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VALUATION WORKBOOK
TheWileyFinanceseriescontainsbookswrittenspecificallyforfinanceandinvestment professionalsaswellassophisticatedindividualinvestorsandtheirfinancialadvisors. Booktopicsrangefromportfoliomanagementtoe-commerce,riskmanagement,financialengineering,valuationandfinancialinstrumentanalysis,aswellasmuchmore.For alistofavailabletitles,visitourWebsiteat www.WileyFinance.com Foundedin1807,JohnWiley&Sonsistheoldestindependentpublishingcompany intheUnitedStates.WithofficesinNorthAmerica,Europe,AustraliaandAsia,Wiley isgloballycommittedtodevelopingandmarketingprintandelectronicproductsand servicesforourcustomers’professionalandpersonalknowledgeandunderstanding.
VALUATION WORKBOOK
SEVENTHEDITION
McKinsey&Company
TimKoller
MarcGoedhart
DavidWessels
MichaelCichello
Copyright©1990,1994,2000,2005,2010,2015,2021byMcKinsey&Company.Allrightsreserved
PublishedbyJohnWiley&Sons,Inc.,Hoboken,NewJersey. PublishedsimultaneouslyinCanada.
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LibraryofCongressCataloging-in-PublicationData:
Clothedition:ISBN978-1-119-61088-5
ClotheditionwithDCFModelDownload:ISBN978-1-119-61246-9
Universityedition:ISBN978-1-119-61186-8
Workbook:ISBN978-1-119-61181-3
DCFModelDownload:978-1-119-61086-1
Coverdesign:Wiley
PrintedintheUnitedStatesofAmerica. 10987654321
PartOneQuestions
1WhyValueValue?3
2FinanceinaNutshell5
3FundamentalPrinciplesofValueCreation7
4RiskandtheCostofCapital11
5TheAlchemyofStockMarketPerformance15
6ValuationofESGandDigitalInitiatives19
7TheStockMarketIsSmarterThanYouThink21
8ReturnonInvestedCapital27
9Growth31
10FrameworksforValuation35
11ReorganizingtheFinancialStatements39
12AnalyzingPerformance43
13ForecastingPerformance47
14EstimatingContinuingValue51
15EstimatingtheCostofCapital55
16MovingfromEnterpriseValuetoValueperShare59
17AnalyzingtheResults63
18UsingMultiples67
19ValuationbyParts71
20Taxes75
21NonoperatingItems,Provisions,andReserves77
22Leases81
23RetirementObligations83
24MeasuringPerformanceinCapital-LightBusinesses85
25AlternativeWaystoMeasureReturnonCapital89
26Inflation91
27Cross-BorderValuation95
28CorporatePortfolioStrategy99
29StrategicManagement:Analytics103
30StrategicManagement:MindsetsandBehaviors107
31MergersandAcquisitions111
32Divestitures115
33CapitalStructure,Dividends,andShareRepurchases119
34InvestorCommunications123
35EmergingMarkets127
36High-GrowthCompanies129
37CyclicalCompanies131
38Banks135
39Flexibility139
PartTwoSolutions
1WhyValueValue?145
2FinanceinaNutshell147
3FundamentalPrinciplesofValueCreation149
4RiskandtheCostofCapital151
5TheAlchemyofStockMarketPerformance153
6ValuationofESGandDigitalInitiatives155
7TheStockMarketIsSmarterThanYouThink157
8ReturnonInvestedCapital159
9Growth161
10FrameworksforValuation163
11ReorganizingtheFinancialStatements165
12AnalyzingPerformance167
13ForecastingPerformance169
14EstimatingContinuingValue173
15EstimatingtheCostofCapital175
16MovingfromEnterpriseValuetoValueperShare177
17AnalyzingtheResults179
18UsingMultiples181
19ValuationbyParts183
20Taxes185
21NonoperatingItems,Provisions,andReserves187
22Leases189
23RetirementObligations193
24MeasuringPerformanceinCapital-LightBusinesses195
25AlternativeWaystoMeasureReturnonCapital197
26Inflation199
27Cross-BorderValuation203
28CorporatePortfolioStrategy207
29StrategicManagement:Analytics209
30StrategicManagement:MindsetsandBehaviors211
31MergersandAcquisitions213
32Divestitures215
33CapitalStructure,Dividends,andShareRepurchases217
34InvestorCommunications219
35EmergingMarkets223
36High-GrowthCompanies225
37CyclicalCompanies227
38Banks229
39Flexibility231 Index233
AbouttheAuthors
Theauthors,collectively,havemorethan100yearsofexperienceinconsulting andfinancialeducation.
