13 The Goal of Financial Management.docx

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1、Connect Chapter1: INTERNATIONAL CORPORATE FINANCE1.3 The Goal of Financial ManagementAssuming that we restrict ourselves to for-profit businesses, the goal of financial management is to make money or add value for the owners. This goal is a little vague, of course, so we examine some different ways

2、of formulating it to come up with a more precise definition. Such a definition is important because it leads to an objective basis for making and evaluating financial decisions.POSSIBLE GOALSp. 8 If we were to consider possible financial goals, we might come up with some ideas like the following: Su

3、rvive.Avoid financial distress and bankruptcy.Beat the competition.Maximize sales or market share.Minimize costs.Maximize profits.Maintain steady earnings growth.These are only a few of the goals we could list. Furthermore, each of these possibilities presents problems as a goal for the financial ma

4、nager.For example, its easy to increase market share or unit sales: All we have to do is lower our prices or relax our credit terms. Similarly, we can always cut costs simply by doing away with things such as research and development. We can avoid bankruptcy by never borrowing any money or never tak

5、ing any risks, and so on. Its not clear that any of these actions are in the stockholders best interests.Profit maximization would probably be the most commonly cited goal, but even this is not a precise objective. Do we mean profits this year? If so, we should note that actions such as deferring ma

6、intenance, letting inventories run down, and taking other short-run cost-cutting measures will tend to increase profits now, but these activities arent necessarily desirable.p. 9 The goal of maximizing profits may refer to some sort of “long-run” or “average” profits, but its still unclear exactly w

7、hat this means. First, do we mean something like accounting net income or earnings per share? As we will see in more detail in the next chapter, these accounting numbers may have little to do with what is good or bad for the firm. Second, what do we mean by the long run? As a famous economist once r

8、emarked, in the long run, were all dead! More to the point, this goal doesnt tell us what the appropriate trade-off is between current and future profits.The goals weve listed here are all different, but they tend to fall into two classes. The first of these relates to profitability. The goals invol

9、ving sales, market share, and cost control all relate, at least potentially, to different ways of earning or increasing profits. The goals in the second group, involving bankruptcy avoidance, stability, and safety, relate in some way to controlling risk. Unfortunately, these two types of goals are s

10、omewhat contradictory. The pursuit of profit normally involves some element of risk, so it isnt really possible to maximize both safety and profit. What we need, therefore, is a goal that encompasses both factors.THE GOAL OF FINANCIAL MANAGEMENTThe financial manager in a corporation makes decisions

11、for the stockholders of the firm. Given this, instead of listing possible goals for the financial manager, we really need to answer a more fundamental question: From the stockholders point of view, what is a good financial management decision?If we assume that stockholders buy stock because they see

12、k to gain financially, then the answer is obvious: Good decisions increase the value of the stock, and poor decisions decrease the value of the stock.Given our observations, it follows that the financial manager acts in the shareholders best interests by making decisions that increase the value of t

13、he stock. The appropriate goal for the financial manager can thus be stated quite easily:The goal of financial management is to maximize the current value per share of the existing stock.The goal of maximizing the value of the stock avoids the problems associated with the different goals we listed e

14、arlier. There is no ambiguity in the criterion, and there is no short-run versus long-run issue. We explicitly mean that our goal is to maximize the current stock value.If this goal seems a little strong or one-dimensional to you, keep in mind that the stockholders in a firm are residual owners. By

15、this we mean that they are entitled to only what is left after employees, suppliers, and creditors (and anyone else with a legitimate claim) are paid their due. If any of these groups go unpaid, the stockholders get nothing. So, if the stockholders are winning in the sense that the leftover, residua

16、l portion is growing, it must be true that everyone else is winning also.Because the goal of financial management is to maximize the value of the stock, we need to learn how to identify investments and financing arrangements that favorably impact the value of the stock. This is precisely what we wil

17、l be studying. In fact, we could have defined corporate finance as the study of the relationship between business decisions and the value of the stock in the business.A MORE GENERAL GOALGiven our goal as stated in the preceding section (maximize the value of the stock), an obvious question comes up:

18、 What is the appropriate goal when the firm has no traded stock? Corporations are certainly not the only type of business; and the stock in many corporations rarely changes hands, so its difficult to say what the value per share is at any given time.As long as we are dealing with for-profit business

19、es, only a slight modification is needed. The total value of the stock in a corporation is simply equal to the value of the owners equity. Therefore, a more general way of stating our goal is as follows: Maximize the market value of the existing owners equity.With this in mind, it doesnt matter whet

20、her the business is a proprietorship, a partnership, or a corporation. For each of these, good financial decisions increase the market value of the owners equity and poor financial decisions decrease it. In fact, although we focus on corporations in the chapters ahead, the principles we develop appl

21、y to all forms of business. Many of them even apply to the not-for-profit sector.Finally, our goal does not imply that the financial manager should take illegal or unethical actions in the hope of increasing the value of the equity in the firm. What we mean is that the financial manager best serves

22、the owners of the business by identifying goods and services that add value to the firm because they are desired and valued in the free marketplace.SARBANESOXLEYIn response to corporate scandals at companies such as Enron, WorldCom, Tyco, and Adelphia, Congress enacted the SarbanesOxley Act in 2002.

23、 The act, better known as “Sarbox,” is intended to protect investors from corporate abuses. For example, one section of Sarbox prohibits personal loans from a company to its officers, such as the ones that were received by WorldCom CEO Bernie Ebbers.One of the key sections of Sarbox took effect on N

24、ovember 15, 2004. Section 404 requires, among other things, that each companys annual report must have an assessment of the companys internal control structure and financial reporting. The auditor must then evaluate and attest to managements assessment of these issues.p. 10 Sarbox contains other key

25、 requirements. For example, the officers of the corporation must review and sign the annual reports. They must explicitly declare that the annual report does not contain any false statements or material omissions; that the financial statements fairly represent the financial results; and that they ar

26、e responsible for all internal controls. Finally, the annual report must list any deficiencies in internal controls. In essence, Sarbox makes company management responsible for the accuracy of the companys financial statements.Because of its extensive reporting requirements, compliance with Sarbox c

27、an be very costly, which has led to some unintended results. Since its implementation, hundreds of public firms have chosen to “go dark,” meaning that their shares are no longer traded on the major stock exchanges, in which case Sarbox does not apply. Most of these companies stated that their reason

28、 was to avoid the cost of compliance. Ironically, in such cases, the law had the effect of eliminating public disclosure instead of improving it.For more about SarbanesOxley, visitwww.sarbanes-.Sarbox has also probably affected the number of companies choosing to go public in the United States. Inst

29、ead, many U.S.-based companies have chosen to go public on the London Stock Exchanges Alternative Investment Market (AIM). The cost savings can be enormous, especially for small companies. For example, Pronotex Technologies, a fuel cell developer based in Southborough, Massachusetts, estimated that

30、it costs about $1 million per year in compliance costs and mailings to stockholders to be listed on the AIM. In contrast, the annual cost to be listed on the NASDAQ would be about $3 million, with a large part of the increase due to Sarbox compliance costs.Concept Questions1.3aWhat is the goal of fi

31、nancial management?1.3bWhat are some shortcomings of the goal of profit maximization?1.3cCan you give a definition of corporate finance?2010 McGraw-Hill Higher Education Any use is subject to the Terms of Use and Privacy Notice.McGraw-Hill Higher Education is one of the many fine businesses of The McGraw-Hill Companies.