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IB Interview Guide, Module 4: What “Financial Modeling” Means, and

the Core Technical Concepts
Table of Contents:
Overview & Key Rules of Thumb .................................................................... 2
Key Rule #1: What Does “Financial Modeling” Mean? ............................... 2
Key Rule #2: The Time Value of Money ...................................................... 7
Key Rule #3: Present Value (PV), Internal Rate of Return (IRR), and Weighted
Average Cost of Capital (WACC) ............................................................... 11
Key Rule #4: How to Value Any Company: The Most Important Formula in
Finance ..................................................................................................... 20
Key Rule #5: What Makes Financial Modeling Hard ................................. 23
Interview Questions ..................................................................................... 25
The Time Value of Money......................................................................... 25
PV, NPV, IRR, and WACC ........................................................................... 26

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Overview & Key Rules of Thumb

This guide introduces you to the key technical topics that will come up repeatedly in interviews
and on the job.
You will probably NOT receive direct interview questions on these topics – however, you need
to understand these concepts to answer other technical questions successfully.
For example, if you don’t understand the time value of money, you will never understand the
Discounted Cash Flow (DCF) analysis and DCF-related questions.
Key Rule #1: What Does “Financial Modeling” Mean?

Imagine that you get into an argument with a friend over a company’s stock price.
Right now, the company is trading at $150 per share. You think it’s worth $200 per share, but
your friend thinks it’s worth $100 per share.
You recommend investing in the company, but your friend recommends “shorting” (betting
against) the company.
How do you tell who’s correct?
You create a “financial model” to estimate the company’s value.
A “financial model” is like an outline for a long essay, or a blueprint for a building.
It doesn’t give you all the details, but it gives you enough details to make a decision.
For example, if you create a blueprint for a building, you may not know the exact color of each
wall.
But if there’s a big problem with the building, such as a foundation that’s too small, the
blueprint will clue you in.
A financial model works the same way: it doesn’t tell you everything a company does, but it lets
you see if there are major problems.
Going back to that example above, let’s say that you create a model to estimate how much cash
flow a company will generate in the future.
You’re doing this to convince your friend that the company is worth $200 per share.
The company has grown its sales at 10% per year over the past few years, but for the company
to be worth $200 per share, your model says that its sales must grow at 30% per year.

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This result is a strong indication that your view is incorrect unless there’s a REALLY good
reason for the company’s sales growth to triple in the near future.
Your friend goes through the same exercise and creates his estimates for the company’s future
sales, profits, and cash flows as well.
According to his model, for the company to be worth $100 per share, its sales growth needs to
be 5% per year.
So who’s right?
The answer is that no one is “right,” but your friend is MORE LIKELY to be correct.
That’s because companies grow at slower and slower rates as they get bigger, so a decline from
10% to 5% growth is more plausible than an increase from 10% to 30% growth.
However, both your analysis and your friend’s analysis rely on predicting the future, which is
why no one is “correct.”
Financial modeling lets you quantify your views of a company and back up everything with
actual numbers.
Here are a few examples of how you might use it:

 Stock Investing: A pharmaceutical company’s stock price just fell by 50%. Was that drop
justified? Or did the market overreact? Should you buy the stock now because it’s set to
rise again?

 Advising on Mergers and Acquisitions: A retailer wants to acquire a smaller retailer.

Will the acquisition improve their financial metrics and make their investors happy?

 Acquiring Companies in Leveraged Buyouts: Investors want to acquire a food &

beverage company, improve its operations, and then sell it again in 5 years. Is this plan a
good idea? Can they earn the amount of money they want?
If you’re an investor, you use financial modeling to make money for yourself by making the
correct investment decisions.
If you’re an adviser – such as an investment banker – then you do not invest your money, but
you advise clients on what they should do.
For example, should a client buy another company? Sell a division? Go public?
Note that you never make decisions based SOLELY on a financial model.

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It’s a part of the process, like DNA evidence or witnesses in a courtroom trial: it might inform
your decision, but it won’t dictate your decision.
And just like a courtroom trial, the process of making an investment decision or advising a client
is a combination of story-telling, data gathering, and some calculations and evidence.
The Steps in the Financial Modeling Process
There are many types of financial models, but the general process for building a model looks
like this:

 Step 1: Decide on the Purpose of Your Analysis.