TimKoller isapartnerinMcKinsey’sStamford,Connecticut,office,where heisafounderofMcKinsey’sStrategyandCorporateFinanceInsightsteam, aglobalgroupofcorporate-financeexpertconsultants.Inhis35yearsin consulting,Timhasservedclientsgloballyoncorporatestrategyandcapital markets,mergersandacquisitionstransactions,andstrategicplanningand resourceallocation.Heleadsthefirm’sresearchactivitiesinvaluationand capitalmarkets.BeforejoiningMcKinsey,heworkedwithSternStewart &CompanyandwithMobilCorporation.HereceivedhisMBAfromthe UniversityofChicago.
MarcGoedhart isaseniorexpertinMcKinsey’sAmsterdamofficeand endowedprofessorofcorporatevaluationatRotterdamSchoolofManagement,ErasmusUniversity(RSM).Overthepast25years,Marchasserved clientsacrossEuropeonportfoliorestructuring,M&Atransactions,and performancemanagement.HereceivedhisPhDinfinancefromErasmus University.
DavidWessels isanadjunctprofessoroffinanceattheWhartonSchoolof theUniversityofPennsylvania.Namedby BloombergBusinessweek asoneof America’stopbusinessschoolinstructors,heteachescoursesoncorporatevaluationandprivateequityattheMBAandexecutiveMBAlevels.Davidisalso adirectorinWharton’sexecutiveeducationgroup,servingontheexecutive developmentfacultiesofseveralFortune500companies.Aformerconsultant withMcKinsey,hereceivedhisPhDfromtheUniversityofCaliforniaatLos Angeles.
MichaelCichello isafinanceprofessorattheMcDonoughSchoolofBusiness atGeorgetownUniversity.Heteachescorporatevaluationtoundergraduate, MBA,andExecutiveMBAstudentsandworkswithexecutivesofseveralFortune500companiestoimplementvalue-creatingopportunities.Michaelalso helpedcreateGeorgetown’stop-rankedOnlineMasterofScienceinFinance program.Hisresearchexploresmanagerialincentives,corporategovernance, andfinancialcontractingschemes.ProfessorCichelloreceivedaPhDinfinance fromMichiganStateUniversity.
McKinsey&Company isaglobalmanagementconsultingfirmcommittedto helpingorganizationscreatechangethatmatters.Inmorethan130citiesand 65countries,teamshelpclientsacrosstheprivate,public,andsocialsectors shapeboldstrategiesandtransformthewaytheywork,embedtechnology whereitunlocksvalue,andbuildcapabilitiestosustainthechange.Notjust anychange,butchangethatmatters—fortheirorganizations,theirpeople,and inturnsocietyatlarge.
Introduction
Thepurposeofanyworkbookistoactivelyengagethereader/learnerinthe transferofknowledgefromauthortoreader.Althoughtherearemanylevels atwhichknowledgecanbetransferred,the ValuationWorkbook endeavorsto providethefollowingthreeservices:
1.Awalk-throughaccompanimentto Valuation:MeasuringandManaging theValueofCompanies,seventhedition
2.Asummaryofeachchapter
3.Testsofcomprehensionandskillsofmanytypes
Multiple-choicequestionspiqueyourmemoryasyoureadthetext.Lists andtablecompletionsforceyoutoactivelyrearrangeconcepts,explicitlyor implicitly,withinthetext.Calculationquestionsallowyoutoapplytheskills deployedbytheauthorsinaccomplishingtheanalysiscalledvaluation.
