Chapter 05: Opcnuing and Financial Leverage

Chapter 5
Operating and Financial Leverage
Discussion Questions
5- 1. Discuss the various uses for break-even analysis.
Such analysis :1llows the firm to determine at what level of operations it
will break even (earn zero profit) and to explore the relationship between
voJurne, costs
1
and proJJts.
5-2. Whal l'acrors would cause a difference in the use of linancial lcverage for a
mi Uty company and an amomobile company?
A mility is in a stable, predictable indus1ry and therefore can afford 10 use
more linancial leverage than an auromobile company, which is generally
subjec11o the inlluences of Lhe business cycle. An automobile manufaciUrer
may no1 be able to service a large amount of deb1 when there is a downturn
in the economy.
5-3. Explain how the break-even point and opemling leverage are affected by
the choice of manufacturing facilities (labor intensive versus capital
intensive).
A Jabor-iniCnsive company wlll have low fixed costs and a concsponding.ly
low break-even poinl. However, the impact of operating leverage on the
finn is small and Lhere will be lirlle magnification of profits as volume
A capital-intensive fi rm, on rhe other hand, will have a higher
break-even poim and enj oy the positive influences of operating leverage as
voJume increases.
5-4. Whm role does depreciation play in break-even anal ysis based on
accounting flows? Based 0 11 cash flows? Vlhich perspective-is 1onger term
io nature'!
For break-eveo analysis based on accouming flows, dcprecial ion is
considered part of fi xed costs. For cash flow purposes, it is eli minated from
fixed COStS.
The accounting fl ows perspective is longer-lerm in nantre because we must
consider the problems of equipmem replacemenl.
5- 1
Chapter 05: Opcnlli(lg and Financial le\'cr:tge
5-S.
5-6.
5-7.
5-8.
5-9.
What does risk taking have to do with !he use of operating and financial
leverage>
Both operating and financial leverage imply that the linn wi ll employ a
heavy component of fi xed cost resources. This is inherently risky because
the obligation to make pa)'ITlents remains regardless of the condition of the
company or the economy.
Discuss the limitations of iinancial leveral!e.
-
Debt can only be used up to a point. Beyond that, financial leverage tends
to increase the overall costs of financing to the firm as well as encourage
creditors to place restrictions on the tirm. The limitations of using l'inaocial
leverage tend to be greatest in indus tries that are highly cyclical in nature.
How does the interest rate on new debt inlluencc the use of tinancial
leverage'?
The higher U1e illlerest rate on new debt, the less attractive financial
leverage is to the linn.
Explain how combined leverage brings together operating income and
earnings per shme.
Operating leverage primarily affects the operating income of the firm. At
this point, fi nancial leverage takes over and determines the overall impact
on earnings per share. A delineation of the combined effect of operating
and financial levemge is presented in Table 5-6 and Figure 5-5.
Explain why operating leverage decreases as a company increases sales
aoc.J shifts away from the break-even point.
At progressively higher levels of operations 1han 1he break-even poi111, !he
percemage change in operating income as a result of a percentage change
in unit volume diminishes. The reason is primarily mathematical - as we
move to increasingly higher levels of operating income, the percentage
change from the higher base is likely to be less.
5-2
Chapter 05: Opcnlli(lg and Financial le\'cr:tge
5-10. When )' OU are considering two di fferent fi nancing plans, does being at the
level where eamings per slmre are equal between the two plans always
rroeao you arc indifferent as to which plan is selected?
Problems
The point of equality only measures indifference based on earnings per share.
Since ow ultimate goal is market v ~ ~ u maximization, we must also be
concerned with how these earnings are valued. Two pl<ms that have the same
eamings per share may call for different price-earnings ratios, particularl y
when there is a ditferential risk component involved because of debt.
Chapter 5
1. Break-tOven analysis (L02) Shock Electronics sells portable heaters for $25 per unit, and
the variable cost to produce them is $17. Mr. Amps estimates tbat the fixed costs are
$96,000.
a. Compute the break-even point in urtits.
b. Fill in the table below (in doll ars) to illustrate the break-even point has been achkved.
Sales ....... ....... ... .. . ..
- Fixed costs .... ... .... ..
- Total variable costs . . .
Net profit (loss) ...... . .. .
5-J. Solution:
a.
Shock Electronics
Fixed costs
BE = ---------
Price-variabl e cost per unit
= $
96
OOO = $
96

000
= 12 000 units
$25-$17 $8 ,
5-3
Chaptu 0.5: a.od Fin:wcial Le\e . age
b. Sales
- Fixed costs
- Total variable costs
Net profit (loss)
$300,000 (12,000 uni ts x $25)
96,000
204,000 (12,000 units x $17)
$ 0
2. Break-even analysis (L02) The Hal'lneu Corporation manuJi tclures baseball bats with
Pudge Rodriguez's autograph stamped on them. Each bal sells for $13 and has a variable
cos! of $8. There are $20,000 in lixed costs involved in the production process.
a. Compute the break-even poinl in units.
b. Find the sales (in units) needed to earn a prolit of $15,000.
5-2. Solution:
Hartnett Corporation
a. BE
$20,000 4 000 .
= = , umts
$13-$8
b.
Q = Profit + FC = $15, 000 + $20, 000
(P- VC) $ 13-$8
= $
35

000
= 7,000 units
$5
3. Break-even analysis (L02) Therapeutic Systems sells ils products for $8 per unit h has
lhc following cosls:
Rent ... ............................... ......... . $120,000
Factory laOOr ..... ..... ................... . $1.50 per unit
Executives under contract ......... . $112,000
Raw mmcri al ........ ......... ... ........ .. $.70 per unit
54
Chaptu 0.5: a.od Fin:wcial l.e\'e . age
Separate the expenses berwcen fixed and variable costs per uuil. Using tbis information and
I he plicc per unit of $8 compute the break-even point.
S-3. Solution:
Therapeutic Systems
Rent
Factory labor
Executive under contract
Raw materials
Fixed Costs
$120,000
$112,000
$232,000
Variable Costs
(per unit)
$1.50
70
$2.20
BE = FC
P-VC
$232, 000 = $23 2, 000 =
40 000
units
$8. 00-$2.20 $5.80 ,
4. Break-even analysis (L02) Draw 1wo break-even graphs- me for a conservative ftrm
using labor-intensive production and another for a capital-intensive fi rm. Assuming these
companies compete within the same industry and have identical sales, explai11 the impact of
changes in sales volume on both finns profits.
S-4. Solution:
Labor-Intensive and capital-intensive break-even graphs
55
Chapter 05: OpcraLing and Fioa.ndal Le\\-:rage
Labor-intensive Capital-Intensive
The company having the high fixed costs will have lower
variable costs than its competitor since it has substituted capital
for labor. With a lower variable cost, the high fixed cost
company will have a larger contribution margin. Therefore,
when sales rise, its profits will increase faster than the low fixed
cost firm and when the sales decline, the reverse will be true.
5. Break-even a nalys is (L02) Eaton Toot Company has fixed costs o r $200,000, sells its
units for $56, and has variable costs of $3 I per unit.
a. Compute the break-even point.
b. Ms. Eaton comes up with a new plan to cut fixed costs to $150,000. However, more
labor will now be required, which will increase variable costs per tmit to $34. The
sales price will remain at $56. What is the new break-even point?
c. Under the new plan, what is likely to happen to protitability at very high volume
levels (compared to the old plan)?
5-5. Solution:
56
Chapter 05: OpcraLing and Fioa.ndal Le\\-:rage
a.
b.
Eaton Tool Company
Fixed costs
BE= -----------------
Price - variable cost per unit
= $200,000 = $200,000 =
8 000
units
$56 -$31 $25 '
Fixed costs
BE= ------------------
Pr ice- variable cost per unit
$150,000 $ 150,000 6 818 -
= = = umts
$56 - $34 $22 '
The breakeven level decreases.
c. With less operating leverage and a smaller contribution
margin, profitability is likely to be less than it would have
been at very high volume levels.
6. 8reak-e,en analysis (L02) Jay linoleum Company has fixed costs of $70,000. Jls
product currently sells for $4 per uni1m1d has variable costs per unit of $2.60. Mr. Thomas,
the head of manufacturing, proposes 10 buy new equipment that will cost $300,000 and
drive up fixed costs 10$105,000. Ahhough lhe price will remain al $4 per unil, !he
increased amomation will reduce variable costs per unit 10 $2.25.
As a resull of Thomas's s uggestion, will Lhe break-even poinl go up or down? Compme
the necessary numbers.
S-6. Solution:
Jay Linoleum Company
BE (b f
. ) $70,000 $70,000 50 000 -
e ore = = = muts
$4.00- $2.60 $1.40 ,
5-7
Chapter 05: Opcnuing and Financial Leverage
BE (after)= $
105

