financial planning andbandi.feb.uns.ac.id/wp-content/uploads/2009/09/8-fin...2009/09/08 · bandi,...
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Bandi, 2007 1
Chapter 8
FINANCIAL PLANNING
AND
FORECASTING
FINANCIAL STATEMENT
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Bandi, 2007 2
Purpose
Technical
GOAL
RENSTRA RENOPS
Optimism
Pesimism
MENINGKATKAN NILAI PERUSAHAAN
objectives
middle
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Bandi, 2007 3
BB Pembantu
Tahun t
Bukti
BkJurnal
Bk Besar
Laporan keuanganNeraca, Laba rugi, perubahan modal, arus kas, dll.
NERACA
Tahun t+1
31 Des th t 1 Jan th t+1
Proyeksian
Laba Rugi
Pendapatan Rp xx
Biaya Rp x
Proyeksian
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Bandi, 2007 4
PENDAHULUAN→ Manajer & investor perlu tahu ramalan hasil yg akan datang� Manajer: ~ buat & gunakan LK “pro forma” atau “proyeksian”
~ meramal “free cashflow” melalui bbg rencana operasi~ meramal “capital requirements”.
~ memilih “rencana” yg memaksimalkan nilai pemilik shm�Analis sekuritas: ~ buat “jenis proyeksian yg sama”;
~ peramalan: laba, arus kas, dan harga saham.
�Manajer memiliki informasi (tentang pershn) lb banyakdibanding investor~Manajer merupakan pihak yg akan membuat keputusan yad.
�Analis mempengaruhi investor~Investor menentukan nasib manajer yad (referensi: analis).
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Bandi, 2007 5
CHAPTER 8Financial Planning and Forecasting Financial
Statements
~ Teknik meramal LK
~ Penggunaan teknik peramalan oleh investor & manajemen
� Perencanaan Finansial
� Formula Kebutuhan Dana Tambahan (Additional Funds Needed= AFN)
� Laporan Keuangan Pro forma:• Ramalan Penjualan
• Metode persentasi dari Penjualan
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Bandi, 2007 6
STRATEGIC PLANS
~ Manajer berusaha agar perusahaan lebih valuable
~ untuk penciptaan nilai diperlukan rencana strategis (well-articulated plan)
Corporate Purpose
~ menyatakan filosofi bisnis umum
Corporate Scope
~ Lini bisnis persh dan wilayah geografis operasi
Corporate Objective
~ Lebih khusus dp purpose
~ Pedoman bg manajemen
Rencana strategis
~ Rencana global
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Bandi, 2007 7
OPERATING PLANS
~ Petunjuk implementasi detail,
didasarkan pd strategi,
untuk membatu mencapai objectivepersh
~ Horison waktu beberapa tahun, biasaya 5 th.
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Bandi, 2007 8
Financial Planning and Pro Forma Statements
� Tiga kegunaan perencanaankeuangan dan LK Proforma:
• Meramal jumlah pendanaan eksternalyg akan diperlukan
• Mengevaluasi dampak perubahan dl rencana operasi pd nilai perusahaan
• Menyusun target yg tepat bagirencana kompensasi manajer
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Bandi, 2007 9
THE FINANCIAL PLAN
~ Tahapan perencanaan keuangan:
1. Memproyeksi Lap keuangan
2. Menentukan dana yg dibutuhan unt rencana 5 th
3. Meramal ketersediaan dana selama 5 th ke depan
4. Menetapkan dan mempertahankan sistem kontrol
5. Mengembangkan prosedur unt penyesuaian atas perbedaan dg peramalan
6. Menetapkan sistem kompensasi “manajemen berbasis kinerja”
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Bandi, 2007 10
Steps in Financial Forecasting
� Meramal Penjualan
� Merencanakan aset yg diperlukan untukmendukung penjualan
� Merencanaan dana yg dihasilkan scr internal
� Merencanakan dana luar yg diperlukan
� Menetapkan bagaimana dana diperoleh (raise funds)
� Melihat efek rencana pd rasio dan harga saham
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Bandi, 2007 11
2003 Balance Sheet(Millions of $)
Cash & sec. $ 20 Accts. pay. &accruals $ 100
Accounts rec. 240 Notes payable 100Inventories 240 Total CL $ 200
Total CA $ 500 L-T debt 100Common stk 500
Net fixedassets
Retainedearnings 200
Total assets $1,000 Total claims $1,000
500
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Bandi, 2007 12
2003 Income Statement(Millions of $)
Sales $2,000.00Less: COGS (60%) 1,200.00
SGA costs 700.00EBIT $ 100.00
Interest 10.00EBT $ 90.00
Taxes (40%) 36.00Net income $ 54.00
Dividends (40%) $21.60Add’n to RE $32.40
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Bandi, 2007 13
AFN (Additional Funds Needed):
Key Assumptions� Beroperasi pd kapasistas penuah dlm 2003.