Ouraimistoencourageyoutoquestionwhatyoureadagainstthe backgroundofyourownbusinessexperienceandtothinkaboutnewwaysto analyzeandapproachvaluationissues.
PartOne Questions
WhyValueValue?
Thechiefmeasuresforjudgingacompanyareitsabilitytocreatevalueforits shareholdersandtheamountoftotalvalueitcreates.Corporationsthatcreatevalueinthelongtermtendtoincreasethewelfareofshareholdersand employeesaswellasimprovecustomersatisfaction;furthermore,theytend tobehavemoreresponsiblyascorporateentities.Ignoringtheimportanceof valuecreationnotonlyhurtsthecompanybutleadstodetrimentalresultssuch asmarketbubbles.
Valuecreationoccurswhenacompanygeneratescashflowsatratesof returnthatexceedthecostofcapital.Accomplishingthisgoalusuallyrequires thatthecompanyhaveacompetitiveadvantage.Activitiessuchasleverage andaccountingchangesdonotcreatevalue.Frequently,managersshortsightedlyemphasizeearningspershare(EPS);infact,apollofmanagersfoundthat mostmanagerswouldreducediscretionaryvalue-creatingactivitiessuchas researchanddevelopment(R&D)inordertomeetshort-termearningstargets. Onemethodtomeetearningstargetsistocutcosts,whichmayhaveshort-term benefitsbutcanhavelong-rundetrimentaleffects.
1.DatafrombothEuropeandtheUnitedStatesfoundthatcompanies thatcreatedthemostshareholdervalueshowed____________employmentgrowth.
2.The_______________inthelate1990s,andthe___________in2007–08, aroselargelybecausecompaniesandbanksfocusedon___________ over____________.
3.Maximizingcurrentsharepriceisnotequivalenttomaximizing long-termvaluebecause____________.
4.Discretionaryexpensesthatmanagerscanslashinordertopumpup short-termprofitsinclude____________.
5.DuringtheInternetboomofthelate1990s,manyfirmslostsightof valuecreationprinciplesbyblindlypursuing____________without ____________.
6.Theempiricalevidenceshowsthatthelinkbetweenthevaluecreated bytheacquisitionofanothercompanyandearningspershare(EPS):
A.Isstrongandpositive.
B.Doesnotexist.
C.Isweakandnegative.
D.Isstrongandnegative.
7.Payingattentiontowhichofthefollowingtendstoleadtoacompany creatinglong-termvalueforshareholders?
I.Cashflow.
II.Earningspershare.
III.Growth.
IV.Returnoninvestedcapital.
A.IandIIonly.
B.IIandIIIonly.
C.II,III,andIVonly.
D.I,III,andIVonly.
8.Afirmthatgrowsrapidlywill:
A.Alwayscreatevalue.
B.Createvalueifthereturnoninvestedcapital(ROIC)isgreaterthan thecostofobtainingfunds.
C.Createvalueifthereturnoninvestedcapital(ROIC)islessthanthe costofobtainingfunds.
D.Createvalueifthefirmincreasesmarketshare.
9.Inordertocreatelong-termvalue,companiesmust:
A.Focusonkeepingcostsataminimum.
B.Findtheoptimaldebt-to-equityratio.
C.Seekandexploitnewsourcesofcompetitiveadvantage.
D.Monitorandfollowmacroeconomictrends.
10.Focusonshort-termresultsbybankswasacontributingfactortothe financialcrisisof2007–08.
