Corporate Finance: The Core (Berk/DeMarzo) Chapter 7 - Fundamentals of Capital Budgeting 1) Which of the following statements is false? A) Because value is lost when a resource is used by another project‚ we should include the opportunity cost as an incremental cost of the project. B) Sunk costs are incremental with respect to the current decision regarding the project and should be included in its analysis. C) Overhead expenses are associated with activities that are not directly attributable to a single business
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CHAPTER 9 PROFIT PLANNING AND BUDGETING Questions‚ Exercises‚ Problems‚ and Cases: Answers and Solutions 9.1 See text or glossary at the end of the book. 9.2 A cost center is a responsibility center in which management is responsible only for costs. In a profit center‚ management is responsible for both costs and revenues. 9.3 An investment center is a responsibility center in which management is responsible for managing costs‚ revenues‚ and assets. A profit center is not responsible
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Review of Capital Budgeting 1. The Kramer Tool Company has a photocopying machine that it purchased two years ago for $70‚000. The machine is being depreciated straight line over 5 years to a zero salvage value. A competing firm is offering a new photocopying machine that cost $60‚000 and can be depreciated over 5 years to a zero salvage value. Kramer has been assured that the new machine can be sold for $10‚000 after five years. The new machine requires less maintenance and operator attendance
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The budgeting process for nonprofit organizations can be very interesting. Good nonprofit leaders ask for input before finalizing a nonprofit’s budget. One reason to ensure everyone has a voice in the budget process is because at the end of the day everyone will own the final budget. By owning I mean everyone will be held to the budget that is approved so it makes sense to get everyone involved in the process. It makes sense for staff to request their own expense increases or decreases because no
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CAPITAL BUDGETING DECISION Clark Paints To look into possible ways to trim total poduction costs. Make or purchase paint cans? Cost of new equipment Disposal value Life production - number of cans Annual production or purchase needs - number of cans Project life $ $ 200‚000 40‚000 5‚500‚000 1‚100‚000 5 years Number of workers needed Annual work-hours per employee Earnings per hour for employees Other annual benefits per employee - % of wages Annual health benefits per
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Capital budgeting is a complex process and there are five broad phases. These are planning‚ analysis‚ selection‚ implementation and overview. Planning The planning phase involves investment strategy and the generation and preliminary screening of project proposals. The investment strategy provides the framework that shapes‚ guides and circumscribes the identification of individual project opportunities. Capital Budgeting Process Analysis If the preliminary screening suggests that the project
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AACE International Recommended Practice No. 34R-05 BASIS OF ESTIMATE TCM Framework: 7.3 – Cost Estimating and Budgeting Acknowledgments: Todd Pickett‚ CCC (Author) Peter R. Bredehoeft‚ Jr. Ted A. Downen Larry R. Dysert‚ CCC Bruce G. Elliott‚ CCC John K. Hollmann‚ PE CCE Copyright 2010 AACE International‚ Inc. Stephen M. Jacobson CCC Carlton W. Karlik‚ PE Christopher L. Kinney Donald F. McDonald‚ Jr. PE CCE PSP Bernard A. Pietlock CCC Richard A. Selg‚ CCE AACE International Recommended Practices
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My task is to find a car that is within my budget of $10000. I’m a 19 year old that works at Kotara full time earning $17.50/hr working 40 hours a week with a net income of $32‚ 841. I need to buy a car within my price range to make sure I can get to work on time. Kotara is approximately 20km away from home so driving to and from work will approximately be 40km a day. Working 5 days a week in total I will be travelling 200km. I choose a 2014 Mitsubishi Mirage Sport LA that costs $9‚990 because it
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Issues in Accounting Education Vol. 15‚ No. 2 May 2000 Budgeting and Performance Evaluation at the Berkshire Toy Company Dean Crawford and Eleanor G. Henry ABSTRACT: This case1 provides an opportunity to study budgets‚ budget variances‚ and performance evaluation at several levels. As a purely mechanical problem‚ the case asks for calculations of various price‚ efficiency‚ spending‚ and volume variances from a set of budgets and actual results. The case is also an interpretive exercise. After the
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No pain no gain The concept of "no pain no gain" in the exercise and bodybuilding world has come under significant scrutiny in recent years. Some studies suggest that exercising muscle tissue to the point of pain or failure does not necessarily result in a gain in overall muscle mass. In fact‚ the damage caused by overworking or straining a muscle group can be greater than any perceived gain in mass or definition. A number of professional trainers now advise their clients to stop performing an
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