Analyzing Lease vs. Buy Dec To buy or not to buy is the question for many companies acquiring assets for their business. Equipment and other assets are extremely important when a company is trying to get off the ground in a new business. The chief executive officer would have to ask how would we finance the equipment needed‚ pay back investors‚ and make the company profitable for all. This new biotech company is seeking financial remedies in becoming a profitable company
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estate market data for the analysis of an office lease-or-buy decision. The case demonstrates what is known as the “leasing puzzle” – the answer simply being that the two forms of financing are not cost equivalent in the presence of capital market imperfections‚ despite both being credit forms. The case presents two opposing anecdotes: one about a trading company that bought its office and profited hugely from this decision as the market and capital values move upwards‚ but then faced huge losses
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Dealing with Operating Leases in Valuation Aswath Damodaran Stern School of Business 44 West Fourth Street New York‚ NY 10012 adamodar@stern.nyu.edu Abstract Most firm valuation models start with the after-tax operating income as a measure of the operating income on a firm and reduce it by the reinvestment rate to arrive at the free cash flow to the firm. Implicitly‚ we assume that the operating expenses do not include any financing expenses (such as interest expense on debt). While this assumption
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Critically reflect on the importance of capital budgeting. Why is this heated subject in many boardrooms? How does capital budgeting promote the financial health of an organization? How will you use the financial techniques you have learned this week to promote the financial health of your organization? A capital budget is very important for a business. It is a heated subject because a decision about capital budgeting can help the business to determine if the proposed investments or project are
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Optimal Capital Budget Finance theory says to accept all positive NPV projects. Two problems can occur when there is not enough internally generated cash to fund all positive NPV projects: Increasing Marginal Cost of Capital Externally raised capital can have large flotation costs‚ which increase the cost of capital. Investors often perceive large capital budgets as being risky‚ which drives up the cost of capital. (More...) An increasing marginal cost of capital. Capital rationing
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Business 441: In-class Example 7 Optimal Capital Budget The following are some of the data related to Maness Mining Company (MMC): 1) Target capital structure: 40% debt‚ 10% preferred stock‚ and 50% equity. 2) Projected net income available to common stockholders for next year is $10 million‚ and the dividend payout ratio is 40%. Preferred stock consists of $10 million face value of 10% preferred. Depreciation for next year is expected to be$1 million. 3) The firm is a constant growth company
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Capital Budget Recommendation Managerial Accounting and Legal Aspect of Business/ACC 543 May 24‚ 2010 Capital Budget Recommendation Guillermo Navallez is the owner of Guillermo Furniture‚ a company that
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Capital Budget Recommendation Guillermo Furniture Overview Guillermo Navalez is an owner of a small furniture manufacturing company near his home‚ Sonora‚ Mexico. Sonora offers mild weather‚ beautiful scenery‚ and inexpensive housing. Guillermo is the largest manufacturer of furniture in his area where the supply of timber for tables and chairs is easily accessible due to the nature of resources (University of Phoenix‚ 2010). Labor is also inexpensive and Guillermo was making profit up until
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Capital Budget Recommendation Capital Budget Recommendation There are multiple effective techniques that can be used to evaluate a capital expenditure budget. Some of the most commonly used techniques include net present value‚ internal rate of return‚ and payback period. Each evaluation technique will yield the results in different fashions‚ and often some will yield better results than others. When looking at a capital investment every option must be taken into consideration before coming
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Fiscal Year 2011-2012 Budget and Comprehensive Annual Financial Report (CAFR) of the Capital City Table of Contents Introduction………………………………………………………………………3 Washington‚ D.C. – Overview………………………………………………...…4 CAFR Analysis….……………………………………………………………….6 Budget Analysis ……………….………………………………………………...9 Budget Analysis - ____ ………………………………………………………….8 Budget Analysis…………………………………………………………………...9 CAFR & Budget Comparison……………………………………………
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