedDiscipline AgencyCosts

NeedforfinancialflexibilityAswath Damodaran

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TheMiller-ModiglianiTheorem

¨  Inanenvironment,wheretherearenotaxes,defaultriskoragencycosts,capitalstructureisirrelevant.

¨  Inthisworld,¤  Leverageisirrelevant.Afirm'svaluewillbedeterminedbyitsprojectcashflows.

¤  Thecostofcapitalofthefirmwillnotchangewithleverage.Asafirmincreasesitsleverage,thecostofequitywillincreasejustenoughtooffsetanygainstotheleverage

Aswath Damodaran

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PathwaystotheOpCmal

¨  TheCostofCapitalApproach:TheopCmaldebtraCoistheonethatminimizesthecostofcapitalforafirm.

¨  TheSectorApproach:TheopCmaldebtraCoistheonethatbringsthefirmclosestoitspeergroupintermsoffinancingmix.

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I.TheCostofCapitalApproach

¨  ValueofaFirm=PresentValueofCashFlowstotheFirm,discountedbackatthecostofcapital.

¨  Ifthecashflowstothefirmareheldconstant,andthecostofcapitalisminimized,thevalueofthefirmwillbemaximized.

Aswath Damodaran

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ApplyingCostofCapitalApproach:TheTextbookExample

Expected Cash flow to firm next year(Cost of capital - g)

=200(1.03)

(Cost of capital - g)

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TheU-shapedCostofCapitalGraph…

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CurrentCostofCapital:Disney

¨  ThebetaforDisney’sstockinNovember2013was1.0013.TheT.bondrateatthatCmewas2.75%.UsinganesCmatedequityriskpremiumof5.76%,weesCmatedthecostofequityforDisneytobe8.52%:

CostofEquity=2.75%+1.0013(5.76%)=8.52%¨  Disney’sbondraCnginMay2009wasA,andbasedonthisraCng,

theesCmatedpretaxcostofdebtforDisneyis3.75%.Usingamarginaltaxrateof36.1,thealer-taxcostofdebtforDisneyis2.40%.

Aler-TaxCostofDebt =3.75%(1–0.361)=2.40%¨  Thecostofcapitalwascalculatedusingthesecostsandthe

weightsbasedonmarketvaluesofequity(121,878)anddebt(15.961):

Costofcapital=

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MechanicsofCostofCapitalEsCmaCon

1.EsCmatetheCostofEquityatdifferentlevelsofdebt:¤  Equitywillbecomeriskier->Betawillincrease->CostofEquitywillincrease.

¤  EsCmaConwilluseleveredbetacalculaCon2.EsCmatetheCostofDebtatdifferentlevelsofdebt:

¤  DefaultriskwillgoupandbondraCngswillgodownasdebtgoesup->CostofDebtwillincrease.

¤  ToesCmaCngbondraCngs,wewillusetheinterestcoverageraCo(EBIT/Interestexpense)

3.EsCmatetheCostofCapitalatdifferentlevelsofdebt4.CalculatetheeffectonFirmValueandStockPrice.

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I.CostofEquity

Levered Beta = 0.9239 (1 + (1- .361) (D/E))Cost of equity = 2.75% + Levered beta * 5.76%

Aswath Damodaran

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II.BondRaCngs,CostofDebtandDebtRaCos

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Disney’scostofcapitalschedule…

Aswath Damodaran