A.True
B.False
FinanceinaNutshell
Companiescreatevaluewhentheyearnareturnoninvestedcapital(ROIC) greaterthantheiropportunitycostofcapital.IftheROICisatorbelowthe costofcapital,growthmaynotcreatevalue.Companiesshouldaimtofind thecombinationofgrowthandROICthatdrivesthehighestdiscountedvalue oftheircashflows.Insodoing,theyshouldconsiderthatperformanceinthe stockmarketmaydifferfromintrinsicvaluecreation,generallyasaresultof changesininvestors’expectations.
Toillustratehowvaluecreationworks,thischapterfollowsacompany fromitsearlyyearsthroughgoingpublic.Throughoutthediscussion,attention isgiventokeymeasuresofperformance,suchasROIC,growth,andcompany valuebasedondiscountedcashflow(DCF).Fivecoreideasaroundvaluecreationanditsmeasurementareillustrated:
1.Intherealmarket,youcreatevaluebyearningareturnonyourinvested capitalgreaterthantheopportunitycostofcapital.
2.Themoreyoucaninvestatreturnsabovethecostofcapital,themore valueyoucreate.Thatis,growthcreatesmorevalueaslongasthereturn oninvestedcapitalexceedsthecostofcapital.
3.Youshouldselectstrategiesthatmaximizethepresentvalueoffuture expectedcashflowsoreconomicprofit(EP).Theansweristhesame regardlessofwhichapproachyouchoose.
4.Thevalueofacompany’ssharesinthestockmarketequalstheintrinsic valuebasedonthemarket’sexpectationsoffutureperformance,butthe market’sexpectationsoffutureperformancemaynotbethesameasthe company’s.
5.Thereturnsthatshareholdersearndependonchangesinexpectations asmuchasontheactualperformanceofthecompany.
1.Lily’sEmporiumcreatesvalueifitgeneratesa________returnonits investedcapital(ROIC)thanwhattheycouldearniftheyinvestedtheir capitalelsewhere.
2.Logan’sStores’superiorgrowthoverLily’sDresseswasnottranslating intoa________ROICbecauseLogan’sStoreshadtoinvest________ inordertogrowandhada________differentiatedproductthanLily’s Dresses.
3.LilyandNatecanaddressthetrade-offbetweenshort-termdeclinein ROICandlong-termincreaseinROICbyestimatingwhethertheexpansionisvaluablethrough________________________.
4.LilyandNateshouldkeepthe________-performingstoresopen becauseeventhoughtheyhave________ROICsthantheotherstores, these________-performingstoresstillhaveROICs________thanthe costofcapital.Thus,thesestoresstillcreateadditional___________by stayingopen.
5.TheintrinsicvalueofLily’sEmporiumisbasedonthe________________ ________,whilethesharepriceisbasedon________________________. InvestorswouldwanttobuyLily’sstockwhentheirintrinsicvalue estimateis________thanthecurrentstockprice.
6.AsLily’sEmporiumexpands,itneedsaplanningandcontrolsystem thatincorporatesboth________-and________-lookingmeasuresthat are________________.
7.(True/False)SupposethataninvestorboughtsharesinLily’sEmporium andheldthemforfiveyears.IfthefirmgeneratedROICsabovetheir costofcapital,thismeansthattheinvestorhadreturnsabovethecost ofcapital.
8.(True/False)BoththeDCFandEPmethodsshouldyieldthesamevaluationsifproperlyapplied.
FundamentalPrinciplesof ValueCreation
Earningsgenerationandvaluecreationarecorrelatedoverthelongrun,but theyarenotthesame.Valuecreationisdeterminedbycashflows,whichcan bedisaggregatedintorevenuegrowthandreturnoninvestedcapital(ROIC). Foranylevelofgrowth,increasingROICincreasesvalue;however,thereverse isnottrue.WhenROICisgreaterthanthecostofcapital,increasinggrowth increasesthevalueofthefirm;whenROICislessthanthecostofcapital, increasinggrowthdecreasesthefirm’svalue.WhenROICequalsthecostof capital,growthdoesnotaffectafirm’svalue.