� Tiap aset tumbuh scr proporsional thd penjualan.
� Utang dan akrual tumbuh scr proporsional thdpenjualan.
� Marjin laba (profit margin) 2003 ($54/$2,000 = 2.70%) dan pembayaran (payout) 40% tetapdipertahankan.
� Penjualan diharapkan meningkat sebesar $500 million.
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Bandi, 2007 14
Definitions of Variables in AFN
� A*/S0: aset yg diperlukan unt mendukung
penjualan; disebut rasio intensitas modal
(capital intensity ratio).
� ∆S: peningkatan dlm penjualan.
� L*/S0: rasio utang spontan (spontaneous
liabilities ratio)
� M: Marjin laba (Net income/sales)
� RR: rasio retensi (retention ratio); persentasi
laba neto yg tak dibayarkan sbg dividen.
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Bandi, 2007 15
Assets
Sales0
1,000
2,000
1,250
2,500
A*/S0 = $1,000/$2,000 = 0.5 = $1,250/$2,500.
∆∆∆∆ Assets =(A*/S0)∆∆∆∆Sales= 0.5($500)= $250.
Assets = 0.5 sales
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Bandi, 2007 16
• Aset ditingkatkan sebesar $250 million.
• Berapa AFN, berdasarkan pd persamaan AFN?
AFN = (A*/S0)∆∆∆∆S - (L*/S0)∆∆∆∆S - M(S1)(RR)
= ($1,000/$2,000)($500)
- ($100/$2,000)($500)
- 0.0270($2,500)(1 - 0.4)
= $184.5 million.
AFN (Additional Funds Needed):
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Bandi, 2007 17
Bagaimana pengaruh peningkatan penjulan dan rasiopembayaran dividen?
� Penjualan lebih tinggi:• Peningkatan kebutuh aset, meningkatakan AFN.
� Rasio pembayaran dividen (dividend payout ratio) lebih:• Menurunkan dana yg tersedia scr internal, meningkatkan
AFN.
� Marjin laba (PM) lebih tinggi:• Meningkatkan dana tersedia scr internal, menurunkan
AFN.
� Rasio intensitas modal lebih tinggi, A*/S0:• Meningkatkan aset yg diperlukan, meningkatkan AFN.
� Membayar Suplier lebih secap:• Menurunkan kewajiban spontan, meningkatkan AFN.
(More…)
AFN (Additional Funds Needed):
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Bandi, 2007 18
Projecting Pro Forma Statements with the Percent of Sales Method
� Rencanakan penjualan berdasarkan pd tingkatpertumbuhanan ramalan dalam penjualan
� Ramal pos-berikut atas persentasi dari penjualan ramalansales• Kos• Kas• Piutang Dagang
• Persediaan
• Aset Tetap bersih
• Utang dagang dan akrual
� Pilih pos-pos lainnya
• Utang jk panjang (Debt)
• Kebijakan Dividen (yg menentukan laba ditahan)
• Modal saham(More...)
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Bandi, 2007 19
Sources of Financing Needed to Support Asset Requirements
� Atas dasar asumsi dan pilihansebelumnya, kita dpt mengestimasi:• Aset yg diperlukan untuk mendukungpenjualan
• Sumber khusus pendanaan
� Kebutuhan Dana Tambahan (AFN):• Aset yg diperlukan dikurangi sumberkhusus pendanaan
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Bandi, 2007 20
Implications of AFN
� Jika AFN positif, maka anda hrs memperoleh pendanaan tambahan.
� Jika AFN negatif, maka memiliki lebhbbanyak pendanaan daripada ygdiperlukan.• Membayar utang (debt).• Membeli kembali saham beredar.• Memberli investasi jk pendek.
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Bandi, 2007 21
How to Forecast Interest Expense
� Biaya bunga sebenarnyaberdasarkan pada saldo harian utangselama setahun.
� Ada tiga cara unt merencanakan(approximate) biaya bunga. Hitungbiaya bunga atas dasar: • Utang pd akhir tahun• Utang pd awal tahun• Rata-rata utang awal dan akhir tahun
More…
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Bandi, 2007 22
Basing Interest Expense on Debt at End of Year
� Will over-estimate interest expense if debt is added throughout the year instead of all on January 1.
� Causes circularity called financial feedback: more debt causes more interest, which reduces net income, which reduces retained earnings, which causes more debt, etc.
More…
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Bandi, 2007 23
Basing Interest Expense on Debt at Beginning of Year
� Will under-estimate interest expense if debt is added throughout the year instead of all on December 31.
� But doesn’t cause problem of circularity.
More…
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Bandi, 2007 24
Basing Interest Expense on Average of Beginning and Ending Debt
� Will accurately estimate the interest payments if debt is added smoothly throughout the year.
� But has problem of circularity.
More…
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Bandi, 2007 25
A Solution that Balances Accuracy and Complexity
� Base interest expense on beginning debt, but use a slightly higher interest rate.• Easy to implement• Reasonably accurate
� See Ch 8 Mini Case Feedback.xls for an example basing interest expense on average debt.
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Bandi, 2007 26
Percent of Sales: Inputs
COGS/Sales 60% 60%
SGA/Sales 35% 35%
Cash/Sales 1% 1%
Acct. rec./Sales 12% 12%
Inv./Sales 12% 12%
Net FA/Sales 25% 25%
AP & accr./Sales 5% 5%
2003 2004Actual Proj.
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Bandi, 2007 27
Other Inputs
Percent growth in sales 25%
Growth factor in sales (g) 1.25
Interest rate on debt 10%
Tax rate 40%
Dividend payout rate 40%
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Bandi, 2007 28
2004 Forecasted Income Statement
2003 Factor2004
1st PassSales $2,000 g=1.25 $2,500.0
Less: COGS Pct=60% 1,500.0SGA Pct=35% 875.0
EBIT $125.0Interest 0.1(Debt03) 20.0
EBT $105.0Taxes (40%) 42.0Net. income $63.0
Div. (40%) $25.2Add. to RE $37.8
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Bandi, 2007 29
2004 Balance Sheet (Assets)
Forecasted assets are a percent of forecasted sales.
Factor 2004
Cash Pct= 1% $25.0Accts. rec. Pct=12% 300.0
Pct=12% 300.0
Total CA $625.0Net FA Pct=25% 625.0
Total assets $1,250.0
2004 Sales = $2,500
Inventories
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Bandi, 2007 30
2004 Preliminary Balance Sheet (Claims)
*From forecasted income statement.
2003 Factor Without AFN
AP/accruals Pct=5% $125.0Notes payable 100 100.0
Total CL $225.0L-T debt 100 100.0
Common stk. 500 500.0
Ret. earnings 200 +37.8* 237.8
Total claims $1,062.8
20042004 Sales = $2,500
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Bandi, 2007 31
� Required assets = $1,250.0
� Specified sources of fin. = $1,062.8
� Forecast AFN = $ 187.2
What are the additional fundsneeded (AFN)?
