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Financial Management-UPES-1-J13

Financial Management-UPES-1-J13

Section A (20 Marks)

Write short notes on any four of the following:

  1. Scrip dividend
  2. Concept of profit maximization as one of the objective of airlines
  3. Venture management
  4. Combined leverage
  5. Modiglani Miller Approach


Section B (30 marks)

(Attempt any three)

  1. Determine the earnings per share (EPS) of an Airlines company, which the opening profit (EBIT) of Rs. 1,60,000.  Its capital structure consists of the following securities :


            10%     Debentures                              Rs. 5,00,000

            12%     Preference shares                    Rs. 1,00,000

            Equity shares of Rs. 100                     Rs. 4,00,000

            The company is in the 55% tax bracket


i)          Determine the company's EPS

ii)         Determine the percentage change in EPS associated with 30% increase and 30%  decrease in EBIT

iii)        Determine the degree of financial leverage.

2.      VS Avaiation International Ltd., has a capital structure (all equity) comprising of Rs. 5,00,000 each share of Rs. 10.  The firm wants to raise an additional Rs. 2,50,000 for expansion project. The firm has the following four alternative financial plans I, II, III and IV.  If The firm is able to earn an operating profit at Rs. 80,000 after additional investment and 50 per cent tax rate. Calculate EPS for all four alternatives and select the preferable financial plan. Financial plans

a)      Raise the entire amount in the form of equity capital.

b)      Raise 50 per cent as equity capital and 50 per cent as 10 per cent debt capital.

c)      Raise the entire amount as 12 per cent debentures.

d)     Raise 50 per cent equity capital and 50 per cent preference share capital at 10 per cent.

  1. Mr. Marin provides the following information, from the same compute his expected return and standard deviation and variance.

Events                                1                      2                      3                      4           

Probability                       .20                   .40                   .30                   .10

Return (%)                      –10                    25                    20                    10


4.       Jet Airways (India) Ltd’s capital structure consists of an ordinary share capital of Rs. 10,00,000 (shares of Rs. 10 face value) and Rs. 10,00,000 or 20 per cent. Debentures sales increased by 25 per cent from 2,00,000  to 2,50,000 units, Rs. 10 is the selling price per unit, Rs. 6 is the variable cost per unit, and Rs. 2,50,000 are fixed expenses. The companies tax rate is 50 per cent. You are required to calculate the following:

(a)  The percentage increase in EPS

(b)  The degree of operating leverage at 2,00,000 and 2,50,000 units,

(c)  The degree of financial leverage at 2,00,000 and 2,50,000 units


Section C (50 marks)

(Attempt all questions. Every question carries 10 marks)

Read the case “Mavis Machine shop” and answer the following questions:

Mavis Machine shop

The case is set in an metalworking shop in West Virginia, one of whose products is drill bits for oil exploration. The time is 1980, in the midst of an oil drilling boom resulting from the oil crises of 1974 and 1979.

Early in 1980, Tom Mavis, President of Mavis Machine shop was considering a project to modernize his plant facilities. The company operated out of a large converted warehouse in Salem, West Virginia. It produced machinery or assorted machined metal parts for the oil and gas drilling and production industry in the surrounding area. One of Mavis major customer was  Buckeye Drilling, Inc., which purchased specialized drill bits and replacement parts for its operations. Mavis had negotiated an annual contract with Buckeye to supply its drill bit requirements and related spare parts in each of the past 8 years. In 1978 and 1979 the requirements had been about 8,400 bits per year. All Buckeye’s rigs were busy. Mavis knew, there were 30 rigs operating in the state and that it had resin up from 17 in 1972. Wells drilled was up even more, from 679 in 1972 to 1,474 last year.

The arrangement of the machine shop included four large manual lathes currently devoted to the Buckeye business. Each lathe was operated by a skilled worker, and each bit required mechanical keep. Mavis was considering replacing these manual lathes with an automatic machine, capable of performing all four machinery operations necessary for a drill bit. This machine would produce drill bits at the same rate as the four existing lathes, and would only require one operator. Instead of skill in metalworking, the job would now involve more skill in computerized automation.

The four existing manual lathes were 3 years old and had cost a total of $590,000. Together they produced 8,400 drill bits on a two-shift, 5-day/week basis. The useful life of these lathes, calculated on a two-shift/day, 5 day/week basis, was estimated to be 15 years. The salvage value at the end of their useful life was estimated to be $5,000 each. Depreciation of $114,000 had been accumulated on the four lathes. Cash for the purchase of these lathes had been partially supplied by a 10-year, unsecured, 10% bank loan, of which $180,000 was still outstanding. The best estimate of the current selling price of the four lathes in their present condition was $240,000, after dismantling and removal costs. The loss from the sale would be deductible for tax purposes, resulting in a tax savings of 46% of the loss.

The automatic machine being considered needed only one skilled operator to feed in raw castings, observe functioning, and make necessary adjustments. It would have an output of 8,400 drill its annually on a two-shift, 5 –day basis. As it would be specially built by a machine tool manufacturer, there was no catalogue price. The cost was estimated to be $680,000, delivered and installed, the useful life would be 15 years. Using a 12-year life (the remaining life of the current lathes). The estimated salvage value would be 10% of the cost.

The automatic lathe was first introduced in1975 at a cost of $ 750,000. It was expected that as the manufacturing techniques became more generally familiar, the price would continue to drop over the next few years. This price decline was in stark contrast to the inflation in oil services products and supplies which was 18% in both, 1978 and 1979.

A study prepared by the cost accountant to help decide, what action to take, showed the  following information. The direct labour rate for lathe operations was $10 per hour including fringe benefits. Pay rates for operators would not change as a result of machining changes. The new machine would use less floor space, which would save $15,000 annually on the allocated charges for square footage of space used, although the layout of the plant was such that the left space unoccupied would be difficult to utilize and no other use was planned. Miscellaneous cash expenses for supplies, maintenance, and power would be $20,000 less per year, if the automatic machine were used. The purchase price was subject to 10% investment tax credit that did not reduce the depreciable cost.


  1. Summarize the net cash flows for the proposed project.
  2. For the project, calculate the internal rate of return, the accounting rate of return, the payback period, the net present value and the profitability index.
  3. What qualitative factors should be considered in evaluating this project?
  4. What decision would you recommend?
  5. What you infer from the case?
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