Question

In: Finance

Cranston Dispensers, Inc. In the early 1990s, Cranston Dispensers, Inc. was quick to realize that concern...

Cranston Dispensers, Inc.

In the early 1990s, Cranston Dispensers, Inc. was quick to realize that concern for the environment would cause many consumer product manufacturers to move away from aerosol dispensers to mechanical alternatives that pose no threat to the ozone layer. In the following decades, most countries banned the most popular aerosol propellants, first chlorofluorocarbons and then hydrocholrofluorocarbons. As the leading manufacturer of specialized pump and spray containers for a variety of products in cosmetics, household cleaning supplies, and pharmaceutical industries, Cranston experienced a rapid increase in sales and profitability after it made this strategic move. At that time, the firm focused much of its attention on capturing market share and keeping up with demand.

For most of 20x4 and 20x5, however, Cranston’s share price was falling while shares of other companies in the industry were rising. At the end of fiscal 20x5, the company hired Susan McNulty as the new treasurer, with the expectation that she would diagnose Cranston’s problems and improve the company’s financial performance relative to that of its competitors. She decided to begin the task with a thorough review of the company’s working capital management practices.

While examining the company’s financial statements, she noted that Cranston had a higher percentage of current assets on its balance sheet than other companies in the packaging industry. The high level of current assets caused the company to carry more short-term debt and to have higher interest expense than its competitors. It was also causing the company to lag behind its competitors on some key financial measures, such as return on assets and return on equity.

In an effort to improve Cranston’s overall performance, Susan has decided to conduct a comprehensive review of working capital management policies, including those related to the cash conversion cycle, credit policy, and inventory management. Cranston’s financial statements for the three most recent years follow.    

($ in thousands)

Account

20x5

20x4

20x3

Sales

3,784

3,202

2,760

Cost of Goods Sold

2,568

2,172

1,856

Gross Profit

1,216

1,030

904

Selling & Administrative

550

478

406

Depreciation

247

230

200

Earnings Before Interest and Taxes

419

322

298

Interest Expense

20

25

14

Taxable Income

399

297

284

Taxes

120

89

85

Net Income

279

208

199

Cranston Dispensers

Balance Sheet

($ in thousands)

Account

20x5

20x4

20x3

Current Assets

   Cash

341

276

236

   Accounts Receivable

722

642

320

   Inventory

595

512

388

Total Current Assets

1,658

1,430

944

Net Fixed Assets

1,822

1,691

1,572

Total Assets

3,480

3,121

2,516

Current Liabilities

   Accounts Payable

332

288

204

   Accrued Expenses

343

335

192

   Short-term Notes

503

491

243

Total Current Liabilities

1,178

1,114

639

Long-term Debt

398

324

289

Other Long-term Liabilities

239

154

147

Total Liabilities

1,815

1,592

1,075

Owners’ Equity

Common Equity

1,665

1,529

1,441

Total Liabilities & Equity

3,480

3,121

2,516

5.   Cranston now bills its customers with terms of net 45. Although most customers pay on time, some routinely stretch the payment period to sixty or even ninety days. What steps can Cranston take to encourage clients to pay on time? What is the potential risk of implementing penalties for late payment?

6.   Suppose Cranston institutes a policy of granting a 1% discount for payment within fifteen days with the full amount due in 45 days. Half the customers take the discount, the other half take an average of sixty days to pay.

a.   What is the length of Cranston’s collection cycle under this new policy?

b.   In dollars, how much would the policy have cost Cranston in 20x5?

c.    If this policy had been in effect during 20x5, by how many days would Cranston have shortened the cash conversion cycle?

7.   An image-based lockbox system could accelerate Cranston’s cash collections by three days. Cranston can earn an annual rate of 6% on the cash freed by accelerated collections. Using sales for 20x5, determine the most that Cranston should pay per year for the lockbox system.

Solutions

Expert Solution

Part 5)

The following steps can be taken by Cranston to encourage clients to pay on time:

1) Offer early payment discounts to clients. For Instance, Cranston can offer a discount of 2% if payment is made within 10 days of sale and 1% discount if payment is made within 30 days.

2) Cranston can ask its sales representatives to develop a strong relationship with the customers and ask them to do a follow up with the customers for payment on time. Timely reminders (to customers) may also help in recovering payments as and when they become due.

3) Cranston can levy penalties in the form of interest on the amount due from customers after the expiry of the credit period. The rate of interest should be high enough to discourage customers from delaying payments. Another alternative would be to stop making sales to customers having poor repayment history.

4) Cranston can ask for advance payment or engage in cash sales only. This can, however, affect its sales volume to a large extent (in an adverse way).

_____

Impact of Penalties

While penalties may encourage customers to make payments on or before time, imposition of penalities can force customers to look for other suppliers/sellers with better credit terms. Also, it may not be possible for Cranston to impose penalties on big customers. Cranston should take into account the risk of losing some customers as a result of penalties. Attracting new customers may also become difficult with credit terms comprising of a penalty clause.

