...Phase 3 Individual Project/DB Capital Budgeting Janella Chapman ACCT-614/Applied Managerial Accounting March 15, 2013 Professor Tracie Edmond I. Overview As companies look to grow and expand operations, product lines, or locations, capital budgeting is the method used by management in evaluating if projects and long-term investments will be profitable for the company. Capital budgeting analysis evaluates projects that will have cash flows for longer than a year. Capital budgeting helps management analysis if investments will be profitable and valuable to the company compared to the initial investment needed and the risk associated with the investment. There are many capital budgeting methods management may use to ensure the project or investment is aligned with the corporate strategy of a company. In the capital budgeting process, management evaluates different capital budgeting techniques to ensure the company has the resources to invest in the project, and also helps management determine if the investment will help achieve the goals and objectives of the company. The goal of capital budgeting is to evaluate the costs of an investment to the initial capital to determine if the investment will generate more capital or cash flow for the company. The four capital budgeting techniques used by management are Net Present Value (NPV), Internal Rate of Return (IRR), Profitability Index (PI), and Payback method. SAC has developed new manufacturing techniques to offer special...
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...This memo serves to provide information concerning capital budget recommendations for Guillermo Furniture. The firm has come to a crossroads in its industry. Due to competitive forces that have recently entered the firm’s market, the firm must decide if it should make capital investments to become a high tech manufacturer, become a distributor, or due nothing and continue its traditional course of operations. Capital investments are instrumental to future successes realizable by Guillermo and “business profitability ultimately hinges, to a large extent, on the quality of a few capital investment decisions” (Edmonds, 2007). As a result, we will explore recommendations for Guillermo to vacate its current landscape of operations for a more innovative approach as a high tech manufacturer or distributor. The goal of this brief is to convey the most appropriate management of Guillermo Furniture’s capital funds and ascertain the best return on the firm’s investments. There are various techniques available for the firm to utilize. Consequently, this memo will also serve to explain the fundamental differences between the following two techniques, net present value (NPV) and internal rate of return (IRR). Differences: NPV and IRR There are many techniques available for managers to use when analyzing potential capital investments. NPV compares the present value of an investment with the costs associated with the investment. The difference between the present value and the cost...
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...concepts in strategic planning is firms’ capital investment decisions and it is also a critical component of “financial theory”. The theory is focused on cash flow and return on the investment. The tool used in investment decisions is net present valued (NPV) which was calculated from present valued minus required investment or which was reduced to discounted cash flow formula because the net present value is a matter of cash flow that will gain in the future. [pic] The company is comprised of tangible assets and intangible assets including growth opportunities. The Intangible assets and this growth is a clear reflection of the stock prices and was used to evaluate the capital budgeting analysis will has high NPV. The opportunity cost of each project will vary depending on the risk of the project. The company can divide the project groups with...
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...HOW DO CFOS MAKE CAPITAL BUDGETING AND CAPITAL STRUCTURE DECISIONS? by John Graham and Campbell Harvey, Duke University* e recently conducted a comprehensive survey that analyzed the current practice of corporate finance, with particular focus on the areas of capital budgeting and capital structure. The survey results enabled us to identify aspects of corporate practice that are consistent with finance theory, as well as aspects that are hard to reconcile with what we teach in our business schools today. In presenting these results, we hope that some practitioners will find it worthwhile to observe how other companies operate and perhaps modify their own practices. It may also be useful for finance academics to consider differences between theory and practice as a reason to revisit the theory. We solicited responses from approximately 4,440 companies and received 392 completed surveys, representing a wide variety of firms and industries.1 The survey contained nearly 100 questions and explored both capital budgeting and capital structure decisions in depth. The responses to these questions enabled us to explore whether and how these corporate policies are interrelated. For example, we investigated whether companies that made more aggressive use of debt financing also tended to use more sophisticated capital budgeting techniques, perhaps because of their greater need for discipline and precision in the corporate investment process. More generally, the design of our survey...
