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Analysis and Impact of Leverage. Chapter 15. Goal of a firm. - PowerPoint PPT Presentation
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Analysis and Impact Analysis and Impact of Leverageof Leverage
Chapter 15Chapter 15
3Goal of a firmGoal of a firm
Managers' objective is to maximize stockholders' wealth--maximize the price of the firm's stock. We noted in an earlier chapter that the capital structure that produces the lowest WACC (risk) is also the one that maximizes share price.
4RiskRisk
Variability of the expected net income (EPS)Variability of the expected net income (EPS)
5RiskRisk
Variability of revenues from expectedVariability of revenues from expectedTwo types of Risk: Business Risk & Financial RiskTwo types of Risk: Business Risk & Financial Risk
6RiskRisk
Variability of revenues from expectedVariability of revenues from expectedTwo types of Risk: Business Risk & Financial RiskTwo types of Risk: Business Risk & Financial Risk
RevenueRevenue-Variable Cost -Variable Cost Contribution marginContribution margin-Fixed cost-Fixed cost=EBIT/operating profits=EBIT/operating profits--InterestInterest=NI=NI
7RiskRisk
Variability of revenues from expectedVariability of revenues from expectedTwo types of Risk: Business Risk & Financial RiskTwo types of Risk: Business Risk & Financial Risk
Business RiskBusiness RiskRisk Due to Operations
8RiskRisk
Variability of revenues from expectedVariability of revenues from expectedTwo types of Risk: Business Risk & Financial RiskTwo types of Risk: Business Risk & Financial Risk
Business RiskBusiness RiskRisk Due to Operations
Measured by variability of EBIT (earnings before interest and taxes)
9RiskRisk
Variability of revenues from expectedVariability of revenues from expectedTwo types of Risk: Business Risk & Financial RiskTwo types of Risk: Business Risk & Financial Risk
Business RiskBusiness RiskRisk Due to OperationsMeasured by variability of EBIT (earnings before
interest and taxes)Coefficient of Variation of EBIT
=Standard Deviation of EBIT
Expected EBIT
10RiskRisk
Variability of revenues from expectedVariability of revenues from expectedTwo types of Risk: Business Risk & Financial RiskTwo types of Risk: Business Risk & Financial Risk
Financial RiskFinancial RiskRisk due to raising money with fixed income securities
11Business RiskBusiness Risk
Major determinants of business risk
1. Demand Variability2. Sales Price Variability3. Input Price variability.4. Inability to adjust output prices for a change in input prices-a utility can
transfer costs more easily5. Operating Leverage--the extent to which costs are 'fixed' (the ratio of
fixed cost to total cost).
Business risk not only varies from industry to industry, it varies among firms in a given industry.
Business risk of a firm can change over time.
12RiskRisk
Financial RiskFinancial RiskRisk due to raising money with fixed income securitiesFinancial risk is high with high levels of debt financing
13RiskRisk
Financial RiskFinancial RiskRisk due to raising money with fixed income securitiesFinancial risk is high with high levels of debt financingFinancial leverage - the use of fixed income securities
to finance a portion of assets
14RiskRisk
Financial RiskFinancial RiskRisk due to raising money with fixed income securitiesFinancial risk is high with high levels of debt financingFinancial leverage - the use of fixed income securities
to finance a portion of assetsExample
Firm A is an all equity firm -- it has no financial leverage
15RiskRisk
Financial RiskFinancial RiskRisk due to raising money with fixed income securitiesFinancial risk is high with high levels of debt financingFinancial leverage - the use of fixed income securities
to finance a portion of assetsExample
Firm A is an all equity firm -- it has no financial leverageFirm B is financed by 50% debt and 50% equity -- it uses
financial leverage
16RiskRisk
Notes:
1. Business risk is largely determined by technology and by industry/market conditions, although management decisions, to some extent, do matter.
2. Financial risk is largely management determined.
3. If business risk is high, financial risk (leverage) should be restrained.
17Break-even AnalysisBreak-even Analysis
The point of sales where operating profits are zero. The point of sales where operating profits are zero. The point where revenues barely cover all costs.The point where revenues barely cover all costs.
