What are the Pluses and Minuses of the DCF Analysis?
Advantages
Arguably the best reason to like DCF is that it produces the closest thing to an intrinsic stock value. The alternatives to DCF are relative valuation measures, which use multiples to compare stocks within a sector. While relative valuation metrics such as P/E, EV/EBITDA and price to sales ratios are fairly simple to calculate, they arenβt very useful if an entire sector or market is overβ or undervalued. A carefully designed DCF, by contrast, should help investors steer clear of companies that look inexpensive against expensive peers.
Unlike standard valuation tools such as the P/E ratio, DCF relies on free cash flows. For the most part, FCF is a trustworthy measure that cuts through much of the arbitrariness and Β«guesstimatesΒ» involved in reported earnings. Regardless of whether a cash outlay is counted as an expense or turned into an asset on the balance sheet, free cash flow tracks the money left over for investors.
Best of all, you can also apply the DCF model as a sanity check. Instead of trying to come up with a fair value stock price, you can plug the companyβs current stock price into the DCF model and, working backwards, calculate how quickly the company would have to grow its cash flows to achieve the stock price. DCF analysis can help investors identify where the companyβs value is coming from and whether or not its current share price is justified.
Disadvantages
Although DCF analysis certainly has its merits, it also has its share of shortcomings. For starters, the DCF model is only as good as its input assumptions. Depending on what you believe about how a company will operate and how the market will unfold, DCF valuations can fluctuate wildly. If your inputs β free cash flow forecasts, discount rates and perpetuity growth rates β are wide of the mark, the fair value generated for the company wonβt be accurate, and it wonβt be useful when assessing stock prices.
DCF works best when there is a high degree of confidence about future cash flows. But things can get tricky when a companyβs operations lack what analysts call Β«visibilityΒ» β that is, when itβs difficult to predict sales and cost trends with much certainty. While forecasting cash flows a few years into the future is hard enough, pushing results into eternity (which is a necessary input) is nearly impossible. The investorβs ability to make good forward-looking projections is critical β and thatβs why DCF is susceptible to error.
Valuations are particularly sensitive to assumptions about the perpetuity growth rates and discount rates. DCF analysis is a moving target that demands constant vigilance and modification.