 Step 2: Do Some Background Research.
 Step 3: Identify the Key Drivers.
 Step 4: Gather Data for Other Companies (If Applicable).
 Step 5: Build Your Analysis.
 Step 6: Present Your Conclusions.
This topic will NOT come up in interviews; it’s here mostly “for your own information,” so we’re
not going to devote much space to it.
Step 1: Decide on the Purpose of Your Analysis
For example, are you arguing with your friend over whether a company is worth $100 per share
or $200 per share?
If so, valuation will be most important. You’ll forecast the company’s sales, profits, and cash
flow in the future, and use those to estimate its value today.
On the other hand, if you’re advising a client on an acquisition, then a merger model –
combining one company with another and assessing the financial impact – will be most
important.
And if you’re at a private equity firm thinking about buying a company and then selling it in the
future, a leveraged buyout analysis, where you calculate how much you’ll earn by doing that, is
most important.
Regardless of what you do, you’ll always need to estimate the company’s future revenue,
expenses, and cash flows.
Time Required: 5 minutes to make a decision on the model(s) to build.
Step 2: Do Some Background Research

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You start by reading the company’s interim and annual reports: How much money is it making?
Is it profitable? Has it become more or less profitable over time?
Then, you look at “investor presentations” the company issues, outside industry research, and
research reports from banks that cover this company.
If you’re an investor, you might also speak directly with management or interview customers or
suppliers to get a better idea of what’s happening.
Time Required: Varies widely; it could be 1 hour, or it could be days or weeks.
Step 3: Identify the Key Drivers
Next, you identify the key drivers for a company based on your research.
For example, for a retailer, the number of stores it owns, how much it sells in each store, and
the costs per product sold will be key drivers.
For a food & beverage company, the key drivers might be units sold, average selling price, and
cost per unit.
For an airline company, they might be the number of flights, passengers per flight, average
revenue per passenger, and cost per flight.
For a subscription-based service, they might be the average monthly fee, the number of
customers, the cancellation rate, and the growth in new customers.
And for a pharmaceutical company, the key drivers might be the number of patients, the price
each patient is paying, and the company’s spending on sales & marketing and research &
development.
Time Required: 30-60 minutes. Do NOT overthink this part.
Step 4: Gather Data for Other Companies (If Applicable)
If you’re valuing a company, you’ll need to gather data on other, similar companies in the
market.
It’s just like when you’re buying a house or a car: you have to see what similar items cost to see
if you’re getting a good deal or not.
And in other situations, such as advising a client on an acquisition, you’ll need to gather data on
similar transactions and companies.

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Time Required: Varies widely; it could be 1 hour for a quick analysis, or days or weeks if you
need perfect numbers.
Step 5: Build Your Analysis
You’ll always estimate the company’s revenue, expenses, and cash flow in the future.
You have to do this because investment decisions are always forward-looking: will the
company become more or less valuable?
Even when you’re advising a client on an acquisition or fundraising, you still need estimates for
the company’s future revenue, expenses, and cash flow.
Beyond that, the work varies widely based on the task.
For example, if you’re valuing a company, you’ll spend a lot of time gathering and processing
data for other, similar companies.
But if you’re advising a client on a deal, you’ll spend more time looking at different scenarios
for the deal and different prices the client might pay.
Time Required: Varies widely; it could be 30 minutes for a quick analysis or 3 months for an
extremely complex one. The “average case” is probably a few days to a week.
Step 6: Present Your Conclusions
This part is like the closing statement in a courtroom trial.
You tie together everything – the numbers, the market analysis, and the “story” – and make a
single recommendation.
For example:

 “You should buy this company for $1 billion using your entire cash balance.”

 “This company’s stock is worth $100. It’s trading at $50 now, so we should invest in the
company.”

 “We should acquire this company in a leveraged buyout, pay $500 million for it, and
plan to sell it again in 4 years.”
You might make this recommendation in PowerPoint, Word, or in an oral presentation, and
your audience might be the Partners at your firm, senior bankers, your client, or interviewers.

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Time Required: Varies widely; it could be 5 minutes in an interview, 3-4 hours in a take-home
case study, or a week on the job.
Return to Top.
Key Rule #2: The Time Value of Money

Now that you know what “financial modeling” means, it’s time to jump into the numbers.
The most important concept is that money today is worth MORE than money tomorrow.
In other words, $100 today is worth more than $100 in 5 years.
Why?
Because you could invest that $100 today and end up with more than $100 in 5 years.
Many people misunderstand this point and think that future money is less valuable because of
inflation.
While inflation also makes future money less valuable, the REAL reason is that you could invest
money today and earn more in the future.
I saw this point firsthand back when I lived in South Korea, which has a “unique” real estate
system.

When you rent an apartment there, there are two options: 전세 (Jeon-se) and 월세 (Wol-se).

We’ll label these choices Options #1 and #2.

With Option #1, you pay an upfront deposit for 50-80% of the apartment’s value, but you pay
no monthly rent, and you get the deposit back at the end.
With Option #2, you pay an upfront deposit for 5-10% of the apartment’s value, but you pay
monthly rent, and you still get that deposit back at the end.
Let’s use some specific numbers and say that the apartment is worth $200,000 ($200K).
Here’s what Option #1 might look like:

 Deposit of $150K (75% of apartment’s value).

 No monthly rent.
 Get back $150K deposit after 2 years.
And here’s what Option #2 looks like:

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 Deposit of $10K (5% of apartment’s value).