Fortheyears1995to2018,RockwellAutomationprovidesagoodexample oftheimportanceofincreasingROIC.Overtheperiod,revenueshrankby3 percentperyear,butROICincreasedfrom12percentto35percent,witha resultingannualtotalreturntoshareholdersof19percentperyear.
Thekeyvaluedriverformula,is:
whereNOPATisthenetoperatingprofitaftertaxes.
Becausetheformulaassumestherelationshipsarestatic,ithassomelimitationsonitsapplicationinpractice;however,itdoesoutlinetheimportant relationshipsthatdetermineanddrivevalue.PartTwoofthetextexpandson theformula.
1.Rankthetypesofgrowthfromhighesttolowest,wherehighest = 1,in termsoftheamountofshareholdervalueeachtypicallycreatesfrom thesameincrementalincreaseinrevenue.
TypesofgrowthRanking
A.Increaseshareinagrowingmarket.1.
B.Expandanexistingmarket.2.
C.Acquirebusinesses.3.
D.Introducenewproductstomarket.4.
2.High-ROICcompaniestypicallycreatemorevalueby_________,while lower-ROICcompaniescreatemorevalueby__________.
3.Mostofteninmaturecompanies,alowROICindicates________.
4.Completethefollowingsentenceconcerningtherelationshipsamong earnings,cashflow,andvalue.Earningsandcashflowareoften ____________,butearningsdon’ttellthewholestoryofvalue creation,andfocusingtoomuchonearningsorearningsgrowth ________________________.
5.WhenROICisgreaterthanthecostofcapital,therelationshipbetween growthandvalueis____________.WhenROICislessthanthecost ofcapital,therelationshipbetweengrowthandvalueis____________. WhenROICequalsthecostofcapital,therelationshipbetweengrowth andvalueis____________.
6.Withrespecttocountries,thecorevaluationprincipleis____________, asmadeevidentbythefactthatU.S.companiestrade____________ companiesinothercountries.
7.Whencomparingtheeffectofanincreaseingrowthonahigh-ROIC companyandalow-ROICcompany,a1percentincreaseingrowthwill have____________.
8.AthighlevelsofROIC,improvingROICbyincreasingmarginswill create__________valuethananequivalentROICincreasebyimprovingcapitalproductivity.
9.Economicprofitisthespreadbetween__________and_________times ______________.
10.Ifthegrowthofacompanyis2percentandtheROICis10percent, whatistheinvestmentrate?
A.2percent.
B.5percent.
C.12percent.
D.20percent.
11.Foragivencompany,nextyear’sNOPATis$300.Fortheforeseeable future,thegrowthratewillbe5percent,theROICwillbe15percent, andtheweightedaveragecostofcapital(WACC)willbe13percent. Usingthekeydriverformula,calculatethevalueofthecompany.
A.$1,666. B.$2,222. C.$2,500. D.$2,750.
12.Changingcapitalstructurecreatesvalueonlyifit____________.
13.Anacquisitionwillcreatevalueonlyifitincreasescashflowsby ________________.
14.Whenthelikelihoodofinvestingcashat________is_____,sharerepurchasesmakesenseasatacticforavoidingvaluedestruction.
15.Withrespecttovaluecreation,definefinancialengineering.
16.Becauseinterestexpenseistaxdeductible,sharerepurchasescanhave thebeneficialeffectof____________,butthismaynotincreaseshare pricebecause____________.
17.Studiesofsharerepurchaseshaveshownthatcompanies_________at timingsharerepurchases,often______________.
Riskandthe CostofCapital
Acompany’scostofcapitaliscriticalfordeterminingvaluecreationandfor evaluatingstrategicdecisions.Itistherateatwhichyoudiscountfuturecash flowsforacompanyorproject.Itisalsotherateyoucomparewiththereturn oninvestedcapitaltodetermineifthecompanyiscreatingvalue.Thecostof capitalincorporatesboththetimevalueofmoneyandtheriskofinvestment inacompany,businessunit,orproject.
