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A framework for evaluating the interaction of financial decisions and non-financial decisions in terms of their impact on firm value
P.V. Viswanath
Before Valuation
A key part of Valuation is forecasting the future cashflows of the firm. For that, its important to have a good understanding of what the firm is, its strengths, where it is, who its competitors and their strengths. A firm does not operate in a vacuum. Forecasting cashflows is impossible without knowing the environment.
Porter Analysis
Porters Five Forces model Analysis is a systematic way of analyzing the industry environment in which the firm finds itself. Following this, it is necessary to do a SWOT-type analysis to evaluate the firm within this environment.
Financial Decisions
What are the corporate decisions that you think of as financial?
Financial Decisions
Broadly speaking, we can divide corporate decisions into those that affect the composition of the left-hand side of the balance sheet (i.e. the assets side) and those that affect the composition right hand side of the balance sheet (i.e. the liabilities side). The first category of decisions are operating decision. Financial decisions are those that affect the composition of the liabilities of the firm, i.e the second kind.
Financial Decisions
Here is a partial list of financial decisions:
Short term financing Long-term financing or the capital structure decision Decisions regarding the maturity of debt Decisions regarding currency in which to borrow Decisions regarding borrowing at fixed rates or floating rates Decisions to hedge interest rates or not
Financial Decisions
Decision to list on an exchange Decision to pay dividends Credit terms, such as number of days credit allowed, cash discounts, etc. Hedging Determining cost of capital and cost of capital are processes that have to do with financial decisions, but are not themselves financial decisions.
Financial Decisions
Many operating decisions will need to modifications of financial decisions. For example if the firm decides to sell abroad, it may then need to hedge its foreign currency inflows. Normally operating decisions are primary, they are taken first, and they impact the financial decisions. This is not to say that the operating actions are taken first, just that these decisions are taken first, e.g. which industry to operate in, which market to target, where to locate a plant etc.
Financial Decisions
We are interested, here, in financial decisions that are going to affect or limit or enhance the operating decisions of the firm and the cashflows generated by the operating decisions. This means that there will have to be some sort of higherlevel coordination between the financial decision-makers and the operating decision-makers. For example, a decision on credit policy will have to be coordinated with the decision as to which market segment to target certain markets may require more liberal provision of credit. Similarly, taking on financial leverage could lead to the firm being perceived as aggressive and hence impact the extent of competition for the firm.
From http://www.valuebasedmanagement.net/methods_porter_five_forces.html
www-mime.eng.utoledo.edu/people/faculty/rbennett/engineering_management/Powerpoint%20Slides/ch09.ppt
Product Differentiation
To the extent that the firms products are distinct and noncopiable, new firms wont be able to come in and take away customers.
Brand Identification
To the extent that there is brand identification, customers will remember the firms product and will resist switching.
Switching Cost
If it is costly for the customer to switch, new entrants wont be able to convince them to do so.
Capital Requirements
If capital requirements are high, new under-capitalized firms wont be able to enter the industry.
www-mime.eng.utoledo.edu/people/faculty/rbennett/engineering_management/Powerpoint%20Slides/ch09.ppt
Industry Growth
If the industry is growing, theres more room for everybody; less pressure on the firm
Fixed Cost
The higher the operating leverage, the more competitors are going to be hungry for revenue downside risks are greater
Product Differentiation
If products are differentiated, markets are in a sense, segmented, and there are no competitors
Switching Costs
The extent to which its easy for customers to switch from this firm to other firms products will also determine how much other firms will exert themselves to get them to switch
Strategic Interrelationships with Other Businesses Emotional Barriers Government and Social Restrictions
www-mime.eng.utoledo.edu/people/faculty/rbennett/engineering_management/Powerpoint%20Slides/ch09.ppt
If its difficult for the firm to switch to other suppliers, the current suppliers can charge more. To the extent that suppliers might potentially themselves become competitors, they are less reliable and need to be looked at strategically
To what extent is it possible that the entire supplier industry might integrate forward?
How crucial are suppliers in the maintenance of the quality of industry products? Clearly, this will determine supplier power. Also, if this is an important factor, then the supplier industry might be more important, and might integrate forward. This goes to the same issue as above, but from a more quantitative perspective.
Buyers Profitability
The more profitable buyers are, the more amenable they are to paying more for their input products.
www-mime.eng.utoledo.edu/people/faculty/rbennett/engineering_management/Powerpoint%20Slides/ch09.ppt
Substitutes
Some of these points have already been addressed in looking at buyers/suppliers. However, its useful to consider it again from the product perspective, rather than from the perspective of other economic actors.
Availability of Close Substitutes Users Switching Costs Substitute Producers Profitability and Aggressiveness Where is the substitute product located on the Price/Value dimensions?