and Resource Allocation 17. The Investment Detective © The McGraw−Hill Companies‚ 2003 CASE 17 The Investment Detective The essence of capital budgeting and resource allocation is a search for good investments in which to place the firm’s capital. The process can be simple when viewed in purely mechanical terms‚ but a number of subtle issues can obscure the best investment choices. The capital-budgeting analyst is necessarily‚ therefore‚ a detective who must winnow good evidence from
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The Investment Detective Case We can use normal investment to calculate the data‚ but we also can do it as reinvestment to invest every project for the same years. For every question‚ I will give answers for both normal investment and reinvestment. 1. We can rank the projects simply by the cash flow data. Normal investment: Rank 1 2 3 4 5 6 7 8 Project number 3 8 6 1 5 7 4 2 Cash flow 8000 2150 200 1310 2200 560 1561 165 Reinvestment: Rank 1 2 3 4 5 6 7 8
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Case 17 – The Investment Detective The case of the Investment Detective laid out the cash flows for us in each of eight different projects. Before doing any calculations we came up with the assumption that we could not rank the projects simply by inspecting the cash flows. Without the ability to rank the projects based off of cash flows solely‚ we had to use some analytical criteria as a capital budgeting analyst to provide some thorough support and reasoning for how we ranked the four best
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1. THE INVESTMENT DETECTIVE This case presents the cash flows of eight unidentified investments‚ all of equal initial investment size. The student’s task is to rank the projects. The first objective of the case is to examine critically the principal capital-budgeting criteria. A second objective is to consider the problem that arises when net present value (NPV) and internal rate of return (IRR) disagree as to the ranking of two mutually exclusive projects. Finally‚ the case is a vehicle for introducing
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Case Study: The Investment Detective Primary consideration is the capital availability. If the firm has unlimited access to capital and no other investment options‚ Net Present Value would become recommended quantitative method. On the other hand‚ if the time horizon and payback period matter‚ the company should use Internal Rate of Return Calculation. 1. Looking at the cash flows doesn’t really say much. The assumption is that the firm is in the business to make profit. Profit is equal return
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Project Free Cash Flows (dollars in thousands) Project number: 1 2 3 4 5 6 7 8 Initial investment (2‚000) (2‚000) (2‚000) (2‚000) (2‚000) (2‚000) (2‚000) (2‚000) Year 1 $ 330 $ 1‚666 $ 160 $ 280 $ 2‚200 $ 1‚200 $ (350) 2 330 334 200 280 900 (60) 3 330 165 350 280 300 60 4
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For the exclusive use of S. YAN UV0072 Version 2.2 THE INVESTMENT DETECTIVE The essence of capital budgeting and resource allocation is a search for good investments in which to place the firm’s capital. The process can be simple when viewed in purely mechanical terms‚ but a number of subtle issues can obscure the best investment choices. The capital-budgeting analyst‚ therefore‚ is necessarily a detective who must winnow bad evidence from good. Much of the challenge is in knowing what quantitative
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Analysis Actually‚ we can rank the projects by simply inspecting the cash flows. However‚ it is not a good method to rank the projects. In order to ensure that the investment projects selected have the best chance of increasing the value of the firm‚ we need tools to evaluate the merits of individual projects and to rank competing investments. In this case‚ our group using some tools which are Payback Period‚ Net Present Value (NPV) ‚ Profitability Index (PI)‚ and Internal Rate of Return (IRR). We are
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Case Write-Up: The Investment Detective Case Summary The purpose of this case is to become a capital budgeting analyst and evaluate which set of free cash flows for 8 projects will result in the most effective investment for a firm’s capital. The objective given is to rank the four best that the company should accept. The case is broken down into three separate steps including the given information about estimated cash flows (inflows & outflows)‚ determining the appropriate discount rate‚ and evaluating
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Common-Sized Financial Data and Ratios Assets Health Products Beer Computers Books & Music Paper Tools Retail Newspapers A B C D E F G H I J K L M N O P Cash & Short Term Investments 24.2 16.1 1.4 55.6 42.2 67.9 54.8 16.2 7.6 5.9 9.3 6.5 4.6 7 0.6 1.1 Receivables 12.8 8.1 4.3 11.9 19 13 nmf 2.3 8.8 10.9 18.9 23.7 1.4 17 4.6 9.9 Inventories 7 5.4 4.3 11.7 2 1.3 14.8 38.6 7.9 14.4 17.8 14.9 24.5 16.7 0.8 0.8 Current Assets - Other 7.2 2.5 1.3 2.4 9.5 5.5 8.6 2
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