000
_ = $!0
5

000
= 60,000 units
$4.00- $2.2.) $1.75
The break-even point wil l go up.
7. Cash break-even analysis (L02) Call oway Cab Company oetermioes its break-even
strictly on tbc basis of cash cxpcnd.imres related to fixed costs. Its Lotallixed costs arc
$400,000, but 20 percem of this value is represemed by depreciation. lis comribution
margin (price minus variable cost) for each unit is $3.60. How many units does the lirm
need to sell to reach the cash break -even poinr?
S-7. Solution:
Calloway Cab Company
Cash related fixed costs= Total Fixed Costs - Depreciation
= $400,000 - 20% ($400,000)
= $400,000 - $80,000
= $320,000
Cash BE = $
320

000
= 88 889
$3.60 ,
8. Cas h break-even analysis (L02) Air Purifier, l.nc., computes its break-even poiJJL sLrictJy
on the basis of cash expendirures related to fixed costs. Its total li xed costs arc $2,400,000,
but 15 percent of this value is represented by depreciation. hs contribution margin (price
minus variable cost) for each unit is $30. How many units docs the firm need 10 sell to
reach the cash break-even point?
S-8. Solution:
Air Purifier, Inc.
Cash related fixed costs= Total Fixed Costs- Depreciation
5-8
Chapter 05: Opcnuing and Financial Leverage
= $2,400,000- 15% (2,400,000)
= $2,400,000- $360,000
= $2,040,000
BE
2,040,000 68 000 .
= = , UllllS
$30
9. Cash break-even a n ~ ~ lysis (L 02) Boise Timber co. computes its break-even point strictly
on the basis of cash expenditures related to fixed costs. Its total fixed costs are $6,000,000,
bur 25 percent of Lbi s value is represented by depreciation. Tis cooti bution margin (price
minus var.iabJe cosL) for each unit is $4. How many units does the firm need to sell to reach
the cash break-even point?
S-9. Solution:
Boise Timber Co.
Cash related fixed costs = Total Fixed Cosr.s - Depreciation
= $6,000,000 - 25% ($6,000,000)
= $6,000,000 - $1,500,000
= $4,500,000
B
. E- $4,500,000 - 1 125 000 .
- - , . , muts
$4
I 0. Degree of leverage (L02 & 5) The Sterl ing Tire Company's income statement for 2010 is
as foLl ows:
STERLING TIRE COMPANY
Income Statement
For the Year Ended December 31, 2010
Sales (20,000 tires at $60 cacb) ........... ......... .
Less: Variable costs (20,000 tires at $30l .... .
Fixed O S L ~ ........ ... ... ... ... ... ... ... .......... ... ... ... .
Earnings before interest and taxes (EBIT) .. ..
Interest expense ......................... ................... .
Eamings before taxes (EBT) .. ...................... .
Income tax expense (30%) ......................... ...
5-9
$1,200,000
600,000
400000
200,000
50000
150,000
45,000
Omptcr 05: Opernling :ind Fin:mci:JI Leverage
after !aXes (EAT) ........................... . s 105,000
Gi ven income Matcrrn:m, COmpulc the foll owing:
" of operating leverage.
b. Degree or llnancial leverage.
c. of combined leverage.
d. Break-even poinl in units.
5-10. Solution:
Sterling Tire Company
Q = 20,000, P = $60, VC = $30, FC = $400,000, I= $50,000
DOL = Q(P - VC)
a.
Q(P- VC) - FC
20, 000($60- $30)

20, 000($60 - $30) - $400,000
- __ 20....:. ,_00_0_,_ ($_30....:.) __
20, 000($30) - $400,000
_ $600,000 = $600,000 =
3
.00x
$600,000 - $400, 000 $200, 000
5-10. (Continued)
b. DFL = EBIT _ $200,000
EBIT- J $200,000 - $50,000
= $200,000 = l .
33
x
$150,000
5- l O
Chaptu 05: a.Jld Fin:wcial l.e\'twage
c.
DCL= Q (P- VC)
Q(P-VC)- FC- I
20, 000($60- $30)
20, 000($60- $30)- $400,000-$50,000
$600,000 = $600,000 =
4
x
$600,000-$400,000-$50,000 $150,000
d.
BE= $400,000 = $400,000 = 13 333 units
$60- $30 $30 ,
J I. Degree of leverage (L02 & 5) The Harding Compiuly manufactures skates. The
company's income stateme.nt for 20 I 0 is as follows:
HARDING COMPANY
Income Statement
For tbe Year Ended December Jl, 2010
Sales ( 10,000 skates @$50 each) ................................ .
Less: V ruiable costs ( I 0,000 skates at $20) ............ ..... ..
Fixed costs ................................................................ .
Earnings before interest and taxes (EBIT) .................. ..
Interest expense ..... ............................ ............................ .
&lrnjngs before (EBT) ... .. .... ......................... ...... .
Income tax expense (40%) ......... ............................ ..... ..
Earnings alter taxes (EAT) .......................................... ..
Given this income statement, compute the following:
a. Degree of operating leverage.
b. Degree of linancial levcrage.
c. Degree of combined leverage.
d. Break-even point in units (number of skates).
5-J I. Solution:
5- tt
$500,000
200,000
150.000
150,000
60,000
90,000
36,000
$ 54,000
Ou1prcr 05: Opcr.u.ing and Fina.uc-i:ll Le\'el'age
Harding Company
Q = 10,000, P =$50, VC = $20, FC = $ 150,000, I = $60,000
Q(P- VC)
a. DOL = _ .:::..:.._ _ ___.:__
Q(P- VC) - FC
_ ___ __ _
I 0, 000($50 - $20)-$150,000
I 0, 000( $30)
- ___ ___;_..:..___
10, 000($30) - $ 150, 000
_ $300,000 = $300,000 =
2
.00x
$300,000- $ 150,000 $ 150,000
5-11. (Continued)
b. DFL= EBIT = $ 150,000
EBIT- I $ 150,000-$60,000
= $150,000 = l.
6
?x
$90, 000
Q (P- VC)
c. DCL = _.....o....::..___....:......_
Q(P - VC) - FC- 1
____ __
10, 000($50 - $20) - $ 150,000 -$60,000
_ $ 10,000($30) = $300,000 =
3
.
33
x
$10, 000($30)-$21 0, 000 $90,000
S-12
Chaptel' 05: a.od Fin:wcial l.e\'e . age
d.
BE= $150,000 = $150, 000 = 5 000 s kates
$50-$20 $30 ,
J 2. Break-even point. and degree of leverage (L02 & 5) Mo & Chris's Del icious Burgers,
Inc., sells food to Military Cafeterias for $ 15 a box. The fixed costs of this operation are
$80,000, while the variable cost per box is $10.
a. What is the break-even point ill boxes?
b. Calculate the prol'it or loss on 15,000 boxes and on 30,000 boxes.
c. What is the degree of operating leverage at 20,000 boxes and at 30,000 boxes?
Why does the degree of operating leveragt: change as the quamity sold increases?
d. l f the firm has an annual imcrest expense of$10,000, calculate the degree of
fi nancial leverage at both 20,000 and 30,000 boxes.
c. What is the degree of combin.ed leverage at both sales levels?
5-12. Solution:
Moe & Chris' Delicious Burgers, Inc.
a.
BE= $80,000 = $80,000 = 16 000 boxes
$15 - $10 $5 '
b.
15,000
30,000 boxes
boxes
Sales @ $15 per box $225,000 $450,000
Less: Variables Costs ($ 1 0) ($1 50,000) ($300,000)
Fixed Costs ($ 80,000} ($ 80,000}
Profit or Loss (EBIT) ($ 5,000) $70,000
c.
DOL = Q(P- VC)
Q(P -VC)-FC
DOL at 20 000=
2
0,000($ l
5
- $ IO)
, 20, 000 ($15 - $10) - $80, 000
= $100,000 =
5
.0x
$20, 000
5-13
Chapter 05: OpcraLing and Financial Le\\-:rage
DOL at 30 000 =
30