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...Guillermo's Furniture Store Scenario Alysia Wright FIN571 June 4, 2009 Micha Edwards Guillermo's Furniture Store Scenario Guillermo Furniture Store is a large furniture manufacturer that is located in Sonora, Mexico. Labor was considerably inexpensive and the location had ample supply of timber for furniture the company produced. In the early 1990s, business for the company started to decline caused by outside influences. The decline began when a new foreign competitor entered the market. The new competitor used technologically advanced methods that produced customized furniture at a lower price. Another disadvantage for Guillermo was that one of the largest retailers was only a few miles from the company and had a major impact on the communities in Sonora. “With inexpensive housing, mild weather, beautiful scenery, un-congested roads, a new International Airport, and plenty of development, an influx of people and jobs raised the cost of labor substantially. Guillermo watched his profit margins shrink as prices fell and costs rose” (University of Phoenix, 2010). Guillermo Issues Guillermo is facing two issues he did not have to deal with prior to the larger company entering his market with their hi-tech machinery producing furniture at low costs. First, Guillermo will have to alter his pricing structure if he wants to remain competitive with the new company. For years Guillermo has had a monopoly on the market and could charge top dollar for this custom made furniture...
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...shorter life favoured at the expense of longer life projects, which are more illiquid. Under UWA Plastic criterion the project must recover the initial investment within six years. The ITF project has a payback period of 3.6 years meaning the project would be accepted. However, the payback method may not provide a reliable decision as it ignores the time value of money and also ignores all cash flows that occur after the payback period relies on an ad hoc decision. Therefore, with respect to the three other criteria’s the payback period, should hold the smallest weight when deciding whether to invest in the ITF project. This is exemplified by the decline in the number of CFO’s using the payback method as their primary method of capital budgeting. The DCF uses the incremental earnings of the project to forecast the cash flows of the project. In doing so...
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...Submitted by: Katherine Cancan EUROLAND FOODS S.A OVERVIEW Euroland Foods S.A, headquartered in Brussels, Belgium, is a multinational producer of high-quality ice cream, yogurt, bottled water and fruit juices. In January 2011, the senior management committee of Euroland Foods was to meet to draw up the firm’s capital budget for the new year. Unfortunately, Euroland’s over leverage, debt-to-equity ratio is 125%, is a concern among the company’s bankers. They dictate that the financing must be modest and that the company avoids increasing its debt. In an attempt to decrease the debt-to-equity ratio the company established a fixed capital budget, which was set below the total cost of the projects that they were considering. A range of 11 compelling projects totaling EUR316M were lined up to present and defend against the Board Of Directors-approved capital spending limit of only EUR120M; Thus, a need for capital budget rationing and allocation. In 1999, the company has established tests or hurdles that varied according to the type of project as shown in Table 1 of the case, subject to two financial tests: payback and Internal Rate of Return (IRR). One out of the said projects, the effluent treatment program, will not be included in the analysis anymore because there is no test required for safety and environmental type of project. Moreover, Euroland Foods is bound to comply with the European Community regulation to have wastewater to be treated at source. ...
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...SUMMARY OUTLINE CAPITAL BUDGETING PRACTICES OF INDIAN COMPANIES Introduction Corporate strategy provides the focal point for the firm's long-run strategic planning. The capital budgeting system, particularly for large strategic projects, is determined in the context of strategic planning and, thus, it is a top-down process. Corporate strategy and strategic planning play the most crucial role at the identification and evaluation phases. Operating and administrative capital budgeting decisions can be decided at lower /middle level of management within the overall strategic framework and guidelines from top management. The capital budgeting system at lower/middle level will largely be a bottom up process. It may be noted that external and internal environment provides a context to the company to establish and review its missions, concerns, and multiple objectives which, in turn, shape its corporate strategy. Objectives There are two objectives of this study: a) To document the capital budgeting policies and practices of companies in India, a developing" country, and contrast them with those of USA and UK, the developed countries b) To ascertain how business executives look upon the linkage between corporate strategy and investment decision-making. Sample and Methodology The study used interview-cum-questionnaire method and sent to 14 companies different businesses which had agreed to participate in all. Methods of Evaluation The study was...
