7Chapter 11. Financial management & financial objectivesChapter GuideA. Financial management functionA1. The nature and purpose of financial management a) Explain the nature & purpose of financial management,b) Explain the relationship between financial management and financial andmanagement accounting.A2. Financial objectives and relationship with corporate strategya) Discuss the relationship between financial objectives, corporate objectivesand corporate strategy.b) Identify and describe a variety of financial objectives, including:i. Shareholder wealth maximisation, ii. Profit maximisation,iii. Earnings per share growth,A3. Stakeholders and impact on corporate objectives a) Identify the range of stakeholders, their objectivesb) Discuss the possible conflict between stakeholder objectives.c) Discuss the role of management in meeting stakeholder objectivesincluding the use of agency theory.d) Describe and apply ways of measuring achievement of corporateobjectives, including:e) Ratio analysis, using appropriate ratios such as return on capital employed,return on equity , earnings per share and dividend per sharef) Changes in dividends and share prices as part of total shareholder return. g) Explain ways to encourage the achievement of stakeholder objectives,including8 i. managerial reward schemes such as share options andperformance-related payii. regulatory requirements such as corporate governance codes of best practice and stock exchange listing regulationsA4. Financial and other objectives in not-for-profit organisationsa) Discuss the impact of not-for-profit status on financial and other objectives.b) Discuss the nature and importance of Value for Money as an objective andhow to measure the achievement of objectives in not-for-profit organisations.c) Discuss ways of measuring the achievement of objectives in not-for-profitorganisations.Chapter Overview9✓ Financial management defined as the management of the finance of anorganisation in order to achieve the financial objectives of the organisation1.1 Financial management✓ Maximizationof shareholder’s wealth is often assumed to be the mainobjective of a business.Lecture example 1Walter Wall Carpets made profits before tax in 20x8 of $9,320,000. Tax amounted to $2,800,000. The company’s share capital is as follow:$ Ordinary Shares ( $1 at par) 10,000,000 8% preference share 2,000,000 12,000,000Required(a) Calculate the EPS for 20X8(b) Discuss why EPS may not be a good measure of performance, and what other measures could be used to assess Walter’s performance?✓ In short-term, funds may be needed to pay for purchase of inventory, or tosmooth out changes in receivables. The financial management is here to ensure that working capital requirements are met.1.2 Financial planningThe financial manager will need to plan to ensure that enough funding is available at the right time to meet the needs of the organisation for short, medium and long-term capital.✓ In the medium or long term, the organisation may have planned purchasesof non-current assets. The financial manager must ensure that funding is available.1. Nature and purpose of financialmanagement101.3 Financial controlThe control function of the financial manager becomes relevant for funding which has been raised; the financial manager may compare data on actual performance with forecast performance.1.4.1 Investment decisions1.4 Financial management decisions ✓ Investment decisions (in projects, takeovers or working capital) need to beanalyzed to ensure that they are beneficial to the investor; this is covered in later chapters.✓ Investments can help a firm to achieve key corporate objectives such asmarket share, quality etc; these will be monitored by the management accounting department. Investments also help a firm to achieve key financial objectives such as improving earnings per share.Lecture example 2Magneto plc has objectives to improve earnings per share and dividends per share by 10% pa.£m Last year Current year Profits before interest and tax 22,300 23,726 Interest (3,000) (3,000) Tax (5,790) (6,218) Profits after interest and tax 13,510 14,508 Preference dividends (200) (200) Dividends (7,986) (8,585) Retained earnings 5,324 5,723 No ordinary shares issued (millions) 100,000 100,000RequiredEvaluate whether Magneto has achieved its earnings & dividend per share objectives111.4.2 Financing decisionFinancing decisions mainly focus on how much debt a firm should use, and aim to minimise the cost of capital. This is covered in later chapters1.4.3 Dividend decisionThe dividend decision is determined by how much a firm has decided to spend on investments and how much of the finance needed for this it has decided to raise externally, and is a good example of the interrelationship between these 3 decisions. The dividend decision is covered in later chapters.