000
($!
5
- $LO)
' 30, 000($15-$ 1 0)-$80,000
= $J 50,000 =
2
_
14
x
$70,000
Leverage goes down because we are further away from the
break-even point, thus the firm is operating on a larger profit
base and leverage is reduced.
5-12. (Continued)
d. DFL= EBIT
EBIT-1
First determine the profit or loss (EBIT) at 20,000 boxes. As
indicated in part b, the profit (EBlT) at 30,000 boxes is
$70,000:
Sales @ $15 per bag
Less: Variable Costs ($10)
Fi xed Costs
Profit or Loss (EBTT)
DFL at 20 000 = $
2
0,000
, $20,000 - $10,000
= $20,000 =
2
_
0
x
$10,000
DFL at 30 000 = $
7
0,000
, $70,000- $10,000
= $70,000 = 1.1
7
X
$60,000
5-1 4
20,000 boxes
$300,000
(200,000)
80,000
$ 20,000
Chapter 05: OpcraLing and Fioa.ndal Le\\-:rage
e.
DCL = __ Q.::c..(P .:..__ -_V_C-'-)-
Q(P- VC) - FC- I
DCLat20000= 20,000($15- $10)
' 20,000($15-$10)-$80,000-$10,000
= $100,000 = JO.Ox
$10,000
5-12. (Continued)
DCLat30000= 30,000 ($ 15 - $10)
, 30,000($15- $10) -$80,000- $10,000
= $150,000 =
2
_
50
x
$60,000
13. Break-even point and degr ee of leverage (L02 & 5) United Snack Company sells
50-pound bags or pe<muts 10 university dormitoJies for $J 0 a bag. The fi xed costs of this
operation are $80,000, while the variable cos1s of peanuts are $.10 per pound.
a. What is the break-even point in bags?
b. Calculate the profit or Joss on I 2,000 bags and on 25,000 bags.
c. What is the degree of operating leverage at 20,000 bags and at 25,000 bags? Why
does the degree of operating leverage change as the quantity sold increases?
d. Jf United Snack Company has ;m annual interest expense of $10,000, calculate the
de&'Tee of li nancial leverage at both 20,000 and 25,000 bags.
e. What is the degree of combined leverage at both sales levels?
5-13. Solution:
United Snack Company
a.
BE= $80,000 = $80,000 = 16 000 baus
, 0
$JO- ($. LOx50) $5
b.
5-15
Chapter 05: Opcnuing and Financial Leverage
12,000 b ~ s
Sales @ $10 per bag
I
$120,000
Less: Variables Costs ($5) (60,000)
Fixed Costs (80,000)
Profit or Loss (EBIT) ($ 20,000)
5-13. (Continued)
c.
DOL = Q(P- VC)
Q(P-VC)-FC
25,000 b ~ s
$250,000
(125,000)
(80,000)
$45,000
D0Lat20000= 20,000($10-$5)
' 20, 000 ($10- $5) - $80,000
= $100, 000 =
5
.00x
$20,000
DOL at 25 000 =
25

000
($I O- $
5
)
'
25, 000($ 10-$5)- $80,000
= $125,000 =
2
_
78
x
$45,000
Leverage goes down because we are further away from the
break-even point, thus the finn is operating on a larger profit
base and leverage is reduced.
5-1 6
Chapter 05: Opcnuing and Financial Leverage
5-13. (Continued)
d. DFL= EBIT
EBIT -1
First determine the profit or loss (EBIT) at 20,000 bags. As
indicated in part b, the profit (EBIT) at 25,000 bags is
$45,000:
20,000 ba2s
Sales@ $10 per bag $200,000
Less: Variable Costs ($5) 100,000
Fixed Costs 80,000
Profit or Loss (EBIT) $20,000
DFL at 20 000 = $
2
0,000
, $20,000 - $10, 000
= 2.0x
DFL at 25 000 = $4
5

000
, $45,000 - $10,000
= l.29x
e. DCL= Q (P-VC)
Q(P- VC) - FC-1
DCL at 20 000 =
20

000
($I0- $
5
)
, 20,000($10-$5) -$80,000-$10,000
= $100,000 =IO.Ox
$10,000
DCLat25000=
25
,000($I0- $
5
)
' 25, 000($1 0-$5)-$80,000-$ I 0, 000
= $125,000 =
3
_
57
x
$35,000
5-1 7
Chapter 05: Opcnlli(lg and Financial le\'cr:tge
J 4. Nonlinear breakeven analysis (L02) International Data Systems inlormation on revenue
and costs is only relevant up to a sales volume of 100,000 units. After 100,000 units, the
market becomes saturated and the ptice per unit falls from $4.00 to $3.80. Also, there are
cost overruns at a production volume of v ~ r 100,000 units, and variable cost per unit goes
up from $2.00 to $2.20. Fixed costS remain the same at $50,000.
a. Compute operating income at I 00,000 units.
b. Compute operating income m 200,000 units.
5-14. Solution:
International Data Systems
a. Sales ( 100,000 x $4) ......... ........ ...... .............. ... .
$400,000
Total variable costs (I 00,000 x $2) ................. .
200,000
Fixed costs ................ ....................................... . 50,000
Operating income ............................................. . $J 5.0J){lQ
b. Sales (200,000 x $3.80) ... .. ........ .. .......... .......... . $760,000
Total variable costs (200,000 x $2.20) ......... ... .
440,000
Fixed costs ......... .. ............ ........ ...... .. ................ . 50,000
0
. .
peratmg tncome ...... ........ .................... ........ ... . $270,000
5- 18
Chapter 05: Opcnlli(lg and Financial le\'cr:tge
15. Use of different formulas for operating leverdge (LOJ) U.S. Steal has the following
income statement data:
Units
Sold
40,000
60,000
a.
b.
Tol<tl Operating
Variable Fixed Total Tota l I ncome
Coscs Costs Costs Revenue (l. oss)
$ 80,000 $50,000 $130,000 $160,000 $30,000
120,000 50,000 170,000 240,000 70,000
Compute DOL based on the fonnula below (see page 128 for an example):
DOL = Percent change in operating income
Percent change in units sold
Confirm that your ;mswer to part a is correct by recomputing DOL using formula 5- 3
on page 129. There may be a s l.ight difference due 10 rounding.
DOL = ----' Q::..:..(P _ V_C..:.... ) -
Q(P-VC)-FC
Q reprcsems beginn.ing uoits sold (all calculations s hould be dooe at this level).
P can be found by dividi.og total revenue by units sold.
VC can be found by dividing total variable costs by units sold.
5-15. Solution:
a.
U.S. Steal
DOL = Percent change in operating income
Percent change in units sold
$40,000
30,000 = 133% =2.66
20,000 50%
40,000
b. DOL = Q(P- VC)
Q(P-VC)-FC
5- 19
Chaptu 0.5: a.od Fin:wcial l.e\'e . age
Q=40,000
p = Total revenue = $160,000 = $
4
Units sold 40,000
VC = Total variable costs = $80,000 = $
2
Unils sold 40,000
FC= $50,000
DOL = 40,000 ($4- $2) $80,000
40, 000($4 - $2) - $50,000 $80,000- $50,000
= $80,000 = 2.67
$30,000
16. Earnings per s ha re and linancialleverage (L04) Cain Auto Supplies and Able Auto
Pans are competitors in the aftermarket for amo supplies. The separate capital structures
for Cai n and Able are presented below.
Cain
Debt @ I 0% .... ... ................. $ 50,000
Common s tock, $ 10 par .. ... . 100,000
Total................................ $150
1
(){)()
Common shares .. ................. I 0,000
Able
Debt @ 10% .... ...... ... ... .. .
Common s tock, $ 10 par.
Tolal ...................... .. .... .. .
Common shares ........... .. .
$ 100,000
50,000
$150,000
5,000
a. Compute earnings per share if eamiogs before interest and taxes arc $10,000,
$15,000, and $50,000 (a.ssume a 30 perce nt tax rate).
b. Explain the relationship between earnings per share and the level of EBIT.
c. If the cost of debt went up to 12 percent and all other factors remained equal, what
would be the break-even level for EBIT/
5-20
Chaptu 0.5: a.od Fin:wcial l.e\'e . age
5-16. Solution:
a. Cain Auto Supplies and Able Auto Parts
Cain Able
EBTT $10,000 $10,000
Less: Interest 5,000 I 0,000
EBT 5,000 0
Less: Taxes @ 30% 1,500 0
EAT 3,500 0
Shares 10,000 5,000
EPS $.35 0
EBIT $15,000 $15,000
Less: Interest 5,000 I 0,000
EBT 10,000 5,000
Less: Taxes @ 30% 3,000 I ,500
EAT 7,000 3,500
Shares 10,000 5,000
EPS $.70 $.70
EBIT $50,000 $50,000
Less: Interest 5,000 10,000
EBT 45,000 40,000
Less: Taxes @ 30% 13,500 12,000
EAT 31,500 28,000
Shares 10,000 5,000
EPS $3.15 $5.60
521
Chapter 05: OpcraLing and Fioa.ndal Le\\-:rage
5-16. (Continued)
b. Before-tax return on assets = 6.67%, 10% and 33% at Lhe
respective levels of EBIT. When the before-tax return on
assets (EBIT!fotal AsseLS) is less than the cost of debt
(10%), Cain does better with less debt than Able. When
before-tax return on assets is equal to the cost of debt, both
firms have equal EPS. This would be where the method of
financing has a neutral effect on EPS. As return on assets
becomes greater than tbe interest rate, financial leverage
becomes more favorable for Able.
c. 12% x $150,000 (debt & equity)= $18,000 break-even level
17. PIE Ratio (L06) In Problem 16, compute the stock pl'ice for Cain if it sells at 18 times
earnings per share and EBIT is $40,000.
5-17. Solution:
Cain Supplies and Able Auto Parts (Continued)
Cain
EBIT $40,000
Less: Interest 5,000
EBT $35,000
Less: Taxes @ 30% 10,500
EAT $24,500
Shares 10,000
EPS $2.45
PIE J8x
Stock Price $ 44.10
18. Leverage and stockholder weallb (L04) Sterling Optical and Royal Optical botb make
glass frames and each is able to generate earnings before interest and taxes of $ 120,000.
The separate capital structures for Sterling and Royal are shown below:
5-22
Chapter 05: OpcraLing and Fioa.ndal Le\\-:rage
Sterling
Debt @ 12% . . .. ..... . ...... :.
Common stock, $5 par ..... .
Total. ... .. ....... . . ........... .
Common s hares .. ..... ..... ..
$ 600,000
400.000
$ 1,000,000
80,000
Royal
Debt @ 12% ............. ..
Common stock, $5 par
Total .. ... ........... . ...... .
Common shares .... ...... ..
a. Compme earnings per share for both firms. Assume a 25 percent t.ax rate.
$ 200,000
800,000
$1,000,000
160,000
b. In part a, you should have gonen the same answer for both companies' earnings per
share. Assuming a P/E ratio of 20 for each company, what would its stock price be?
c. Now as part of your analysis, assume the PIE ratio would be 16 for the riskier
company in terms of heavy debt utilization in the capital structure and 25 for the less
risky company. What would the stock prices for the two lirms be under these
assumptions? (Note: Although interest rates also would likely be different based on
risk, we will hold them constant for ease of analysis.)
d. Based on the evidence in pan c, should management only be concerned about the
impact of linancing plans on earnings per share or should stockholders' we<\lth
maximization (stock price) be considered as well?
5-18. Solution:
Sterling Optical and Royal Optical
a.
Sterling Royal
EBIT $120,000 $120,000
Less: Interest 72,000 24,000
EBT 48,000 96,000
Less: Taxes @ 25% 12,000 24,000
EAT 36,000 72,000
Shares 80,000 160,000
EPS $.45 $.45
b. Stock price = PIE xEPS
20 X $.45 = $9.00
5-23
Chapter 05: Opcnuing and Financial Leverage
c. Sterling Royal
16 X $.45 = $7.20 25 X $.45 = $11.25
d. Clearly, the ultimate objective should be to maximize the
stock price. While management would be indifferent between
the two plans based on earnings per share, Royal Optical,
with the less ri sky plan, has a higher stock price.
19. .Japanese firm and combined leverage (LOS) Firms in Japan onen employ both high
operating and Jintmcialleverage because of the use of modern technology and close
bonower-lender relationships. Assume the Mitaka Company has a sales volume of 125,000
units at a price of $25 per unit; vali able costs are $5 per unit and fixed costs are
$J ,800,000. Interest expense is $400,000. What is the degree of combined leverage for this
J apanesc li.rm '!
5-19. Solution:
Mitaka Company
DCL= Q(P- VC)
Q(P- VC)- FC-1
125,000 ($25- $5)
125,000 ($25 - $5) - $1,800,000- $400,000
125,000 ($20)
125,000 ($20)-$2,200,000
$2, 500,000
$2, 500,000-$2,200,000
= 8.33x
5-24
Chapter 05: Opcnuing and Financial Leverage
20. Combining operating and f'inancialle\'erage (LOS) Sinclair Manufacttuing and Boswell
Brothers Inc. are both involved in the production of brick for the homebuilding industry.
Their Jjnancial information is as follows:
Capital Structure
Debt @ 12% .... ......... ....... ....... .. ....... ......... ......... ..... .
Common stock, $ I 0 per share ... ............................ .
Total... ................................................................. .
Common shares ...................................................... .
Operating Plan
Sales (50,000 units at $20 each) ........... .. .. ......... ..... .
Less: Variable costs .......................... ...... .... ........ .
Fixed costs ...... .
Eamings before interest and taxes (EBlT) .......... .... .
Sinclai.r
$ 600,000
400,000
$ 1,000,000
40,000
$ 1,000,000
800,000
($16 per unit)
0
$ 200,000
Boswell
0
$ I ,(l()Q.QOO
$ I ,000,000
100,000
$ I ,000,000
500,000
($1 0 per unit)
300,000
$ 200,000
a. lf you combine Sinclair's capi t:d structure wi th Boswell's operating plan, what is the
degree of combined leverage? (Round 1o 1wo places to 1hc light of the decimal point.)
b. If you combine Boswell's capital srrucrurc wilh S.incJair's operating plan, what is 1hc
degree of combined leverage?
c. Explain why you got lhe resuhs you did in part b.
d. In part b, if sales double, by what percentage will EPS increase?
5-20. Solution:
Sinclair Manufacturing and Boswell Brothers
5 25
Omptcr 05: Opernling :ind Fin:mci:JI Leverage
a.
DCL = Q(P - VC)
Q(P- VC) - FC- T
____ __
50, 000 ($20 - $ 10) - $300,000-$72,000
500,000

