GEMBA 510 C. W. Haley
Winter 2002 357 Mackenzie
Financial Aspects of Global Strategy
thText: R. Higgins, Analysis For Financial Management, 6 Ed. Plus selected
chapters from Shapiro, International Financial Management.
This series of classes deals with several problems in the financial aspects of global business strategy—planning the cash needed to implement business and corporate strategies, the analysis of investment opportunities both domestic and foreign, business valuation, managing currency risk, and other problems arising in cross-border transactions. The specific topics are shown with each daily assignment. The objectives are to provide the basic financial concepts needed by senior executives in a multinational firm and to provide some practice in assessing analyses prepared by others.
The course is built around a series of case problems which are in the course packet. The case method is the ideal way to study the topics addressed here because existing theory is often very difficult to apply. The best way to learn the material, therefore, is to examine practical problems to better understand the nature of the problems and to master the logic by which alternative policies can be evaluated. The classes build and rely on the finance course taught earlier at Yonsei University and in conjunction with the current course you are taking from Debra Glassman. You may find the texts used in those courses useful in dealing with the problems here.
The reading assignments are intended to be helpful, but may not provide a “solution” to the problem or problems posed in the case. Daily class preparation is essential for obtaining the maximum benefit from this course. It is not expected that students have the "right" answer coming into class, but that everyone is prepared to participate in an informed class discussion. It is highly recommended that you discuss the case in your study group in advance of class. There are Excel spreadsheets available on my web page (us.badm.washington.edu/haley) under GEMBA which will be helpful (or essential) for many of the assignments.
Grading: Class discussion and participation 35%
Written assignments 55%
Team negotiation exercise 10%
SECTION I – Basic Concepts
1. 1/7 Introduction: Evaluating Corporate and Business Strategies
Background Reading: Higgins. Ch 9 (Review contents but don’t study, it will be assigned again later in the course.)
Prepare: MRC, Inc
a. What are the key elements of MRC's corporate strategy?
b. How would MRC's strategic interests be advanced by acquisition of ARI?
c. Describe the business strategy for ARI that is implied by the cash flow
forecasts of Exhibits 6 and 8. What problems do you foresee in
managing ARI in a manner consistent with these forecasts of its future
d. The appendix describes the capital budgeting process at MRC. How
does the company evaluate capital investments? What criteria does
management use? How important is managerial judgement in the
e. Do you foresee any problems for MRC management if ARI is acquired?
f. What do you recommend that MRC do with respect to the ARI
2. 1/9 Introduction to Planning and Forcasting
Background Reading: Higgins Chapter 2
3. 1/14 Planning and Financing Imports
Background Reading: Chapter 14 from Global Business included in the course
Prepare: FL Imports, Ltd.
a. Assume that Francine expects to achieve sales of $200,000 per month if she
expands into Eastern Canada and the cost of her overseas purchases is
60% of sales. What would be the size of the L/C line that she would need?
b. If she will have operating expenses of $25,000 per month, including wages,
rent, etc. at this level of sales, how much cash from some source will be
needed to start up this business?
c. If she has no significant amount of her own money to invest in this business,
do you think a bank would support her?
d. What would you do in her shoes?
4. 1/16 Cash Flows and Investment Decisions
Background Reading: Higgins, Ch 7
Prepare: Antron Corporation
a. Analyze the banana starch investment proposal for Antron making
whatever assumptions you feel are appropriate.
b. What are the strategic implications for the Crantwell Division of not
making the investment? If you were Crantwell management, how would
you feel about a rejection of the proposal? Are there any elements to
this decision that have not been addressed?
c. Should Eric Serrano approve the banana starch project? If not, how
should he communicate the decision to Crantwell Division management?
5. 1/21 Holiday
6. 1/23 Economic Assumptions in Investment Decisions
Prepare: Alco, Inc.
Evaluate and make a recommendation regarding each of the two problems faced by Mark Chen.
a. With respect to the choice of stamping press, what are you assuming
about the need for stamping press capacity over the next 10 years? b. With respect to the choice of extrusion press, precisely what is the
advantage of the 8 inch press over the 4 inch press? Is there a strategic
c. In your judgment, how does the risk of the incremental cash flows
provided by the 8 inch press compare with the risk of the cash flows from
the 4 inch press?
d. How does the risk of the cash flows from the 4 inch extrusion press
compare with the risk of the cash flows from the Stanford stamping press? e. What does all this imply about the potential for errors in the evaluation of
these investment options? What could you do about it if you were Mark
Chen? Are we missing something here?