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...Spreadsheet Analysis & Modeling MIS-505 Questions for Final Exam 1. What is name range? How can ranges be named? What are its uses? 2. What is lookup in Excel? What are the different kinds of lookup functions? What are its uses? 3. What is Index function? Write down the procedure of index function. What are its uses? 4. What is Match function? How you can write an Index and Match functions in a nested way? What are its uses? 5. Describe different kinds of text functions in Excel (such as left, right, mid). 6. How can you put date in Excel? What are its uses? 7. What is NETWORKINGDAYS function in Excel? What is NETWORKINGDAYS.INT function in Excel? What are its uses? 8. What is workday and WORKDAY.INT functions in Excel? What are its uses? 9. What is Net Present Value? How do NPV and XNPV function work in Excel? What are its uses? 10. What is internal rate of return (IRR)? How do IRR, XIRR, and MIRR work in Excel? What are its uses? 11. What is present value? How does PV function work? What are its uses? 12. What is Future Value? How does FV function work? What are its uses? 13. Write down the functions of PMT, PPMT, IPMT. How can you use these functions to prepare a loan amortization schedule? 14. Write down the function of IF Statement, AND, OR and XOR. 15. Describe different Time functions. What are its uses? 16. What is What If Analysis? Describe different kind of what if analysis. What are its uses...
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...geting1.0 INTRODUCTION Capital budgeting plays an important role in a firm’s financial management, the selection of a project is of great importance because it required a very large capital expenditure which will have a significant impact on the financial performance of the firm. Therefore a mistake in capital budgeting process by a firm will cost them a long period of time. Capital budgeting can be defined or seen as a designed process which involves management of available resources to select long time investments that will generate high return on the investment of those resources, Brealey, R. A et al (2006). Companies are into businesses with the main aim of making profit, therefore, it is vital for companies to know how to evaluate their expenditure. It is very important for a company to know the present value of the future investment and the time period it will take to mature before investing in a project. Examples of investment decision are purchase of new equipment or acquisition of industrial building. 2.0 ANALYSIS AND DECISION MAKING OF COVERED INTEREST ABITRAGE This can be described as an investment strategy which involves the buying of financial instrument dominated in a foreign currency by an investor and also the selling of a forward contract in his base currency in order to hedges his foreign exchange risk, Bodie, Z. and Kane, A. (2007). Based on the covered interest arbitrage i agree that there will be no difference if HW Technologies raise the capital...
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...CAPITAL BUDGETING: ADVANTAGES AND LIMITATIONS. SEPTEMBER 2012 CHAPTER ONE INTRODUCTION 1.0 Background Study Capital budgeting is the process by which firms determine how to invest their capital. Included in this process are the decisions to invest in new projects, reassess the amount of capital already invested in existing projects, allocate and ration capital across divisions, and acquire other firms. In essence, the capital budgeting process defines the set and size of a firm’s real assets, which in turn generate the cash flows that ultimately determine its profitability, value and viability. In principle, a firm’s decision to invest in a new project should be made according to whether the project increases the wealth of the firm’s shareholders. For example, the Net Present Value (NPV) rule specifies an objective process by which firms can assess the value that new capital investments are expected to create. As Graham and Harvey (2001) document this rule has steadily gained in popularity since Dean (1951) formally introduced it, but its widespread use has not eliminated the human element in capital budgeting. Because the estimation of a project’s future cash flows and the rate at which they should be discounted is still a relatively subjective process, the behavioural traits of managers still affect this process. Capital budgeting is a process...