500,000 - $300,000-$72,000
$500,000
-
$128,000
= 3.9Ix
b.
DCL = Q(P- VC)
Q(P- VC)- FC- 1
_ ___ so..:.. , o_o_o..:..: ($_20_-_$;_1_6):....__
50,000($20- $16) -0-0
50,000($4)
-
50,000($4)
$200, 000
-
$200,000
=lx
5-26
C1lo'lptcr- 05: Opemljng ;lnd Finnncial Leverage
5-20. (Continued)
c. The leverage factor is only lx because Boswell has no financial
leverage and Sinclair has no operating leverage.
d. BPS will increase by 100 percent. However, there is no leverage
involved. BPS merely grows at the same rate as sales.
21 . Expansion and leverage (LOS) n1e Norman Automatic Mailer Machine Company is
planning to expand production because of the increased volume of mailouts. n 1e increased
m.ailout capacity wi ll cost $2,000,000. The expansion can be linanccd either by bonds at an
interest rate of 12 percent or by selling 40,000 shares of com.mon stock at $50 per share.
The current income statement (before expansion) is as foll ows:
NORMAN AUTOMATIC MAILER
Income Statement
201X
Sales.
Less: Variable costs (40%) . .... .. .... ................ .
Fixed COStS . . ..... . .. .... ...... ...... ... . ..... . .. ... ...... .
Eantings before interest and taxes ......... ......... . .
Less: lote,cst expense ................ ... ............... . .
Earnings before taxes ................ ....................... .
Less: Taxes(@ 35%) .................................... .
Earnings after taxes ....... ................................... .
Shares ............................................................... .
Eamings per share .. ............. ......... ................... . .
$1,200,000
800.000
$3,000,000
l.OOO,OOO
400,000
600,000
210,QOQ
$ 390,000
100,000
$ 3.90
Assume thai after expansion, sales are expected to increase by $1,500,000. Variable costs
will remain at 40 percent of st\les, and fixed costs will increase by $550,000. The U\x rate is
35 percent.
a. Calculate the degree of operating leverage, the degree of l'inancial leverage, and the
del,>rCC of combined leverage before expansion. (For the degree of operating leverage,
use the formula developed in footnote 2 of this chapter; for the degree of combined
leverage, use the formula developed in footnote 3. These instructions apply
throughout this problem.)
b. Construct the income statement for the two fi nancial plans.
c. Calculate the de&>ree of operating leverage, the degree of linancialleverage, and l11e
de&>ree of combined leverage, after expallsion, for the two linancing plans.
d. Explain which linancing plan you favor and the risks involved.
527
Ou1prcr 05: Opcr.u.ing and Fina.uc-i:ll Le\'el'age
5-21. Solution:
Norman Automatic Mail er Machine
a. DOL = S-TVC
S- TVC- FC
$3,000,000- $1, 200,000
- - - - - ~ - - ~ - - ~ - - ~ - - - -
$3,000,000- $1,200,000- $800,000
= $1,800,000 = I.Bx
$1,000,000
DFL= EBJT
EBIT- T
$ 1,000,000
- ----'-'-----''----
$1, 000,000- $400,000
= $1,000,000 = l.
6
?x
$600,000
S- TVC
DCL = ----------
S-TVC-FC- T
-
-
- - ~ ~ 3 ~ 0 0 0 ~ 0 0 0 - ~ ~ 1 ~ 2 ~ 0 0 2 ~ 0 0 0 - - -
$3,000,000 - $1,200,000 - $800,000- $400,000
= $1,800,000 =
3
x
$600,000
S-28
Chaptu 0.5: a.od Fin:wcial l.e\'e . age
5-21. (Continued)
b. Income Statement After Expansion
Debt Equity
Sales $4,500,000 $4,500,000
Less: Variable Costs (40%) 1,800,000 I ,800,000
Fixed Costs 1.350,000 I .350.000
EBJT I ,350,000 I ,350,000
Less: Interest 640,000
1
400,000
EBT 710,000 950,000
Less: Taxes @ 35% 248,500 332,500
EAT (Net Income) 461,500 617,500
Common Shares 100,000 ] 40,000!
BPS $ 4.62 $ 4.41
(1) New interest expense level if expansion is fmanced
with debt.
$400,000 + 12% ($2,000,000) = $400,000 + $240,000
= $640,000
(2) Number of conunon shares outstanding if expansion is
financed with equity.
100,000 + 40,000 = 140,000
Chapter 05: OpcraLing and Fioa.ndal Le\\-:rage
5-21. (Continued)
c.
S - TVC .
DOL = (Sameundereitherplan)
S - TVC- FC
DOL (D b /E
. ) $4,500,000- $1,800,000
. e t qtuty = . . ..
$4,500,000-$1,800,000-$1,350,000
= $2, 700,000 =
2
x
$1, 350,000
DFL= EBIT
EBJT-T
DFL (Debt)= = $1,350,000 = 1.
9
0x
$1,3:>0,000-$640,000 $710,000
DFL (E uit ) = $1,350,000 = $1,350,000 = I .4lx
q y $1,350,000-$400,000 $950,000
DCL (Debt)= $4,500,000-$1,800,000
$4,500,000- $ 1,800,000 - $ 1,350,000- $640,000
= $2,700,000 =
3
.
8
0x
$710, 000
DCL (E
. ) $4,500,000- $1,800,000
quJty = ----'-'-----'------''----....:.._----
$4,:>00,000- $1,800,000-$1,350,000- $400,000
= $2,700,000 =
2
_
84
x
$950,000
5-30
Chapter 05: OpcraLing and Fioa.ndal Le\\-:rage
5-21. (Continued)
d. The debt financing plan provides a greater earnings per share
level, but provides more risk because of the increased use of
debt and higher DFL and DCL. The crucial point is
expectations for future sales. If sales are expected to decline
or advance very slowly, the debt plan will not perfonn well
in comparison to the equity plan. Conversely, with increasing
sales, the debt plan becomes more attractive. Based on
projected overall sales of $4,500,000, tbe debt plan should
probably be favored.
22. Leverage analysis with actual companies (L06) Using Slandard & Poor's dala or annual
reports, compare lhe llnancial and operating leverage of Chevron, Eastman Kodak, and
Della Airlines for 1he most cunem year. Explain 1he relationship between operating and
llnancial leverage for each company and the resuhant combined leverage. What accounts
for the di fferences in leverage of these companies?
5-22. Solution:
The results for this problem change every year. This is primarily
an Internet/library assignment to facilitate class discussion.
23. Leverage and sensitivity analysis (L06) Dickinson Company has $12 million in assets.
Cu1Tenrly hal f of these assets are linanced with long-term debt at 10 percem and half with
common stock having a par value of $8. Ms. Smith, vice-president of finance, wishes to
analyze two refinancing plans, one with more debt (D) and one with more equity (E). TI1e
company earns a return on assets before interest and taxes of 10 percent. TI1e tax rate is 45
percent.
Under Pl<m D, a $3 mi ll ion long-term bond would be sold at an interest rate of 12 percent
and 375,000 shares of s tock would be purchased in the market at $8 per share and retired.
Under Plan E, 37 5,000 shares of stock would be sold al $8 per share and the $3,000,000 in
proceeds would be used Lo reduce long-lCm debt.
a. 1-Jow would each of these plans affec1 earnings per shard Consider the currcm plan
and the two new plans.
b. Which plan would be mos1 favorable if return on assCIS fcl1 10 5 percent? lnc.reased 10
15 percenr
1
Consider lhe current plan and the rwo new plans.
c. If the markel price for common SUlek rose LO $12 before the resLI'Ucruring, which plan
would then be most attractive) Continue Lo assume that $3 mi llion in debt will be
used to retire slock in Plan D and $3 million of new equity will be sold to retire debt
in Plan E. Also assume for calculalions in pan c that retum on assets is JO percent.
5-31
Chapter OS: Operating and Financial Leverage
5-23. Solution:
Dickinson Company
Income Statements
a. Return on assets= 10%
Current
EBIT = $ 1,200,000
PlanD PlanE
EBIT $) ,200,000 $) ,200,000 $1,200,000
Less: Interest 600,000' 960,000! 300,000-'