Steps to SolutionSteps to SolutionDetermine the quantity of output which results in an
EBIT = $0
18Break-even AnalysisBreak-even Analysis
Steps to SolutionSteps to SolutionDetermine the quantity of output which results in an
EBIT = $0Shows output necessary to cover operating (not
financial) costs
19Break-even AnalysisBreak-even Analysis
Steps to SolutionSteps to SolutionDetermine the quantity of output which results in an
EBIT = $0Shows output necessary to cover operating (not
financial) costsCalculate EBIT at various output levels
20Break-even AnalysisBreak-even Analysis
Steps to SolutionSteps to SolutionDetermine the quantity of output which results in an
EBIT = $0Shows output necessary to cover operating (not
financial) costsCalculate EBIT at various output levelsApplications
Capital Expenditure Analysis
21Break-even AnalysisBreak-even Analysis
Steps to SolutionSteps to SolutionDetermine the quantity of output which results in an
EBIT = $0Shows output necessary to cover operating (not
financial) costsCalculate EBIT at various output levelsApplications
Capital Expenditure AnalysisDetermining PricesEvaluating Fixed vs. Variable Costs
22Break-even AnalysisBreak-even Analysis
AssumptionsAssumptionsFixed costs remain constant as quantity changes
Fixed Costs Includes:Salaries, Depreciation, Rent
Fixed Costs Includes:Salaries, Depreciation, Rent
23Break-even AnalysisBreak-even Analysis
AssumptionsAssumptionsFixed costs remain constant as quantity changes
Fixed Costs Includes:Salaries, Depreciation, Rent
Fixed Costs Includes:Salaries, Depreciation, Rent
Variable Costs Includes:Materials, Labor, Commissions
Variable Costs Includes:Materials, Labor, Commissions
Variable costs vary as quantity of output changes: they are constant per unit of output
Drop Semivariable costs
24Break-even AnalysisBreak-even Analysis
AssumptionsAssumptionsFixed costs remain constant as quantity changes
Variable costs vary as quantity of output changes: they are constant per unit of output
Quantity Sold
Costs$
Fixed Costs
Variable Costs
25Break-even AnalysisBreak-even Analysis
AssumptionsAssumptionsFixed costs remain constant as quantity changes
Fixed Costs Includes:Salaries, Depreciation, Rent
Fixed Costs Includes:Salaries, Depreciation, Rent
Variable Costs Includes:Materials, Labor, Commissions
Variable Costs Includes:Materials, Labor, Commissions
Variable costs vary as quantity of output changes: they are constant per unit of output
Revenues are quantity sold times price per unit
26Break-even AnalysisBreak-even Analysis
Calculation of Break-even QuantityCalculation of Break-even Quantity
EBIT = Sales – Variable Costs - Fixed Costs
Find Quantity which results in EBIT = $0Find Quantity which results in EBIT = $0
27Break-even AnalysisBreak-even Analysis
Calculation of Break-even QuantityCalculation of Break-even QuantityTrial and Error Method
Choose arbitrary output levelCalculate EBITIf EBIT < 0, choose a larger output levelIf EBIT > 0, choose a lower output levelContinue until find a level of output which results in EBIT
= $0
28Break-even AnalysisBreak-even Analysis
Calculation of Break-even QuantityCalculation of Break-even Quantity
QB =
Algebraic AnalysisAlgebraic Analysis
F P – V
Where:QB = Break-even QuantityP = Price per UnitF = Total Fixed CostsV = Variable Costs per Unit
29Break-even AnalysisBreak-even Analysis
Calculation of Break-even QuantityCalculation of Break-even Quantity
QB =
Example:Example:
F P – V
Fixed Costs = $1,000,000 per yearPrice = $800/unitVariable Costs = $400/unit
30Break-even AnalysisBreak-even Analysis
Calculation of Break-even QuantityCalculation of Break-even Quantity
QB =
Example:Example:
F P – V
Fixed Costs = $1,000,000 per yearPrice = $800/unitVariable Costs = $400/unit
QB = $1,000,000 $800 – $400
31Break-even AnalysisBreak-even Analysis
Calculation of Break-even QuantityCalculation of Break-even Quantity
QB =
Example:Example:
F P – V
Fixed Costs = $1,000,000 per yearPrice = $800/unitVariable Costs = $400/unit