✓ Profitability 2.1 Corporate objectiveCorporate objective are relevant for the organisation as a whole, relating to key factors for business success, which are typically as follow✓ Market share ✓ Growth ✓ Cash flow✓ Customer satisfaction✓ The quality of the firm’s products ✓ Industrial relations ✓ Added value✓ Profitability and return 2.2 Financial objectivesFinancial target may include: earnings; earnings per share; dividend per share; gearing level; profit retention; operating profitability.The usual assumption in financial management for the private sector is that the primary financial objective of the company is to maximise shareholder’s wealth. And this objective can be assessed from following aspects:✓ Debt and gearing ✓ Liquidity✓ Shareholders’ investment ratios2. Financial objectives and the relationshipwith corporate strategy12✓ The welfare of employees 2.3 Non-financial objectivesA company may have important non-financial objectives, which will limit the achievement of financial objectives. Examples of non-financial objectives are as follow:✓ The welfare of management ✓ The provision of a service✓ The fulfilment of responsibility towards customers ✓ The fulfilment of responsibility towards suppliers ✓ The welfare of society as a wholeCategories 3.1 Stakeholder groups and conflictsStakeholders are individuals or groups who are affected by the activities of the firm. They can be classified as followStakeholder groupsInternal✓ Employees and pensioners ✓ ManagersConnected✓ Shareholders ✓ Debt holders ✓ Customers ✓ Bankers ✓ Suppliers ✓ CompetitorsExternal✓ Government ✓ Pressure groups✓ Local and national communities ✓ Professional and regulatory bodies3. Stakeholders and impact on corporateobjectives13✓ Maximise short-term profits 3.2 Agency theoryAgency relationship describe the relationship between the management and shareholders expressingthe idea that the managers act as agents for the shareholder, using delegated powers to run the company in the shareholder’s best interest.Unless managers are also owners of the business, they may prefer to: ✓ Minimise dividends✓Reduce risk by diversifying✓ Boost their own pay and benefits ✓ Avoid debt financeManagementAgent theoryConflict of interestsConflict of interestsThe danger that management may not act in the best interest of shareholders is referred to as the agency problem .3.3 Corporate governanceIn the UK, corporate governance regulation have been designed to monitor the actions of management. Here are some main requirements:14Lecture example 3ERTIN PLCThe following information relates to Erin plc, a fictitious company incorporated in England.Boardof directors Basic salary Outstanding share options Chairman and Chief executive H A Mefftord210,000 500,00Finance director Mrs F M Barnfield FCCA120,000 100,000Production directorM L T Hojy85,000 100,000Other executive directors S Lompertas75,000 50,000P T Figler 80,000 50,000 Lord Gwumba 100,000 100,000 Non-executive directors Dr P Dorection20,000 60,000Mrs B D Mefftord 25,000 100,000The agenda of a board meeting of Erin plc is as follows. ✓ Minutes of the last meeting ✓ Proposed investment in France✓ Consideration of the remuneration of board members✓ Proposal for the formation of an audit committee, with Mrs. F M Barn field,P T Filer and Dr P Direction as nominated committee membersRequiredIdentify weaknesses in the corporate governance of Ertin plc and describe what actions are required to comply with best practice.15✓ Profitability and return 4.1Measuring financial objectivesAs a part of the system of financial control in an organisation, it will be necessary to have ways of measuring the progress of the enterprise, so that managers know how well the company is doing. A common means of doing this is through ratio analysis, which is concern with comparing and quantifying relationship between financial variables, such as those variables found in the SOFP and IS of the enterprise.Ratios can be grouped into four categories : ✓ Debt and gearing ✓ Liquidity✓ Shareholders’ investment ratios4.1.1 Profitability and returnRRRRRRRR =Profit from operations%ROCE =Profit from operations Revenue ×RevenueCapital employed=Profit Margin ×Asset turnover4.1.2 Debt and gearing GGGGGGGGGG GG GG =DebtEquityII GG II GG GGGGIIII ccccccGGGG =Profit from operationsInterest4.1.3 LiquidityCurrent ratio =Current assetsCurrent liabilitiesAcid test ratio =Current assets −Inventories4. Measuring the performance164.1.4 Shareholders’ investment ratiosDDGG cc GG DD GGGGDD yyGG GG yy DD =Dividend per shareMarket price per share×100%RRGGGGGGGG GG GG ppGGGG IIℎGGGGGG =Profit distributable to ordinary shareholdersPPGGGG cc GG RRGGGGGGGG GG GG GGGGII GG cc =Market price per shareThe value of the P/E ratio reflects the market’s appraisal of the share future prospects.Income statement of Burton plc for year ended 31.12.2010 4.2 Total shareholder returnFor a profit making company, maximization of shareholder wealth is assumed to be the financial objective. The ability of a firm to create wealth for shareholders is measure by total shareholder return.TTccII GG yy IIℎGGGGGGℎccyy DD GGGG GGGGII rr GGGG =Dividend +Change in share priceShare price at the beginning of yearLecture example 4Summary financial information for Burton plc is given below, covering the last two years.2009 2010 £ 000 £ 000 Turnover 43,800 48,000 Cost of sales (16,600) (18,200) Salaries and wages (12,600) (12,900) Other costs(5,900) (7,400) Profit before interest and tax 8,700 9,500 Interest (1,200) (1,000) Tax(2,400) (2,800) Profit after interest and tax 5,1005,70017Statement of financial position of Burton plc as at the year ended31.12.20102009 2010 Non-current asset 30,900 30,200 Current asset Inventory 3,500 4,000 Trade receivables 6,500 8,700 Bank 2,000 2,800 Total Asset 42,900 45,700 Shareholder’s funds 22,600 25,700 Non-current liability 11,300 9,000Current liability9,000 11,000 Total equity and liability 42,900 45,700 Number of shares in issue 9,000 9,000 Dividends payable 2,000 2,200 P/E ratio Burton plc 17.0 18.0 Industry 18.0 18.2RequiredReview Burton’s performance using profit, debt, liquidity, shareholder investor ratios, and total shareholder return in the current year.18Benefit of linking reward schemes and performance4.3 Managerial reward schemesGoal congruence may be better achieved and the agent problem better dealt with by offering organisational rewards for the achievement of certain levels performance. The conventional theory of reward structures is that if the organisation establishes procedures for formal measurement of performance, and rewards individuals for good performance, individuals for good performance, individuals will be more likely to direct their efforts towards achieving the organisation’s goals.