EBT 600,000 240,000 900,000
Less: Taxes (45%) 270,000 108,000 405,000
EAT 330,000 132,000 495,000
Common shares
750,000q
375,000 l, 125,000
EPS $ .44 $ .35 $
(I) $6,000,000 debt @ 10%
(2) $600,000 interest+ ($3,000,000 debt@ 12%)
(3) ($6,000,000- $3,000,000 debt retired) @ I 0%
.44
(4) ($6,000,000 common equity)/($8 par value)= 750,000
shares
Plan E and the original plan provide the same earnings per
share because the cost of debt at 10 percent is equal to the
operating return on assets of 10 percent. With Plan D, the
cost of increased debt rises to 12 percent, and the firm incurs
negative leverage reducing EPS and also increasing the
financial risk to Dickinson.
5-32
Chapter 05: Opcnuing and Financial Leverage
5-23. (Continued)
b. Return on assets = 5% EBIT = $600,000
Current Plan D PlanE
EBJT $600,000 $ 600,000 $600,000
Less: Interest 600,000 960,000 300,000
EBT 0 (360,000) 300,000
Less: Taxes (45%) --- ( 162,000)
I
135,000
-
EAT 0 $(198,000) $ 165,000
Conunon shares 750,000 375,000 1,125,000
EPS 0 $ (.53) $ .15
Remm on assets = 15% EBIT = $1,800,000
Current PlanD PlanE
EBIT $1 ,800,000 $1,800,000 $1,800,000
Less: Interest 600,000 960,000 300,000
EBT 1,200,000 840,000 I ,500,000
Less: Taxes (45%) 540,000 378,000 675,000
EAT $ 660,000 $ 462,000 $ 825,000
Common shares
750,000 375,000 1,125,000
EPS $ .88 $ 1.23 $ .73
If the return on assets decreases to 5%, Plan E provides the
best EPS, and at 15% return, Plan D provides the best EPS.
Plan D is still risky, having an interest coverage ratio of less
than 2.0.
5-33
Chapter 05: Opcnlli(lg and Financial le\'cr:tge
c. Retum on Assets= 10% EBIT = $1,200,000
Current Plan D
EBIT $1,200,000 $1,200,000
EAT 330,000 132,000
Common shares 750,000 500,000'
EPS $. 44 $ .26
(l ) 750,000 - ($3,000,000/$12 per share)
= 750,000- 250,000 = 500,000
(2) 750,000 + ($3,000,000/$12 per share)
= 750,000 + 250,000 = 1,000,000 shares
Plan E
$1,200,000
495,000
I ,OOO,OOO-
$ .50
As the price of the common stock increases, Plan E becomes
more attractive because fewer shares can be retired under
Plan D and, by the same logic, fewer shares need to be sold
under Plan E.
24. Leverage and sensithity analysis (L06) Edsel Research Labs has $24 million in assets.
Cunem.ly half of these assets are linanced with long-term debt at 8 percent and half with
common stock having a par l ~ u e of $10. Ms. Edsel, the vice-presidem of finance, wishes
to analyze two relinancing plans, one with more debt (D) and one with more equi ty (E).
The company eams a return on assets before interest and !<\xes of 8 percent. The tax rate is
40 percent.
Under Plan D, a $6 million long-term bond would be sold at an interest rate of 10 percent
and 600,000 s hares of stock would be purchased in the market at $10 per s hare and retired.
Under Plan E, 600,000 shares of stock would be sold a1 $ 10 per share and tho; $6,000,000
in proceeds would be used to reduce long-to;ml debt.
a. How would each of these plans aiTect earnings per share? Consider the cunem plan
and the two new plans. Which plan(s) would produce the highes1 EPS'I
b. Which plan would be most favorable if return on assets increased to 12 percent?
Compare the CUITent plan and the two new plans. What has caused the plans to give
different EPS numbers?
c. Assuming return on assets is back to the origi nal 8 percent, but the interest rate on
new deht in Plan D is 6 percent, which of the three plans will produce the highest
EPS?Why?
5-34
Chaptet 0.5: aod Fin:wcial Levetagc
5-24. Solution:
Edsel Research Labs
Income Statement
a. Return on assets = 8% EBIT = $1,920,000
Current Plan D Pl an E
EBIT $1,920,000 $1,920,000 $1,920,000
Less: Interest 960,000
1
?
1,560,000" 480,000
3
EBT 960,000 360,000 1,440,000
.ess: Taxes (40%) 384,000 1.44 000 576,000
EAT 576,000 216,000 864.000
Common shares I ,200,000
4
600,000
5
1,800,000
6
EPS $.48 $.36 $.48
1
$12,000,000 debt@ 8%
2
$960,000 interest+ ($6,000,000 new debt@ 10%)
3
($12,000,000- $6,000,000 debt retired) x 8%
4
($12,000,000 common equity I $10 par value) = 1,200,000
shares
5
($6,000,000 common equity I $10 par value)= 600,000
shares
6
($18,000,000 common equity I $ 10 par value) = 1,800,000
shares
The current plan and Plan E provide the highest return of $.48.
5 35
Chaplet 05: Ope-raLing and Financial Lever:lge
5-25. (Continued)
b. Reuun on assets= 12% EBIT = $2,880,000
Current PlanO Plan E
EBIT $2,880,000 $2,880,000 $2,880,000
Less: lnLerest 960,000 I ,560,000 480,000
EBT 1,920,000 1,320,000 2,400,000
Less: taxes (40%) 768,000 528,000 960,000
EAT 1,152,000 792.000 1,440,000
Common shares 1,200,000 600,000 1,800,000
EPS $.96 $1.32 $.80
Pan D provides the highest return. The % EBIT (12%) is
higher than the interest rate (8% and 10% ). The more
debt the better.
c. Return on assets = 8%
EBIT
Less: Interest
EBT
Less: taxes (40%)
EAT
Common shares
EPS
Current
$1,920,000
960,000
960,000
384,000
576,000
I ,200,000
$.48
I $960,000 + (6,000,000 X 6%)
EBIT = $1 ,920,000
PlanO
$1,920,000
1,320,00)
1
600,000
240,000
360,000
600,000
$.60
Plan E
$1,920,000
480,000
1,440,000
576,000
864,000
I ,800,000
$.48
Plan 0 provides the highest return. The% EBIT (8%) is
higher than the cost of new debt ( 6% ).
536
Chaptu 0.5: a.od Fin:wcial l.e\'e . age
25. L-everage and sensitivity analysis The Lopez-Portillo Company has $10 million in assets,
80 percent financed by debt and 20 percent rmanced by cor'rlmon stock. The interest rate on
the debt is J 5 percent and the par value of the stock is $10 per share. President Lopez
Portillo is considering two financing plans for an expansion to $15 million in assets.
Under Plan A, the debt-to-total-assets ratio will be maimained, bm new debt wi ll cost a
whopping 18 percent! Under Plan B, only new common stock at $10 per share will be
issued. The tax rate is 40 percenL
a. IJ EB IT is 15 percent on Lolal :tssels, compute eamings per share (EPS) before the
expansion and under the two ithematives.
b. What is the degree of ilnancialleverage under each of the tluee plans'/
c. u stock could be sold al $20 per sbarc due 10 increased expectations for the l'imo's
sales and earnings, what impact would this have on cam.ings per share for the two
expansion a.llcmati ves? Compute earnings per share for each.
d. Explain why corporate financial off'iccrs are concerned about tbeir stock values.
5-25. Solution:
Lopez-PortiUo Company
a. Rerum on Assets= 12%
Current Plan A
EBIT $1,500,000 $2,250,000
Less: Interest 1 200000(a) 1 920000(c
EBT 300,000 330,000
Less: Taxes (40%) 120,000 132,000
EAT $ 1.80 000 $ 198 000
Common shares 200,000(b) 300,000(d)
EPS $.90 $.66
Plan B
$2,250,000
1 200000(e\
1,050,000
420,000
$630 000
700,000([)
$.90
(a) (80% X $1 0,000,000) X 15% = $8,000,000 X 15% =
$1,200,000
(b) (20% x $1 0,000,000)/$10 = $2,000,000/$10 = 200,000 shares
(c) $1,200,000 (current) + (80% x $5,000,000) x 18% =
$1,200,000 + $720,000 = $1,920,000
(d) 200,000 shares (current)+ (20% x $5,000,000)/$10 =
200,000 + 100,000 = 300,000 shares
(e) unchanged
(t) 200,000 shares (current)+ $5,000,000/$10 = 200,000 +
500,000 = 700,000 shares
537
Chapter 05: OpcraLing and Fioa.nd al Le\\-:rage
5-25. (Continued)
b. DFL = EBIT
EBIT - 1
c.
DFL (CuJTent) = $I '
500