 Monthly rent of $1K.
 Get back $10K deposit after 2 years.
Nearly 99% of people in the country advised me to go with Option #1.
They argued that “I wouldn’t lose any money” and “I would get everything back at the end.”
In their minds, the options looked like this:

Now for the punchline: they were all wrong!

Why?
1) Because $150K received back in 2 years is worth LESS than $150K today. Even if we
receive back the “same amount” in the future, it’s worth less than it is today.

2) Paying $140K more for the deposit means that you CANNOT invest that $140K
elsewhere and earn something with it. There’s an opportunity cost associated with a
higher deposit.
So with Option #2, we pay $12,000 in rent per year.
And with Option #1, we pay no rent, but we do pay an extra $140,000 upfront.
So is Option #1 or Option #2 better?
It depends on how much you could EARN with that extra $140,000.

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For example, if your best idea is to put that $140,000 in a savings account at the bank and earn
1% interest on it, Option #1 is clearly better.
At a 1% interest rate, you’d earn only $1,400 in interest each year. You’d be losing money
because you would be paying $12,000 in rent to earn $1,400 in interest, meaning that you’re
losing $10,600 per year.
See the diagram below for an illustration of this: over 2 years, you lose far less with Option #1.

On the other hand, if you plan to invest that $140,000 in something that gives you a higher
yield, such as 10%, then Option #2 is clearly better:

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At a 10% interest rate, you’d earn $14,000 in interest each year, which is greater than the
$12,000 in annual rent you’d pay with Option #2.
So in this case, you’d make money by paying for rent and investing the extra $140,000
elsewhere.
All investment decisions boil down to this analysis: Would you earn MORE with an
investment than you would earn elsewhere? Or would you earn LESS?
For example, if you could invest money and earn 5% on it, something that yields 8% for the
same amount of risk is an improvement.
On the other hand, if an investment with similar risk yields only 3%, that’s not so great since
you could earn 5% on your money elsewhere.
And since money today is worth more than money tomorrow, future money must be
discounted to its value today, or its “present value,” when you’re analyzing it.
For example, what is that $150K deposit I receive back in 2 years worth TODAY?
It depends on my opportunity cost: what I could earn elsewhere.
If I could earn 10% elsewhere, $150K in 2 years is worth $150K / ((1 + 10%)^2), or $124K, today.
That’s because $124K * (1 + 10%) = $136K, and $136K * (1 + 10%) = $150K.
So if I had $124K today and earned 10% on it each year, I’d end up with $150K in 2 years.
On the other hand, if I earned only 1% on it each year, it would be worth $150K / ((1 + 1%)^2),
or $147K, today.
That’s because $147K * (1 + 10%) = $149K, and $149K * (1 + 10%) = $150K.
This concept is called the Present Value, and it’s linked to how much you earn on an
investment and your opportunity cost.
So going back to my housing situation in South Korea, what was the correct decision? It
depends on how much I could have earned with the extra $140,000.
The “breakeven point” was 8.2%.
If I could earn exactly 8.2%, the “Money Lost + Opportunity Cost Factored In” would be
$24,000: the same as my total rent over 2 years.
So I’d have to take a realistic look at my investment plans and make a decision like this:

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 Realistic Chance of Earning More Than 8.2% Elsewhere: It would make more sense to
go with Option #2 and pay $12,000 in rent per year. I could earn more than $12,000
each year by investing the extra $140,000.

 No Realistic Chance of Earning More Than 8.2% Elsewhere: It would make more sense
to go with Option #1. I would not be able to earn more than $12,000 per year with the
extra $140,000.
Key Takeaways: Money today is worth MORE than money tomorrow. This is not because of
inflation, but because you could invest that money today and earn something with it.
The differential – HOW MUCH MORE money is worth today – depends on your opportunity
cost: how much you could earn with other investments.
If this opportunity cost is low, money today won’t be worth that much more. If the opportunity
cost high, money today will be worth a lot more.
To make investment decisions, you need to assess the potential returns – how much you could
earn with THIS investment – and your opportunity cost – how much you could earn elsewhere
with OTHER investments.
If the potential returns exceed your opportunity cost, the investment makes sense; if not, it
doesn’t make sense.
For example, if you could earn 10% elsewhere, it makes no sense to invest in something that
yields only 8%, and that has the same amount of risk.
Return to Top.
Key Rule #3: Present Value (PV), Internal Rate of Return (IRR), and Weighted Average Cost of
Capital (WACC)

In the section above, we referred to the key terms informally: “potential returns,” “opportunity
cost,” and “yields.”
It’s time to define them more formally so you can start using them to analyze companies.
Before delving in, remember the main ways to make investment decisions:
1) You invest when an asset’s asking price is below its intrinsic value.

2) And you also invest when an asset’s potential returns exceed your opportunity cost.

