McGraw-Hill/Irwin Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.
Key Concepts and Skills
• Understand how firms manage cash
• Understand float
• Understand how to accelerate collections
and manage disbursements
• Understand the characteristics of various
short-term securities
• Appendix: Be able to use the BAT and
Miller-Orr models and understand the
different assumptions
20-2
Chapter Outline
• Reasons for Holding Cash
• Understanding Float
• Cash Collection and Concentration
• Managing Cash Disbursements
• Investing Idle Cash
• Appendix
• The Basic Idea
• The BAT Model
• The Miller-Orr Model: A More General Approach
• Implications of the BAT and Miller-Orr Models
• Other Factors Influencing the Target Cash Balance
20-3
Reasons for Holding Cash
• Speculative motive – hold cash to take
advantage of unexpected opportunities
• Precautionary motive – hold cash in case
of emergencies
• Transaction motive – hold cash to pay the
day-to-day bills
• Trade-off between opportunity cost of
holding cash relative to the transaction
cost of converting marketable securities to
cash for transactions
20-4
Understanding Float
• Float – difference between cash balance
recorded in the cash account and the cash
balance recorded at the bank
• Disbursement float
• Generated when a firm writes checks
• Available balance at bank – book balance > 0
• Collection float
• Checks received increase book balance before
the bank credits the account
• Available balance at bank – book balance < 0
• Net float = disbursement float + collection float
20-5
Example: Types of Float
• You have $3000 in your checking account.
You just deposited $2000 and wrote a
check for $2500.
• What is the disbursement float?
• What is the collection float?
• What is the net float?
• What is your book balance?
• What is your available balance?
20-6
Example: Measuring Float
• Size of float depends on the dollar amount and the
time delay
• Delay = mailing time + processing delay +
availability delay
• Suppose you mail a check for $1000 and it takes 3
days to reach its destination, 1 day to process and
1 day before the bank makes the cash available
• What is the average daily float (assuming 30-day
months)?
• Method 1: (3+1+1)(1000)/30 = 166.67
• Method 2: (5/30)(1000) + (25/30)(0) = 166.67
20-7
Example: Cost of Float
• Cost of float – opportunity cost of not being able
to use the money
• Suppose the average daily float is $3 million with
a weighted average delay of 5 days.
• What is the total amount unavailable to earn interest?
• 5*3 million = 15 million
• What is the NPV of a project that could reduce the
delay by 3 days if the cost is $8 million?
• Immediate cash inflow = 3*3 million = 9 million
• NPV = 9 – 8 = $1 million
20-8
Cash Collection
20-9
Example: Accelerating Collections –
Part I
• Your company does business nationally and
currently all checks are sent to the headquarters in
Tampa, FL. You are considering a lock-box system
that will have checks processed in Phoenix, St. Louis
and Philadelphia. The Tampa office will continue to
process the checks it receives in house.
• Collection time will be reduced by 2 days on average
• Daily interest rate on T-billls = .01%
• Average number of daily payments to each lockbox is
5000
• Average size of payment is $500
• The processing fee is $.10 per check plus $10 to wire
funds to a centralized bank at the end of each day.
20-10
Example: Accelerating Collections –
Part II
• Benefits
• Average daily collections = 3(5000)(500) = 7,500,000
• Increased bank balance = 2(7,500,000) = 15,000,000
• Costs
• Daily cost = .1(15,000) + 3*10 = 1530
• Present value of daily cost = 1530/.0001 = 15,300,000
• NPV = 15,000,000 – 15,300,000 = -300,000
• The company should not accept this lock-box
proposal
20-11
Cash Disbursements
• Slowing down payments can increase
disbursement float – but it may not be
ethical or optimal to do this
• Controlling disbursements
• Zero-balance account
• Controlled disbursement account
20-12
Investing Cash
• Money market – financial instruments with
an original maturity of one year or less
• Temporary Cash Surpluses
• Seasonal or cyclical activities – buy
marketable securities with seasonal surpluses,
convert securities back to cash when deficits
occur
• Planned or possible expenditures –
accumulate marketable securities in
anticipation of upcoming expenses
20-13
Figure 20.6
20-14
Characteristics of Short-Term
Securities
• Maturity – firms often limit the maturity of
short-term investments to 90 days to avoid
loss of principal due to changing interest
rates
• Default risk – avoid investing in marketable
securities with significant default risk
• Marketability – ease of converting to cash
• Taxability – consider different tax
characteristics when making a decision
20-15
Quick Quiz
• What are the major reasons for holding
cash?
• What is the difference between
disbursement float and collection float?
• How does a lock box system work?
• What are the major characteristics of short-
term securities?
20-16
Chapter 20
•End of Chapter
McGraw-Hill/Irwin Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved.