Module04Week2Tutorial.doc

August 2003FIN2101 BUSINESS FINANCE IIMODULE 4 WORKING CAPITAL MANAGEMENT(Week 2)QUESTION 1Undercounter Wholesalers Ltd currently sells entirely on a cash basis. Undercounters management is considering introducing credit sales with discounts to attract new customers. The company is considering two alternative options. The first is offering discount terms of 2.5/30, n/60. It is estimated this would increase sales by $500 000 and 30% of these would take advantage of the discount. The second option is discount terms of 10/30, n/60, a policy which would increase sales by $600 000 with 50% of these customers taking the discount. The variable cost of sales is 75% of sales. The companys required rate of return on all accounts receivable is 1% per month. Undercounters existing customers will not seek the credit terms.Using the NPV approach, advise Undercounter as to which discount policy it should adopt.QUESTION 2Starlight Industries Ltd has to date been a cash only company. Management is concerned, however, that sales are slipping and is contemplating a move to offer credit in an effort to boost sales. At the moment sales are $1 500 000 per annum and it is anticipated that sales will increase to $2 250 000 per annum if credit is offered. The firms accountant has prepared the following schedule for the payment of accounts by all customers (new and existing):- 1 month from the time of sale - 35%- 2 months from the time of sale - 25%- 3 months from the time of sale - 35%The remaining 5% of sales will result in bad debts which will not be collected.The variable cost of sales is 75% of sales and these costs are paid at the same time that sales are made. Starlights cost of capital is 1.25% per month.Using the NPV approach, advise management whether the company should proceed with the proposal to offer credit terms.QUESTION 3In order to increase sales from their present annual level of $240 000, the Heap Corporation is considering a more liberal credit policy. Currently the firm has an average collection period of thirty (30) days. However, it is believed that as the collection period is lengthened, sales will increase by the following amounts:CreditPolicyIncrease in Average Collection PeriodIncrease inSalesA15 days$10 000B30 days$15 000C45 days$17 000Note: Increases in sales are cumulative, not incremental, ie adopting policy B will increase sales by another $5 000 (from $10 000 to $15 000), while moving from policy B to policy C will increase sales by a further $2 000 (from $15 000 to $17 000)The firm has the following cost pattern at present:Price of the only product manufactured$1.00Variable costs per unit$0.60Required:(a)If the firm requires a pre-tax return on investment of 20%, which credit policy should be pursued? Assume a 360-day year.(b)The firms current bad debt loss is 1% of sales. The company has estimated that the following pattern of bad debts will prevail if it initiates more liberal credit terms:Increase in ACPBad Debts15 days3%30 days6%45 days10%Given the other assumptions made, which credit policy should be pursued?QUESTION 4Each month, Jumbo Pty Ltd sells 10 000 units at $25 per unit. The marginal cost of producing each unit is $15. At present all of Jumbos sales are made on a strict cash only basis. Jumbos manager believes that the cash only policy has led to many sales being lost as there have been a number of inquiries concerning the possibility of credit sales. Jumbos manager estimates that a credit policy of 1/30, n/60 could increase sales by 1 000 units per month, of which 500 would be paid for at the end of month 1 and 400 would be paid for at the end of month 2. Of the remaining 100 units, 70 are expected to be paid for a month late and 30 are expected to be bad debts. Administration and collection costs are estimated to be $250 (month 0), $100 (month 1), $100 (month 2) and $150 (month 3).However, it is expected that some existing customers will also seek credit in order to obtain the discount offered. This is likely to affect the sale of 600 units, with the buyers of the remaining 9 400 units expected to continue to pay cash. Administration costs are estimated to be $150 (month 0) and $60 (month 1).Jumbos required rate of return is 1.5% per month.Should Jumbo adopt the proposed credit arrangements?FIN2101 BUSINESS FINANCE IISOLUTIONS TO TUTORIAL QUESTIONSMODULE 4 WORKING CAPITAL MANAGEMENT(Week 2)QUESTION 1(a)OPTION 1OPTION 2Conclusion:Adopt Option 1 (2.5/30, n/60) as it has the higher NPV.QUESTION 21.The NPV of the existing cash only policy is:=$1 500 000 - $1 125 000=$375 0002.NPV of the proposed credit policy is:3.The NPV of the credit policy the NPV of the cash only” policy, therefore proceed with the proposed change.ALTERNATIVE SOLUTIONtD SalesD CostsNCFPVIF 1.25%PresentValue0-1 500 000*-562 500*-2 062 5001-2 062 5001787 500787 5000.987654777 7782562 500562 5000.975461548 6973787 500787 5000.963418758 692NPV = $22 667#*Current cash sales now foregone.*75% of additional sales.#$22 667 is equal to $397 667 - $375 000.QUESTION 3(a)To AA to BB to C1. Marginal profit from additional sales(New sales x profit margin)4 000(10 000 0.4)2 000(5 000 0.4)800(2 000 0.4)2. Beginning level of receivables(Sales/(360/A.C.P.)20 000(240 000/(360/30)31 250(250 000/(360/45)42 500(255 000/(360/60)3. New average level of receivables(New sales/(360/New A.C.P.)31 250(250 000/(360/45)42 500(255 000/(360/60)53 542(257 000/(360/75)4. Additional receivables(3. - 2.)11 250(31 250 - 20 000)11 250(42 500 - 31 250)11 042(53 542 - 42 500)5. Additional investment in receivables(4. x variable cost %)6 750(11 250 0.6)6 750(11 250 0.6)6 625(11 042 0.6)6. Required return on additional investment(5. x required rate of return)1 350(6 750 0.2)1 350(6 750 0.2)1 325(6 625 0.2)7. Net position(1. - 6.)+2 650(4 000 - 1 350)+650(2 000 - 1 350)-525(800 - 1 325)Conclusion:It is worthwhile extending the average collection period by 30 days to 60 days (Plan B) but not beyond that point.QUESTION 3(Continued)(b)It is possible to use the incremental approach in answering this part of the question. However, given that Options A and B are the only policies that are viable, we can restrict ourselves to these policies.To AA to B1. Previous net position (see Part (a)2 6506502. Current bad debt loss(Bad debts % x sales)2 400(0.01 240 000)7 500(0.03 250 000)3. New bad debt loss(New bad debts % x new sales)7 500(0.03 250 000)15 300(0.06 255 000)4. Increase in bad debts(3. - 2.)5 100(7 500 - 2 400)7 800(15 300 - 7 500)5. Revised net position(1. - 4.)-2 450(2 650 - 5 100)-7 150(650 - 7 800)Conclusion:When bad debts are taken into consideration, the firm should maintain its existing policy.QUESTION 4The incremental net cash flows are shown in the table below. Inflows are shown as a