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If you understand these concepts, you’ll understand almost every other concept in financial
modeling:
1) Hedge Fund Stock Pitches – Should you buy a stock? Only if its asking price is below its
intrinsic value. For example, it’s trading at $100 per share, but it’s worth $200 per share.

2) Investment Banking Client Recommendations – If you recommend that a client sell

itself in an M&A process, you might suggest a targeted price of $400 – $450 million. You
believe the company is really worth $500 million, and setting the price a bit lower than
that makes it more attractive to acquirers.

3) Private Equity Investment Recommendations – Should your firm acquire a company in

a leveraged buyout? It depends on the potential returns vs. the firm’s targeted returns.
If the deal might produce an average annual return of 25%, and your target is 20%, the
answer might be “yes.”
The list goes on.
In finance, the “opportunity cost” is called the Discount Rate, and it depends on your other
investment options.
A higher Discount Rate means that the risk and potential returns are both higher, and a lower
Discount Rate means that the risk and potential returns are both lower.
For example, if you invest mostly in the stock market, your Discount Rate will be high because
the average annual return has been 10-11% for the past 100 years.
But your risk is also quite high.
In a specific year, the market might fall by 30%, even if the long-term average is a 10-11%
annual gain.
By contrast, if you invest mostly in U.S. government bonds, your Discount Rate will be much
lower: perhaps 2-3% in a low-interest-rate environment.
But your risk is also much lower because the U.S. government has an extremely low chance of
defaulting and NOT being able to pay this interest.
In real life, no investor invests in just one asset class, and no company uses just one source of
funding.
So you need to look at a weighted average of these Discount Rates.

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This “weighted average” is called the Weighted Average Cost of Capital, or WACC, and it’s one
of the most important metrics for valuing companies.
You can use an analogy to your personal finances to understand WACC: what percentage of
your money do you put in a checking account, savings account, bonds, and the stock market?
If you split up your money like that, your “Opportunity Costs” might look like this:

So what is your “personal WACC”?

It depends on the percentage you allocate into each category. Here’s an example:

In this case, it’s 2.8% because 0.1% * 35.0% + 1.0% * 30.0% + 5.0% * 20.0% + 10.0% * 15.0% =
2.8%.
Why not just put everything into the stock market? Because the risk is much higher!
If you do that, and there’s a market crash, and everything you own falls by 50% in a year, you’ve
just lost 50% of your money.
True, the market might recover in the future, but that might take a very long time.
The concepts are similar for companies, but the options are different, and they relate more to
outside funding sources.
From the perspective of an investor – you – the question is: “Where should I allocate my
money?”

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But from the perspective of a company, the question is: “How should we raise money to fund
operations and expand the business?”
The two main options for companies are equity and debt.
Equity means that the company will raise money by selling stock to investors. In exchange, each
investor will own a small percentage of the company.
Debt means that the company will raise money by borrowing it from lenders. The lenders do
not own any of the business, but they receive interest payments, and they get their entire
principal back in the future.
For the investor, investing in the stock market is the riskiest method but also produces the
highest potential returns over the long term.
And for the company, raising equity is almost always the most expensive way to fund its
operations.
Just as investing in bonds results in lower potential returns for you, debt funding is also less
expensive for a company.
A simple example of the WACC calculation for a company might be:

The exact figures depend on the company’s industry, size, and business risk.
For example, a company in a “risky” industry like biotech would have a higher Cost of Equity
than a similarly sized company in an industry like manufacturing.
The risk is higher in biotech, but so are the potential returns.
Similarly, if the company is less creditworthy, its Cost of Debt will be higher.
Lenders take on more risk by lending the company money, so they demand a higher interest
rate in exchange for that risk.
Apartments in Korea, WACC, and Present Value
So now that you know about Discount Rates, WACC, and measuring returns, how can you
decide whether or not to invest in an asset or company?

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You can estimate the potential returns from it and compare them to your Discount Rate, or you
can estimate its Present Value and compare it to the asking price.
For example, let’s go back to that apartment in Korea and say it’s up for sale. The owner wants
$200K for it, and he expects the tenant to pay $12K in rent per year.
We plan to hold the apartment for 5 years, collect $12K in rent per year, and then sell it for
$200K at the end of the period.
Should we do it?
To answer this question, we can project the expected cash flows from the investment, discount
them to their Present Value, add them up, and then compare them to the asking price.
We also need to know our opportunity cost, or Discount Rate, which we’ll assume is 2.8% – the
same as our “personal WACC” above.
Here’s what it looks like in Excel:

In this case, we’ve used the NPV function in Excel to calculate the Present Value.
We could also calculate the PV with: $12 / (1 + 2.8%) + $12 / ((1 + 2.8%)^2) + $12 / ((1 +
2.8%)^3) + $12 / ((1 + 2.8%)^4) + $212 / ((1 + 2.8%)^5).
That formula gives the same result in this simple case:

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Since the Present Value of these cash flows exceeds the apartment’s asking price, it makes
sense to invest.
But several factors could change our opinion:
1) The Apartment Sale Value Falls – If the housing market crashes and the apartment is
worth only $150K at the end, this decision turns into a “No.”

