Financial-Management Exam Dumps - WGU Courses and Certificates Questions and Answers

Free cash flow concepts are central to valuation. Free cash flow to the firm (FCFF) represents cash available to all capital providers—both debt and equity—before interest and principal repayments. In contrast, free cash flow to equity (FCFE) measures the cash available exclusively to common shareholders after all operating expenses, capital expenditures, working capital needs, and debt obligations (interest and principal) have been satisfied. This distinction determines which discount rate analysts use: FCFF is discounted at the weighted average cost of capital (WACC), while FCFE is discounted at the cost of equity. FCFE is especially useful when valuing equity directly or when a firm’s leverage is stable and predictable. Option C correctly captures this defining difference, while the other options misstate cash flow allocation or confuse accounting adjustments with distributable cash.

A major advantage of the Gordon growth model is that it explicitly incorporates expectations about future dividend growth. By linking the stock’s value to anticipated dividends and their growth rate, the model aligns valuation with investors’ forward-looking expectations rather than solely historical data. This forward-looking nature is consistent with modern financial management principles, which emphasize expected future cash flows as the primary driver of value. Unlike CAPM, which focuses on risk via beta, the Gordon growth model directly reflects dividend policy and growth prospects. For mature firms with stable growth, this provides a practical and intuitive estimate of the cost of equity. Option C correctly identifies this strength of the model.

The internal rate of return (IRR) represents the discount rate at which a project’s net present value (NPV) equals zero. Financial management theory states that a project should be accepted if its IRR exceeds the firm’s required rate of return (or hurdle rate), assuming conventional cash flows and no capital rationing.

In this scenario, the hospital has a minimum required return of 11% and sufficient capital to undertake all acceptable projects. Based on the provided IRR calculations, both Project A and Project B have IRRs exceeding 11%, making them financially acceptable under the IRR decision rule. Because there is no capital constraint and the investment horizon is sufficient, the hospital should accept both projects.

Financial management texts caution that IRR can sometimes produce misleading rankings when projects differ significantly in scale or timing. However, when evaluating independent projects with acceptable IRRs, the correct decision is to accept all projects that meet or exceed the required return. Option B correctly reflects this principle.

Preferred stock is distinguished by its fixed or stated dividend, which is typically paid before any dividends are distributed to common shareholders. This feature makes preferred stock resemble debt in terms of predictable income, while still being classified as equity on the balance sheet. Unlike common stockholders, preferred shareholders generally do not have voting rights and have limited potential for capital appreciation. However, they enjoy priority over common stockholders in dividend payments and, in liquidation, over residual equity claims. From a financial management standpoint, preferred stock provides firms with a flexible financing option that does not increase leverage in the same way as debt while offering investors relatively stable income. Option C correctly identifies the defining characteristic of preferred stock.

The Sarbanes–Oxley Act reinforces the board of directors’ fiduciary duty to act in the best interests of shareholders. This includes providing independent oversight of management, ensuring financial reporting integrity, and protecting shareholder rights. SOX emphasizes board independence, particularly through audit committees composed of independent directors. Financial management theory recognizes the board as a key mechanism for reducing agency conflicts between management and shareholders. Option D correctly reflects this governance-focused objective.

Traditional corporate finance defines the primary objective of most firms—especially publicly held corporations—as maximizing shareholder wealth (shareholder value). This goal is operationalized by making decisions that increase the present value of expected future cash flows available to owners, adjusted for risk. While stakeholders such as employees, customers, communities, and regulators matter, the “shareholder value” framework treats them as critical constraints and drivers of long-term cash flow rather than the ultimate objective itself. For example, investing in employee satisfaction can improve productivity and retention; investing in customer satisfaction can increase revenues and reduce churn; and expanding globally can open new markets. However, under the traditional view, these actions are chosen because they enhance long-run free cash flow or reduce risk—thereby raising firm value—rather than because they are the final goal. In practice, managers translate this objective into measurable targets: profitable growth, margin improvement, efficient capital allocation, and disciplined investment appraisal (positive NPV projects). Therefore, the most accurate answer is that Synesthor will center its efforts on maximizing shareholder value, while balancing stakeholder considerations as part of sustaining competitive advantage and protecting the firm’s future cash flows.

Opportunity cost represents the return a firm forgoes by investing resources in one use instead of the next best alternative. In inventory management, capital tied up in inventory cannot be used for other value-generating activities such as investing in new projects, paying down debt, or returning cash to shareholders. Financial management emphasizes opportunity cost as a key component of inventory carrying costs, along with storage, insurance, and obsolescence. Ignoring opportunity costs can lead to excessive inventory levels and reduced firm value. Option B correctly identifies this fundamental concept.

When sales grow and cost of goods sold (COGS) is assumed to be a spontaneous account, COGS increases proportionally with sales. In the current year, Kretsmart’s gross margin ratio is calculated as Gross Margin ÷ Sales = $55 ÷ $100 =55%, while COGS represents45%of sales.

Sales are projected to grow by 10% per year for two years. Therefore, projected sales for Year 2 are:

$100 × 1.10 × 1.10 =$121.00.

Since COGS remains 45% of sales, projected COGS for Year 2 equals:

$121.00 × 0.45 =$54.45.

Gross margin is then calculated as:

$121.00 − $54.45 =$66.55.

Financial management forecasting techniques commonly use percentage-of-sales assumptions for spontaneous accounts such as COGS, inventory, and receivables. This method allows managers to project future income statements consistently with expected growth. Option B ($66.55) correctly reflects the projected gross margin for Year 2 under these assumptions.

The initial investment for a capital project includes all costs required to acquire and prepare an asset for use. These costs typically include purchase price, delivery, installation, testing, and any necessary setup expenses. Financial management texts clearly distinguish these capitalized costs from expenses such as depreciation, which is an accounting allocation over time, and salvage value, which is considered at the end of a project’s life. Market research is usually treated as a separate operating or planning expense unless directly attributable to asset acquisition. Option B correctly identifies delivery and installation as part of the initial investment.

A beta of 1.0 indicates that a stock has the same level of systematic risk as the market portfolio. Under CAPM assumptions, such a stock is expected to move proportionally with the market—rising and falling by similar percentages in response to market-wide changes. Consequently, its expected return equals the market return. This does not imply identical realized performance in every period, but rather equivalence in expected risk-adjusted performance over time. Financial managers use this benchmark to classify stocks as aggressive (beta > 1), defensive (beta < 1), or market-matching (beta = 1). Option B correctly reflects this CAPM interpretation.