investment project is most likely to be accepted by the payback period rule and not accepted by the NPV rule if the project has a) b) c) d) e) a large initial investment with moderate positive cash flows over a very long period of time. a very large negative cash flow at the termination of the project. most of the cash flows at the beginning of the project. all projects approved by the payback period rule will be accepted by the NPV rule. The payback period rule and the NPV rule cannot be used to evaluate
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be better organized for the financial guidelines, which are the company’s upcoming expenses. A few techniques that can improve balancing the budget are zero based, activity based, performance based, cost fluctuations and benchmarking. Zero based budgeting examines each individual expense within a business and justifies the necessity and expense of each. Activity based pricing is the accumulation of the operating cost records, which is also assigned to individual programs which include engineering
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investment project is most likely to be accepted by the payback period rule and not accepted by the NPV rule if the project has a) b) c) d) e) a large initial investment with moderate positive cash flows over a very long period of time. a very large negative cash flow at the termination of the project. most of the cash flows at the beginning of the project. all projects approved by the payback period rule will be accepted by the NPV rule. The payback period rule and the NPV rule cannot be used to evaluate
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Part A “Capital budgeting over the years has become a sophisticated process for the finance officer. The different methods available to the finance officer have increased and become more accurate and centred upon the goal of maximizing wealth. However has there been an increase in the usage of these new methods or are decision makers still using the easier methods?” Capital budgeting is a tool management use to make investment decisions. Despite the pitfalls pointed out in Yee-Ching Lilian Chan’s
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| |Total Cost | $ 255,000 | CASH BUDGET | |Q1 |Q2 |Q3 |Q4 | |Beginning cash balance |$935 |$891 |$928 |$895
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Financial controls Which accounting system? Reserves Budgeting Cash flow Book keeping Petty cash Bank reconciliation Finance reports Annual accounts Glossary Financial controls are the written rules and procedures for financial control and management that all organizations should have. Financial controls should cover, for example, who can sign cheques, who maintains the cash books, and how petty cash is administered. Some of these rules will be laid down by the constitution
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valuation of real assets and financial assets. Discounted cash flow analysis(DCF) is a tool that derived from finance theory which has been widely used. However finance theory also has little effect on strategic planning and there are three differences between financial theory and strategic planning: 1. Traditional financial theory and strategic planning might have some differences in language and culture. 2. Discounted cash flow analysis might be used in an incorrect way of strategy
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Chapter 12 Cash Flow Estimation and Risk Analysis LEARNING OBJECTIVES After reading this chapter, students should be able to: • Discuss difficulties and relevant considerations in estimating net cash flows, and explain the four major ways that project cash flow differs from accounting income. • Define the following terms: relevant cash flow, incremental cash flow, sunk cost, opportunity cost, externalities, and cannibalization. • Identify the three categories to which incremental
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activities of the Club, they were also each a part owner of the Club’s assets, including the land. The Club’s 36-hole course sat on 300 acres of prime land surrounded by residential and shop-office properties. In addition, the Club had accumulated a cash reserve of RM10 million over the years. This was placed in fixed deposits at several local banks. The organization structure of the Club was just like any other club or association. The President, Vice President, Honorary Secretary, Honorary Treasurer
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year not es and t he sam e am ount in pr efer r ed st ock . I t had alr eady funded $1.5 billion of t he acquisit ion leav ing $1 billion m or e t o finance. Challenges facing RJR: Of t he $1.5 billion t hat had been funded, $500 m illion cam e from cash and t he r em aining was t hr ough bank bor r owings and com m er cial paper. These borrow ings added t o t he debt t hat RJR had issued in 1984 and br ought t heir debt rat ings dow n t o A. The r em aining $1 billion financing w ould hav e t o k
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