SECTION II – Valuation and Strategic Investments
7. 1/28 Relevant Cash Flows and Strategic Considerations
Prepare: Empirical Chemicals Ltd. (A): The Merseyside Project
Take the position of a senior manager in this company.
a. How do the "concerns" expressed by the various groups in the situation
affect the desirability of this project?
b. What changes would you make in Hawkin's analysis?
c. Are there strategic considerations in this project that need to be
addressed? How would the project affect the ranking of Merseyside in
8. 1/30 Discount Rates, Cash Flows, and Valuation
Background Reading: Higgins, pages 273-296
Prepare: The Ertsberg Project
a. Review the history, financing, and operating characteristics of the Ertsberg
project. Why is Freeport interested in this project? What is the corporate
b. If Freeport invested $120 million in this project as an “ordinary business
investment” without all the complicated legal and financial arrangements,
how risky would this be for the company? What are the major sources of
c. How has the actual structure (separate subsidiary, etc.) of the project
affected the risk to Freeport? How does the structure affect the risk to the
d. Looking at the four “Approaches” to analysis, which one seems to be the
best method of evaluating the value of this project to Freeport? Why do you
e. Look at Exhibits 4 and 9. What do they tell you about the project? Are
there any other factors that should be considered? If you were a member of
Freeport’s senior management, is there any additional analysis that you
would like to have done?
f. Do you see any differences between valuing the Ertsberg Project and
valuing a business?
g. Should Freeport undertake the Ertsberg project?
9. 2/4 Business Valuation and Terminal Values:
Background Reading: “Note on VC Valuation” handout
Prepare: Rocky Mountain Advanced Genome
a. If a particular method is useful for estimating the terminal value, why not
use it for estimating current (today’s) value?
b. What role does “exit strategy” play in valuation by an investor like Big
c. Where did the 90% figure come from? What is its significance? If
RMAG needs another round of financing, how does this affect Big Sur’s
d. What counter-offer should Kate McGraw make?
10. 2/6 Estimating a Corporate Cost of Capital
Background Reading: “Best Practices” handout.
Prepare: Proctor and Gamble: Cost of Capital
a. Critically evaluate Mary Shiller's analysis.
b. Evaluate each of the six points in Ron Emory's memo to Mary Shiller.
; Does it make sense to look at companies other than P&G? Why?
; Is Emory's method of computing yield to maturity correct?
; What is your opinion of other ke methods relative to CAPM?
; Should the cost of retained earnings be part of the cost of capital?
; Is anything lost if Mary's recommendation is written in terms of IRR rather
; Since Clorox has less leverage than P&G, would you expect that its cost
of capital to be higher or lower than P&G's? Why?
c. Based on your assessment of these points, what is your estimate of
P&G's cost of capital.
d. What is your estimate of Clorox's cost of capital?
11. 2/11 Valuing an Acquisition Candidate
Background Reading: H. Ch 9
Prepare: Cooper Industries, Inc
Please provide a written answer to Part C only—2-3 pages plus exhibits (15%).
a. How would you describe Cooper’s corporate strategy? Does Nicholson File
fit the strategy? What is your opinion of the strategy in general?
b. Given the situation in May 1972, (Porter and VLN offers), should Cooper
make a serious effort to acquire Nicholson File? Precisely what are the
financial benefits to be derived from owning Nicholson?
c. What is the maximum price per share of Nicholson, Cooper should be
willing to pay to acquire 100% of the outstanding stock? What business
strategy are you assuming for your analysis here?
d. If you plan to make an offer, what is the amount and what form will your
offer take (cash, common stock, or ???)?
In May 1972, the following interest rates were in effect:
US Treasury bills-3.7%, US Treasury bonds-6.1%, Aaa corporate bonds-7.3%, Baa corporate bond-8.23%, high grade preferred stock-6.90%.
Cooper Industries common stock had an estimated beta of 1.17, Nicholson File had an
estimated beta of 0.80.
12. 2/13 Valuing a Business for an IPO
Prepare: Chromos Molecular Systems, Inc
As Jaysen Smalley, what value range would you present to Peter Hoffman on
Monday morning? How was this derived?
13. 2/18 Holiday
SECTION III – Problems in Cross-border Transactions
14. 2/20 Using DCF Analysis to Evaluate Marketing Strategies
Prepare: Glaxo Italia SpA: The Zinnat Marketing Decision
a. What are the relative advantages and disadvantages of co-marketing
arrangements versus direct sales? Why is Glaxo considering co-
b. Critically evaluate Glaxo’s decision-making criteria regarding marketing
strategies (payback and internal rate of return). How would you compare
these with the net present value approach?
c. Evaluate the forecasts. Are all relevant cash flows present? Are the
assumptions reasonable? What causes the differences between the two
strategies? Does the difference in tax rates between Italy and the UK
affect the decision?
d. What would you recommend?