2) The Apartment Stays Vacant for Some Time – If it takes too long to find tenants, we
might not earn $12K in rent per year.

3) Our Opportunity Cost Changes – If we get some incredible new opportunity, this
apartment deal might not be worth it.

4) The Asking Price Changes – If the current owner suddenly decides to ask for $250K, this
would turn into a “No” decision.
The same factors could change our decision to invest in a company: its future selling price might
fall, its cash flows might decline, our opportunity cost might change, or the owner of the
company might suddenly want more for it.
But the rules of thumb are simple:

 Asking Price < Intrinsic Value: Invest!

 Asking Price > Intrinsic Value: Don’t invest!
Method #2 for Making Investment Decisions: The Internal Rate of Return (IRR)

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In addition to comparing an investment’s Present Value and to its asking price, you can also
estimate its potential returns and compare them to your opportunity cost.
You estimate these “potential returns” by calculating the Internal Rate of Return (IRR), which is
a type of Discount Rate.
The difference is that you solve for this Discount Rate – you don’t know it in advance. For a
simple example, you can use Excel’s built-in IRR function to calculate this rate:

With IRR, you must show that upfront investment of $200K as a negative in Year 0, or the
function won’t work properly.
The IRR here is 6.0%, which means that we should invest in this property since it exceeds our
opportunity cost of 2.8%:

There are several ways to interpret the IRR:

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Interpretation #1: If we invested $200K and earned 6% on it each year, compounded annually,
we'd earn the equivalent of the positive cash flows shown above.
So the IRR is "the effective compounded interest rate on an investment."
Interpretation #2: IRR is also a way to evaluate the “yields” of different investments.
Specifically, will you earn more with this company, project, or investment than you will with
others?
Interpretation #3: The IRR is the Discount Rate at which the Net Present Value (NPV) equals $0.
To calculate the NPV, you take the Present Value and then subtract the upfront investment.
NOTE THAT THE “NPV” FUNCTION IN EXCEL DOES NOT ACTUALLY CALCULATE THE NET
PRESENT VALUE.
THE EXCEL “NPV” FUNCTION CALCULATES THE PRESENT VALUE.
This extremely confusing name means that people tend to use “NPV” and “PV” interchangeably
– so you need to look at the calculations to tell what’s going on.
Here’s how the concept works in this example:

The NPV is $0 when we discount the cash flows using the IRR for the Discount Rate:

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Using These Concepts in Real Life

Companies often make decisions based on WACC and IRR at a divisional level.
For example, let’s say that Sir Richard Branson wants to expand Virgin, his multinational
conglomerate. He’s considering doing this by launching a shuttle service to Jupiter, or by
starting a new low-cost airline in Asia.
WACC for the entire company is 10%, but WACC for Virgin Galactic is 15%, and WACC for Virgin
Asia is 8%.
These figures represent reality: this scheme to go to Jupiter is much riskier, but may also offer
higher potential returns.
Starting a low-cost airline in Asia is much less risky since it’s already a proven business model,
but the potential returns are also lower.
Let’s say that you run the analysis and get these results:

 Virgin Galactic IRR: 13.1%

 Virgin Asia IRR: 9.6%
It would NOT make sense to go to Jupiter because the IRR is less than WACC for that division,
but it WOULD make sense to expand into Asia because IRR exceeds WACC there.
You have to look at the project-specific IRR and project-specific WACC. The figures for the
company as a whole don’t matter unless the project relates to the entire company.
Key Takeaways: It makes sense to invest in a company or asset when:
1) Its asking price is below its intrinsic value.
2) The potential returns exceed your opportunity cost.
In finance, the “opportunity cost” is called the Discount Rate, and it depends on your other
investment options and how you’re allocating your money.
A higher Discount Rate means that the risk and potential returns are both higher, and a lower
Discount Rate means that the risk and potential returns are both lower.
The Discount Rate for companies is called the Weighted Average Cost of Capital, or WACC, and
it’s based on the percentage equity the company is using times the “cost” of that equity, plus
the percentage debt the company is using times the “cost” of that debt.

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Equity tends to be more expensive than debt for the same reason that stock-market
investments have a higher yield than bond investments over the long term: the risk and
potential returns are both higher.
The Net Present Value equals the Present Value of a series of cash flows minus the upfront
price for the investment.
You can evaluate the “potential returns” of an investment by using the Internal Rate of Return,
or IRR, function in Excel.
The IRR is the "the effective compounded interest rate on an investment”; if the IRR exceeds
the Discount Rate, it makes sense to invest.
The IRR is also the Discount Rate at which the NPV of an investment equals $0. If you discount
all the cash flows using the IRR as the Discount Rate and add them up, the total will equal the
asking price, making the NPV $0.
Return to Top.
Key Rule #4: How to Value Any Company: The Most Important Formula in Finance

So how much is a company worth? What is its “intrinsic value”?

