Brigham Financial Management Pdf

• Financial Management
• Fundamentals Of Financial Management Bri…

Financial management: theory & practice, 14th edition solutions manual and test bank by eugene f. Brigham michael c. Ehrhardt
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SOLUTIONS TO END-OF-CHAPTER PROBLEMS

Cash	Accounts payable
Inventory	Accruals
Accounts receivable	Total CL
Total CA	Debt
Net fixed assets	Common stock
	Retained earnings
Total assets	Total L & E

Financial Management

The statement of cash needs tells us how much cash the firm will require during some future period, generally a month or a year.

The four most important financial statements provided in the annual report are the balance sheet, income statement, cash budget, and the statement of stockholders' equity.

The balance sheet gives us a picture of the firm's financial position at a point in time.

The income statement gives us a picture of the firm's financial position at a point in time.

The statement of cash flows tells us how much cash the firm has in the form of currency and demand deposits.

A typical industrial company's balance sheet lists the firm's assets that will be converted to cash first, and then goes on down to list the firm's longest lived assets last.

The balance sheet for a given year, say 2012, is designed to give us an idea of what happened to the firm during that year.

The balance sheet for a given year, say 2012, tells us how much money the company earned during that year.

The difference between the total assets reported on the balance sheet and the debts reported on this statement tells us the current market value of the stockholders' equity, assuming the statements are prepared in accordance with generally accepted accounting principles (GAAP).

For most companies, the market value of the stock equals the book value of the stock as reported on the balance sheet.

The company purchases a new piece of equipment.

The company repurchases common stock.

The company pays a dividend.

The company issues new common stock.

The company gives customers more time to pay their bills.

Short-term, highly liquid, marketable securities.

Accounts receivable.

Inventory.

Bonds.

Cash.

Accrued payroll taxes.

Accounts payable.

Short-term notes payable to the bank.

Accrued wages.

Cost of goods sold.

Fundamentals Of Financial Management Bri…

The income statement for a given year, say 2012, is designed to give us an idea of how much the firm earned during that year.

The focal point of the income statement is the cash account, because that account cannot be manipulated by 'accounting tricks.'

The reported income of two otherwise identical firms cannot be manipulated by different accounting procedures provided the firms follow Generally Accepted Accounting Principles (GAAP).

The reported income of two otherwise identical firms must be identical if the firms are publicly owned, provided they follow procedures that are permitted by the Securities and Exchange Commission (SEC).

If a firm follows Generally Accepted Accounting Principles (GAAP), then its reported net income will be identical to its reported net cash flow.

Assets:	2012
$ 200,000
Accounts receivable	700,000
2,000,000
Total current assets	$2,270,000
6,000,000
Total assets	$7,870,000
Liabilities and equity:
$1,400,000
Notes payable	1,800,000
$3,000,000
Long-term debt	2,400,000
3,000,000
Retained earnings	580,000
$3,664,000
Total liabilities and equity	$7,870,000

Wolken increased its short-term bank debt in 2013.

Wolken issued long-term debt in 2013.

Wolken issued new common stock in 2013.

Wolken repurchased some common stock in 2013.

Wolken had negative net income in 2013.

Dividends could have been paid in 2013, but they would have had to equal the earnings for the year.

If the company lost money in 2013, they must have paid dividends.

The company must have had zero net income in 2013.

The company must have paid out half of its earnings as dividends.

The company must have paid no dividends in 2013.

Book Description

Publication Date: January 28, 2013 ISBN-10: 1111972206 ISBN-13: 978-1111972202 Edition: 14
Any suggestions for copywriter or provide generic description of the product to be used for the Internet or non-channel specific applications. NOTE: If you have a book only version for this product, it is imperative that you provide a description that does not include any references to package elements. Striking a balance between solid financial theory and practical applications, Brigham/Ehrhardt's FINANCIAL MANAGEMENT: THEORY AND PRACTICE, 14e gives readers a thorough understanding of the essential concepts they need to develop and implement effective financial strategies. The book begins with a presentation of corporate finance fundamentals before progressing to discussions of specific techniques that are used to maximize the value of a firm. It also thoroughly explores the recent financial and economic crises and the role of finance in the business world and in readers' personal lives. With its relevant and engaging presentation, cutting-edge coverage, and numerous examples, FINANCIAL MANAGEMENT help readers become First in Finance.
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Book Preface

For many companies, the decision would have been an easy “yes.” However, Ben & Jerry’s Homemade Inc. has always taken pride in doing things differently. Its profits had been declining, but in 1995 the company was offered an opportunity to sell its premium ice cream in the lucrative Japanese market. However, Ben & Jerry’s turned down the business because the Japanese firm that would have distributed their product had failed to develop a reputation for promoting social causes! Robert Holland Jr., Ben & Jerry’s CEO at the time, commented that, “The only reason to take the opportunity was to make money.” Clearly, Holland, who resigned from the company in late1996, thought there was more to running a business than just making money.

The company’s cofounders, Ben Cohen and Jerry Greenfield, opened the first Ben & Jerry’s ice cream shop in 1978 in a vacant Vermont gas station with just $12,000 of capital plus a commitment to run the business in a manner consistent with their underlying values. Even though it is more expensive, the company only buys milk and cream from small local farms in Vermont. In addition, 7.5 percent of the company’s before-tax income is donated to charity, and each of the company’s 750 employees receives three free pints of ice cream each day.

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Many argue that Ben & Jerry’s philosophy and commitment to social causes compromises its ability to make money. For example, in a recent article in Fortune magazine, Alex Taylor III commented that, “Operating a business is tough enough. Once you add social goals to the demands of serving customers, making a profit, and returning value to shareholders, you tie yourself up in knots.”

Ben & Jerry’s financial performance has had its ups and downs. While the company’s stock grew by leaps and bounds through the early 1990s, problems began to arise in 1993. These problems included increased competition in the premium ice cream market, along with a leveling off of sales in that market, plus their own inefficiencies and sloppy, haphazard product development strategy.

The company lost money for the first time in 1994, and as a result, Ben Cohen stepped down as CEO. Bob Holland, a former consultant for McKinsey & Co. with a reputation as a turnaround specialist, was tapped as Cohen’s replacement. The company’s stock price rebounded in 1995, as the market responded positively to the steps made by Holland to right the company. The stock price, however, floundered toward the end of 1996, following Holland’s resignation.

Over the last few years, Ben & Jerry’s has had a new resurgence. Holland’s replacement, Perry Odak, has done a number of things to improve the company’s financial performance, and its reputation among Wall Street’s analysts and institutional investors has benefited. Odak quickly brought in a new management team to rework the company’s production and sales operations, and he aggressively opened new stores and franchises both in the United States and abroad.

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