15. 2/25 Financial Risks in Imports
Background Reading: “Chapter 6 Transaction Exposure”
Prepare: Merton Electonics
a. What is currency risk exposure and how is it measured?
b. What are the costs and risks associated with each of the hedging
methods described in the case—forward contracts, money-market
transactions, futures, and options?
c. What happens if the company hedges a particular transaction and later
finds out that the period or amount at risk has changed?
d. In Merton’s situation, when should a transaction be hedged—at the time
the order is placed, when the goods and invoice is received, or when
budgets or operating plans are prepared? Should all the identified
exposure be hedged or only part of it?
e. In your opinion, under what circumstances should a non-financial
company try to make money from exchange rate movements—speculate,
trade, or take views?
16. 2/27 Valuation, Exports, and Economic Exposure
Background Reading: Shapiro Chapters 10,11
Prepare: Jaguar plc, 1984
a. Consider Jaguar’s exchange rate exposures. Do they appear to be
b. To which currencies is Jaguar exposed? What are the sources of these
c. How would the company be affected by a 25% decline in the value of the
dollar? (There is a spreadsheet available to help you answer this question.)
d. How should Jaguar’s shares be priced?
17. 3/4 Using Exchange Rate Models
Jaguar VAR assignment due (15 %). See Course Package for details.
Background Reading: Shapiro Chapter 7
18. 3/6 International Capital Investment Analysis
Background Reading: Shapiro Pages 718-734
Prepare: MSDI- Alcala de Henares, Spain
Notes: Assume that Merck’s cost of capital, measured in US dollars, is 15%.
Selected long-term interest rates in June, 1987 are
US Government Bonds ($) 8.63%
Spanish Government Bonds (Pts) 13.20%
High-grade US Corporate Debt ($) 9.50-10.00%
a. Compute the net present value of the photoelectric inspection equipment in
pesetas using a peseta discount rate.
b. Compute the NPV of the equipment in dollars by translating expected future
peseta cash flows at expected future spot exchange rates.
c. How and why do the two NPVs differ? Which one would you recommend
that Merck use to evaluate this project? Why?
d. How sensitive is the NPV of the equipment to changes in the peseta/dollar
exchange rate? What happens to the NPV if the Spanish inflation rate is
assumed to be 8% per year while the US inflation rate is assumed to remain
at 4% per year?
e. Is this project riskier because of its location? What are the sources of any
f. Are there any strategic issues here? Is there a potential for conflicting views
between Merck headquarters staff and MSDI management?
g. Should headquarters approve the equipment purchase?
19. 3/11 Estimating the Cost of Capital for International Business Valuation
Prepare: Paginas Amarelas
a. Develop cost of capital estimates for Paginas Amarelas' ("yellow pages")
operations in each country.
b. As Juan Lopez, what values would you recommend to Brasil
20. 3/13 Joint Ventures and Financing Foreign Subsidiaries
Background Reading: Shapiro Pages 578-81 and Appendix 20A
Written Case Assignment: The Nordesclor JV
(Handout, 4-6 pages plus exhibits, 25%)
Take the role of Bill Schmitt and prepare a report containing an analysis and recommendations for the Nordesclor joint venture with Votorantim. Include a recommendation regarding the preferred method of financing the joint venture if it were undertaken. The report is to be provided to Olin’s Board of Directors in advance of his presentation to them. Bill is sure that the board will have questions about whatever analysis and recommendations he comes up with; but having a solid report going in would help avoid a lot of them.
A member of Bill’s staff has developed an analysis of the joint venture (Nordesclor JV Analysis.xls) which showed decent expected returns on Olin’s investment in the project relative
to Olin’s corporate cost of capital estimated at 11%. The analysis looked at both direct investment by Olin with repatriation of dividends and using a government loan program. The possibility of using some form of debt-equity swap was not considered in this analysis, but a swap could significantly reduce Olin’s investment and therefore increase the expected rate of return to Olin.
Other issues facing Bill include the underlying economic assumptions in the analysis such as the assumption that the changes in the cruzado/$US exchange rate would offset inflation in Brazil. All analysis was done in $US. In addition, it was not clear that repatriation of dividends to Olin was an appropriate assumption. What would actually happen to Olin’s share of the
cash generated by the joint venture depended on future investment opportunities in Brazil and foreign exchange management decisions made by Olin’s treasury department.
Apart from the financial issues, there were also the normal concerns associated with the project—the joint venture partner, the HTH market, production issues, and the supply of raw materials. This would be the first significant investment in Brazil for Olin and Bill Schmitt would have a personal stake in its success or failure. Nordesclor could become a stepping-stone to future opportunities in Latin America or end up as a drag on International Operations.
21/22. 3/16 Merger and Acquisition Negotiation
The assignments for these class sessions will be distributed on March 13. The
exercise will take the entire day starting at 9:00.