It’s worth the sum of its discounted cash flows, from now into eternity, discounted at a rate
that’s appropriate for the company’s size, industry, and mix of equity and debt.
You can think of that “appropriate rate” as the yield you’re targeting.
So if a company generates $100 in cash flow each year, how much would you pay for it?
It depends on your targeted yield.
For example, if your targeted yield is 10%, you would pay $100 / 10%, or $1,000, for it.
By paying $1,000 upfront, you earn $100 per year, which is a 10% yield on that investment:

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On the other hand, if your Discount Rate – your targeted yield – is, say, 20%, then this company
is worth only $500 to you:

It’s worth less because you have better options.

You could invest your money elsewhere and earn 20% per year with it, so you’d only be
willing to pay a price that represents that same 20% yield here.
If a company generates more cash flow, you’d also be willing to pay more for it:

At this same targeted yield of 10%, you’d be willing to pay $1,500 rather than $1,000 if the
company’s annual cash flow is $150.
But in real life, no company generates exactly $100 or $150 of cash flow every single year into
eternity.
Most companies grow.
And if there’s growth, you can afford to pay more upfront and still get that same 10% yield
you’re targeting.
Here’s what it looks like if the company’s cash flows are growing at 3% per year:

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With growth factored in, the formula for a company’s value is:
Company Value = Cash Flow / (Discount Rate – Cash Flow Growth Rate)
The intuition is simple:

 If a company’s Cash Flow is higher, it’s worth more to you.

 If a company’s Cash Flow is lower, it’s worth less to you.

 If your Discount Rate is higher, the company is worth less to you (you have better
options elsewhere!).
 If your Discount Rate is lower, the company is worth more to you (your other options
aren’t so good!).

 If a company’s Cash Flow is growing more quickly, it’s worth more to you (you’re willing
to pay more for higher growth!).
 If a company’s Cash Flow is growing more slowly, it’s worth less to you.
This formula is a useful way to think about valuation “at a high level,” but it doesn’t quite hold
up in real life.
For one thing, companies’ growth rates change over time. A company might be growing its cash
flow at 10% today, but that might drop to 3% in 5-10 years.
Also, the Discount Rate might change from year to year, especially for high-growth companies
that become mature and less risky over time.

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So in real life, you typically make “custom” projections for a company’s cash flow for the first
5-10 years, and then you use this formula for the “far future” period after those first 5-10
years.
We cover that topic in detail in the DCF-related guides and lessons, but we wanted to present
this formula early on (here) because it will come up repeatedly in this course.
Key Takeaways: A company is worth the sum of its discounted cash flows from now into
eternity; you discount those cash flows at a rate appropriate for the company’s size, industry,
and business risk.
Company Value = Cash Flow / (Discount Rate – Cash Flow Growth Rate)
The Discount Rate represents your “targeted yield,” or opportunity cost.
If your targeted yield is higher, you’re not willing to pay as much for the company; if it’s lower,
you’re willing to pay more.
If a company’s cash flows are growing more quickly, you’re willing to pay more for it; if the
company’s cash flows are growing more slowly, you will pay less for it.
If a company’s cash flows are higher, you will pay more for it; if they’re lower, you will pay less.
For example, if a company generates $100 of cash flow per year, never grows, and your
targeted yield is 10%, then you’d pay $100 / 10%, or $1,000, for it.
But if the company generates $100 of cash flow per year, grows at 3% per year, and your
targeted yield is 10%, then you’d pay $100 / (10% – 3%), or $1,429, for it.
Return to Top.
Key Rule #5: What Makes Financial Modeling Hard

So if financial modeling consists of picking the right Discount Rate, estimating a company’s cash
flow growth rate, and then using a simple formula to value it, why are there huge textbooks
and courses on this topic?
Because it’s difficult to come up with reasonable numbers for everything in that formula:
Company Value = Cash Flow / (Discount Rate – Cash Flow Growth Rate)
More specifically:

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1) There are different types of “Cash Flow,” and not everyone agrees on how to calculate
it. There are also different ways to estimate the Discount Rate and different Discount
Rates.

2) In real life, it’s not as simple as just “assigning” a growth rate of 3% or 5% to a

company’s cash flow. You have to forecast its revenue, expenses, and other items, see
what growth rates they produce, and then extrapolate from there.

3) For the most part, companies do not disclose their “Cash Flow.” You have to calculate it
by looking at their filings and reports, making adjustments, including some items, and
excluding other items.

4) There are different ways to measure the “Company Value”; a company is worth
different amounts depending on which parts of the company you’re including. Equity
Value and Enterprise Value are two common ways to measure a company’s value, and
they both require significant explanation.

