Report on Capital Budgeting Abstract This report deals with • The nature of capital investment appraisal • The techniques available for evaluating capital investments • The limitations of these techniques • The capital budgeting practices in select countries Introduction: Some of the major responsibilities of top management are in the area of long range planning. Allocating resources to competing uses is one of the most important decisions a manager has to make. Executives are constantly
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WHAT IS CAPITAL BUDGETING? 1. 2. Decision making process of selecting and evaluating longterm investments. Examples include the decision to replace equipment‚ to develop new product‚ or to build new shop at a new branch of operations. It is very crucial for companies to make the right decisions because these projects require a huge amount of cash outflow committed for many years. A right decision will increase the firm’s value as well as the shareholders’ wealth. A wrong decision will
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CAPITAL BUDGETING PRINCIPLES Capital budgeting is the process of evaluating and implementing a firm’s investment opportunities‚ by virtue of properly identifying such investments that are likely to enhance a firm’s competitive advantage and increase shareholder wealth. A typical capital budgeting decision involves a large up-front investment followed by a series of smaller cash inflows. A typical capital budgeting process is focused around following basic principles: 1) Decisions are based on
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Capital budgeting Capital budgeting describes the long-term longplanning for making and financing major long-term projects. long- CAPITAL BUDGETING 1. Identify potential investments. 2. Choose an investment. 3. Follow-up or “post audit.” Follow“post audit.” Net present value model Net present value model The net-present-value (NPV) method net-presentcomputes the present value of all expected future cash flows using a minimum desired rate of return. The minimum desired rate of
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Capital Budgeting Introduction Capital budgeting decisions are the most important investment decisions made by management. The objective of these decisions is to select investments in real assets that will increase the value of the firm. (Kidwell and Parrino‚ 2009) Project Classification Types * Replacement projects are expenditures necessary to replace worn-out or damaged equipment. * Cost reduction projects include expenditures to replace serviceable but obsolete plant and equipment
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Capital Budgeting Meaning – Capital budgeting (or investment appraisal) is the planning process used to determine whether an organization’s long term investments such as new machinery‚ replacement machinery‚ new plants‚ new products‚ and research development projects are worth the funding of cash through the firm’s capitalization structure (debt‚ equity or retained earnings). It is the process of allocating resources for major capital‚ or investment‚ expenditures. One of the primary goals of
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MODULE 9 CAPITAL BUDGETING THEORIES: Basic Concepts Decision Making Process 2. The first step in the decision-making process is to A. determine and evaluate possible courses of action. B. identify the problem and assign responsibility. C. make a decision. D. review results of the decision. Strategic planning 39. Strategic planning is the process of deciding on an organization’ A. minor programs and the approximate resources to be devoted to them B. major programs
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Subject: Financial Management Chapter no. 11: Capital Budgeting Chapter No. 11 – Capital Budgeting Contents ♦ Capital budgets as opposed to revenue budgets ♦ Different kinds of capital budgets – non-productive assets‚ improving operating efficiency and capital projects ♦ Choosing capital projects – Conventional and Discounted Cash Flow techniques ♦ Payback period‚ Discounted payback period‚ Net Present Value‚ Internal Rate of Return‚ Profitability Index methods ♦ Assumptions underlying different
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The Basics of Capital Budgeting Integrated Case Study Allied Components Company You recently went to work for Allied Components Company‚ a supplier of auto repair parts used in the after-market with products from Daimler‚ Chrysler‚ Ford‚ and other automakers. Your boss‚ the chief financial officer (CFO)‚ has just handed you the estimated cash flows for two proposed projects. Project L involves adding a new item to the firm’s ignition system line; it would take some time to build up the
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basically balance sheet. Finally interprets financial statement using ratio and all other aspects that drive company success with the aim of better understanding management accounting techniques and practices in Rwanda. Introduction to Capital Budgeting Pamela Peterson‚ Florida State University O U T L I N E I. Introduction II. The investmentproblem III. Capitalbudgeting IV. Classifying investmentprojects V. Cash flow frominvestments VI. Operating cash flows VII. Puttingit
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