000
= 5.00x
$1,500,000- $1,200,000
DFL (Plan A)= $
2
,
25
0,000 = 6.82x
$2,250,000 - $1,920,000
DFL (Plan B)= $
2
,
250

000
. = 2.14x
$2,250,000-$1,200,000
Plan A PlanB
EAT $198,000 $630,000
Common Shares 250,000
1
450,000
2
EPS $. 79 $ 1.40
1
200,000 shares (current)+ (20% x $5,000,000)/$20
= 200,000 + 50,000 = 250,000 shares
2
200,000 shares (current) + $5,000,000/$20
= 200,000 + 250,000 = 450,000 shares
Plan B would continue to provide the higher earnings per
share. The difference between plans A and B is even greater
than that indicated in part (a).
d. Not only does the price of the common stock create wealth to
the shareholder, which is the major objective of the financial
manager, but it greatly influences the abili ty to finance
projects at a high or low cost of capital. Cost of capital will
be discussed in Chapter 10, and one will see the impact that
the cost of capital has on capital budgeting decisions.
5-38
Chapter 05: OpcraLing and Fioa.ndal Le\\-:rage
26. Operating leverage and ratios (L06) Mr. Gold is in the widget business. He currently
sells I mi Ilion widgets a year at $5 each. His variable cost to produce the widgets is $3 per
unit, and he has $ 1 ,500,000 in fixed costs. His sales-to-assets ratio is live times, and 40
percent of his assets are financed with 8 percent debt, with the balance financed by
common stock at $10 par value per share. The tax rate is 40 percent.
His brother-in-law, Mr. Silverman, says he is doing it all wrong. By reducing his price
to $4.50 a widget, he could increase his volume of units sold b) 40 percent. Fixed costs
would remain constant, and variable costs would remain $3 per unit. His sales-to-assets
ratio would be 6.3 times. Furthermore, he could increase his debt-to-assets ratio to 50
percent, with t.hc balance in common stock. It is assumed that the interest. rate would go up
by I percent and the price of stock would remain constant.
a. Compute earnings per share under the Go.ld plan.
b. CompUie earnings per share under the Silw.rrnan plan.
c. Mr. Gold's wife, the chief financial officer, does not think that lixed costs would
remain constamunder the Silverman plan but that they would go up by 15 percent.
lf this is the case, should Mr. Gold shift to the Si lverman plan, based on earnings per
share'?
5-26. Solution:
Gold-Silverman
a. Gold Plan
Sales ($1,000,000 uni ts x $5)
I
$5,000,000
- Fixed costs - 1,500,00)
- Variable costs - 3,000,000
Operating income (EBIT) $500,000
- Jnterest
1
32,000
EBT $468,000
-Taxes@ 40%
187,200
EAT $280,800
SharesL 60,000
Earnings Per Share $ 4.68
Sales $5 000 000
Assets = = ' ' = $ 1,000,000
AssetTW11over 5
Debt = 40% of Assets = 40% x $1,000,000 = $400,000
5-39
Chapter 05: Opcnuing and Financial Leverage
Interest= 8% x $400,000 = $32,000
2
Stock = 60% of $1,000,000 = $600,000
Shares = $600,000/$10 = 60,000 shares
5-26. (Continued)
b. Sil verman Plan
Sales ($1,400,000 units at $4.50)
- Fixed costs
-Variable costs (l 400 000 units x $3)
Operating income (EBIT)
- Interest
3
EBT
- Taxes@ 40%
EAT
Shares
4
Earnings Per Share
$6,300,000
1,500,000
4,200,000
$ 600,000
45 000
$ 555,000
222.000
$ 333,000
50,000
$ 6.66
Assets= Sales = $
6