5) Sometimes, you care about other factors not represented in this formula. For example,
in a leveraged buyout, you care less about the “Company Value” and more about the
average annual return you could earn by acquiring the company and then selling it in
the future.
These five factors explain everything else in this course.
For example, the Accounting and 3-Statement Projection Lessons all deal with the
“translation” work moving from a company’s financial statements to its Cash Flow.
The Valuation and DCF lessons also cover that process.
And then the lessons on Equity Value, Enterprise Value, and Multiples, and the Valuation and
DCF ones, relate to the meaning of “Company Value.”
Finally, the lessons on other topics, such as M&A deals, leveraged buyouts, and equity and debt
deals, relate to the “other factors” that are not represented in this formula.
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Interview Questions
You are NOT likely to receive direct interview questions on these topics.
However, they do come up occasionally, which is why we wanted to cover a few sample
questions here.
Also, many of the concepts here relate to other technical questions, especially the ones on DCF
and LBO analysis.
The Time Value of Money

1. Why is money worth more today than it is next year?

Because you could invest that money today and earn something with it by next year.
2. If there were no inflation, would money today still be worth more than money next year?
Yes, because even with no inflation, you could still invest money today and earn more with it by
next year.
3. You’re considering renting an apartment by paying a very high deposit, but no monthly
rent, or paying a much lower deposit and paying monthly rent.
How can you decide which option is better?
You have to look at your opportunity cost: How much could you earn with the extra money you
save by paying a lower deposit?
If you have ideas for high-yielding investments, and you believe you can earn more from them
than you’d pay in rent, then it makes sense to choose a lower deposit and monthly rent.
On the other hand, if you have no ideas or your best idea is putting the money in a checking
account at the bank, you’re almost certainly better off paying the high deposit and skipping
monthly rent.
But to tell for sure, you’d have to run the numbers and compare your estimated investment
income to the rental expense.
4. Your friend has a new real estate investment idea. He pitches it to you and says it will
generate 10% interest per year.
Should you invest in it?

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It depends on what your other options are and how the risk of this investment compares to the
risk of those other options.
For example, if you could earn 12% elsewhere with the same amount of risk, this opportunity
makes no sense.
On the other hand, if you could earn only 7% elsewhere with the same amount of risk, this
opportunity makes a lot more sense.
People tend to make the wrong investment decisions because they haven’t properly assessed
the risk.
Return to Top.
PV, NPV, IRR, and WACC

1. What does the “Discount Rate” mean?

The Discount Rate represents your opportunity cost or your “targeted yield.” In other words, if
you don’t invest in this company or asset, how much could you earn with your money
elsewhere?
The Discount Rate represents both the potential returns and the risk of other, similar
opportunities.
If the Discount Rate is higher, both the potential returns and the risk are higher; the opposite is
true if the Discount Rate is lower.
2. Why is the Discount Rate higher for stock-market investments than it is for debt
investments, such as lending money to others?
Because the risk and potential returns of stock-market investments are both higher.
Over the long term, you might earn an average of 10-11% per year in the stock market. But in a
given year, the market might fall by 30% or rise by 40%, so the return each year varies
tremendously.
With debt, by contrast, you’ll earn a fixed amount of interest every single year with a very high
certainty.
3. What is WACC?
WACC stands for “Weighted Average Cost of Capital,” and it’s the most common Discount Rate
used to value companies.

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To calculate it, you multiply the % equity in a company’s capital structure by the “Cost” of that
equity, multiply the % debt in the company’s capital structure by the “Cost” of that debt, and
add them up.
For example, if a company is using 60% equity and 40% debt, and its cost of equity is 10% and
its cost of debt is 5%, its WACC is 60% * 10% + 40% * 5% = 8%.
WACC represents the average annual return you’d expect to earn if you invested in the debt
AND equity of a company and held both of them for the long term.
NOTE: This is a simplified explanation. There’s a whole lot more to WACC – please see the
sections and lessons on DCF analysis and valuation for more.
4. You estimate a company’s WACC as 8.0%. What does that mean?
It means that if you invested proportionately in both the company’s equity AND its debt, you’d
expect to earn 8.0% per year from the investment, on average, if you hold it for the long term.
In a specific year, your returns will vary because the stock market can swing around wildly. But
WACC represents your long-term, average expected return.
5. How much would you pay for a company that generates $100 of cash flow every single year
into eternity?
It depends on your Discount Rate, or “targeted yield.”
For example, if your targeted yield is 10%, you’d pay $100 / 10%, or $1,000, for this company.
But if your targeted yield is 20%, you’d pay only $100 / 20%, or $500, for this company.
If there’s no growth, the formula is always the same: Company Value = Cash Flow / Discount
Rate.
6. A company generates $200 of cash flow today, and its cash flow is expected to grow at 4%
per year for the long term.
You could earn 10% per year by investing in other, similar companies. How much would you
pay for this company?
Company Value = Cash Flow / (Discount Rate – Cash Flow Growth Rate).
So this one becomes: $200 / (10% – 4%) = $3,333.
Remember that a higher Discount Rate makes a company less valuable, and a higher cash flow
growth rate makes a company more valuable.

