A Statistical Analysis of Companies’ Financing Strategies in Portugal during the COVID-19 Pandemic
Abstract
:1. Introduction
2. Literature Review
2.1. Sources and Forms of Financing
2.2. The Company’s Financing and Financial Structure
2.3. The Risks of Financing
2.4. Financing Control
3. Methodology
4. Results and Discussion
4.1. Characterisation of the Companies
4.2. Financing of Companies
5. Conclusions
Author Contributions
Funding
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Companies (n = 1957) | ||
---|---|---|
Respondents | Age | Minimum: 20; maximum: 85; average: 47.51; standard deviation: 10.35 |
Gender | Male: 1216 (62.1%); female: 741 (37.9%) | |
Role | Administrator/manager: 1107 (56.5%); director: 336 (17.2%); administrative: 514 (26.3%) | |
Company | Number of employees | Fewer than 10: 633 (32.3%); from 10 to 49: 991 (50.6%); from 50 to 249: 275 (14.1%); over 250: 58 (3.0%) |
Sector/area of activity | Commerce: 522 (26.7%); construction: 343 (17.5%); services: 449 (22.9%); catering 46 (2.4%); manufacturing: 359 (18.3%); mining: 13 (0.7%); tourism: 96 (4.9%); transport: 68 (3.5%); agriculture: 34 (1.7%); gas, electricity, water: 27 (1.4%) | |
Main market with the highest sales volume | Local market: 346 (17.7%); regional market: 401 (20.1%); national market: 870 (44.5%); international market: 340 (17.4%) | |
Type of business | Family: 1328 (67.9%); non-family: 629 (32.1%) | |
Type of company | Private limited company: 1603 (81.9%); public limited company: 349 (17.8%); limited liability company: 1 (0.1%); co-operative: 3 (0.2%) | |
Phase of the company’s life cycle | Rapidly growing: 35 (1.8%); healthy and growing: 776 (39.8%); stabilised: 967 (49.6%); declining: 173 (8.9%) |
Average | Median | Mode | Standard Deviation | Not Important | Hardly Important | Indifferent | Important | Very Important | |
---|---|---|---|---|---|---|---|---|---|
Possibility of reducing the charged interest rates | 4.12 | 4 | 5 | 1.06 | 5.1 | 3.8 | 9.4 | 37.8 | 44.0 |
Increase your negotiating power with the banks | 4.01 | 4 | 4 | 1.04 | 4.6 | 4.6 | 12.2 | 42.6 | 36.0 |
Have an alternative to choose the bank you want to work with | 3.98 | 4 | 4 | 0.96 | 4.0 | 3.7 | 12.5 | 50.4 | 29.4 |
Precautionary measures concerning a financial institution | 3.77 | 4 | 4 | 1.03 | 4.6 | 6.5 | 19.7 | 45.2 | 23.9 |
Diversity of advice to support the activity | 3.71 | 4 | 4 | 1.07 | 6.2 | 7.8 | 15.2 | 49.9 | 20.8 |
Split the risk between two or more banks | 3.66 | 4 | 4 | 1.08 | 6.2 | 6.9 | 22.4 | 43.3 | 21.2 |
Variety of products and services offered | 3.58 | 4 | 4 | 1.06 | 6.2 | 10.8 | 16.4 | 51.8 | 14.9 |
Possibility of getting a greater amount of financing | 3.50 | 4 | 4 | 1.09 | 7.5 | 8.8 | 25.2 | 42.9 | 15.5 |
Increase the acceptance of credit applications | 3.40 | 4 | 4 | 1.07 | 8.3 | 8.7 | 29.5 | 41.8 | 11.7 |
Average | Median | Mode | Standard Deviation | Not Relevant | Hardly Relevant | Undecided | Relevant | Strongly Relevant | |
---|---|---|---|---|---|---|---|---|---|
Short-term bank financing products | |||||||||
Current account | 3.80 | 4 | 4 | 1.31 | 11.0 | 9.9 | 2.2 | 42.3 | 34.6 |
Short-term loans (up to 1 year) | 2.70 | 2 | 4 | 1.40 | 29.2 | 21.5 | 8.7 | 31.8 | 8.9 |
Bank guarantees | 2.65 | 2 | 1 | 1.41 | 30.3 | 22.1 | 9.0 | 29.3 | 9.2 |
Confirming | 2.36 | 2 | 1 | 1.41 | 41.4 | 18.9 | 11.2 | 19.3 | 9.2 |
Foreign loans/operations | 2.30 | 2 | 1 | 1.41 | 43.0 | 20.3 | 8.1 | 19.8 | 8.4 |
Bank overdraft | 2.22 | 2 | 1 | 1.31 | 40.5 | 27.2 | 6.8 | 20.1 | 5.3 |
Factoring | 2.06 | 2 | 1 | 1.25 | 46.7 | 24.9 | 8.9 | 14.7 | 4.8 |
Discounting of promissory notes | 1.75 | 1 | 1 | 1.08 | 57.7 | 23.6 | 6.3 | 10.7 | 1.7 |
Discounting of bills of exchange | 1.66 | 1 | 1 | 1.01 | 61.1 | 23.2 | 5.6 | 8.7 | 1.3 |
Medium and long-term bank financing products | |||||||||
Medium and long-term loans (over 1 year) | 3.44 | 4 | 4 | 1.41 | 16.5 | 13.0 | 5.7 | 40.0 | 24.8 |
Leasing | 3.08 | 4 | 4 | 1.42 | 20.7 | 19.7 | 5.4 | 39.1 | 15.0 |
Financing with recourse to mutual guarantee | 2.96 | 3 | 4 | 1.47 | 25.0 | 17.9 | 10.2 | 29.6 | 17.2 |
Renting | 2.39 | 2 | 1 | 1.34 | 35.1 | 26.8 | 9.0 | 22.2 | 6.9 |
Guarantees used to obtain bank financing | |||||||||
Company promissory note | 2.61 | 2 | 1 | 1.47 | 34.6 | 18.1 | 9.2 | 28.0 | 10.1 |
Corporate promissory note with a personal guarantee | 2.61 | 2 | 1 | 1.48 | 35.6 | 17.7 | 9.0 | 25.8 | 11.9 |
Mutual guarantee | 2.61 | 2 | 1 | 1.43 | 33.9 | 17.9 | 12.2 | 25.5 | 10.4 |
Mortgage guarantee | 2.27 | 2 | 1 | 1.36 | 43.4 | 19.2 | 10.4 | 20.7 | 6.3 |
Covenants/comfort notes | 1.87 | 1 | 1 | 1.11 | 53.1 | 20.7 | 14.6 | 9.5 | 2.1 |
Pledge of securities | 1.77 | 1 | 1 | 1.11 | 57.7 | 21.8 | 9.4 | 7.8 | 3.3 |
Average | Median | Mode | Standard Deviation | Not relevant | Hardly Relevant | Undecided | Relevant | Highly Relevant | |
---|---|---|---|---|---|---|---|---|---|
Company’s annual report and accounts | 4.33 | 5 | 5 | 0.91 | 3.6 | 2.3 | 2.0 | 41.7 | 50.3 |
Company history and activities | 4.13 | 4 | 4 | 0.97 | 4.0 | 4.5 | 3.5 | 50.7 | 37.3 |
Management performance of the company in recent years | 4.08 | 4 | 4 | 0.99 | 4.4 | 4.3 | 5.6 | 49.9 | 35.8 |
Age and company size | 3.86 | 4 | 4 | 1.03 | 4.6 | 9.4 | 5.4 | 56.6 | 24.1 |
Analysis of past funding | 3.80 | 4 | 4 | 1.11 | 7.1 | 7.5 | 8.3 | 52.8 | 24.3 |
Future business plans | 3.70 | 4 | 4 | 1.10 | 5.6 | 12.1 | 10.4 | 50.4 | 21.5 |
Documents and personal details of partners/shareholders | 3.55 | 4 | 4 | 1.18 | 7.4 | 15.8 | 9.8 | 48.2 | 18.8 |
Attitude of the company’s managers towards debt | 3.45 | 4 | 4 | 1.26 | 12.4 | 11.9 | 12.4 | 45.0 | 18.4 |
Age and seniority of the company’s manager | 3.29 | 4 | 4 | 1.25 | 10.0 | 22.6 | 10.8 | 41.5 | 15.1 |
Corporate and equity value of the owner(s) | 3.25 | 4 | 4 | 1.30 | 14.9 | 15.8 | 12.6 | 42.4 | 14.3 |
Willingness of the partner to enter into financing | 3.19 | 4 | 4 | 1.27 | 15.3 | 15.1 | 16.8 | 40.6 | 12.2 |
Excessive dependence/concentration on a few clients and suppliers | 3.15 | 4 | 4 | 1.23 | 13.5 | 18.5 | 17.7 | 40.2 | 10.1 |
Duration of the relationship with suppliers | 3.12 | 3 | 4 | 1.28 | 12.0 | 25.9 | 12.6 | 37.6 | 12.0 |
Secured succession of the company | 2.74 | 3 | 4 | 1.28 | 23.1 | 22.7 | 18.3 | 28.9 | 6.9 |
Analysis of company managers’ political exposure | 2.34 | 2 | 1 | 1.26 | 35.0 | 23.8 | 18.1 | 18.4 | 4.7 |
Analysis of company’s managers’ way of life | 2.09 | 2 | 1 | 1.16 | 40.0 | 31.5 | 11.4 | 13.9 | 3.2 |
Analysis of company managers’ hobbies | 1.86 | 2 | 1 | 1.05 | 48.2 | 30.0 | 10.9 | 9.3 | 1.6 |
Average | Median | Mode | Standard Deviation | Strong Disagreement | Disagreement | Neutral | Agreement | Strong Agreement | |
---|---|---|---|---|---|---|---|---|---|
Harmonious working relations are important for the company | 4.36 | 4 | 4 | 0.72 | 0.6 | 1.1 | 7.6 | 42.7 | 48.0 |
Instructions on the operations to be carried out are important for employees at work | 4.18 | 4 | 4 | 1.72 | 0.7 | 1.5 | 10.2 | 54.6 | 33.1 |
Preserving its public image is one of the company’s main policies | 4.08 | 4 | 4 | 0.87 | 1.5 | 2.9 | 15.7 | 45.5 | 34.3 |
Standard operating procedures are useful for employees at work | 3.92 | 4 | 4 | 0.74 | 1.0 | 2.4 | 16.5 | 60.7 | 19.5 |
Details of work requirements and instructions are important | 3.88 | 4 | 4 | 0.72 | 1.1 | 2.9 | 21.4 | 55.9 | 18.7 |
Company regulations inform employees of what is expected of them | 3.82 | 4 | 4 | 0.81 | 1.6 | 4.0 | 21.9 | 55.5 | 17.0 |
The survival of my business is highly dependent on the country’s economy | 3.74 | 4 | 4 | 0.98 | 2.9 | 8.5 | 21.6 | 45.4 | 21.6 |
Rigid government rules and regulations can impede the viability of my business | 3.69 | 4 | 4 | 1.00 | 2.5 | 10.5 | 24.0 | 41.8 | 21.2 |
One wrong decision can easily threaten the viability of my business | 3.55 | 4 | 4 | 1.02 | 3.0 | 15.1 | 21.7 | 44.7 | 15.5 |
Social pressure can affect my business | 3.35 | 4 | 4 | 1.05 | 5.7 | 15.7 | 27.7 | 39.7 | 11.2 |
The failure rate of businesses in this sector is high | 3.09 | 3 | 3 | 0.97 | 4.4 | 23.1 | 37.5 | 28.7 | 6.2 |
There are large investments and marketing opportunities in this sector | 3.06 | 3 | 3 | 1.01 | 6.9 | 22.4 | 33.6 | 32.1 | 5.0 |
My company often has to change its marketing practices | 3.00 | 3 | 3 | 0.97 | 6.6 | 23.1 | 38.3 | 27.6 | 4.3 |
It is easy to stay afloat in this sector | 2.70 | 3 | 2 | 1.04 | 10.6 | 38.0 | 26.5 | 21.1 | 3.9 |
An aggressive funding policy is important to the company | 2.66 | 3 | 3 | 1.04 | 15.1 | 27.7 | 36.4 | 17.4 | 3.4 |
Achieving the partners’/shareholders’ goals is important to the company | 2.46 | 2 | 2 | 1.12 | 24.3 | 28.1 | 27.6 | 16.9 | 3.1 |
There is little threat to the survival and well-being of my business | 2.37 | 2 | 2 | 1.03 | 18.5 | 45.6 | 18.5 | 14.6 | 2.7 |
The success of the partners/shareholders is more important than that of the employees | 2.19 | 2 | 2 | 1.07 | 31.0 | 34.6 | 21.8 | 9.8 | 2.9 |
The interests of the members/shareholders are more important than those of the employees | 2.16 | 2 | 2 | 1.02 | 31.2 | 33.9 | 24.6 | 8.2 | 2.0 |
Average | Median | Mode | Standard Deviation | Without Any Kind of Significance | Minor Importance | Medium Importance | More Importance | Great Importance | |
---|---|---|---|---|---|---|---|---|---|
Nature of your business | 3.49 | 4 | 4 | 1.12 | 8.3 | 6.4 | 32.2 | 33.9 | 19.2 |
Stage of the business life cycle | 3.45 | 4 | 4 | 1.05 | 7.3 | 6.9 | 33.8 | 37.8 | 14.2 |
Volatility of cash flows | 3.42 | 4 | 4 | 1.07 | 7.5 | 8.6 | 32.8 | 36.7 | 14.4 |
Volatility of accounting results | 3.36 | 3 | 3 | 1.16 | 9.4 | 9.7 | 33.0 | 30.8 | 17.1 |
Rating classification | 3.30 | 3 | 3 | 1.15 | 10.6 | 8.6 | 36.5 | 29.3 | 15.0 |
Tax advantage (interest is tax deductible) | 3.20 | 3 | 3 | 1.25 | 14.2 | 12.0 | 29.1 | 28.8 | 16.0 |
The fact that limiting the use of borrowed capital provides customers and suppliers with a stable financial situation | 3.19 | 3 | 3 | 1.14 | 12.1 | 9.6 | 37.5 | 29.2 | 11.7 |
The lowest cost of financing when compared to issuing bonds and/or shares | 3.18 | 3 | 3 | 1.26 | 15.1 | 8.9 | 35.8 | 23.1 | 17.1 |
A new level of indebtedness signals the capacity for growth in the company’s results | 3.01 | 3 | 3 | 1.11 | 13.2 | 13.2 | 40.3 | 25.3 | 7.9 |
Debt/equity ratio of other companies in the industry | 3.01 | 3 | 3 | 1.09 | 13.5 | 10.7 | 44.8 | 24.3 | 7.6 |
The fact that new financing signals to competitors that the company will not reduce installed capacity or production | 2.96 | 3 | 3 | 1.14 | 15.0 | 13.3 | 40.2 | 23.2 | 8.3 |
The fact that the level of indebtedness discourages potential buyers | 2.80 | 3 | 3 | 1.25 | 21.9 | 14.8 | 35.0 | 18.3 | 10.0 |
Potential costs of insolvency | 2.75 | 3 | 3 | 1.21 | 22.0 | 14.1 | 40.4 | 14.5 | 9.0 |
The fact that the level of debt is an incentive for senior managers to work harder | 2.73 | 3 | 3 | 1.11 | 19.5 | 15.3 | 42.5 | 17.7 | 5.0 |
Average | Median | Mode | Standard Deviation | Strong Disagreement | Disagreement | Neutral | Agreement | Strong Agreement | |
---|---|---|---|---|---|---|---|---|---|
We choose the level of debt so as to minimise the weighted average cost of capital | 3.03 | 3 | 3 | 0.93 | 8.2 | 13.2 | 50.0 | 24.3 | 4.2 |
All things being equal, debt is preferable to issuing convertible bonds. | 2.91 | 3 | 3 | 0.97 | 10.0 | 18.7 | 45.9 | 21.8 | 3.7 |
All things being equal, debt is preferable to capital increase (of quotas or share issue) | 2.87 | 3 | 3 | 0.98 | 9.5 | 24.4 | 39.1 | 24.1 | 3.0 |
We have a preference for debt because of our close relationship with banks | 2.86 | 3 | 3 | 1.08 | 14.1 | 19.7 | 36.4 | 25.9 | 4.0 |
When accounting results are not sufficient to meet investment needs, it is preferable to take out a new loan rather than increase capital | 2.84 | 3 | 3 | 1.02 | 10.4 | 26.8 | 34.7 | 24.8 | 3.3 |
Debt through a bank loan is preferable to a bond issue because it reduces disclosure | 2.81 | 3 | 3 | 0.95 | 12.0 | 17.8 | 50.2 | 17.3 | 2.8 |
We want to avoid increasing equity (increasing quotas or issuing shares) as much as possible | 2.77 | 3 | 3 | 0.98 | 12.4 | 20.8 | 48.3 | 14.4 | 4.0 |
Debt is preferable to equity because it has lower costs to obtain | 2.77 | 3 | 3 | 0.98 | 12.8 | 20.5 | 46.8 | 16.8 | 3.1 |
All things being equal, if accounting results are insufficient for investment needs, it is better to postpone investments than to make a capital increase | 2.77 | 3 | 3 | 1.04 | 13.5 | 22.6 | 42.0 | 16.9 | 5.0 |
Debt is preferable to equity because it reduces disclosure | 2.56 | 3 | 3 | 0.91 | 15.5 | 24.5 | 49.6 | 9.0 | 1.4 |
All things being equal, new debt signals to the market that the company considers its equity to be undervalued | 2.47 | 3 | 3 | 0.91 | 19.4 | 22.7 | 50.1 | 7.0 | 0.8 |
Debt maximisation is a good way to ensure that the company’s managers make decisions that maximise partners’/shareholders’ wealth | 2.34 | 3 | 3 | 1.00 | 27.0 | 22.3 | 41.6 | 8.0 | 1.1 |
We took out a new loan to finance a share buyback | 2.19 | 2 | 3 | 0.97 | 33.0 | 20.6 | 41.6 | 4.2 | 0.6 |
A high level of debt is required to ensure that managers make decisions to maximise partners’/shareholders’ wealth | 2.16 | 2 | 3 | 0.93 | 31.2 | 26.2 | 38.3 | 3.8 | 0.6 |
Average | Median | Mode | Standard Deviation | Strong Disagreement | Disagreement | Neutral | Agreement | Strong Agreement | |
---|---|---|---|---|---|---|---|---|---|
We prefer medium- and long-term debt to minimise the risk of new funding in “difficult economic times” | 3.37 | 3 | 3 | 1.01 | 6.2 | 9.1 | 38.3 | 34.4 | 12.0 |
We match the maturity of the debt to the duration of the respective assets | 3.18 | 3 | 3 | 0.96 | 7.2 | 10.1 | 46.7 | 29.3 | 6.8 |
We resort to debt when interest rates are low | 3.15 | 3 | 3 | 1.05 | 8.4 | 15.5 | 36.5 | 31.5 | 8.0 |
Short-term financing reduces the likelihood of accepting investment projects with a higher level of risk | 2.89 | 3 | 3 | 0.94 | 10.3 | 16.7 | 49.8 | 20.4 | 2.9 |
We use short-term debt when we expect lower interest rates | 2.71 | 3 | 3 | 0.95 | 13.2 | 22.0 | 47.3 | 15.7 | 1.8 |
We resort to debt if we believe that the company’s equity is undervalued | 2.62 | 3 | 3 | 0.86 | 11.5 | 26.6 | 50.8 | 9.8 | 1.2 |
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Tavares, F.; Santos, E.; Vasconcelos, M.V.d.; Tavares, V.C. A Statistical Analysis of Companies’ Financing Strategies in Portugal during the COVID-19 Pandemic. J. Risk Financial Manag. 2023, 16, 116. https://doi.org/10.3390/jrfm16020116
Tavares F, Santos E, Vasconcelos MVd, Tavares VC. A Statistical Analysis of Companies’ Financing Strategies in Portugal during the COVID-19 Pandemic. Journal of Risk and Financial Management. 2023; 16(2):116. https://doi.org/10.3390/jrfm16020116
Chicago/Turabian StyleTavares, Fernando, Eulália Santos, Mafalda Venâncio de Vasconcelos, and Vasco Capela Tavares. 2023. "A Statistical Analysis of Companies’ Financing Strategies in Portugal during the COVID-19 Pandemic" Journal of Risk and Financial Management 16, no. 2: 116. https://doi.org/10.3390/jrfm16020116
APA StyleTavares, F., Santos, E., Vasconcelos, M. V. d., & Tavares, V. C. (2023). A Statistical Analysis of Companies’ Financing Strategies in Portugal during the COVID-19 Pandemic. Journal of Risk and Financial Management, 16(2), 116. https://doi.org/10.3390/jrfm16020116