300

000
= $ 1 000 000
. ' '
AssetTumover 6.3
3
Debt = 50% of Assets = 50% x $1,000,000 = $500,000
Interest= 9% x $500,000 = $45,000
4
Stock= 50% of $1,000,000 = $500,000
Shares= $500,000/$10 = 50,000 shares
5-40
Chapter 05: Opcnuing and Financial Leverage
5-26. (Continued)
c. Si lverman Plan (based on Mrs. Gold' s Assumption)
Sales ($1,400,000 units at $4.50) $6,300,000
-Fixed costs ($1,500,000 x 1. 15) 1,725,000
- Variable costs (I ,400,000 units x $3)
4,200,000
Operating income (EBIT) $375,000
-Interest 45,000
EBT $ 330,000
- Taxes@ 40% 132,000
EAT $ 198,000
Shares 50,000
Earnings Per Share $ 3.96
No! Gold should not shift to the Silverman Plan if Mrs.
Gold's assumption is coiTect.
27. Expansion, break-even analysis, and leverage (L02, 3 & 4) Delsing Canning Company
is consideli ng an expansion or its facilities. hs current income statement is as follows:
Sales ................................................................. .
Less: Variable expense (50% or sales) .......... .
Fixed expense ............................................. .
Eamings before imerest and taxes (EBIT) ... .... .
Interest (10% cost) .. .......... ... ............... .... ..... .... .
Eamings before taxes (EBT) ........................ .... .
Tax (30%) .... ............................... ...................... .
Earnings after taxes (EAT) ......... ......... .... ...... ... .
Shan:s of common stock- 200,000 .... ......... .... .
Earnings share ............................................ .
$5,000,000
2,500,000
I ,&OQ.OOO
700,000
200,000
500,000
150,000
$ 350.000
$ 1.75
The company is currently financed with 50 percem debt and 50 percent equity (common
stock, par value of$10). In order to expand the facilities, Mr. Delsing estimates a need for
$2 million in financing. His inves tment banker has laid out three plans for him
to cons ider:
I. Sell $2 million of debt at 13 percent.
5-4t
Chapter 05: Opcnlli(lg and Financial le\'cr:tge
2. Sell $2 milli on of common s tock $20 per share.
3. Sell $1 million of debt at 12 percent and $ 1 million of common s tock $25 per
share.
Variable costs arc expected to stay at 50 percent of sales, wh.ilc fi xed expenses will
increase lO $2,300,000 per year. Dclsing is not sure how much this expansion will add to
sale's, but he estimates that sales will rise by $ 1 mi llion per year for the next live years.
Delsing is imerested in a thorough analysis of his expansion plans and methods of
financing. He would like you to analyze the following:
a. The break-even point for operating expenses before and after expansion (in sales
dollars).
b. The degree of operating levemge before and after expansion. Assume sales of $5
million before expansion and $6 million after expansion. Use the formula in footnote
2 of the chapter.
c. The degree of fi nancial leverage before cxpans.ion and for all three methods of
Jinancing afler expansion. Ass ume sales of $6 rnillion for this question.
d. Compute EPS under al l three methods of linanciog the expansion at $6 mil.lion in
sales (first year) and $ 10 million in sales (last year).
e. What can we learn from the answer to part d about the advisabi li ty of the three
methods of linancing the expansion)
5-27. Solution:
Delsing Canning Company
a. AI break-even before expansion:
PQ = FC+ VC
Sales
Sales
where PQ equals sales volume at break-even point
=Fixed costs+ Vatiable costs
(Variable costs= 50% of sales)
= $1,800,000 +.50 Sales
.50 Sales= $1,800,000
Sales = $3,600,000
AI break-even after expansion:
5-42
Chaptu 0.5: a.od Fin:wcial l.e\'e . age
Sales = $2,300,000 +.50 Sales
.50 Sales = $2,300,000
Sales = $4,600,000
b. Degree of operating leverage, before expansion, at sales of
$5,000,000
DOL= Q(P - VC) _ S- TVC
Q(P-YC)-FC S-TYC-FC
$5,000,000-$2,500,000

$5, 000,000 - $2, 500,000 - $1' 800, 000
= $2,500,000 =
3
.
57
x
$700,000
5-27. (Continued)
Degree of operating leverage after expansion at sales of
$6,000,000
DOL= $6,000,000- $3,000,000
$6,000,000- $3,000,000-$2,300,000
= $3,000,000 =
4
.
29
x
$700,000
This could also be computed for subsequent years.
c. DFL before expansion:
DFL= EBIT
EBIT-l
5 43
Chaptu 0.5: a.od Fin:wcial l.e\'e . age
$700,000
- -----'----
$700, 000- $200,000
= $700,000 = 1.
4
0x
$500,000
DFL after expansion:
Compute EBIT and I for all three plans:
(100% Debt)
Sales
- TVC (.50)
- FC
EBIT
I - Old Debt
I - New Debt
Total Interest
5-27. (Continued)
DFL= EBIT
EBIT- T
(l)
(1)
$6,000,000
3,000,000
2,300,000
$ 700,000
200,000
260,000
$ 460,000
(2)
(100%
Equity) (2)
$6,000,000
3,000,000
2,300,000
$ 700,000
200,000
0
$ 200,000
(50% Debt
and 50%
Equity) (3)
$6,000,000
3,000,000
2,300.000
$ 700,000
200,000
120,000
$320,000
(3)
$700,000 $700,000 $700,000
( $700,000- $460,000) ( $700,000 - $200,000) ( $700,000 - $320,000)
DFL = 2.92x l.40x 1.84x
d. EPS @ sales of $6,000,000
Chapter 05: OpcraLing and Fioa.ndal Le\\-:rage
(refer back to part c to get the values for EBIT and Total I)
(50% Debt
(100% (100% and 50%
Debt)(l) E uity) (2) E uity) (3)
EBIT $700,000 $700,000 $700,000
Total I 460,000 200,000 320,000
EBT $240,000 $500,000 $380,000
Taxes (30%) 72,000 150,000 114,000
EAT $168,000 $350,000 $266,000
Shares (old) 200,000 200,000 200,000
Shares (new) 0 100,000 40,000
Total Shares 200,000 300,000 240,000
EPS (EATtrotal
shares) $.84 $L17 $Lll
EPS @ sales of $10,000,000
(50% Debt
(100% (100% and 50%
Debt) (1) Equity) (2) Equitv) (3)
Sales $10,000,000 $10,000,000 $10,000,000
-TVC 5,000,000 5,000,000 5,000,000
-FC 2,300,000 2,300,000 2300,000
EBIT $2,700,000 $2,700,000 $ 2,700,000
Total I 460,000 200,000 320,000
EBT $2,240,000 $2,500,000 $2,380,000
Taxes (30%) 672,000 750,000 714,000
EAT $] ,568,000 $1,750,000 $1,666,000
Total Shares 200,000 300,000 240,000
EPS
(EAT/Total
Shares) $7.84 $5.83 $6.94
5-45
Chapter 05: OpcraLing and Fioa.ndal Le\\-:rage
e. In the first year, when sales and profits are relatively low,
plan 2 (100% equity) appears to be the best alternative.
However, as sales expand up to $10 mill ion, financial
leverage begins to produce results as EBIT increases and
Plan J (100% debt) is the highest yielding alternative.
COMPREHENSIVE PROBLEM
Comprehensive Problem 1.
Ryan Boot Company (review of Chapters 2 through 5) (multiple LO's from Chapters 2
through 5)
Assets
Cash .. .......... ............. ................. .
Marketable sectuilies ....... ........ .
Accounls receivable ................. .
lnvemory ............. .................... ..
Gross plant and equipment
Less ............................... ........ .
RYAN BOOT COMPANY
Balance Sheet
December 31, 2010
$ 50,000
80,000
3,000,000
1,000,000
6,000,00
Liabilities and Stockholders' Equity
Accounls payable....... ............ $2,200,000
Accrued expenses ..... ... ... ... .... J 50,000
Noles payable (currenl) .... ... ... 400,000
Bonds (I 0%) .......... ... ... ...... .... 2,500,000
Corrunon slock ( 1.7 million 1,700,000
s hares, par v;\lue $1) .. ....... ..
Accumulaled deprecialion .. 2.000.000 Retained earnjngs ................ .. . 1, 180,000
$8, 130,000 To1al liabili1ies and
Total assets .............. ...... ........... . $8, 130,000 slocknolders' equily ............ .
Income Statement- 2010
Sates (credit) ..... .................................................................... ..
Fixed costs* .......................................................................... ..
Variable coSLS (0.60) ............................................. ................ .
Earnings before interest and taxes.. ....................... ............... ..
Less: lnteresl ...................... ............................... ................. .
Earnings before taxes ............... ................................ ...... ...... ..
.Less: Taxes@ 35% ....... ... ... .. .... ......................... ...... .......... .
Earnings after ~ x e s .......... ......... ............................ .. .............. .
Dividends (40% payout) ..................................................... .
Increased rc1aiocd earnings ................................................... .
546
$7,000,000
2, 100,000
4,200,000
700,000
250.000
450,000
157,500
$ 292,500
117,000
$ 175,500
Chapter 05: Opcnuing and Financial Leverage
*Fixed costs include (a) lease expense of $200,000 and (b) depreciation of
$500,000.
Note: Ryan Boots also has $65,000 per )'ear in si nking fund obligations
associated with its bond issue. The sinking fund represents an annual repayment
of the principal amount of the bond. ll is not tax-deductible.
Comprehenshe Problem I (Continued)
Profit margin ................................. ..
Return on assets ......... .................. . ..
Return on equity ........................... ..
Receivables turnover ........... .......... .
inventory turnover .. ....................... .
Fixed-asset turnover ..................... ..
Total-asset turnover ................... .... .
Current ralio ................................... .
Quick ratio ..................................... .
Debt to total assets ......................... .
lnteresL coverage ............................ .
Fixed charge coverage .................. ..
Ratios
Ryan Boot
(to be filled in) Industry
5.75%
6.90%
9.20%
4.35X
6.50X
1.85X
1.20X
1.45X
l.lOX
2505%
5.35X
4.62X
a. Analyze Ryan Boot Company, using ralio analysis. Compute the ratios on the prior
page for Ryan and compare them to the industry data that is given. Discuss the weak
points, strong points, and what you think should be done to improve the company's
perfonnance.
b. ln your anal ysis, calculate the overall break-even point in sales dollars and the cash
break-even point. Also compute the de&'Tee of operating leverage, degree of financial
leverage, and de&'Tee of combined leverage. ( Use footnote 2 for DOL and footnote 3
in the chapter for DCL.)
c. Use the iofom1atioo in parts " and b to discuss the risk associated with thls company.
Given the ri.s.k, decide whether a bank should loan f unds to Ryan .Boot.
Ryan Boot Company is trying to plan the funds needed for 2011. The management
anticipates an increase in sales of 20 percem, which can be absorbed wilhout im:reasi11g
fixed assets.
d. What would be Ryan's needs for external funds based on the current balance sheet'?
Compute RNF (required new funds). Notes payable (current) and bonds are not pru1
or the liabilit)' calculation.
5-47
Chapter 05: Opcnuing and Financial Leverage
e. What would be the required new funds if the company b1ings its ratios into line with
the industry average during 2011'? Specilical ly examine receivables tumover,
inventory turnover, and the profit mmgin. Use the new values to recompute the
factors in RNF (assume liabilities stay the same).
f Do not calculate, only comment on these questions. How would required new funds
change if the company:
(J) Were at full capacity')
(2) Raised the dividend payout ratio?
(3) Suffered a decreased g.-owth in sales?
(4) Faced an accelerated infl atioo rate?
CP 5-l. Solution:
Ryan Boot Company
a. Ratio analysis
Profit margin $292,500/$7,000,000
Return on assets $292,500/$8,130,000
Return on equity $292,500/$2,880,000
Receivable turnover $7,000,000/$3 000,000
Inventory turnover $7,000,000/$1,000,000
Fixed asset turnover $7,000,000/$4,000,000
Total asset ntrnover $7,000,000/$8,130,000
Current ratio $4,130,000/$2,750,000
Quick ratio $3,130,000/$2,750,000
Debt to total assets $5,250,000/$8,130,000
Interest coverage $700,000/$250,000
Fixed charge coverage see calculation below*
Ryan
4.18%
3.60%
10.16%
2.33x
7.00x
l.75x
.86x
l.50x
l.14x
64.58%
2.80x
1.64x
* $700,000+200,000(Lease) = 1.
64
x
$250,000+200,000+ 65,000/ (1 - .35)
Industry
5.75%
6.90%
9.20%
4.35x
6.50x
l.85x
l.20x
1.45x
I. !Ox
25.05%
5.35x
4.62x
Lease expense of $200,000 and sinking fund of $65,000
5-48
Chapter 05: Opcnlli(lg and Financial le\'cr:tge
a. The company has a lower profit margin than the industry and
the problem is further compounded by the slow turnover of
assets (.86x versus an i_ndustry norm of I .20x). Thjs leads to
a much lower return on assets. The company has a higher
remrn on equity than the industry, but this is accomplished
through the firm's heavy debt rat.io rather than through
superior profitabihty.
The slow turnover of assets can be djrectly traced to the
unusually high level of accounts receivable. The firm's
accounts receivable mrnover ratio is only 2.33x, versus an
industry norm of 4.35x. Actually the firm does quite well
with inventory turnover and it is only slightly below the
industry in fixed asset turnover.
The previously mentioned heavy debt position becomes more
apparent when we examine times interest earned and fi xed
charge coverage. The latter is particularly low due to lease
expenses and sinking fund obligations.
b. Break-even in sales
Sales = Fixed Costs + Variable costs
(variable costs are expressed as a percentage of sales)
Sales
811
= $2,100,000 + .60 Sales
.40 s = $2, 100, 000
s - $2,100, 000/.40
s - $5,250,000
5-49
Chapter 05: Opcnlli(lg and Financial le\'cr:tge
Cash break -even
Sales = (Fixed costs - Non cash expenses*) +Variable costs
Sales
8
E = ($2,100,000 - $500,000) + .60 Sales
Sales
8
E = $1,600,000 + .60 Sales
.40 s = $1,600,000
s = $1,600,000/.40
s = $4,000,000
*Depreciation
DOL= S- TVC
S-TVC-FC
$7' 000,000- $4, 200,000