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7. What might cause a company’s Present Value (PV) to increase or decrease?

A company’s Present Value might increase if:

 Its expected future cash flows increase.

 Its future cash flows are expected to grow at a faster rate.
 Our “opportunity cost,” or Discount Rate, decreases because we lose access to certain
investments.
A company’s Present Value might decrease if:

 Its expected future cash flows decrease.

 Its future cash flows are expected to grow at a slower rate.
 Our “opportunity cost,” or Discount Rate, increases because we gain access to more
appealing investments.
8. How do you decide whether or not to invest in a company or asset?
It makes sense to invest when:
1) Its asking price is below its intrinsic value.
2) The potential returns exceed your opportunity cost.
Of course, you don’t decide based solely on the numbers. These are just rules of thumb for
thinking through the decision.
You’d also have to confirm that all the qualitative and market factors are to your liking.
9. What does the internal rate of return (IRR) mean?
The IRR is the “the effective compounded interest rate on an investment.”
For example, if you invest $1,000 today and end up with $2,000 after 5 years, the IRR
represents the interest rate you’d have to earn on that $1,000 each year to end up with $2,000
in 5 years.
It’s 14.87% in that case, which you can verify with some simple math:
$1,000 * (1 + 14.87%) = $1,148.7, and then $1,148.7 * (1 + 14.87%) = $1,319.5.
And then $1,319.5 * (1 + 14.87%) = $1,515.7, and $1,515.7 * (1 + 14.87%) = $1,741.1.
Finally, $1,741.1 * (1 + 14.87%) = $2,000.
IRR also represents Discount Rate at which the Net Present Value of an investment equals 0.

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10. Wait, what’s “Net Present Value”?

Net Present Value equals the Present Value of an investment, i.e. the sum of its discounted
cash flows, minus the “asking price” – what you pay upfront for the investment.
For example, if the Present Value of an investment is $1,000 and the asking price is $800, then
its Net Present Value is $200.
11. So how do you use IRR?
Normally, you use IRR by comparing it to the Discount Rate, or WACC, of a project, investment,
or company.
If IRR exceeds WACC, it makes sense to invest; if it does not, you should not invest.
For example, you estimate a project’s IRR at 12%.
You could invest in other, similar projects and earn 10%.
Therefore, it makes sense to invest in this project because the IRR exceeds your opportunity
cost – what you could earn elsewhere.
12. What impacts the IRR of a project, investment, or company?
Most of the same factors that impact Present Value: its expected future cash flow and cash flow
growth rate, for example.
Your Discount Rate, or opportunity cost, does NOT impact the IRR because you are solving for
the Discount Rate when you calculate IRR.
Other factors that influence IRR include the “asking price” of a company or investment and the
expected selling price for that company or investment.
13. So what would make the IRR increase or decrease?
An investment’s IRR might increase if:

 Its expected future cash flows increase.

 Its future cash flows are expected to grow at a faster rate.
 Its expected selling price in the future increases.
 Its “asking price” decreases.
An investment’s IRR might decrease if:

 Its expected future cash flows decrease.

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 Its future cash flows are expected to grow at a slower rate.

 Its expected selling price in the future decreases.
 Its “asking price” increases.
14. A company is considering expanding by offering a low-cost airline service in Southeast
Asia.
The company’s overall WACC is 11%, but its WACC in this region and industry is 8%. It
believes the IRR from this expansion project will be ~10%.
Should it expand into Southeast Asia?
Yes, because you must compare IRR to WACC on a project or department-specific basis.
The WACC of the company as a whole doesn’t matter – what matters is that the IRR in this
specific region and division exceeds WACC for this same region and division.
As always, in real life, you don’t decide just based on the numbers. This question is just a
simplified example to illustrate the concept.
15. Why is valuation more complex than looking at a company’s cash flows, its cash flow
growth rate, and the appropriate Discount Rate?
First off, there are many different types of “cash flow,” and no one can agree on exactly how to
calculate it. It also takes quite a bit of effort to move from a company’s financial statements to
its cash flow.
Also, the Discount Rate is tricky to estimate correctly, it might change over time, and you may
use different Discount Rates depending on the type of cash flow.
It takes quite a bit of work to make a reasonable estimate of a company’s cash flow growth; to
do that, you often have to build a more complex financial model.
Finally, “company value” is not so simple.
Are you referring to the company’s value to only the equity investors (shareholders)? Or its
value to all the investors in the company? Or something else?
These factors make valuation and financial modeling tricky and time-consuming, and together
they explain everything else in this course.
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