_____

Part 6)

a) The length of Cranston’s collection cycle under this new policy is calculated as below:

Length of Cranston’s Collection Cycle = Percentage of Customers taking Discount*Discount Period in Days + Percentage of Customers Not taking Discount*Total Period in days taken by Customers Not availing Discount = 50%*15 days + 50%*60 days = 37.50 days

_____

b)

The cost of the policy to Cranston in 2005 is determined as follows:

Discount on Sales (3,784*1%*1/2) 18.92 million
Less Tax Not Paid on Discount [18.92*120/399] 5.69 million
Cost of Policy $13.23 million

_____

c)

We will have to calculate the average collection period under the previous policy as below:

Average Collection Period (Old Policy) = 365/Accounts Receivables Turnover Ratio = 365/[Sales/Average Accounts Receivable] = 365/[3,784/((722+642)/2)] = 65.78 or 66 days

Under, the new policy the average collection period is 37.5 days (as calculated in Part 6-a). The cash conversion cycle would be shortened by 28.28 (65.78 days - 37.5 days) or 28.5 days (66 days - 37.5 days).

_____

7)

The total amount that should be paid by Cranston for the lockbox system should be less than the return realized on the cash freed by accelerated collections. The value of return realized is determined as follows:

Return Realized on the Cash Freed by Accelerated Collections = 3,784*3/365*6% = $1.866 million per year

Cranston should pay any amount less than $1.866 million per year for the lockbox system as the return on cash freed would exceed the cost of lockbox system.


Related Solutions

1. A quick history: When I was taking finance classes in the early 1990s, My finance...
1. A quick history: When I was taking finance classes in the early 1990s, My finance professor, an intimidating guy from Rochester, NY, impressed upon us all that we'd have to be fools not to be earning 10% in the market. This was largely due to the times. Everyone made money in the early 90s. The way you measure your gains against everyone else is by using CAPM. Your text mentions some shortfalls of CAPM that have popped up over...
In the late 1990s and early 2000s, there was an explosion in the issuance of bonds...
In the late 1990s and early 2000s, there was an explosion in the issuance of bonds backed by mortgages, also known as mortgage-backed securities (MBSs). The underlying cause of the financial crisis was a combination of debt and mortgage-backed assets. True or False Credit Default Swaps are a kind of insurance on bonds. True or False In 1999 the Depression-era Glass-Steagall Act (1933) was partially repealed, allowing banks, securities firms, and insurance companies to enter each other’s markets and to...
You realize early on that it will be essential to determine Zoopledorf’s surface gravity gZ —...
You realize early on that it will be essential to determine Zoopledorf’s surface gravity gZ — the magnitude of the gravitational acceleration near the planet’s surface. Fortunately, the expedition’s supplies include a small ball and two motion sensors. The motion sensors record the time when an object passes in front of them, but no other information about the object’s motion. To measure gZ, you set up the motion sensors, one a distance h directly above the other. You toss the...
As per a published report…” In the late 1990s and early 2000s, Nokia was the global...
As per a published report…” In the late 1990s and early 2000s, Nokia was the global leader in mobile phones. With the arrival of the Internet, other mobile companies started understanding how data, not voice, was the future of communication. Nokia didn’t grasp the concept of software and kept focusing on hardware because the management feared to alienate current users if they changed too much.” List and briefly explain 2 factors that might have been overlooked by the business(es), referred...
As per a published report…” In the late 1990s and early 2000s, Nokia was the global...
As per a published report…” In the late 1990s and early 2000s, Nokia was the global leader in mobile phones. With the arrival of the Internet, other mobile companies started understanding how data, not voice, was the future of communication. Nokia didn’t grasp the concept of software and kept focusing on hardware because the management feared to alienate current users if they changed too much.” List and briefly explain 2 factors that might have been overlooked by the business(es), referred...
As per a published report…” In the late 1990s and early 2000s, Nokia was the global...
As per a published report…” In the late 1990s and early 2000s, Nokia was the global leader in mobile phones. With the arrival of the Internet, other mobile companies started understanding how data, not voice, was the future of communication. Nokia didn’t grasp the concept of software and kept focusing on hardware because the management feared to alienate current users if they changed too much.” List and briefly explain 2 factors that might have been overlooked by the business(es), referred...
From the mid-1980s through the early 1990s, what were the sources of the reduction in the...
From the mid-1980s through the early 1990s, what were the sources of the reduction in the number of banks in the United States?
What was the business environment of enron during the late 1990s and early 2000s? And, how...
What was the business environment of enron during the late 1990s and early 2000s? And, how did this environment incentive the numerous frauds that happened during this period?
In the early 1990s, fusion involving hydrogen dissolved in palladium at room temperature, or cold fusion,...
In the early 1990s, fusion involving hydrogen dissolved in palladium at room temperature, or cold fusion, was proposed as a new source of energy. This process relies on the diffusion of H2 into palladium. The diffusion of hydrogen gas through a 0.005-cm-thick piece of palladium foil with a cross section of 0.780 cm2 is measured. On one side of the foil, a volume of gas maintained at 298 K and 1 atm is applied, while a vacuum is applied to...
In the early 1990s, fusion involving hydrogen dissolved in palladium at room temperature, or cold fusion,...
In the early 1990s, fusion involving hydrogen dissolved in palladium at room temperature, or cold fusion, was proposed as a new source of energy. This process relies on the diffusion of H2 into palladium. The diffusion of hydrogen gas through a 0.005-cm-thick piece of palladium foil with a cross section of 0.810 cm2 is measured. On one side of the foil, a volume of gas maintained at 298 K and 1 atm is applied, while a vacuum is applied to...
ADVERTISEMENT
ADVERTISEMENT
ADVERTISEMENT