GLOBALIZING THE COST OF CAPITAL AND CAPITAL BUDGETING AT AES 1. How would you evaluate the capital budgeting method used historically by AES? 2. If you implemented the methodology suggested by Venerus‚ what would be the range of discount rates one would use around the world? 3. Does this make sense as a way to do capital budgeting? 4. How big a value difference does this new approach make to the Pakistan project? 5. How do these cost of capital modifications translate into changed probabilities
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27. Prepare a statement of cash flows for the Crosby Corporation. Follow the general procedures indicated in Table 2–10 on page 38. Crosby Corporation Statement of cash flows For the year ending December 31‚ 2008. Cash flows from operating activities Net income (earnings after taxes) = $160‚000 Adjustments to determine cash flow from operating activities: Add back depreciation = $150‚000 Increase in accounts receivable = ($50‚000) Increase in inventory = ($20‚000) Decrease in prepaid
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Direct and Indirect Cash Flows XACC/291 Shontell Chrisman October 30‚ 2013 Direct and Indirect Cash Flows The direct and indirect presentations of cash flows both reach the same conclusions‚ however‚ the way that the conclusions are reached are different. The direct method reports everything that involves cash‚ and the indirect method reports for items that do not affect cash. A direct statement of cash flow reports a company ’s sources and use of cash. The statement has three
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Weighted Average Cost of Capital (WACC) Calculations The weighted average cost of capital (WACC) is the discount rate used in the discounted cash flow analysis. Usually‚ the WACC is the weighted average of the cost of debt (Kd) and the cost of equity (Ke)‚ since debt and equity are the most common sources of funds for the companies. In general‚ the formula for WACC is the following: As implied by the formula itself‚ if a company does not have interest-bearing debts‚ then its WACC would equal
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10 11 12 Capital Budgeting Techniques Capital Budgeting Cash Flows Risk and Refinements in Capital Budgeting INTEGRATIVE CASE 5 Lasting Impressions Company robably nothing that financial managers do is more important to the long-term success of a company than making good investment decisions. The term capital budgeting describes the process for evaluating and selecting investment projects. Often‚ capital expenditures can be very large‚ such as building a new plant or launching a new product line
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finance the purchase with Financing Alternative #1 (debt and equity financing from an investment firm) or Alternative #2 (all debt financing from a bank). The financing alternatives are discussed on page 4 of the case. You should do the discounted cash flow valuation of the deal using Adjusted Present Value. The question is “What is Pinkerton worth to CPP (Wathen’s sole proprietorship)?” The value of Pinkerton to CPP is made up of three parts: 1. the value of Pinkerton as a stand-alone firm (but
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OVERVIEW DCF in theory and in practice Unlevered vs. levered DCF SECTION 2: MODELING THE DCF Modeling unlevered free cash flows Discounting to reflect stub year and mid-year adjustment Terminal value using growth in perpetuity approach Terminal value using exit multiple approach Calculating net debt Shares outstanding using the treasury stock method Modeling the weighted average cost of capital (WACC) Sensitivity analysis using data tables Modeling synergies ***************************** SAMPLE PAGES
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’s trains as it pertains to evaluating capital budgeting. Based on the video abstract‚ this paper will identify possible pitfalls‚ which may affect the business performance of the George’s Trains. Furthermore‚ this paper will deliver a statement of cash flow based on certain assumptions and performance trends of George’s Trains. It will recommend areas of improvement to endure success. Lastly‚ this paper provides conclusion on the overall capital budgeting analysis of George ’s Trains.
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Capital budgeting refers to the total process of generating‚ evaluating‚ selecting and following up on capital expenditure alternatives. The firm allocates or budgets financial resources to new investment proposals. Basically‚ the firm may be confronted with three types of capital budgeting decisions i) the accept/reject decision‚ ii) the mutually exclusively choice decision and iii) the capital rationing decision. i) Asset – reject decision: This is a fundamental decision in capital budgeting
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Equity‚ Cash Flow‚ and Notes Analysis Paper ACC/529 Accounting for Managerial Decision Making Cynthia Law Scott Law Sunny Lee Samuel Ogunwobi Clara Reid Professor James Neuner January 19‚ 2004 Table of Contents Table of Contents 2 Introduction 3 Consolidated Statements of Shareholders ’ Equity 3 Consolidated Statements of Cash Flows 4 Goals of the Organization 5 Important notes to the financial statements 6 Management ’s Discussion and Analysis of Operations 9 Conclusion
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