$7, 000,000- $4,200,000- $2,100,000
= $2,800,000 =
4
x
$700,000
DFL = EBIT = $700,000
EBIT- I $700,000- $250,000
= $700,000 =
1
_
56
x
$450,000
DCL = ___ S_ T_V_C_' _
S-TVC-FC- T
$7,000,000- $4, 200,000

$7,000,000- $4,200,000 - $2, 100,000 - $250,000
= $2,800,000 =
6
_
22
x
$450,000
5-50
Chaptu 0.5: a.od Fin:wcial l.e\'e . age
c. Ryan is operating at a sales volume that is $1,750,000 above
the traditional break-even point and $3,000,000 above the
cash break-even point. This can be viewed as somewhat
positive.
However, the firm has a high degree of leverage, which
indicates any reduction in sales volume could have a very
negative impact on profitability. The DOL of 4x is associated
with heavy fixed assets and relatively high fixed costs. The
DFL of 1.56x is attributed to high debt reliance. Actually, if
we were to include the lease payments of $200,000 with the
interest payments of $250,000, the DFL would be almost 3x.
The banker would have to question the potential use of the
funds and the firm's ability to pay back the loan. AcUlally, the
fl.l'lll aheady appears to have an abundant amount of assets,
so hopefully a large expansion would not take place here.
There appears to be a need tO reduce accounts receivable
rather than increase the level.
One possible use of the ftmds might be to pay off part of the
current notes payable of $400,000. This might be acceptable
if the firm can demonstrate the ability to meet its future
obligations. The banker should request to see pro forma
financial statements and projections of future cash flow
generation. The loan might only be acceptable if the firm can
bring down its accounts receivable position back in line and
improve its profitability.
5 5 1
Ou1prcr 05: Opcr.u.ing and Fina.uc-i:ll Le\'el'age
d. Required new funds = A (6S) - L(6S) -PS
2
(1- D)
s s
Change in Sales = 20% x $7 ,000,000= $ 1 ,400,000
RNF = $
4
,l30,000 ($ 1,400,000) - $
2
'
350

000
($1,400,000)
$7,000,000 $7,000,000
-4.18%($8, 400,000)(1 - .4)
RNF = .590($1 ,400,000) - .336($1, 400,000) - $351, 120(.6)
=$826,000 -$470, 400 - $2 10,672
=$144,928
e. Required funds if selected industry ratios were appli ed
Receivables= Sales/Receivable turnover
Receivables= $7,000,()()()/4.35
Receivables = $1 ,609, 195
Revised A (assets)
=$50,000+$80,000 + $1,609, 195 + $1,000,000
=$2, 739,195
Profit Margin= 5.75%
A L
RNF = s(6S)- S(6S) - PS
2
( 1- D)
SS2
Chapter 05: OpcraLing and Fioa.ndal Le\\-:rage
RNF= $
2

739

195
($1 400 000)- $
2

350

000
($1 400 000)
$7,000,000 , , $7,000,000 ' '
-5.75%($8,400,000)(1 -.4)
RNF= .391($1 ,400,000)- .336($1,400,000) -$483,000 (.6)
=$547, 400- $470,400- $289,800
= - $212,800
Required new funds (RNF) is negati ve, indicating there will
actually be an excess offunds equal to $212,180. This is due to
the much more rapid turnover of accounts receivable and the
higher profit margin.
f. ( 1) If Ryan Boots were at full capacity, more funds would be
needed to expand plant and equipment.
(2) More funds would be needed to offset the larger payout of
earnings to di vidends.
(3) Fewer funds would be required as sales grow less rapidly.
Fewer new assets would be needed to support sales
growth.
(4) As inf1ation increased so would the cost of new assets,
especially inventory and plant and equipment Even if
sales prices could be increased, more assets would be
required to support the same physical level of sales.
Increased profits alone would not make up for the higher
level of assets required and more funds would be needed.
5-53
Chapter 05: OpcraLing and Fioa.ndal Le\\-:rage
WEB EXERC I SE
I. At the stan or the chapter, we talked about how risky and volatile airlines' operations were.
Let's examine this further. Go to iinance.vahoo.com.
Enter AMR for American Airlines in the "Gel Quotes" box. Go to "Company Proiile'"
along the left-hand margin.
2. Click 0 11 profil e in the left-hand column and write a one-paragraph description or the
company.
3 Scroll down and cl ick on the "Income Statement" Describe the pattern of change tor "'Total
Revenue" and "Net Income from Continuing Operations" in one paragraph.
4. Next go to the "Balance Sheet." In one sentence, describe the pattern of change in
Stockholders' Equit)' and indicate whether this does or does not appear to be a mauer or
concern.
5. Click on "Analyst Estimates." Do AMR's earnings estimates appear to be more or less
promising for the rumre?
6. Finally, click on "CompeliL<>rs." How does AMR compare to the other airlines and the
industry in terms of Operating Margin?
Note: Occasion:dly a ropic we h ~ v Jjs1cd may h:wc been dclelcd. upd:ucd. or m<.W(..-d jn.IO a diHcrcnl loc:uion on a
Web sire, If you click: o.n \be silc n_1:lp or site index. you wil l be. inlroc:lutc:d h) a table of tonrcnls whjt h should :1id
)'(HI in finding lhc lOpk you are k)()king for.
5-54