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Solution Manual for Corporate Finance Core Principles and Applications 6th Edition by Stephen Ross, Randolph Westerfield, Jeffrey Jaffe, Bradford Jordan $7.99
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Solution Manual for Corporate Finance Core Principles and Applications 6th Edition by Stephen Ross, Randolph Westerfield, Jeffrey Jaffe, Bradford Jordan

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Solution Manual for Corporate Finance Core Principles and Applications 6th Edition by Stephen Ross, Randolph Westerfield, Jeffrey Jaffe, Bradford Jordan

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  • August 6, 2023
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  • 2023/2024
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End of Chapter Solutions Corporate Finance: Principles and Applications 6th edition Ross, Westerfield, Jaffe, and Jordan 09-29-2020 Prepared by Brad Jordan University of Kentucky Joe Smolira Belmont University CHAPTER 1 INTRODUCTION TO CORPORATE FINANCE Answers to Concept Questions 1. The three basic forms are sole proprietorships, partnerships, and corporations. Some disadvantages of sole proprietorships and partnerships are: unlimited liability, limited life, difficulty in transferring ownership, and hard to raise capital funds. Some advantages are: simpl icity, less regulation, the owners are also the managers, and sometimes personal tax rates are better than corporate tax rates. The primary disadvantage of the corporate form is the double taxation to shareholders on distributed earnings and dividends. Some advan tages include: limited liability, ease of transferability, ability to raise capital, and unlimited life. When a business is started, most take the form of a sole proprietorship or partnership because of the relative simplicity of starting these forms of bu sinesses. 2. To maximize the current market value (share price) of the equity of the firm (whether it‘s publicly traded or not). 3. In the corporate form of ownership, the shareholders are the owners of the firm. The shareholders elect the directors of t he corporation, who in turn appoint the firm‘s management. This separation of ownership from control in the corporate form of organization is what causes agency problems to exist. Management may act in its own or someone else‘s best interests, rather than those of the shareholders. If such events occur, they may contradict the goal of maximizing the share price of the equity of the firm. 4. Such organizations frequently pursue social or political missions, so many different goals are conceivable. One goal that is often cited is revenue minimization; i.e., provide whatever goods and services are offered at the lowest possible cost to society. A better approach might be to observe that even a not -for-profit business has equity. Thus, one answer is that the ap propriate goal is to maximize the value of the equity. 5. Presumably, the current stock value reflects the risk, timing, and magnitude of all future cash flows, both short -term and long-term. If this is correct, then the statement is false. 6. An argumen t can be made either way. At the one extreme, we could argue that in a market economy, all these things are priced. T hus, t here is an optimal level of, for example, unethical and/or illegal behavior, and the framework of stock valuation explicitly includes these. At the other extreme, we could argue that these are non -economic phenomena and are best handled through the political process. A classic (and highly relevant) thought question that illustrates this debate goes something like this: ―A firm has estim ated that the cost of improving the safety of one of its products is $30 million. However, the firm believes that improving the safety of the product will only save $20 million in product liability claims. What should the firm do?‖ 7. The goal will be the same, but the best course of action toward that goal may be different because of differing social, political, and economic institutions. CHAPTER 1 B -2 8. The goal of management should be to maximize the share price for the current shareholders. If management believes that it can improve the profitability of the firm so that the share price will exceed $35, then they should fight the offer from the outside company. If management believes that this bidder or other unidentified bidders will actually pay more than $35 per share to acquire the company, then they should still fight the offer. However, if the current management cannot increase the value of the firm beyond the bid price, and no other higher bids come in, then management is not acting in the interests of the sha reholders by fighting the offer. Since current managers often lose their jobs when the corporation is acquired, poorly monitored managers have an incentive to fight corporate takeovers in situations such as this. 9. We would expect agency problems to be less severe in other countries, primarily due to the relatively small percentage of individual ownership. Fewer individual owners should reduce the number of diverse opinions concerning corporate goals. The high percentage of institutional ownership might lead to a higher degree of agreement between owners and managers on decisions concerning risky projects. In addition, institutions may be better able to implement effective monitoring mechanisms on managers than can individual owners, based on the institut ions‘ deeper resources and experiences with their own management. The increase in institutional ownership of stock in the United States and the growing activism of these large shareholder groups may lead to a reduction in agency problems for U.S. corporati ons and a more efficient market for corporate control. 10. How much is too much? Who is worth more, Larry Ellison or Tiger Woods? The simplest answer is that there is a market for executives just as there is for all types of labor. Executive compensation is the price that clears the market. The same is true for athletes and performers. Having said that, one aspect of executive compensation deserves comment. A primary reason that executive compensation has grown so dramatically is that companies have increa singly moved to stock -based compensation. Such movement is obviously consistent with the attempt to better align stockholder and management interests. When stock prices soar, management cleans up. It is sometimes argued that much of this reward is due to r ising stock prices in general, not managerial performance. Perhaps in the future, executive compensation will be designed to reward only differential performance, i.e., stock price increases in excess of general market increases.

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