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Golden Gate Construction Associates, a real estate developer and building contractor in San Francisco, has two sources of long-term capital: debt and equity. The cost to Golden Gate of issuing debt is the after-tax cost of the interest payments on the debt, taking into account the fact that the interest payments are tax deductible. The cost of Golden Gate's equity capital is the investment opportunity rate of Golden Gate's investors, that is, the rate they could earn on investments of similar risk to that of investing in Golden Gate Construction Associates. The interest rate on Golden Gate's $62 million of long-term debt is 8 percent, and the company's tax rate is 20 percent. The cost of Golden Gate's equity capital is 15 percent. Moreover, the market value (and book value) of Golden Gate's equity is $86 million. The company has two divisions: the real estate division and the construction division. The divisions' total assets, current liabilities, and before-tax operating income for the most recent year are as follows: Division Total Assets Current Liabilities Before-Tax Operating Income Real estate $ 94,000,000 $ 5,900,000 $ 21,000,000 Construction 60,500,000 3,900,000 18,100,000 Required: Calculate the economic value added (EVA) for each of Golden Gate Construction Associates' divisions. (Round your "WACC" in percentage to 1 decimal place. Enter your answers in millions rounded to 3 decimal places. Omit the "$" sign in your response.) Division Economic value added (in millions) Real estate $ 6.759 correct Construction $ 8.029 correct

Next: Kenneth Washburn, head of the Sporting Goods Division of Reliable Products, has just completed a miserable nine months. “If it could have gone wrong, it did. Sales are down, income is down, inventories are bloated, and quite frankly, I’m beginning to worry about my job,” he moaned. Washburn is evaluated on the basis of ROI. Selected figures for the past nine months follow. Sales $ 4,800,000 Operating income 360,000 Invested capital 6,000,000 ________________________________________ In an effort to make something out of nothing and to salvage the current year’s performance, Washburn was contemplating implementation of some or all of the following four strategies: a. Write off and discard $60,000 of obsolete inventory. The company will take a loss on the disposal. b. Accelerate the collection of $80,000 of overdue customer accounts receivable. c. Stop advertising through year-end and drastically reduce outlays for repairs and maintenance. These actions are expected to save the division $150,000 of expenses and will conserve cash resources. d. Acquire two competitors that are expected to have the following financial characteristics: Projected Sales Projected Operating Expenses Projected Invested Capital Anderson Manufacturing $ 3,000,000 $ 2,400,000 $ 5,000,000 Palm Beach Enterprises 4,500,000 4,120,000 4,750,000 Required: 1-a. Briefly define sales margin, capital turnover, and return on investment. Sales margin Income divided by sales revenue Capital turnover Sales revenue divided by invested capital Return on investment Income divided by invested capital ________________________________________ 1-b. Compute sales margin, capital turnover, and return on investment for the Hardware Division over the past nine months. (Omit the "%" sign in your response. Round your answers to 2 decimal places.) Sales margin 7.5 % Capital turnover 80 % Return on investment 6 % 3. Are there possible long-term problems associated with strategy (c)? Yes 4-a. Determine the ROI of the investment in Anderson Manufacturing and do the same for the investment in Palm Beach Enterprises. (Omit the "%" sign in your response.) Anderson Manufacturing ROI 12 % Palm Beach Enterprises ROI 8 % ________________________________________ 4-b. Should Washburn reject both acquisitions, accept both the acquisitions, acquire Anderson Manufacturing or acquire Palm Beach Enterprises in order to maximize the ROI? Acquire Anderson Manufacturing
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Golden Gate Construction Associates, a real estate developer and building contractor in San Francisco, has two sources of long-term capital: debt and equity. The cost to Golden Gate of issuing debt is the after-tax cost of the interest payments on the debt, taking into account the fact that the interest payments are  tax deductible. The cost of Golden Gate's equity capital is the investment opportunity rate of Golden Gate's investors, that is, the rate they could earn on investments of similar risk to that of investing in Golden Gate Construction Associates. The interest rate on Golden Gate's $62 million of long-term debt is 8 percent, and the company's tax rate is 20 percent. The cost of Golden Gate's equity capital is 15 percent. Moreover, the market value (and book value) of Golden Gate's equity is $86 million.

The company has two divisions: the real estate division and the construction division. The divisions' total assets, current liabilities, and before-tax operating income for the most recent year are as follows:

  DivisionTotal AssetsCurrent
Liabilities
Before-Tax
Operating Income
  Real estate$ 94,000,000 $ 5,900,000 $ 21,000,000 
  Construction 60,500,000  3,900,000  18,100,000 


Required:
Calculate the economic value added (EVA) for each of Golden Gate Construction Associates' divisions.(Round your "WACC" in percentage to 1 decimal place. Enter your answers in millions rounded to 3 decimal places. Omit the "$" sign in your response.)

  DivisionEconomic
value added
(in millions)
  Real estate$ 6.759 correct  
  Construction$ 8.029 correct  

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