Thecostofcapitalisanopportunitycost,basedonwhatinvestorscould earnbyinvestingtheirmoneyelsewhereatthesamelevelofrisk.Onlydiversifiablerisksaffectacompany’scostofcapital.Otherrisks,whichcanbediversified,shouldonlybereflectedinthecashflowforecastusingmultiplecashflow scenarios.
Companiesshouldtakeonallinvestmentsthathaveapositiveexpected value,regardlessoftheirriskprofile,unlesstheprojectsaresolargethatfailurewouldthreatentheviabilityoftheentirecompany.Mostexecutivesare reluctanttotakeonsmallerriskyprojectsevenifthereturnsareveryhigh.
Theabilityofinvestorstodiversifytheirportfoliosmeansthatonlynondiversifiableriskaffectsthecostofcapital.Companiesinthesameindustrywill havesimilarcostsofcapital.Theriskstheycannotdiversifyawayarethose thataffectallcompanies—forexample,exposuretoeconomiccycles.
Certainprojectscarrywhatmanyinvestorsseeashighrisk.Companies shouldnotbumpuptheassumedcostofcapitaltoreflecttheuncertaintyof riskyprojects.Indoingso,theyoftenenduprejectinggoodinvestmentopportunitiesasaresult.Abetterapproachfordeterminingtheexpectedvalueof aprojectistodevelopmultiplecashflowscenarios,valuethemattheunadjustedcostofcapital,andthenapplyprobabilitiesforthevalueofeachscenario toestimatetheexpectedvalueoftheprojectorcompany.
Usingscenarioshasseveraladvantages,including(1)providingdecision makerswithmoreinformation;(2)encouragingmanagerstodevelopstrategiestomitigatespecificrisks;and(3)acknowledgingthefullrangeofpossible outcomes.
Intheory,acompanyshouldtakeonallprojectsorgrowthopportunities thathavepositiveexpectedvaluesevenifthereishighlikelihoodoffailure, aslongastheprojectissmallenoughthatfailurewillnotputthecompany infinancialdistress.Inpractice,companiestendtooverweighttheimpactof lossesfromsmallerprojects,therebymissingvaluecreationopportunities.
Executivesmakingdecisionsfortheircompaniesshouldthinkaboutthe company’sriskprofile,nottheirown.Corporationsaredesignedtotake risksandovercomethenaturallossaversionofindividuals.Toovercomeloss aversionandmakebetterinvestmentdecisions,individualsandorganizations mustlearntoframechoicesinthecontextoftheentirecompany’ssuccess,not theindividualproject’sperformance.
Althoughhedgingmayreducetheshort-termcashflowvolatility,itwill havelittleeffectonthecompany’svaluationbasedonlong-termcashflows. Somerisks,likethecommoditypriceriskinthisexample,canbemanagedby shareholdersthemselves.Otherrisks,suchassomeformsofcurrencyrisk,are harderforshareholderstomanage.Thegeneralruleistoavoidhedgingthe firsttypeofriskbuthedgethesecondifpossible.
1.Afirm’scostofcapitalisdrivenbyinvestors’____________,because firmmanagershaveafiduciaryresponsibilitytothecompany’s investors.
2.Thecostofcapitalincorporatesboththe____________andthe ____________inacompany,businessunit,orproject.
3.Withinacompany,individualbusinessunitscanhavedifferentcostsof capitalif________________.
4.Theabilityofinvestorstodiversifytheirportfoliosmeansthatonly ____________riskaffectsthecostofcapital.
5.Because____________riskgenerallyaffectsallcompaniesinthesame industryinthesameway,acompany’s____________iswhatprimarily drivesitscostofcapital.
6.Certainprojectscarryhighrisks.Managersshouldnotignore theserisks,butshouldexplicitlyincludethemin____________, not_______________.
7.Someadvantagestousingascenarioexpectedcashflowapproachover anadhocriskpremiumapproachwhenevaluatinghigh-riskprojects are:
