# Chapter 15 Current Liabilities Management

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1 Chapter 15 Current Liabilities Management Solutions to Problems P15-1. LG 1: Payment Dates December 25 (b) December 30 (c) January 9 (d) January 30 P15-2. LG 1: Cost of Giving Up Cash Discount ( ) (365 20) = 37.24% (b) ( ) (365 20) = 18.43% (c) ( ) (365 35) = 21.28% (d) ( ) (365 35) = 32.25% (e) ( ) (365 50) = 7.37% (f) ( ) (365 20) = 56.44% (g) ( ) ( ) = 8.95% P15-3. LG 1: Credit Terms 1/15 net 45 date of invoice 2/10 net 30 EOM 2/7 net 28 date of invoice 1/10 net 60 EOM (b) 45 days 50 days 28 days 80 days

2 (c) CD % CD N 1% % 1% 30 Cost of giving up cash discount = = = 12.29% 2% % 2% 20 Cost of giving up cash discount = = = 37.23% 2% % 2% 21 Cost of giving up cash discount = = = 36.46% 1% % 1% 50 Cost of giving up cash discount = = = 14.89% (d) In all four cases the firm would be better off to borrow the funds and take the discount. The annual cost of not taking the discount is greater than the firm s 8% cost of capital. P15-4. LG 1: Cash Discount versus Loan Cost of giving up cash discount = ( ) (365 35) = 32.25% Since the cost of giving up the discount is higher than the cost of borrowing for a short-term loan, Erica is correct; her boss is incorrect. P15-5. LG 1, 2: Cash Discount Decisions (b) Supplier Cost of Forgoing Discount Decision J ( ) (365 20) = 18.43% Borrow K ( ) (365 60) = 12.42% Give up L ( ) (365 40) = 9.22% Give up M ( ) (365 45) = 25.09% Borrow Prairie would have lower financing costs by giving up Ks and Ls discount since the cost of forgoing the discount is lower than the 16% cost of borrowing. (c) Cost of giving up discount from Supplier M = ( ) (365 75) = 15.05% In this case the firm should give up the discount and pay at the end of the extended period. P15-6. LG 2: Changing Payment Cycle Annual Savings = (\$10,000,000) (0.13) = \$1,300,000

3 P15-7. LG 2: Spontaneous Sources of Funds, Accruals Annual savings = \$750, = \$82,500 P15-8. LG 3: Cost of Bank Loan Interest = (\$10, ) (90 365) = \$ \$375 (b) Effective 90 day rate = = 3.75% \$10,000 (c) Effective annual rate = ( ) 4 1 = 15.87% P15-9. LG 3: Effective Annual Rate of Interest \$10, Effective interest = = 14.29% [\$10,000 ( )] P LG 3: Compensating Balances and Effective Annual Rates Compensating balance requirement = \$800,000 borrowed 15% = \$120,000 Amount of loan available for use = \$800,000 \$120,000 = \$680,000 Interest paid = \$800, % = \$88,000 \$88, 000 Effective interest rate = = 12.94% \$680, 000 (b) Additional balances required = \$120,000 \$70,000 = \$50,000 \$88, 000 Effective interest rate = = 11.73% \$800, 000 \$50, 000 (c) Effective interest rate = 11% (None of the \$800,000 borrowed is required to satisfy the compensating balance requirement.) (d) The lowest effective interest rate occurs in situation (c), when Lincoln has \$150,000 on deposit. In situations and (b), the need to use a portion of the loan proceeds for compensating balances raises the borrowing cost.

4 P LG 3: Compensating Balance vs. Discount Loan \$150, \$13, 500 State Bank interest = = = 10.0% \$150,000 (\$150, ) \$135, 000 This calculation assumes that Weathers does not maintain any normal account balances at State Bank. \$150, \$13, 500 Frost Finance interest = = = 9.89% \$150,000 (\$150, ) \$136, 500 (b) If Weathers became a regular customer of State Bank and kept its normal deposits at the bank, then the additional deposit required for the compensating balance would be reduced and the cost would be lowered. P LG 3: Integrative Comparison of Loan Terms Challenge ( ) 0.80 = % (b) Effective annual interest rate = [\$2,000,000 ( ) + (0.005 \$2,000,000)] = % (\$2,000, ) (c) The revolving credit account seems better, since the cost of the two arrangements is the same; with a revolving loan arrangement, the loan is committed. P LG 4: Cost of Commercial Paper \$1,000,000 \$978,000 Effective 90-day rate = = 2.25% \$978,000 Effective annual rate = ( ) 365/90 1 = 9.44% [\$1,000,000 \$978,000 + \$9,612] (b) Effective 90-day rate = = 3.26% (\$978,000 - \$9,612) Effective annual rate = ( ) 365/90 1 = 13.89% P LG 5: Accounts Receivable as Collateral Acceptable Accounts Receivable Customer Amount D \$8,000 E 50,000 F 12,000 H 46,000 J 22,000 K 62,000 Total Collateral \$200,000

5 (b) Adjustments: 5% returns/allowances, 80% advance percentage. Level of available funds = [\$200,000 (1 0.05)] 0.80 = \$152,000 P LG 5: Accounts Receivable as Collateral Customer Amount A \$20,000 E 2,000 F 12,000 G 27,000 H 19,000 Total Collateral \$80,000 (b) \$80,000 (1 0.1) = \$72,000 (c) \$72,000 (0.75) = \$54,000 P LG 3, 5: Accounts Receivable as Collateral, Cost of Borrowing Challenge [\$134,000 (\$134, )] 0.85 = \$102,510 (b) (\$100, ) + (\$100, ) = \$2,000 + \$11,500 = \$13,500 \$13,500 Interest cost = = 13.5% for 12 months \$100, (\$100, ) + \$100, = \$2,000 + \$5,750 = \$7,750 \$7,750 Interest cost = = 7.75% for 6 months \$100,000 Effective annual rate = ( ) 2 1 = 16.1% (\$100, ) + \$100,000 4 = \$2,000 + \$2,875 = \$4,875 \$4,875 Interest cost = = 4.88% for 3 months \$100,000 Effective annual rate = ( ) 4 1 = 21.0%

6 P LG 5: Factoring Holder Company Factored Accounts May 30 Status on Accounts Amount Date Due May 30 Amount Remitted Date of Remittance A \$200,000 5/30 C 5/15 \$196,000 5/15 B 90,000 5/30 U 88,200 5/30 C 110,000 5/30 U 107,800 5/30 D 85,000 6/15 C 5/30 83,300 5/30 E 120,000 5/30 C 5/27 117,600 5/27 F 180,000 6/15 C 5/30 176,400 5/30 G 90,000 5/15 U 88,200 5/15 H 30,000 6/30 C 5/30 29,400 5/30 The factor purchases all acceptable accounts receivable on a nonrecourse basis, so remittance is made on uncollected as well as collected accounts. P LG 1, 6: Inventory Financing Challenge City-Wide Bank: [\$75,000 ( )] +( \$100,000) = \$1,000 Sun State Bank: \$100,000 ( ) = \$1,083 Citizens Bank and Trust: [\$60,000 ( )] + (0.005 \$60,000) = \$1,050 (b) City-Wide Bank is the best alternative, since it has the lowest cost. (c) Cost of giving up cash discount = ( ) (365 20) = 37.24% The effective cost of taking a loan = (\$1,000 \$75,000) 12 = 16.00% Since the cost of giving up the discount (37.24%) is higher than borrowing at Citywide Bank (16%), the firm should borrow to take the discount. P Ethics Problem Management should point out that what it is doing shows integrity, as it is honest, just and fair. The ethics reasoning portrayed in the ethics focus box could be used.

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