forecasting performance presented by: teerachai supojchalermkwan krisna soonsawad chapter 11
TRANSCRIPT
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FORECASTING PERFORMANCE
Presented by:Teerachai SupojchalermkwanKrisna Soonsawad
Chapter 11
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Introduction
Growth and return on vested capital is the most important value driver
We cannot predict the future but a careful analysis can tell us how a company may develop
Five basic step needed to develop a financial forecast
The five steps are often iterative rather than sequential
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5 steps to develop financial forecast 1. Determine the length and level of detail for the
forecast. 2. develop a strategic perspective on future
company performance. 3.Translate the strategic perspective into
financial forecasts. 4.Develop alternative performance scenarios 5.Check the overall forecasts.
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Step 1: Determine Length and Detail of the Forecast All continuing value approaches are based on an
assumption of steady state performance. Constant Rate of Return on all new capital
invested during the continuing value period The company earn a constant return on its
base level of invested capital The company grows at a constant rate and
reinvests a constant proportion of its operating profits in the business each year.
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- Continued
Recommend using a forecast period of 10 to 15 years
A detailed forecast for 3 to 5 years. In addition to simplifying the forecast, this
approach also forces you to focus on the long-term economics of the business, not just the individual line items of the forecast.
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Step 2: Develop Strategic Perspective
- Means crafting a plausible story about the company’s future performance.
What ultimately drives the value of the company is the assessment of whether and for how long a company can earn returns in excess of its opportunity cost of capital.
- superior value to customer through a combination of price and product
- Achieve lower costs than competitors- Using capital more productively than competitors.
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Industry Structure Analysis Model(Porter Model)
Supplier Bargaining Power
Substitute
Entry/Exit Barrier
Industry Profitability Customer Bargaining Power
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Customer Segmentation Analysis
External Shock Structure Conduct Performance
Feedback
-Macroeconomics-Technology-Regulation-Customer Preference/Demographics
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Competitive Business System Analysis
Product design and development
Procurement Manufacturing MarketingSales and
Distribution
Product attributes; quality; Time to market; Technology
Access to Sources costOutsourcing
Costs CycleTime; Quality
Pricing;AdvertisingPromotionPackagingBrands
Sales EffectiveCostsChannels
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Step 3: Translate the Strategic Perspective into Financial Forecast
Begin with an integrated income statement and balance sheet
The most common approach to forecasting the income statement and balance sheet for non financial companies is a demand driven forecast.
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Translate the Strategic Perspective into Financial Forecast (Continue)
Build the revenue forecast. This should be based on volume growth and price changes.
Forecast operational items, Such as operating cost, working capital, property, plant, and equipment (PPE), by linking them to revenues or volume
Project non-operating items, such as investments in unconsolidated subsidiaries and interest expense
Project the equity accounts. Equity should equal last year’s equity plus net income and new share issues less dividends and share repurchases.
Use the cash and/or debt accounts to balance the cash flows and balance sheet.
Calculate the ROIC tree and key ratios to pull the elements together and check for consistency.
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Stocks vs FlowsThe first issues you will face is whether to forecast the
balance sheet directly or indirectly The stock approach would forecast end-of-year
inventories as a function of the year’s revenues The flows approach would forecast the change in
inventories as a function of the growth in revenues
Stock vs Flow example
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(1+Nominal rate)
(1+ Real rate)
Inflation
Expected inflation = + 1
•Forecast and cost of capital could be estimated in nominal rather than real currency units.
•For consistency, both the financial forecast and the cost of capital must be based on the same expected general inflation rate.
•This means inflation rate built into the forecast must be derived from an inflation rate implicit in the cost cost of capital.
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Step 4: Develop Performance Scenarios
Example of a steel company
Once the scenarios are developed, an overall value of the company can be estimated. This will involve a weighted average of the values of the independent scenarios, assigning probabilities to each scenario.
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Step 5: Checking for Consistency and Alignment
Is the company’s performance on the value drivers consistent with the company’s economics and the industry competitive dynamics?
Is revenue growth consistent with industry growth? Is the return on capital consistent with the
industry’s competitive structure? How will technology changes affect return? Will
they affect risk Can the company manage all the investment it is
undertaking?
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Some Data to Guide your forecastCompanies rarely outperform their peers for long periods of
time. The percentage of companies that are able to achieve top
third performance relative to their peer
You should not assume that the company you are evaluating will always outperform the industry because of the competitions
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Some Data to Guide your forecastCompany performance varies from industry averages. In term of revenue growth, more than 70% of companies
are more than +/- 20% from the in industry average
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Some Data to Guide your forecast Industry average ROICs and growth rate are linked to
economic fundamentalsAverage Industry ROIC
Average Industry Revenue Growth
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Example: Heineken Business as Usual Case
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Some Data to Guide your forecast
You should not assume that all industries will eventually earn just the cost of capital
You should not assume that high-return industries without significant barriers to competition will earn high returns if barriers are removes
Growth rate will decline as the industry matures
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HEINEKEN Case Length & Level of Detail
- 5 year detail forecast
- Next 10 year summary forecast Develop Strategic Perspective
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Develop Performance Scenario
1. Business as usual - Most Likely 2. Price War - Pessimistic 3. Market Discipline/Analysis - Optimistic
In this chapter, we will focus on analyzing in detail of the business as usual scenario
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Forecast individual line items for the short - term horizon Revenue Operating expense Depreciation Financing Cost Taxes Working Capital
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Forecast individual line items for the short - term horizon
Revenue - Estimate demand- Volume growth Operating expense Depreciation Financing Cost Taxes Working Capital
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Balance Sheet Forecast Assumption
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Questions ??
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Thank you for
your Attention