Capital Structure Decisions (Financial Management)   57-slide PPT PowerPoint presentation slide deck (PPT)
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Capital Structure Decisions (Financial Management) (57-slide PPT PowerPoint presentation slide deck (PPT)) Preview Image
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Capital Structure Decisions (Financial Management) (57-slide PPT PowerPoint presentation slide deck (PPT)) Preview Image
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Capital Structure Decisions (Financial Management) (PowerPoint PPT Slide Deck)

PowerPoint (PPT) 57 Slides

Top 1,000 Best Practice $25.00
Explore capital structure decisions in this expert PPT by a seasoned financial consultant. Analyze MM models, trade-offs, and corporate tax implications for strategic insights.
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BENEFITS OF THIS POWERPOINT DOCUMENT

  1. Provides of MM and Miller models
  2. Provides of Financial distress and agency costs
  3. Provides of Cost of equity and WACC

M&A PPT DESCRIPTION

This product (Capital Structure Decisions [Financial Management]) is a 57-slide PPT PowerPoint presentation slide deck (PPT), which you can download immediately upon purchase.

Capital Structure Decisions (Financial Management)

Lecture Outline
1. MM and Miller models
2. Hamada's equation
3. Financial distress and agency costs
4. Trade-off models
5. Asymmetric information theory
6. What assumptions underlie the MM and Miller models?
7. Graph value versus leverage.
8. Graph the MM relationships between capital costs and leverage as measured by D/V.
9. MM relationship between capital costs and leverage when corporate taxes are considered.
10. MM relationship between value and debt when corporate taxes are considered.
11. How does this gain compare to the gain in the MM model with corporate taxes?
12. When Miller brought in personal taxes, the value enhancement of debt was lowered. Why?
13. What does capital structure theory prescribe for corporate managers?
14. Do firms follow the recommendations of capital structure theory?
16. How is all of this analysis different if firms U and L are growing?
17. Levered cost of equity
18. Relevant information for valuation
19. Cost of equity and WACC
20. What if L's debt is risky?
21. Equity as an option
22. Black-Scholes Solution
23. Bait and Switch

Capital structure decision is concerned with the sources of long term funds such as debt and equity capital. Capital structure is defined as the mix of various long term sources of funds broadly classified as debt and equity. Hence capital structure is also referred to as ‘Debt Equity Mix' of a company.

This PPT provides a comprehensive analysis of capital structure decisions, focusing on the intricate relationships between debt and equity financing. It delves into key theories, including the Modigliani-Miller propositions, and explores the implications of corporate taxes on capital costs and valuation. The practical applications of these concepts are illustrated through real-world examples, enabling executives to grasp the nuances of financial management. By understanding these frameworks, decision-makers can better navigate the complexities of capital structure and make informed choices that align with their firm's strategic objectives.

Got a question about the product? Email us at support@flevy.com or ask the author directly by using the "Ask the Author a Question" form. If you cannot view the preview above this document description, go here to view the large preview instead.

Source: Best Practices in M&A, Capital Structure PowerPoint Slides: Capital Structure Decisions (Financial Management) PowerPoint (PPT) Presentation Slide Deck, UJ Consulting


$25.00
Explore capital structure decisions in this expert PPT by a seasoned financial consultant. Analyze MM models, trade-offs, and corporate tax implications for strategic insights.
Add to Cart
  

ABOUT THE AUTHOR

Author: UJ Consulting
Additional documents from author: 203

UJ Consulting

Untung Juanto ST., MM. Founder of UJ Consulting. He is professionally experienced business and management consultant in several local and multinational companies. He has an experience in managing an effective and efficient company with various approach methods adapted to different industries because He had a career from the lower management level as Supervisor before finally ... [read more]

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