QB = $1,000,000 $800 – $400
= 2,500 Units
32Break-even AnalysisBreak-even Analysis
Calculation of Break-even Sales Level (S*)Calculation of Break-even Sales Level (S*)
S* = QB x P
To Find S* for a single product use Break-even Quantity (QTo Find S* for a single product use Break-even Quantity (QBB):):
33Break-even AnalysisBreak-even Analysis
Calculation of Break-even Sales Level (S*)Calculation of Break-even Sales Level (S*)
S* = QB x P
S* = 2,500 units x $800
To Find S* for a single product use Break-even Quantity (QTo Find S* for a single product use Break-even Quantity (QBB):):
34Break-even AnalysisBreak-even Analysis
Calculation of Break-even Sales Level (S*)Calculation of Break-even Sales Level (S*)
S* = QB x P
To Find S* for a single product use Break-even Quantity (QTo Find S* for a single product use Break-even Quantity (QBB):):
S* = 2,500 units x $800
= $2,000,000
35Break-even AnalysisBreak-even Analysis
Calculation of Break-even Sales Level (S*)Calculation of Break-even Sales Level (S*)May want to Calculate the Break-even Sales Level (S*)
for the entire firm with many products
36Break-even AnalysisBreak-even Analysis
Calculation of Break-even Sales Level (S*)Calculation of Break-even Sales Level (S*)May want to Calculate the Break-even Sales Level (S*)
for the entire firm with many productsCalculate from Income Statement data at a particular
Sales Level
37Break-even AnalysisBreak-even Analysis
Calculation of Break-even Sales Level (S*)Calculation of Break-even Sales Level (S*)May want to Calculate the Break-even Sales Level (S*)
for the entire firm with many productsCalculate for Income Statement at one Sales Level
S* = F 1 - VC
SS = Dollar Level of SalesVC = Total Dollar Variable Costs
38Break-even AnalysisBreak-even Analysis
Calculation of Break-even Sales Level (S*)Calculation of Break-even Sales Level (S*)May want to Calculate the Break-even Sales Level (S*)
for the entire firm with many productsCalculate for Income Statement at one Sales Level
S* =
S* =$3,000,000
F 1 - VC
SS = Dollar Level of Sales = $3,000,000VC = Total Dollar Variable Costs = $1,500,000
Example:Example:
$1,000,000 1 – $1,500,000
39Break-even AnalysisBreak-even Analysis
Calculation of Break-even Sales Level (S*)Calculation of Break-even Sales Level (S*)May want to Calculate the Break-even Sales Level (S*)
for the entire firm with many productsCalculate for Income Statement at one Sales Level
S* =
S* =$3,000,000
F 1 - VC
SS = Dollar Level of Sales = $3,000,000VC = Total Dollar Variable Costs = $1,500,000
Example:Example:
$1,000,000 1 – $1,500,000 = $2,000,000
40Break-even AnalysisBreak-even Analysis
Graphical Analysis of Break-even PointGraphical Analysis of Break-even Point
Quantity of Units
Sales &
Costs$
Fixed Costs$1,000,000
41Break-even AnalysisBreak-even Analysis
Graphical Analysis of Break-even PointGraphical Analysis of Break-even Point
Quantity of Units
Sales &
Costs$
Fixed Costs$1,000,000
Variable Costs
42Break-even AnalysisBreak-even Analysis
Graphical Analysis of Break-even PointGraphical Analysis of Break-even Point
Quantity of Units
Sales &
Costs$
Fixed Costs$1,000,000
Variable Costs
Total Costs
43Break-even AnalysisBreak-even Analysis
Graphical Analysis of Break-even PointGraphical Analysis of Break-even Point
Quantity of Units
Sales &
Costs$
Fixed Costs
Variable Costs
$1,000,000
Total Costs
Sales
44Break-even AnalysisBreak-even Analysis
Graphical Analysis of Break-even PointGraphical Analysis of Break-even Point
Quantity of Units
Sales &
Costs$
Fixed Costs
Variable Costs
$1,000,000
Total Costs
Sales
QB = 2,500
$2,000,000
45Break-even AnalysisBreak-even Analysis
Limitations:Limitations:1.1. The sales-volume-cost-profit relationship is The sales-volume-cost-profit relationship is
assumed to be linear—it may not be. In the real assumed to be linear—it may not be. In the real world It is not, except for a small range of sales.world It is not, except for a small range of sales.
