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Solution Manual for Corporate Finance Core Principles and Applications 6th Edition by Stephen Ross, Randolph Westerfield, Jeffrey Jaffe, Bradford Jordan 17,03 €
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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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  • 6 de agosto de 2023
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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: simplicity, 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 advantages 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 businesses.

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 the 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 appropriate 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 argument can be made either way. At the one extreme, we could argue that in a market economy,
all these things are priced. Thus, there 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 estimated 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 shareholders 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 institutions‘ 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. corporations 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 increasingly 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 rising 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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