CAPITAL BUDGETING – INVESTMENT DECISIONS SUBMITTED BY : Abhisht Sinha (08305) Himangi Malik (08321) Swagata Ghoshal (08337) Tijeel Kumar Tarun (08352 I. CASE ABOUT BUILT OPERATE AND TRANSFER The case taken is about Built Operate and Transfer. It is a feasibility report which was prepared to present economic analysis carried out on the project and contain result of economic evaluation of the project so that the owner can take investment decision and the project can be properly planned and
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by the Tesca team we were able to create a comprehensive capital budget and cash flow analysis for the proposed refrigerator project. Through our analysis we found that the cost of capital of the project to be 13.487% and a Weighted Average Cost of Capital (WACC) to be at a value of 9.70%. Factoring in the WACC into our projections we found that if the demand maintains at an average rate the project will be at a positive Net Present Value of $5‚997‚505.31 with an IRR of 13.21%‚ a profitability
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concepts then form the basis for all of the Generally Accepted Accounting Principles (GAAP). By using these concepts as the foundation‚ readers of financial statements and other accounting information do not need to make assumptions about what the numbers mean. For instance‚ the difference between reading that a truck has a value of $9000 on the balance sheet and understanding what that $9000 represents is huge. Can you turn around and sell the truck for $9000? If you had to buy the truck today‚
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following is not a capital budgeting decision? a Whether to acquire a subsidiary company. b Whether to expand a product line. c Whether to fill a special order. d Whether to purchase a fleet of trucks. 2 Which of the following is an example of a nonfinancial consideration in capital budgeting? a Will an investment generate adequate cash flows to promptly recover its cost? b Will an investment generate an acceptable rate of return? c Will an investment have a positive net present value? d Will an investment
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SEAT NUMBER: ……….… ROOM: .………………. FAMILY NAME.………….....…………………………. This question paper must be returned. Candidates are not permitted to remove any part of it from the examination room. OTHER NAMES…………….…………………..…….. STUDENT NUMBER………….………..…………….. SESSION 2 EXAMINATIONS NOVEMBER 2012 Unit Code and Name: AFIN252‚ Applied Financial Analysis and Management Time Allowed: 3 hours plus 10 minutes reading time. Total Number of Questions: 50 Multiple Choice Questions plus 8 full response questions.
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Introduction 1.2 NET PRESENT VALUE (NPV) 1.3 ADVANTAGES OF NPV 1.4 DISADVANTAGES OF NPV 1.5 PAYBACK 1.6 Arguments in favour of payback 1.7 Debt vs Equity 1.8 Equity equals Ownership (Share Profits and Control) 1.9 Debt: Money You Owe 2.0 ADVANTAGES OF DEBT COMPARED TO EQUITY 2.1 DISADVANTAGES OF DEBT COMPARED TO EQUITY 2.2 Managerial Ownership and Agency Costs 2.3 Concentrated Ownership and Agency Costs 2.4 Debt and Agency Costs 2.5 PECKING ORDER THEORY OVERVIEW 2.6 CAPITAL MARKET TREATMENT
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GROUP ASSIGNMENT CASE 23: DANFORTH & DONNALLEY LAUNDRY PRODUCTS COMPANY Purpose of Meeting: To make capital budgeting decision with respect to the introduction and production of a new product‚ a liquid detergent called Blast. Need to consider what types and which cash flows should be included in capital budgeting analysis. D&D was producing and marketing two major product lines: 1. Lift-Off: Low –suds‚ concentrated powder. 2. Wave: Traditional powder detergent. Questions &
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base case projections for a potential acquisition of Mercury Athletic‚ we have concluded that this is a positive net present value project‚ and that AGI should proceed with the acquisition. Under Mr. Liedtke’s operating assumptions‚ we calculate the value of Mercury’s discounted cash flows to be $624.446 million‚ and the acquisition price to be $156.643 million‚ yielding a net present value of $467‚804 for AGI. Our calculations indicate that this project becomes even more attractive financially when
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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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Prepared for The Journal of Applied Corporate Finance Vol. 15‚ No. 1‚ 2002 How do CFOs make capital budgeting and capital structure decisions?1 John R. Graham Associate Professor of Finance‚ Fuqua School of Business‚ Duke University‚ Durham‚ NC 27708 USA Campbell R. Harvey Professor of Finance‚ Fuqua School of Business‚ Duke University‚ Durham‚ NC 27708 USA National Bureau of Economic Research‚ Cambridge‚ MA 02912 USA March 8‚ 2002 1A longer and more detailed version of this paper is published
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