2.2. Cost-price structure of the firm is assumed to Cost-price structure of the firm is assumed to remains constant. It generally does not.remains constant. It generally does not.
3.3. Sales price per unit is assumed to be constant Sales price per unit is assumed to be constant regardless of the output. This is not the case in the regardless of the output. This is not the case in the real world—you have to ? Price if you want to sell real world—you have to ? Price if you want to sell more.more.
46Operating LeverageOperating Leverage
Degree of Operating LeverageDegree of Operating Leverage
• With With FIXEDFIXED operating costs, there will be operating operating costs, there will be operating leverageleverage
• DOL measures the sensitivity of EBIT to changes in sales. DOL of a company is different at different levels of sales.
• High DOL implies that a relatively small change in sales will result in large change in the operating income (EBIT)
47Operating LeverageOperating Leverage
Degree of Operating LeverageDegree of Operating LeverageOperating Leverage is responsiveness of a firm’s EBIT
to fluctuations in Sales
48Operating LeverageOperating Leverage
Degree of Operating LeverageDegree of Operating LeverageOperating Leverage is responsiveness of a firm’s EBIT
to fluctuations in SalesDegree of Operating Leverage (DOL)
Measurement of Operating LeverageFor a unique level of sales, DOL changes as sales
change.
49Operating LeverageOperating Leverage
Degree of Operating LeverageDegree of Operating LeverageOperating Leverage is responsiveness of a firm’s EBIT
to fluctuations in SalesDegree of Operating Leverage (DOL)
Measurement of Operating LeverageFor a unique level of sales, DOL changes as sales
change.
DOLS = % Change in EBIT % Change in Sales
Unique Level of SalesUnique Level of Sales
50Operating LeverageOperating Leverage
Measurement of DOLMeasurement of DOLCalculation using per unit information:
DOLS = Q(P – V)
Q(P – V) – F
51Operating LeverageOperating Leverage
Measurement of DOLMeasurement of DOLCalculation using per unit information:
DOLS = Q(P – V)
Q(P – V) – F
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year.
Example:Example:
52Operating LeverageOperating Leverage
Measurement of DOLMeasurement of DOLCalculation using per unit information:
DOLS = Q(P – V)
Q(P – V) – F
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year.
Example:Example:
DOL3,750 units = 3,750(800 – 400) 3,750(800 – 400) – 1,000,000
53Operating LeverageOperating Leverage
Measurement of DOLMeasurement of DOLCalculation using per unit information:
DOLS = Q(P – V)
Q(P – V) – F
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year.
Example:Example:
DOL3,750 units = 3,750(800 – 400) 3,750(800 – 400) – 1,000,000
= 3 times
54Operating LeverageOperating Leverage
Measurement of DOLMeasurement of DOLCalculation using per unit information:
DOLS = Q(P – V)
Q(P – V) – F
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year.
Example:Example:
DOL3,750 units = 3,750(800 – 400) 3,750(800 – 400) – 1,000,000
= 3 times Interpretation: If sales change 1%, then EBIT will change 3% in the same direction.
Interpretation: If sales change 1%, then EBIT will change 3% in the same direction.
55Operating LeverageOperating Leverage
Measurement of DOLMeasurement of DOLCalculation using Income Statement Information
DOLS = S – VC
S – VC – F
56Operating LeverageOperating Leverage
Measurement of DOLMeasurement of DOLCalculation using Income Statement Information
DOLS = S – VC
S – VC – F
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year.
Example:Example:
57Operating LeverageOperating Leverage
Measurement of DOLMeasurement of DOLCalculation using Income Statement Information
DOLS = S – VC
S – VC – F
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year.
Example:Example: SalesSales$3,000,000
SalesSales$3,000,000x
58Operating LeverageOperating Leverage
Measurement of DOLMeasurement of DOLCalculation using Income Statement Information
DOLS = S – VC
S – VC – F
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year.
Example:Example:
Variable CostsVariable Costs$1,500,000
Variable CostsVariable Costs$1,500,000x
59Operating LeverageOperating Leverage
Measurement of DOLMeasurement of DOLCalculation using Income Statement Information
DOLS = S – VC
S – VC – F
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year.
Example:Example:
DOL3,750 units = 3,000,000 – 1,500,00 3,000,000 – 1,500,000 – 1,000,000
60Operating LeverageOperating Leverage
Measurement of DOLMeasurement of DOLCalculation using Income Statement Information
DOLS = S – VC
S – VC – F
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year.
Example:Example:
DOL3,750 units = 3,000,000 – 1,500,00 3,000,000 – 1,500,000 – 1,000,000
= 3 times
61Operating LeverageOperating Leverage
Measurement of DOLMeasurement of DOLCalculation using Income Statement Information
DOLS = S – VC
S – VC – F
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year.
Example:Example:
DOL3,750 units = 3,000,000 – 1,500,00 3,000,000 – 1,500,000 – 1,000,000
= 3 times Same Answer as beforeSame Answer as before
62Operating LeverageOperating Leverage
Degree of Operating LeverageDegree of Operating LeverageDegree of Operating Leverage is highest when the firm
is closest to break-even point--DOL falls as sales rise
Quantity DOL2,500 (QB) Undefined3,250 4.333,750 35,000 2
63Operating LeverageOperating Leverage
Degree of Operating LeverageDegree of Operating LeverageDegree of Operating Leverage is highest when the firm
is closest to break-even point--DOL falls as sales riseQuantity DOL2,500 (QB) Undefined3,250 4.333,750 35,000 2
The higher the sales level above break-even, the less EBIT (in %) changes as sales change
64Operating LeverageOperating Leverage
Degree of Operating LeverageDegree of Operating LeverageDegree of Operating Leverage is highest when the firm
is closest to break-even point--DOL falls as sales riseQuantity DOL2,500 (QB) Undefined3,250 4.333,750 35,000 2
The higher the sales level above break-even, the less EBIT(in %) changes as sales change
If Fixed Costs = $0, Degree of Operating Leverage = 1
65Financial LeverageFinancial Leverage
Degree of Financial LeverageDegree of Financial LeverageFinance a portion of the firm’s assets with securities
that have fixed financial costsDebtPreferred Stock
66Financial LeverageFinancial Leverage
Degree of Financial LeverageDegree of Financial LeverageFinance a portion of the firm’s assets with securities
that have fixed financial costsDebtPreferred Stock
Financial Leverage measures changes in earnings per share (NI) as EBIT changes.
67Financial LeverageFinancial Leverage
Degree of Financial LeverageDegree of Financial LeverageFinance a portion of the firm’s assets with securities
that have fixed financial costsDebtPreferred Stock
Financial Leverage measures changes in earnings per share as EBIT changes.
Degree of Financial Leverage (DFL) at one level of EBIT:
DFLEBIT = % Change in EPS % Change in EBIT
Unique Level of EBITUnique Level of EBIT
68Financial LeverageFinancial Leverage
DFLEBIT = EBIT EBIT – I
Measurement of DFLMeasurement of DFL
69Financial LeverageFinancial Leverage
DFLEBIT = EBIT EBIT – I
Measurement of DFLMeasurement of DFL
Total Fixed FinancingCosts
Total Fixed FinancingCosts
70Financial LeverageFinancial Leverage
DFLEBIT = EBIT EBIT – I
EBIT = $500,000Interest Charges = $200,000
Example:Example:
Measurement of DFLMeasurement of DFL
71Financial LeverageFinancial Leverage
DFLEBIT = EBIT EBIT – I
EBIT = $500,000Interest Charges = $200,000
Example:Example:
DFLEBIT=500,000 = 500,000 500,000 – 200,000
Measurement of DFLMeasurement of DFL
72Financial LeverageFinancial Leverage
DFLEBIT = EBIT EBIT – I
EBIT = $500,000Interest Charges = $200,000
Example:Example:
DFLEBIT=500,000 = 500,000 500,000 – 200,000
= 1.67 times
Measurement of DFLMeasurement of DFL
73Financial LeverageFinancial Leverage
DFLEBIT = EBIT EBIT – I
EBIT = $500,000Interest Charges = $200,000
Example:Example:
DFLEBIT=500,000 = 500,000 500,000 – 200,000
= 1.67 times
Measurement of DFLMeasurement of DFL
Interpretation: For 1% change in EBIT (from an existing level of $500,000) Earnings Per Share will change 1.67%
Interpretation: For 1% change in EBIT (from an existing level of $500,000) Earnings Per Share will change 1.67%
74DFLDFL
S - VC - FS - VC - FDFL = ---------------------DFL = --------------------- S - VC - F - IS - VC - F - I