NWC must have the assets to make forecasted sales, and so it needs an equal amount of financing. So, we must secure another $187.2 of financing.
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Bandi, 2007 32
Assumptions about How AFN Will Be Raised
� No new common stock will be issued.
� Any external funds needed will be raised as debt, 50% notes payable, and 50% L-T debt.
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Bandi, 2007 33
How will the AFN be financed?
Additional notes payable =0.5 ($187.2) = $93.6.
Additional L-T debt =0.5 ($187.2) = $93.6.
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Bandi, 2007 34
2004 Balance Sheet (Claims)
w/o AFN AFN With AFNAP/accruals $ 125.0 $ 125.0 Notes payable 100.0 +93.6 193.6Total CL $ 225.0 $ 318.6
L-T debt 100.0 +93.6 193.6 Common stk. 500.0 500.0Ret. earnings 237.8 237.8Total claims $1,071.0 $1,250.0
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Bandi, 2007 35
�Equation method assumes a constant profit margin.
�Pro forma method is more flexible. More important, it allows different items to grow at different rates.
Equation AFN = $184.5 vs.
Pro Forma AFN = $187.2.Why are they different?
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Bandi, 2007 36
Forecasted Ratios
2003 2004(E) IndustryProfit Margin 2.70% 2.52% 4.00%ROE 7.71% 8.54% 15.60%DSO (days) 43.80 43.80 32.00Inv. turnover 8.33x 8.33x 11.00xFA turnover 4.00x 4.00x 5.00xDebt ratio 30.00% 40.98% 36.00%TIE 10.00x 6.25x 9.40xCurrent ratio 2.50x 1.96x 3.00x
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Bandi, 2007 37
What are the forecasted free cash flow and ROIC?
20032004(E)Net operating WC $400 $500(CA - AP & accruals)
Total operating capital $900 $1,125(Net op. WC + net FA)
NOPAT (EBITx(1-T)) $60 $75 Less Inv. in op. capital $225
Free cash flow -$150ROIC (NOPAT/Capital) 6.7%
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Bandi, 2007 38
Proposed Improvements
DSO (days) 43.80 32.00Accts. rec./Sales 12.00% 8.77%Inventory turnover 8.33x 11.00xInventory/Sales 12.00% 9.09%SGA/Sales 35.00% 33.00%
Before After
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Bandi, 2007 39
Impact of Improvements (see Ch 8 Mini Case.xls for details)
AFN $187.2 $15.7
Free cash flow -$150.0 $33.5
ROIC (NOPAT/Capital) 6.7% 10.8%
ROE 7.7% 12.3%
Before After
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Bandi, 2007 40
Suppose in 2003 fixed assets had been operated at only 75% of capacity.
With the existing fixed assets, sales could be $2,667. Since sales are forecasted at only $2,500, no new fixed assets are needed.
Capacity sales =Actual sales% of capacity
= = $2,667.$2,0000.75
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Bandi, 2007 41
How would the excess capacity situation affect the 2004 AFN?
� The previously projected increase in fixed assets was $125.
� Since no new fixed assets will be needed, AFN will fall by $125, to
$187.2 - $125 = $62.2.
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Bandi, 2007 42
Assets
Sales0
1,1001,000
2,000 2,500
Declining A/S Ratio
$1,000/$2,000 = 0.5; $1,100/$2,500 = 0.44. Declining ratio shows economies of scale. Going from S = $0 to S = $2,000 requires $1,000 of assets. Next $500 of sales requires only $100 of assets.
BaseStock}
Economies of Scale
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Bandi, 2007 43
Assets
Sales1,000 2,000500
A/S changes if assets are lumpy. Generally will have excess capacity, but eventually a small ∆∆∆∆S leads to a large ∆∆∆∆A.
500
1,000
1,500
Lumpy Assets
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Bandi, 2007 44
Summary: How different factors affect
the AFN forecast.
� Excess capacity: lowers AFN.
� Economies of scale: leads to less-than-proportional asset increases.
� Lumpy assets: leads to large periodic AFN requirements, recurring excess capacity.