Also, the model is not suited to short-term investing as DCF focuses on long-term value. A well-crafted DCF may help you avoid buying into a bubble, but it may also make you miss short-term share price run-ups that can be profitable. Moreover, focusing too much on the DCF may cause you to overlook unusual opportunities. For example, Microsoft seemed very expensive back in 1995, but its ability to dominate the software market made it an industry powerhouse and an investorβs dream soon after.
DCF is a rigorous valuation approach that can focus your mind on the right issues, help you see the risk and help you separate winning stocks from losers. But bear in mind that while the DCF technique can help reduce uncertainty, it wonβt make it disappear.
Source: investopedia.com
Exercise 5. Translate into English.
ΠΡΠ΅Π½ΠΊΠ° Π΄Π΅Π½Π΅ΠΆΠ½ΠΎΠ³ΠΎ ΠΏΠΎΡΠΎΠΊΠ° ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΎΠ½Π½ΠΎΠ³ΠΎ ΠΏΡΠΎΠ΅ΠΊΡΠ°
ΠΡ ΡΠΎΠ³ΠΎ, Π½Π°ΡΠΊΠΎΠ»ΡΠΊΠΎ ΡΠΎΡΠ½ΠΎ ΡΠ°ΡΡΡΠΈΡΠ°Π½ ΡΠΊΠΎΠ½ΠΎΠΌΠΈΡΠ΅ΡΠΊΠΈΠΉ ΡΡΡΠ΅ΠΊΡ ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΎΠ½Π½ΠΎΠ³ΠΎ ΠΏΡΠΎΠ΅ΠΊΡΠ°, Π²ΠΎ ΠΌΠ½ΠΎΠ³ΠΎΠΌ Π·Π°Π²ΠΈΡΠΈΡ Π±ΡΠ΄ΡΡΠΈΠΉ ΡΡΠΏΠ΅Ρ ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ. ΠΡΠΈ ΡΡΠΎΠΌ ΠΎΠ΄Π½ΠΎΠΉ ΠΈΠ· ΡΠ°ΠΌΡΡ ΡΠ»ΠΎΠΆΠ½ΡΡ Π·Π°Π΄Π°Ρ ΡΠ²Π»ΡΠ΅ΡΡΡ ΠΏΡΠ°Π²ΠΈΠ»ΡΠ½Π°Ρ ΠΎΡΠ΅Π½ΠΊΠ° ΠΎΠΆΠΈΠ΄Π°Π΅ΠΌΠΎΠ³ΠΎ Π΄Π΅Π½Π΅ΠΆΠ½ΠΎΠ³ΠΎ ΠΏΠΎΡΠΎΠΊΠ°. ΠΡΠ»ΠΈ Π΅Π³ΠΎ ΡΠ°ΡΡΡΠΈΡΠ°ΡΡ Π½Π΅ΠΏΡΠ°Π²ΠΈΠ»ΡΠ½ΠΎ, ΡΠΎ Π»ΡΠ±ΠΎΠΉ ΠΌΠ΅ΡΠΎΠ΄ ΠΎΡΠ΅Π½ΠΊΠΈ ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΎΠ½Π½ΠΎΠ³ΠΎ ΠΏΡΠΎΠ΅ΠΊΡΠ° Π΄Π°ΡΡ Π½Π΅Π²Π΅ΡΠ½ΡΠΉ ΡΠ΅Π·ΡΠ»ΡΡΠ°Ρ, ΠΈΠ·-Π·Π° ΡΠ΅Π³ΠΎ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΡΠΉ ΠΏΡΠΎΠ΅ΠΊΡ ΠΌΠΎΠΆΠ΅Ρ Π±ΡΡΡ ΠΎΡΠ²Π΅ΡΠ³Π½ΡΡ ΠΊΠ°ΠΊ ΡΠ±ΡΡΠΎΡΠ½ΡΠΉ, Π° ΡΠΊΠΎΠ½ΠΎΠΌΠΈΡΠ΅ΡΠΊΠΈ Π½Π΅Π²ΡΠ³ΠΎΠ΄Π½ΡΠΉ ΠΏΡΠΈΠ½ΡΡ Π·Π° ΡΠ²Π΅ΡΡ ΠΏΡΠΈΠ±ΡΠ»ΡΠ½ΡΠΉ. ΠΠΌΠ΅Π½Π½ΠΎ ΠΏΠΎΡΡΠΎΠΌΡ Π²Π°ΠΆΠ½ΠΎ Π³ΡΠ°ΠΌΠΎΡΠ½ΠΎ ΡΠΎΡΡΠ°Π²ΠΈΡΡ ΠΏΠ»Π°Π½ Π΄Π΅Π½Π΅ΠΆΠ½ΠΎΠ³ΠΎ ΠΏΠΎΡΠΎΠΊΠ° ΠΊΠΎΠΌΠΏΠ°Π½ΠΈΠΈ.
ΠΠ»Ρ ΠΎΡΠ΅Π½ΠΊΠΈ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΡΡΠΈ ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΎΠ½Π½ΡΡ ΠΏΡΠΎΠ΅ΠΊΡΠΎΠ², ΠΊΠ°ΠΊ ΠΏΡΠ°Π²ΠΈΠ»ΠΎ, ΠΏΡΠΈΠΌΠ΅Π½ΡΡΡΡΡ ΡΡΠ°Π½Π΄Π°ΡΡΠ½ΡΠ΅ ΠΌΠ΅ΡΠΎΠ΄Ρ ΡΠ°ΡΡΠ΅ΡΠ°: ΡΠΈΡΡΠΎΠΉ ΠΏΡΠΈΠ²Π΅Π΄Π΅Π½Π½ΠΎΠΉ (Π΄ΠΈΡΠΊΠΎΠ½ΡΠΈΡΠΎΠ²Π°Π½Π½ΠΎΠΉ) ΡΡΠΎΠΈΠΌΠΎΡΡΠΈ β NPV (net present value), ΡΡΠΎΠΊΠ° ΠΎΠΊΡΠΏΠ°Π΅ΠΌΠΎΡΡΠΈ β PB (payback period), ΠΈΠ½Π΄Π΅ΠΊΡΠ° ΡΠ΅Π½ΡΠ°Π±Π΅Π»ΡΠ½ΠΎΡΡΠΈ β PI (profitability index) ΠΈ Π²Π½ΡΡΡΠ΅Π½Π½Π΅ΠΉ Π½ΠΎΡΠΌΡ Π΄ΠΎΡ ΠΎΠ΄Π½ΠΎΡΡΠΈ β IRR (internal rate of return). ΠΠ°Π·Π²Π°Π½Π½ΡΠ΅ ΠΏΠΎΠΊΠ°Π·Π°ΡΠ΅Π»ΠΈ Π²ΡΡΠΈΡΠ»ΡΡΡΡΡ Π½Π° ΠΎΡΠ½ΠΎΠ²Π΅ ΠΏΠ»Π°Π½Π° Π΄Π΅Π½Π΅ΠΆΠ½ΠΎΠ³ΠΎ ΠΏΠΎΡΠΎΠΊΠ° ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΎΠ½Π½ΠΎΠ³ΠΎ ΠΏΡΠΎΠ΅ΠΊΡΠ°.
ΠΠΎΠΊΠ°Π·Π°ΡΠ΅Π»ΠΈ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΡΡΠΈ ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΎΠ½Π½ΡΡ ΠΏΡΠΎΠ΅ΠΊΡΠΎΠ²
ΠΠ°ΠΈΠ±ΠΎΠ»Π΅Π΅ Π½Π°Π΄Π΅ΠΆΠ½ΡΠΌ ΠΈ ΡΠ°ΡΡΠΎ ΠΈΡΠΏΠΎΠ»ΡΠ·ΡΠ΅ΠΌΡΠΌ ΡΠ²Π»ΡΠ΅ΡΡΡ ΠΌΠ΅ΡΠΎΠ΄ ΡΠΈΡΡΠΎΠΉ ΠΏΡΠΈΠ²Π΅Π΄Π΅Π½Π½ΠΎΠΉ ΡΡΠΎΠΈΠΌΠΎΡΡΠΈ (NPV). ΠΠ½ ΠΏΠΎΠΊΠ°Π·ΡΠ²Π°Π΅Ρ ΡΠ°Π·Π½ΠΈΡΡ ΠΌΠ΅ΠΆΠ΄Ρ ΡΡΠΌΠΌΠΎΠΉ Π²ΡΠ΅Ρ Π΄ΠΈΡΠΊΠΎΠ½ΡΠΈΡΠΎΠ²Π°Π½Π½ΡΡ Π΄Π΅Π½Π΅ΠΆΠ½ΡΡ ΠΏΠΎΡΠΎΠΊΠΎΠ² ΠΈ Π½Π°ΡΠ°Π»ΡΠ½ΡΠΌΠΈ ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΡΠΌΠΈ. Π‘ΠΎΠ³Π»Π°ΡΠ½ΠΎ ΡΠ΅ΠΎΡΠΈΠΈ ΠΏΡΠΎΠ΅ΠΊΡ ΠΏΡΠΈΠ½ΠΈΠΌΠ°Π΅ΡΡΡ, Π΅ΡΠ»ΠΈ Π·Π½Π°ΡΠ΅Π½ΠΈΠ΅ NPV ΠΏΠΎΠ»ΠΎΠΆΠΈΡΠ΅Π»ΡΠ½ΠΎΠ΅, ΠΈ ΠΎΡΠ²Π΅ΡΠ³Π°Π΅ΡΡΡ, Π΅ΡΠ»ΠΈ NPV ΠΎΡΡΠΈΡΠ°ΡΠ΅Π»ΡΠ½ΠΎΠ΅. ΠΡΠΎΡ ΠΏΠΎΠΊΠ°Π·Π°ΡΠ΅Π»Ρ ΡΠ°ΡΡΡΠΈΡΡΠ²Π°Π΅ΡΡΡ ΡΠ»Π΅Π΄ΡΡΡΠΈΠΌ ΠΎΠ±ΡΠ°Π·ΠΎΠΌ:
Π³Π΄Π΅β r β ΡΡΠ°Π²ΠΊΠ° Π΄ΠΈΡΠΊΠΎΠ½ΡΠΈΡΠΎΠ²Π°Π½ΠΈΡ;
I β Π½Π°ΡΠ°Π»ΡΠ½ΡΠ΅ ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΈ;
Pk β Π΄Π΅Π½Π΅ΠΆΠ½ΡΠ΅ ΠΏΠΎΡΠΎΠΊΠΈ Π·Π° ΠΏΠ΅ΡΠΈΠΎΠ΄ Ρ 1 ΠΏΠΎ n-ΠΉ Π³ΠΎΠ΄.
ΠΡΡΠ³ΠΈΠΌ ΠΊΠ»Π°ΡΡΠΈΡΠ΅ΡΠΊΠΈΠΌ ΠΌΠ΅ΡΠΎΠ΄ΠΎΠΌ ΠΎΡΠ΅Π½ΠΊΠΈ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΡΡΠΈ ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΉ ΡΠ²Π»ΡΠ΅ΡΡΡ Π²Π½ΡΡΡΠ΅Π½Π½ΡΡ Π½ΠΎΡΠΌΠ° Π΄ΠΎΡ ΠΎΠ΄Π½ΠΎΡΡΠΈ (IRR). IRR β ΡΡΠΎ Π·Π½Π°ΡΠ΅Π½ΠΈΠ΅ ΡΡΠ°Π²ΠΊΠΈ Π΄ΠΈΡΠΊΠΎΠ½ΡΠΈΡΠΎΠ²Π°Π½ΠΈΡ, ΠΏΡΠΈ ΠΊΠΎΡΠΎΡΠΎΠΌ Π²ΡΠ΅ Π΄Π΅Π½Π΅ΠΆΠ½ΡΠ΅ ΡΠ°ΡΡ ΠΎΠ΄Ρ ΠΏΠΎ ΠΏΡΠΎΠ΅ΠΊΡΡ ΡΠ°Π²Π½Ρ Π²ΡΠ΅ΠΌ Π΄Π΅Π½Π΅ΠΆΠ½ΡΠΌ Π΄ΠΎΡ ΠΎΠ΄Π°ΠΌ. ΠΠ½Π°ΡΠ΅ Π³ΠΎΠ²ΠΎΡΡ, IRR = r, ΠΏΡΠΈ ΠΊΠΎΡΠΎΡΠΎΠΌ NPV = 0.
ΠΠΊΠΎΠ½ΠΎΠΌΠΈΡΠ΅ΡΠΊΠΈΠΉ ΡΠΌΡΡΠ» ΡΡΠΎΠ³ΠΎ ΠΏΠΎΠΊΠ°Π·Π°ΡΠ΅Π»Ρ Π·Π°ΠΊΠ»ΡΡΠ°Π΅ΡΡΡ Π² ΡΠ»Π΅Π΄ΡΡΡΠ΅ΠΌ. IRR ΠΏΠΎΠΊΠ°Π·ΡΠ²Π°Π΅Ρ ΡΡ Π½ΠΎΡΠΌΡ Π΄ΠΎΡ ΠΎΠ΄Π½ΠΎΡΡΠΈ ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΉ, ΠΏΡΠΈ ΠΊΠΎΡΠΎΡΠΎΠΉ Π΄Π»Ρ ΠΈΠ½Π²Π΅ΡΡΠΎΡΠ° Π½Π΅ ΠΈΠΌΠ΅Π΅Ρ Π·Π½Π°ΡΠ΅Π½ΠΈΡ β ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΎΠ²Π°ΡΡ ΡΡΠ΅Π΄ΡΡΠ²Π° Π² ΠΏΡΠΎΠ΅ΠΊΡ ΠΈΠ»ΠΈ Π½Π΅Ρ. Π‘ΠΎΠ³Π»Π°ΡΠ½ΠΎ ΡΠ΅ΠΎΡΠΈΠΈ ΡΠΈΠ½Π°Π½ΡΠΎΠ² ΠΏΡΠΎΠ΅ΠΊΡ ΡΠ»Π΅Π΄ΡΠ΅Ρ ΠΏΡΠΈΠ½ΠΈΠΌΠ°ΡΡ ΡΠΎΠ»ΡΠΊΠΎ Π² ΡΠΎΠΌ ΡΠ»ΡΡΠ°Π΅, Π΅ΡΠ»ΠΈ Π΅Π³ΠΎ IRR Π²ΡΡΠ΅ ΡΡΠΎΠΈΠΌΠΎΡΡΠΈ ΠΊΠ°ΠΏΠΈΡΠ°Π»Π°. Π Π°ΡΡΠ΅Ρ ΠΈΠ½Π΄Π΅ΠΊΡΠ° ΡΠ΅Π½ΡΠ°Π±Π΅Π»ΡΠ½ΠΎΡΡΠΈ (PI) ΠΈΡΠΏΠΎΠ»ΡΠ·ΡΠ΅ΡΡΡ, ΠΊΠΎΠ³Π΄Π° Π½Π΅ΠΎΠ±Ρ ΠΎΠ΄ΠΈΠΌΠΎ Π²ΡΠ±ΡΠ°ΡΡ ΠΎΠ΄ΠΈΠ½ ΠΏΡΠΎΠ΅ΠΊΡ ΠΈΠ· ΡΡΠ΄Π° Π°Π»ΡΡΠ΅ΡΠ½Π°ΡΠΈΠ²Π½ΡΡ , ΠΈΠΌΠ΅ΡΡΠΈΡ ΠΏΡΠΈΠΌΠ΅ΡΠ½ΠΎ ΠΎΠ΄ΠΈΠ½Π°ΠΊΠΎΠ²ΠΎΠ΅ Π·Π½Π°ΡΠ΅Π½ΠΈΠ΅ NPV. ΠΠ½Π΄Π΅ΠΊΡ ΡΠ΅Π½ΡΠ°Π±Π΅Π»ΡΠ½ΠΎΡΡΠΈ ΠΎΠΏΡΠ΅Π΄Π΅Π»ΡΠ΅ΡΡΡ ΠΏΠΎ ΡΠΎΡΠΌΡΠ»Π΅:
Π‘Π°ΠΌΡΠΉ ΠΏΠΎΠΏΡΠ»ΡΡΠ½ΡΠΉ ΠΌΠ΅ΡΠΎΠ΄ ΠΎΡΠ΅Π½ΠΊΠΈ ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΉ β ΡΡΠΎΠΊ ΠΎΠΊΡΠΏΠ°Π΅ΠΌΠΎΡΡΠΈ (PB). ΠΠ½ ΠΏΠΎΠΊΠ°Π·ΡΠ²Π°Π΅Ρ, ΡΠ΅ΡΠ΅Π· ΡΠΊΠΎΠ»ΡΠΊΠΎ Π»Π΅Ρ ΠΎΠΊΡΠΏΡΡΡΡ Π·Π°ΡΡΠ°ΡΡ Π½Π° ΠΏΡΠΎΠ΅ΠΊΡ: PB = N, Π³Π΄Π΅ N β ΡΠΈΡΠ»ΠΎ Π»Π΅Ρ, ΠΏΡΠΈ ΠΊΠΎΡΠΎΡΠΎΠΌ:
ΠΠ½ΠΎΠ³Π΄Π° ΡΡΠΎΠΊΠΈ ΠΎΠΊΡΠΏΠ°Π΅ΠΌΠΎΡΡΠΈ ΡΠ°ΡΡΡΠΈΡΡΠ²Π°ΡΡΡΡ Ρ ΡΡΠ΅ΡΠΎΠΌ Π²ΡΠ΅ΠΌΠ΅Π½Π½ΠΎΠΉ ΡΡΠΎΠΈΠΌΠΎΡΡΠΈ ΠΊΠ°ΠΏΠΈΡΠ°Π»Π°, ΡΠΎ Π΅ΡΡΡ Ρ ΠΈΡΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΠ΅ΠΌ Π΄ΠΈΡΠΊΠΎΠ½ΡΠΈΡΠΎΠ²Π°Π½ΠΈΡ. Π ΡΡΠΎΠΌ ΡΠ»ΡΡΠ°Π΅: PB = N, Π³Π΄Π΅ N β ΡΠΈΡΠ»ΠΎ Π»Π΅Ρ, ΠΏΡΠΈ ΠΊΠΎΡΠΎΡΠΎΠΌ:
ΠΠΎΠ΄ Π΄Π΅Π½Π΅ΠΆΠ½ΡΠΌ ΠΏΠΎΡΠΎΠΊΠΎΠΌ (cash flow) ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΎΠ½Π½ΠΎΠ³ΠΎ ΠΏΡΠΎΠ΅ΠΊΡΠ° ΠΏΠΎΠ½ΠΈΠΌΠ°ΡΡ ΠΏΠΎΡΡΡΠΏΠ»Π΅Π½ΠΈΡ ΠΈ Π²ΡΠΏΠ»Π°ΡΡ Π΄Π΅Π½Π΅ΠΆΠ½ΡΡ ΡΡΠ΅Π΄ΡΡΠ², ΡΠ²ΡΠ·Π°Π½Π½ΡΠ΅ ΠΈΡΠΊΠ»ΡΡΠΈΡΠ΅Π»ΡΠ½ΠΎ Ρ ΡΠ΅Π°Π»ΠΈΠ·Π°ΡΠΈΠ΅ΠΉ ΡΡΠΎΠ³ΠΎ ΠΏΡΠΎΠ΅ΠΊΡΠ°. Π Π΄Π΅Π½Π΅ΠΆΠ½ΡΠΌ ΠΏΠΎΡΠΎΠΊΠ°ΠΌ ΠΏΡΠΎΠ΅ΠΊΡΠ° Π½Π΅ ΠΎΡΠ½ΠΎΡΠΈΡΡΡ Π΄Π²ΠΈΠΆΠ΅Π½ΠΈΠ΅ Π΄Π΅Π½Π΅ΠΆΠ½ΡΡ ΡΡΠ΅Π΄ΡΡΠ², Π²ΠΎΠ·Π½ΠΈΠΊΠ°ΡΡΠ΅Π΅ Π² ΡΠ΅Π·ΡΠ»ΡΡΠ°ΡΠ΅ ΡΠ΅ΠΊΡΡΠ΅ΠΉ Π΄Π΅ΡΡΠ΅Π»ΡΠ½ΠΎΡΡΠΈ ΠΏΡΠ΅Π΄ΠΏΡΠΈΡΡΠΈΡ.
ΠΠ΅Π½Π΅ΠΆΠ½ΡΠΉ ΠΏΠΎΡΠΎΠΊ ΠΏΡΠΎΠ΅ΠΊΡΠ° Π²ΡΠ΅Π³Π΄Π° ΡΠ°Π·Π±ΠΈΠ²Π°Π΅ΡΡΡ ΠΏΠΎ Π²ΡΠ΅ΠΌΠ΅Π½Π½ΡΠΌ ΠΏΠ΅ΡΠΈΠΎΠ΄Π°ΠΌ (ΠΌΠ΅ΡΡΡΠ°ΠΌ, ΠΊΠ²Π°ΡΡΠ°Π»Π°ΠΌ, Π³ΠΎΠ΄Π°ΠΌ). ΠΡΠΈ ΡΡΠΎΠΌ Π²ΡΠ΅ ΠΏΠ»Π°ΡΠ΅ΠΆΠΈ ΠΈ ΠΏΠΎΡΡΡΠΏΠ»Π΅Π½ΠΈΡ Π΄Π΅Π½Π΅ΠΆΠ½ΡΡ ΡΡΠ΅Π΄ΡΡΠ² Π²ΠΊΠ»ΡΡΠ°ΡΡΡΡ Π² Π΄Π΅Π½Π΅ΠΆΠ½ΡΠΉ ΠΏΠΎΡΠΎΠΊ ΡΠΎΠ³ΠΎ ΠΏΠ΅ΡΠΈΠΎΠ΄Π°, ΠΊΠΎΠ³Π΄Π° ΠΎΠ½ΠΈ Π±ΡΠ»ΠΈ Π·Π°ΡΠΈΡΠ»Π΅Π½Ρ Π½Π° Π΄Π΅Π½Π΅ΠΆΠ½ΡΠ΅ ΡΡΠ΅ΡΠ° ΠΈΠ»ΠΈ ΡΠΏΠΈΡΠ°Π½Ρ Ρ Π½ΠΈΡ , Π½Π΅Π·Π°Π²ΠΈΡΠΈΠΌΠΎ ΠΎΡ ΡΠΎΠ³ΠΎ, ΠΊ ΠΊΠ°ΠΊΠΎΠΌΡ ΠΏΠ΅ΡΠΈΠΎΠ΄Ρ ΠΎΡΠ½ΠΎΡΡΡΡΡ ΡΠΎΠΎΡΠ²Π΅ΡΡΡΠ²ΡΡΡΠΈΠ΅ Π·Π°ΡΡΠ°ΡΡ ΠΈΠ»ΠΈ Π΄ΠΎΡ ΠΎΠ΄Ρ.
ΠΠ½ΡΠΎΡΠΌΠ°ΡΠΈΡ ΠΎ Π΄Π΅Π½Π΅ΠΆΠ½ΡΡ ΠΏΠΎΡΠΎΠΊΠ°Ρ ΠΏΠΎ ΠΏΡΠΎΠ΅ΠΊΡΡ ΠΎΠ±ΡΡΠ½ΠΎ ΠΏΡΠ΅Π΄ΡΡΠ°Π²Π»ΡΠ΅ΡΡΡ Π² Π²ΠΈΠ΄Π΅ ΠΏΠ»Π°Π½Π°, ΠΊΠΎΡΠΎΡΡΠΉ Π½Π°Π·ΡΠ²Π°ΡΡ ΠΏΡΠΎΠ³Π½ΠΎΠ·Π½ΡΠΌ ΠΎΡΡΠ΅ΡΠΎΠΌ ΠΎ Π΄Π²ΠΈΠΆΠ΅Π½ΠΈΠΈ Π΄Π΅Π½Π΅ΠΆΠ½ΡΡ ΡΡΠ΅Π΄ΡΡΠ². ΠΠ° ΠΎΡΠ½ΠΎΠ²Π΅ ΡΡΠΎΠ³ΠΎ ΠΏΠ»Π°Π½Π°, ΠΊΠΎΡΠΎΡΡΠΉ ΡΠΎΡΡΠ°Π²Π»ΡΠ΅ΡΡΡ Π·Π° ΠΊΠ°ΠΆΠ΄ΡΠΉ ΠΏΠ΅ΡΠΈΠΎΠ΄ ΠΎΡΠ΄Π΅Π»ΡΠ½ΠΎ, ΠΈ ΡΠΎΡΠΌΠΈΡΡΠ΅ΡΡΡ Π΄Π΅Π½Π΅ΠΆΠ½ΡΠΉ ΠΏΠΎΡΠΎΠΊ Π²ΡΠ΅Π³ΠΎ ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΎΠ½Π½ΠΎΠ³ΠΎ ΠΏΡΠΎΠ΅ΠΊΡΠ°.
ΠΠ»Π°Π½ Π΄Π΅Π½Π΅ΠΆΠ½ΠΎΠ³ΠΎ ΠΏΠΎΡΠΎΠΊΠ°, ΠΈΠ»ΠΈ ΠΏΡΠΎΠ³Π½ΠΎΠ·Π½ΡΠΉ ΠΎΡΡΠ΅Ρ ΠΎ Π΄Π²ΠΈΠΆΠ΅Π½ΠΈΠΈ Π΄Π΅Π½Π΅ΠΆΠ½ΡΡ ΡΡΠ΅Π΄ΡΡΠ², ΡΠΎΡΡΠΎΠΈΡ ΠΈΠ· ΡΡΠ΅Ρ ΡΠ°ΡΡΠ΅ΠΉ: Π΄Π΅Π½Π΅ΠΆΠ½ΡΠ΅ ΠΏΠΎΡΠΎΠΊΠΈ ΠΎΡ ΠΎΠΏΠ΅ΡΠ°ΡΠΈΠΎΠ½Π½ΠΎΠΉ (ΡΠ΅ΠΊΡΡΠ΅ΠΉ) Π΄Π΅ΡΡΠ΅Π»ΡΠ½ΠΎΡΡΠΈ ΠΏΡΠ΅Π΄ΠΏΡΠΈΡΡΠΈΡ, ΠΎΡ ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΎΠ½Π½ΠΎΠΉ Π΄Π΅ΡΡΠ΅Π»ΡΠ½ΠΎΡΡΠΈ ΠΈ ΡΠ²ΡΠ·Π°Π½Π½ΡΠ΅ Ρ ΡΠΈΠ½Π°Π½ΡΠΎΠ²ΠΎΠΉ Π΄Π΅ΡΡΠ΅Π»ΡΠ½ΠΎΡΡΡΡ.
Π ΠΏΠ΅ΡΠ²ΠΎΠΉ ΡΠ°ΡΡΠΈ ΠΎΡΡΠ°ΠΆΠ°ΡΡΡΡ ΠΏΠΎΡΡΡΠΏΠ»Π΅Π½ΠΈΡ Π΄Π΅Π½Π΅ΠΆΠ½ΡΡ ΡΡΠ΅Π΄ΡΡΠ² ΠΎΡ ΡΠ΅Π°Π»ΠΈΠ·Π°ΡΠΈΠΈ ΡΠΎΠ²Π°ΡΠΎΠ², ΡΠ°Π±ΠΎΡ ΠΈ ΡΡΠ»ΡΠ³, Π° ΡΠ°ΠΊΠΆΠ΅ Π°Π²Π°Π½ΡΠΎΠ² ΠΎΡ ΠΏΠΎΠΊΡΠΏΠ°ΡΠ΅Π»Π΅ΠΉ ΠΈ Π·Π°ΠΊΠ°Π·ΡΠΈΠΊΠΎΠ². Π ΠΊΠ°ΡΠ΅ΡΡΠ²Π΅ ΠΎΡΡΠΎΠΊΠ° Π΄Π΅Π½Π΅ΠΆΠ½ΡΡ ΡΡΠ΅Π΄ΡΡΠ² ΠΏΠΎΠΊΠ°Π·ΡΠ²Π°ΡΡΡΡ ΠΏΠ»Π°ΡΠ΅ΠΆΠΈ Π·Π° ΡΡΡΡΠ΅, ΠΌΠ°ΡΠ΅ΡΠΈΠ°Π»Ρ, ΠΊΠΎΠΌΠΌΡΠ½Π°Π»ΡΠ½ΡΠ΅ ΠΏΠ»Π°ΡΠ΅ΠΆΠΈ, Π²ΡΠΏΠ»Π°ΡΡ Π·Π°ΡΠ°Π±ΠΎΡΠ½ΠΎΠΉ ΠΏΠ»Π°ΡΡ, ΡΠΏΠ»Π°ΡΠ΅Π½Π½ΡΠ΅ Π½Π°Π»ΠΎΠ³ΠΈ ΠΈ ΡΠ±ΠΎΡΡ ΠΈ Ρ. Π΄.
ΠΠΎ Π²ΡΠΎΡΠΎΠΉ ΡΠ°ΡΡΠΈ ΠΏΠΎΠΊΠ°Π·ΡΠ²Π°ΡΡΡΡ Π΄Π΅Π½Π΅ΠΆΠ½ΡΠ΅ ΠΏΠΎΡΠΎΠΊΠΈ, ΡΠ²ΡΠ·Π°Π½Π½ΡΠ΅ Ρ ΠΏΡΠΈΠΎΠ±ΡΠ΅ΡΠ΅Π½ΠΈΠ΅ΠΌ ΠΈ ΠΏΡΠΎΠ΄Π°ΠΆΠ΅ΠΉ ΠΈΠΌΡΡΠ΅ΡΡΠ²Π° Π΄ΠΎΠ»Π³ΠΎΡΡΠΎΡΠ½ΠΎΠ³ΠΎ ΠΏΠΎΠ»ΡΠ·ΠΎΠ²Π°Π½ΠΈΡ, ΡΠΎ Π΅ΡΡΡ ΠΎΡΠ½ΠΎΠ²Π½ΡΡ ΡΡΠ΅Π΄ΡΡΠ² ΠΈ Π½Π΅ΠΌΠ°ΡΠ΅ΡΠΈΠ°Π»ΡΠ½ΡΡ Π°ΠΊΡΠΈΠ²ΠΎΠ².
Π€ΠΈΠ½Π°Π½ΡΠΎΠ²Π°Ρ Π΄Π΅ΡΡΠ΅Π»ΡΠ½ΠΎΡΡΡ ΠΏΡΠ΅Π΄ΠΏΠΎΠ»Π°Π³Π°Π΅Ρ ΠΏΡΠΈΡΠΎΠΊΠΈ ΠΈ ΠΎΡΡΠΎΠΊΠΈ Π΄Π΅Π½Π΅ΠΆΠ½ΡΡ ΡΡΠ΅Π΄ΡΡΠ² ΠΏΠΎ ΠΊΡΠ΅Π΄ΠΈΡΠ°ΠΌ, Π·Π°ΠΉΠΌΠ°ΠΌ, ΡΠΌΠΈΡΡΠΈΠΈ ΡΠ΅Π½Π½ΡΡ Π±ΡΠΌΠ°Π³ ΠΈ Ρ. Π΄.
Π§ΠΈΡΡΡΠΉ Π΄Π΅Π½Π΅ΠΆΠ½ΡΠΉ ΠΏΠΎΡΠΎΠΊ β ΡΡΠΎ ΡΡΠΌΠΌΠ° Π΄Π΅Π½Π΅ΠΆΠ½ΡΡ ΠΏΠΎΡΠΎΠΊΠΎΠ² ΠΎΡ ΠΎΠΏΠ΅ΡΠ°ΡΠΈΠΎΠ½Π½ΠΎΠΉ, ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΎΠ½Π½ΠΎΠΉ ΠΈ ΡΠΈΠ½Π°Π½ΡΠΎΠ²ΠΎΠΉ Π΄Π΅ΡΡΠ΅Π»ΡΠ½ΠΎΡΡΠΈ. ΠΡΡΠ³ΠΈΠΌΠΈ ΡΠ»ΠΎΠ²Π°ΠΌΠΈ, ΡΡΠΎ ΡΠ°Π·Π½ΠΈΡΠ° ΠΌΠ΅ΠΆΠ΄Ρ ΡΡΠΌΠΌΠΎΠΉ Π²ΡΠ΅Ρ ΠΏΠΎΡΡΡΠΏΠ»Π΅Π½ΠΈΠΉ Π΄Π΅Π½Π΅ΠΆΠ½ΡΡ ΡΡΠ΅Π΄ΡΡΠ² ΠΈ ΡΡΠΌΠΌΠΎΠΉ Π²ΡΠ΅Ρ ΠΏΠ»Π°ΡΠ΅ΠΆΠ΅ΠΉ Π·Π° ΠΎΠ΄ΠΈΠ½ ΠΈ ΡΠΎΡ ΠΆΠ΅ ΠΏΠ΅ΡΠΈΠΎΠ΄. ΠΠΌΠ΅Π½Π½ΠΎ ΡΠΈΡΡΡΠ΅ Π΄Π΅Π½Π΅ΠΆΠ½ΡΠ΅ ΠΏΠΎΡΠΎΠΊΠΈ ΡΠ°Π·Π»ΠΈΡΠ½ΡΡ ΠΏΠ΅ΡΠΈΠΎΠ΄ΠΎΠ² Π΄ΠΈΡΠΊΠΎΠ½ΡΠΈΡΡΡΡΡΡ ΠΏΡΠΈ ΠΎΡΠ΅Π½ΠΊΠ΅ ΡΡΡΠ΅ΠΊΡΠΈΠ²Π½ΠΎΡΡΠΈ ΠΏΡΠΎΠ΅ΠΊΡΠ°.
ΠΡΡΠΎΡΠ½ΠΈΠΊ: Β«Π€ΠΈΠ½Π°Π½ΡΠΎΠ²ΡΠΉ Π΄ΠΈΡΠ΅ΠΊΡΠΎΡΒ», 2002, β 4; Π‘ΠΎΠΊΠΎΠ»ΡΠ½ΠΈΠΊΠΎΠ²Π° ΠΡΠΈΠ½Π°,
Π²ΠΈΡΠ΅-ΠΏΡΠ΅Π·ΠΈΠ΄Π΅Π½Ρ ΠΠ½ΡΡΠΈΡΡΡΠ° ΠΈΠ½Π²Π΅ΡΡΠΈΡΠΈΠΎΠ½Π½ΠΎΠ³ΠΎ Π°Π½Π°Π»ΠΈΠ·Π° (ΠΎΡΡΡΠ²ΠΎΠΊ)
Lesson 37
Raising Credit
Read and translate the text and learn terms from the Essential Vocabulary.
The Credit Process: A Guide For Small Business Owners
Introduction
Some say owning a home is the American dream. Millions of small business owners will argue, however, that owning oneβs own business is really the American dream. But while it offers rewards, owning a business is not easy. Entrepreneurship has its problems, and a critical β and sometimes fatal β one for small businesses can be the lack of access to the financial resources to keep the dream going.
This text highlights information that prospective first-time borrowers need to know about the credit process before they apply for a loan.
Sources and Types of Funding
Where to Borrow.
Getting credit for a business can be a dilemma because until youβve developed a good track record with business credit, many commercial banks and other traditional lenders will be reluctant to extend credit to you.
In order to identify the type of financial institution most likely to lend to your business, itβs helpful to pinpoint which of the four early stages of development your business is in.
Stages of a Developing Business.
β Stage one businesses are start-ups.
β Stage two businesses have business plans and product samples but no revenues.
β Stage three businesses have full business plans and pilot programs in place.
β Stage four businesses have been in operation for some time and have documented revenues and expenses.
Lenders suggest that rather than approaching a bank, owners of businesses in stages one and two should seek financing from informal investors. Such sources of funding may include friends or relatives, partners, local development corporations, state and local governments offering low-interest micro loans, private foundations offering program-related investments, credit unions featuring small business lending, and universities with targeted R&D funds.
Lenders say that businesses in stage four, and some in stage three, are sufficiently developed to approach a commercial bank or another traditional lender for a loan. If you intend to approach a commercial bank, lenders suggest that you first submit an application to a bank with which you have an established relationship. If you do not have an established relationship with a bank, lenders recommend that you ask an experienced accountant or lawyer to contact a bank and present your proposal.