75Combined LeverageCombined Leverage
Degree of Combined LeverageDegree of Combined LeverageMeasures changes in Earnings Per Share given
changes in Sales
76Combined LeverageCombined Leverage
Degree of Combined LeverageDegree of Combined LeverageMeasures changes in Earnings Per Share given
changes in SalesCombines both Operating and Financial Leverage
77Combined LeverageCombined Leverage
Degree of Combined LeverageDegree of Combined LeverageMeasures changes in Earnings Per Share given
changes in SalesCombines both Operating and Financial LeverageComputed for a specific level of sales
78Combined LeverageCombined Leverage
DCLS = % Change in EPS % Change in Sales
Degree of Combined LeverageDegree of Combined LeverageMeasures changes in Earnings Per Share given
changes in SalesCombines both Operating and Financial LeverageComputed for a specific level of sales
Unique Level of SalesUnique Level of Sales
79Combined LeverageCombined Leverage
DCLS = DOLS x DFLEBIT
Measurement of DCLMeasurement of DCL
80Combined LeverageCombined Leverage
DCLS = DOLS x DFLEBIT
DFLEBIT = 1.67 DOLS = 3.0
Example:Example:
Measurement of DCLMeasurement of DCL
81Combined LeverageCombined Leverage
DCLS = DOLS x DFLEBIT
DFLEBIT = 1.67 DOLS = 3.0
Example:Example:
Measurement of DCLMeasurement of DCL
DCL3,750 = 3.0 x 1.67
82Combined LeverageCombined Leverage
DCLS = DOLS x DFLEBIT
DFLEBIT = 1.67 DOLS = 3.0
Example:Example:
= 5.0 times
Measurement of DCLMeasurement of DCL
DCL3,750 = 3.0 x 1.67
83Combined LeverageCombined Leverage
DCLS = DOLS x DFLEBIT
DFLEBIT = 1.67 DOLS = 3.0
Example:Example:
= 5.0 times
Measurement of DCLMeasurement of DCL
Interpretation: When sales change 1%, Earnings Per Share (NI) will change 5.0%
Interpretation: When sales change 1%, Earnings Per Share (NI) will change 5.0%
DCL3,750 = 3.0 x 1.67
84Combined LeverageCombined Leverage
DCLS =
Measurement of DCL--Alternative ComputationMeasurement of DCL--Alternative Computation
Q(P – V) Q(P – V) – F – I
85Combined LeverageCombined Leverage
DCLS =
Measurement of DCL--Alternative ComputationMeasurement of DCL--Alternative Computation
Q(P – V) Q(P – V) – F – I
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year
Interest = $200,000 per year
Example:Example:
86Combined LeverageCombined Leverage
DCLS =
Measurement of DCL--Alternative ComputationMeasurement of DCL--Alternative Computation
Q(P – V) Q(P – V) – F – I
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year
Interest = $200,000 per year
Example:Example:
DCLS = 3,750(800 – 400) 3,750(800 – 400) – 1,000,000 – 200,000
87Combined LeverageCombined Leverage
DCLS =
Measurement of DCL--Alternative ComputationMeasurement of DCL--Alternative Computation
Q(P – V) Q(P – V) – F – I
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year
Interest = $200,000 per year
Example:Example:
DCLS = 3,750(800 – 400) 3,750(800 – 400) – 1,000,000 – 200,000
= 5 times
88Combined LeverageCombined Leverage
DCLS =
Measurement of DCL--Alternative ComputationMeasurement of DCL--Alternative Computation
Interpretation: When sales change 1%, Earnings Per Share will change 5.0%
Interpretation: When sales change 1%, Earnings Per Share will change 5.0%
Q(P – V) Q(P – V) – F – I
Q = 3,750 unitsPrice = $800 per unit
Variable costs = $400 per unit Fixed Costs = $1,000,000 per year
Interest = $200,000 per year
Example:Example:
DCLS = 3,750(800 – 400) 3,750(800 – 400) – 1,000,000 – 200,000
= 5 times
89
S - VC - FS - VC - FDCLDCLSS = --------------------- = ---------------------
S - VC - F - IS - VC - F - I
Combined Leverage
Measurement of DCL--Alternative Computation-Measurement of DCL--Alternative Computation- Using income statement.Using income statement.