The Howland Carpet Company has grown rapidly during the past 5 years. Recently, its commercial bank urged the company to consider increasing its permanent financing. Its bank loan under a line of credit has risen to $250,000, carrying an 8% interest rate. Howland has been 30 to 60 days late in paying trade creditors. Discussions with an investment banker have resulted in the decision to raise $500,000 at this time. Investment bankers have assured the firm that the following alternatives are feasible (flotation costs will be ignored). ● Alternative 1: Sell common stock at $8. ● Alternative 2: Sell convertible bonds at an 8% coupon, convertible into 100 shares of common stock for each $1,000 bond (i.e., the conversion price is $10 per share). ● Alternative 3: Sell debentures at an 8% coupon, each $1,000 bond carrying 100 warrants to buy common stock at $10. John L. Howland, the president, owns 80% of the common stock and wishes to maintain control of the company. There are 100,000 shares outstanding. The following are extracts of Howland’s latest financial statements: Balance Sheet Line of credit 250,000 Other current liabilities $150,000 Long-term debt 0 Common stock, par $1 100,000 Retained earnings 50,000 Total assets $550,000 Total claims $550,000 Income Statement Sales $1,100,000 All costs except interest 990,000 EBIT $ 110,000 Interest 20,000 Pre-tax earnings $ 90,000 Taxes (40%) 36,000 Net income $ 54,000 Shares outstanding 100,000 Earnings per share $ 0.54 Price/earnings ratio 15.83 Market price of stock $ 8.55 a. Show the new balance sheet under each alternative. For Alternatives 2 and 3, show the balance sheet after conversion of the bonds or exercise of the warrants. Assume that half of the funds raised will be used to pay off the bank loan and half to increase total assets.

The Howland Carpet Company has grown rapidly during the past 5 years. Recently, its

commercial bank urged the company to consider increasing its permanent financing.

Its bank loan under a line of credit has risen to $250,000, carrying an 8% interest rate.

Howland has been 30 to 60 days late in paying trade creditors.

Discussions with an investment banker have resulted in the decision to raise $500,000 at

this time. Investment bankers have assured the firm that the following alternatives are

feasible (flotation costs will be ignored).

● Alternative 1: Sell common stock at $8.

● Alternative 2: Sell convertible bonds at an 8% coupon, convertible into 100 shares

of common stock for each $1,000 bond (i.e., the conversion price is $10 per share).

● Alternative 3: Sell debentures at an 8% coupon, each $1,000 bond carrying

100 warrants to buy common stock at $10.

John L. Howland, the president, owns 80% of the common stock and wishes to maintain

control of the company. There are 100,000 shares outstanding. The following are extracts

of Howland’s latest financial statements:

Balance Sheet

Line of credit 250,000

Other current liabilities $150,000

Long-term debt 0

Common stock, par $1 100,000

Retained earnings 50,000

Total assets $550,000 Total claims $550,000

Income Statement

Sales $1,100,000

All costs except interest 990,000

EBIT $ 110,000

Interest 20,000

Pre-tax earnings $ 90,000

Taxes (40%) 36,000

Net income $ 54,000

Shares outstanding 100,000

Earnings per share $ 0.54

Price/earnings ratio 15.83

Market price of stock $ 8.55

a. Show the new balance sheet under each alternative. For Alternatives 2 and 3, show

the balance sheet after conversion of the bonds or exercise of the warrants. Assume

that half of the funds raised will be used to pay off the bank loan and half to

increase total assets.

b. Show Mr. Howland’s control position under each alternative, assuming that he does

not purchase additional shares.

c. What is the effect on earnings per share of each alternative, assuming that profits

before interest and taxes will be 20% of total assets?

d. What will be the debt ratio (TL/TA) under each alternative?

e. Which of the three alternatives would you recommend to Howland, and why?