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...To: Mayor Byron Brown From: Laura Speier Date: 23 March, 2013 Subject: Parking Modernization Plan for Buffalo Terms for Proposal The Greater Buffalo Development Authority - Lessee and owner proposes a more efficient Parking Modernization Plan for Buffalo. This will be the solution to the problems we have with parking in Buffalo. The public partnered with the city, so the parking system remains in the public realm. The on-street parking will be operated by a contractor - in this case, Meter men, who operates 30 parking systems across the country. Off-street parking will continue to work with buffalo’s facilities will be operated by a contractor, Buffalo’s Finest Parking. The parking has become more and more a problem and we suggest that it is done so that we can service the public’s parking issues. We recommend that you approve the proposal so we can get started before the winter since there are many areas that need to be addressed. Over $20 million in initial capital improvements for meters and Stanford Parking garage * Construct Stanford Parking garage * Immediate on-street improvements * Overall capital investment estimated at $98 million over term of the lease * Term: 30 years on-street, 50 years off-street * Agreement with the City contains operating standards * Ability to alter provisions over time, if necessary, through the Advisory Committee * The City retains the ability to terminate the agreement if the operating standards...
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...Capital Budgeting Introduction A logical prerequisite to the analysis of investment opportunities is the creation of investment opportunities. Unlike the field of investments, where the analyst more or less takes the investment opportunity set as a given, the field of capital budgeting relies on the work of people in the areas of industrial engineering, research and development, and management information systems (among others) for the creation of investment opportunities. As such, it is important to suggest that students keep in mind the importance of creativity in this area, as well as the importance of analytical techniques. Because a project is financially sound, it must be ethically sound, right? Well . . . the question of ethical appropriateness is less frequently discussed in the context of capital budgeting than that of financial appropriateness. Consider the following simple example: The American Association of Colleges and Universities estimates that 10 percent of all college students cheat at some time during their postsecondary education careers. You might pose the ethical question of whether it would be proper for a publishing company to offer a new book How to Cheat: A User's Guide. The company has a cost of capital of 8% and estimates it could sell 10,000 volumes by the end of year one and 5,000 volumes in each of the following two years. The immediate printing costs for the 20,000 volumes would be $20,000. The book would sell for $7.50 per copy and...
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...Global Business Strategies Week 4 Discussion Questions MGT/448 May 02, 2013 Global Business Strategies Week 4 Discussion Questions What are the elements of capital budgeting? How do you determine these elements in the Global business arena? Provide examples of how you would use capital budgeting analysis to determine the desirability of global projects. There are three different types of capital budgeting processes: centralized, decentralized and integrated. In centralized capital budgeting, top management make all important strategic capital budgeting decisions. Operating managers bid on implementing projects selected by top management. In decentralized capital budgeting operating managers identify and initiate projects that are approved by top management based upon projected financial performance. Integrated capital budgeting has elements of both decentralized and centralized capital budgeting. Capital budgeting process defines the set and size of a firm’s real assets, which in turn generate the cash flows that ultimately determine its profitability, value, and viability. In principle, a firm’s decision to invest in a new project should be made according to whether the project increases the wealth of the firm’s shareholders. The two things to consider when you would use capital budgeting in global projects are the following; What will the Project Cost? This is the first and most basic question a company must answer before pursuing a project. Identifying the cost...
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...misapplication of capital investment appraisal techniques Colin Drury Professor, University of Huddersfield, Huddersfield, UK Mike Tayles Lecturer, University of Bradford, Bradford, UK Surveys of capital budgeting practices in the UK and USA reveal a trend towards the increased use of more sophisticated investment appraisals requiring the application of discounted cash flow (DCF) techniques. Several writers, however, have claimed that companies are underinvesting because they misapply or misinterpret DCF techniques. Such claims have been made on the basis of observations in only a few companies, or anecdotal evidence, without any supporting statistical evidence. Reports on a recent survey conducted by the authors which suggests that many UK firms are guilty of misapplying DCF techniques. Also provides evidence relating to some issues that have not been thoroughly examined in previous studies, namely the impact of company size and the relative importance that firms attach to different investment appraisal techniques. An examination of the surveys of capital budgeting practices that have been undertaken during the past 20 years in both the UK and USA reveals a trend towards a continuing increase in the use of more sophisticated capital budgeting techniques. In a longitudinal survey of capital budgeting practices of large UK companies between 1975 and 1992 Pike (1996) reported a substantial increase in the usage of discounted cash flow (DCF) and risk appraisal techniques. In 1975 32 per cent and...
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