✓ Give individuals an incentive to achieve a good performance level ✓ Attract and keep the employees valuable to an organisation✓ By tying an organisation’s key performance indicators to a scheme, it isclear to all employees what performance creates organisational success. ✓ Focused on continued improvement.✓ Schemes based on shares can motivate managers/employees to act in thelong-term interests of the organisation by doing things to increase the organisation’s market valueProblems associated with reward schemes✓ Performance-related pay and performance evaluation systems canencourage dysfunctional behaviour.✓ Schemes designed to ensure long-term achievements may not motivatesince efforts and reward are to distant in time from each other.✓ Performance measure can hardly provide a comprehensive assessment ofwhat a single person achieves for an organisation.✓ Self-interested performance may be encouraged at the expense of teamwork.✓ High level of output may be achieved at the expenses of quality.✓ They undervalue intrinsic rewards given that they promote extrinsicrewards.19✓ Surplus maximisation 5.1 Objectives for a NFP organisationObjective for a not for profit organisation will not based on profit achievement but rather on achieving a particular response from various target markets. Here are some possible objectives for a NFP organisation:✓ Usage maximisation✓ Budget maximisation/ output maximisation ✓ Satisfaction maximisation✓ Economy 5.2Value for moneyValue for money can be defined as getting the best possible combination of services from the least resources, which means maximising the benefits for the lowest possible cost. This usually accepted as requiring the application of economy, effectiveness and efficiency.✓ Efficiency✓ Effectiveness5. Measuring performance in not for profitorganisations20Chapter summary21Answer to Lecture Example 1a) $ Profit before tax 9,320,000Less tax(2,800,000) 6,520,000Less preference div.(160,000) Earning contribute to ordinary shareholders 6,360,000 Ordinary Shares 10,000,000 EPS 63 p (b)✓ Profits are historic, shareholders care about the future✓ Investment decisions require new finance , shareholders care about debtlevels✓ Profits are not cash flows, shareholders often want to see what returnsthey will be getting as dividends✓ Also profit can be manipulated by depreciation policy and by short-termism ✓ The share price is generally felt to capture shareholders feelings aboutfuture cash flows and risk ✓ Other measures:i). Non-financial objectives ii). TSRAnswer to Lecture Example 2£mLast year Current yearProfits before interest and tax 22,300 23,726 Interest 3,000 3,000 Tax5,790 6,218 Profits after interest and tax 13,510 14,508 Preference dividends (200) (200) Earnings 13,310 14,308 EPS13.3 p 14.3 pEPS Growth = (14.3-13.1)/13.3 = 7.5% Dividends7,986 8,585DPS Growth = (7986-8585)/7986 = 7.5%Lecture example Answers22Magneto has failed to hit these financial objectives but short term profit based measures are not a sufficient basis on which to fully assess the performance of MagnetAnswer to lecture example 3 ✓ Not enough NEDs (min 50%)✓ NEDs don’t seem to be independent, and should not be paid share options ✓ Remuneration should not be discussed by the main board ✓ Audit committee should only include NEDs ✓ No split between Chair & Chief ExecutiveAnswer to lecture example 4Profitability Previous year Current year ROCE 8,700/33900 = 25.7% 9,500/34,700 = 27.4% Gross profit margin 27,200/43,800 = 62.1% 29,800/48,000 = 62.1% Net profit margin 8,700/ 43,800 = 19.9% 9,500/48,000 = 19.8% ROCE of Burtonincrease 1.7% in this year indicate that company is more efficient on using assetLiquidity Previous year Current year Current ratio 12,000/9,000= 1.33 15,500/ 11,000 = 1.41 Acid ratio8,500/9000 = 0.9411,500/11,000 = 1.05Both current ratio and acid ratio are improved this year, indicate company’s ability to pay short-term debt is strengthened.Debt ratios Previous year Current year Gearing 11,300/ 22,600 = 50% 9,000/25,700 = 35% Interest cover 8,700/1,200 = 7.25 9,500/1,000 = 9.5 Gearing does not appear to be a problem, and a higher interest cover indicates Burton is in a stronger position to meet its finance cost.23Investment ratios P/E ratio 17.018.0EPS5,100/9,000 = 57 p5,700/9,000 = 63 p Dividend yield(2,000/9,000)/9.63 = 2.3%(2,200/9,000)/ 11.4 =2.1%The P/E ratio, which is influenced by perceived growth potential, has improved. Revealed investors are confident on Burton’s future.Total shareholder returnTSR = 0.244+1.779.63=21%Total shareholder return looks impressive, but the result should be taken with care due to lack of industry average information.。