Capital Structure
A project should not be evaluated in terms of capital structure. The financing of a project is a decision that is independent of the decision to undertake a project. This flows from the Modigliani and Miller Theorem where the choice of financing is irrelevant to the returns of the asset, all other factors being equal (Investopedia, 2012). The firm may have a preference for one type of financing or another, but those are not part of the investment decision. Indeed, the firm's existing capital structure is built into the weighted average cost of capital (WACC) calculation.
The distinction between the investor perspective and the company perspective is a falsehood. There is no such differentiation or conflict. The company exists to earn returns for the shareholder. Management acts as the agent of the shareholder, with the objective of maximizing shareholder return. Thus, the investor and the company are one and the same. There is no distinction between the two and no conflict.
One should utilize both the cost of debt and the cost of equity in evaluating a project. The weighted average cost of capital should be the basis for the discount rate. As per MM, one needs to separate the investment decision from the financing decision. This is partly as well because of the opportunity cost, which might be another project that the firm is undertaking but would be financed in a different way. All company activity is treated the same, by using the WACC.
All projects...
Capital Structure The three companies selected for this report are eBay, Clorox, and Darden Restaurants. eBay is an online auction website, acting as an intermediary between buyers and sellers. Clorox is described as being a manufacturer and marketer of consumer and institutional cleaning and household products. Some of its brands are the eponymous cleaners, Brita water filters, Burt's Bees and a variety of other brands as well. Darden Restaurants operates casual
All theories of capital structure are considered supplementary. As Myers pointed out it is a 'kind of puzzle and every new theory fills a small gap'. (Does Capital Structure really matter?) Evaluating the tradeoff and pecking order theory Shyam-Sunder and Myers by analyzing the debt patterns through time they could find out that under the pecking order model, "a regression of debt financing on the firms deficit of funds should
Capital Structure and the Dividend Policies Investment in firms Miller-Modigliani Theorem Impact of taxes Impacts of bankruptcy Dividend Signaling Clientele effect The general principles for investment are applicable to every business and these may be outlined simply through saying the one should invest in projects that provide greater yields than the basic minimum acceptable rate. The rate is naturally to be dependent on the risk involved in the project. It should also reflect the basic financing mix
Capital Structure The optimal capital structure depends on a number of factors. The nature of the business that the company is in is important, in particular the fluctuations in the company's cash flows. The company should also consider the time frame for which the capital is being used. In addition, the optimal capital structure also depends on the degree to which the company is willing to cede control, and the cost
Capital Structures Essentially, there are really only two ways in which organizations can raise money -- debt or equity. The core of this comes down to cash flow for each type of financing. A debt claim, for instance, allows the holder to a set of cash flow, typically principle and interest; an equity claim entitles the holder to any leftover cash after meeting all other claims. Secondly, debt has prior claim
Capital Structure Analysis: Mattel, Clorox and MGM Resorts According to a report in the Journal of Applied Economics, companies with earnings/price ratios that are higher than their estimated after-tax borrowing costs, like Mattel, demonstrate that managers of publicly traded companies are in fact reluctant to make capital structure changes. Clorox, and MGM Resorts International also fit into this category, per my hypothesis. I suggest a radical move for these risk-averse managers
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