MANAGING WORKING CAPITAL Cash Budgets and Current Assets Learning Objectives Upon reading this chapter‚ students should: • Be able to compare and contrast working and fixed capital • Understand the impact of the operating cycle on the size of investment in accounts receivable and inventories • Know the differences between the three motives • Be able to differentiate between float‚ collection float‚ and disbursement float • Know how
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INTRODUCTION TO CAPITAL BUDGETING Overview 159 7.1 The NPV Rule for Judging Investments and Projects 159 7.2 The IRR Rule for Judging Investments 161 7.3 NPV or IRR‚ Which to Use? 162 7.4 The “Yes–No” Criterion: When Do IRR and NPV Give the Same Answer? 163 7.5 Do NPV and IRR Produce the Same Project Rankings? 164 7.6 Capital Budgeting Principle: Ignore Sunk Costs and Consider Only Marginal Cash Flows 168 7.7 Capital Budgeting Principle: Don’t Forget the Effects of Taxes—Sally and Dave’s
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WORKING CAPITAL STRATEGIES Working capital measures the availability of liquid assets that are needed to run the day to day activities. Proper management of this working capital is a key element to business success and a number one way to prevent business failure. Businesses can maintain a better position in paying their short term debts and also to fund the operational needs of the organization through different working capital strategies. Indeed‚ making working capital works for the
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Dell’s Working Capital The Case: Dell Computers Corporation has been growing faster than its competitors. It has revolutionized the PC industry by providing customized laptops & notebooks to its customers in a few days at competitive prices. It did so by building computers after it received customer’s orders. This enabled Dell to swiftly roll out new products‚ maintain lower inventory & respond quickly to market needs. It generated more cash due to low cash conversion cycle. Low inventory coupled
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Working Capital SimulationSanjeet Kaur RodriguezFin/571October 13‚ 2014William Stokes Managing Growth Simulation Introduction The working capital simulation has allowed us to analyze the financials of Sunflower Nutraceuticals Company(SNC). The decisions made by the CEO increased the working capital and maximized the overall organizational growth potentially with respect to time. Moreover in addition to various details of the SNC firm we have also examined various decisions which
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Capital Budgeting Derwin Brown FIN/486 12/15/2014 Rosa Welton‚ Instructor Capital Budgeting Considering the information for the Proposal concerning the building of the new factory‚ the incremental cash flows are needed for the NPV analysis. The incremental cash flows are sales of $3 million a year which equals an increase in gross margin by $150‚000 given a 5% gross margin and initial on investment of $10 million which is the cost of building the new factory. The savage
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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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Working Capital Management Concepts Worksheet Amber Collins University of Phoenix May 31‚ 2007 Working Capital Management Concepts Worksheet Concept Application of Concept in the Simulation Reference to Concept in Reading Describe the firm ’s cash conversion cycle: Cash inflow "Most firms keep track of the average time it takes customers to pay their bills. From this they can forecast what proportion of a quarter ’s sales is likely to be converted into cash in that quarter and what proportion
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Capital Budgeting: Decision Criteria Brigham and Daves Ch. 12 Christopher B. Alt CFA PhD What Is Capital Budgeting? Analysis of potential additions to fixed assets Long-term decisions typically involving large $ expenditures Making the ‘right’ capital budgeting decisions is enormously important to a firm’s future Should we build this plant? All rights reserved - Christopher B. Alt 2 Key Steps in Capital Budgeting Estimate CFs (inflows & outflows) Assess riskiness of CFs Determine
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identity? A. (Return on equity) [pic] (Equity multiplier) B. (Return on assets) [pic] (Total asset turnover) C. (Equity multiplier) [pic] (Profit margin) [pic] (Return on assets) D. (Profit margin) [pic] (Capital intensity ratio) [pic] (Equity multiplier) E. (Profit margin) [pic] (1 / Capital intensity ratio) [pic] (1 + Debt-equity ratio) BLOOMS TAXONOMY QUESTION TYPE: KNOWLEDGE LEARNING OBJECTIVE NUMBER: 3 LEVEL OF DIFFICULTY: BASIC Ross - Chapter 003 #28 SECTION: 3.3 TOPIC: DU PONT
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