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Comparative analysis of working capital management techniques
Research proposal about working capital management
Comparative analysis of working capital management techniques
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The word “capital” implies long term. Capital funds are long-term sources of funds. Capital budgeting is investing in long-lived assets. (Financial-dictionary)Capital Budgeting (also known as investment appraisal) is the most important tool in corporate finance to determine whether a company’s long term investment are worthwhile or not. It is also known as investment a Working capital is the funds necessary to support the operation of the long-lived assets. Various examples will be used to illustrate Capital Budgeting procedure is the way toward arranging and controlling capital consumption inside a firm.
Capital Budgeting is over a period more prominent than the period considered under a working spending plan. Capital planning includes the
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Example: Apple’s initial introduction of the iPhone Regulatory, safety, and environmental projects: Generally are mandatory projects, but the company may have choices in how to satisfy requirements. If sufficiently costly, shutdown is an alternative. Also referred to as mandated projects. Other: These may include projects that are difficult to analyze (e.g., research and development [R&D). Note: R&D expenses are sunk costs, but the decision to embark on R&D for the development of a project is itself a capital project.
Basic Principles of Capital Budgeting Principles Decisions are based on cash flow, not accounting income. The timing of cash flows is crucial; that is, the time value of money is important. Cash flows are incremental; that is, cash flows are based on opportunity costs. Cash flows are on an after-tax basis because cash flows related to taxes (payments or benefits) are part of the cash flows that must be analyzed. Financing costs are ignored in the cash flow analysis. Financing costs enter the decision making through the required rate of return.
Costs:
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The most important methods of capital budgeting are:
1. Accounting Rate of Return
2. Payback Period
3. Profitability Index
4. Net Present Value
5. Internal Rate of Return
Accounting rate of return is the rate of return from the net income of the proposed capital investment.
Formula Accounting Rate of Return is calculated using the following formula:
ARR = Average Accounting Profit Average Investment
Average accounting profit is the arithmetic mean of accounting income expected to be earned during each year of the project 's life time. Average investment may be calculated as the sum of the beginning and ending book value of the project divided by 2. Another variation of ARR formula uses initial investment instead of average investment.
(Capital-budgeting) arr
Examples
Example 1: An initial investment of $130,000 is expected to generate annual cash inflow of $32,000 for 6 years. Depreciation is allowed on the straight line basis. It is estimated that the project will generate scrap value of $10,500 at end of the 6th year. Calculate its accounting rate of return assuming that there are no other expenses on the project.
Capital Budgeting encourages managers to accurately manage and control their capital expenditure. By providing powerful reporting and analysis, managers can take control of their budgets.
Discounted Cash Flow Method takes the forecast free cash flows during forecasted horizon. Then we estimate the cost of capital (weighted average cost of capital) and estimate continuing value (value after forecast horizon). The future value is discounted to the present value. We than add back cash ($13 Million) and non-current assets and deduct total debt. With the information provided several assumptions had to be made to obtain reasonable values (life period of 30-years, Capital expenditures not to exceed $1 million dollars, depreciation to stay constant at $1.15 Million and a discounted rate of 10%). Based on our analysis, the company has a stand-alone value of $51 Million at the end of fiscal year end 1990 with a net present value of cash flows of $33 million that does not include the cash and non-current assets a cash of and non-current assets.
As the company investment is based on the profit generated in last year’s so the budget of the project will be defined after annual report is published which define the annual revenue of this company.
The purpose of a capital budget is for nonrecurring items. Capital expenditures involve long- term plans and goals. To project capital expenditures some course of action should take place which includes: new information, microeconomic factors, macroeconomic factors, and the time value of money.
A long-term capital investment are classified as an investment that is longer than a year. Capital investments are necessary for ongoing business activities Capital budgeting is an estimate at the time, “the budgeting process is subject to purposeful manipulation, as well as judgmental errors.” “Considering the significant size and long duration of these investments, inappropriate capital investment decisions may have serious financial consequences for a business.” (Regis University, n.d. p.2 )
Annual Net Profit = (Rate of return on capital employed/100) x Capital employed = (0.2/100) x 50000
Discounted cash flow is a valuation technique that discounts projected cash inflows and outflows to evaluate the potential value of an investment. There are three discounted cash flow methods: Net Present Value (NPV), Profitability Index (PI) and Internal Rate of Return (IRR). The net present value discounts all cash inflows and outflows at a minimum rate of return, which is usually the cost of capital. The profitability index refers to the ratio of the present value of cash inflow to the present value of cash outflows. The internal rate of return refers to the interest rate that discounts cash inflow projections to the present to ensure that the present value of cash inflows is equivalent to the present value of cash outflows (Brown, 1992).
A company's budget serves as a guideline in planning and committing costs in order to meet tactical and strategic goals. Tactical goals such as providing budgetary costs for daily operations, and strategic objectives that include R&D, production, marketing, and distribution are all part of the budgeting process. Serving as a guideline rather than being set in stone, the budget is a snapshot of manager's "best thinking at the time it is prepared." (Marshall, 2003, p.496) The budget is a method in which to reign-in discretionary spending, and will likely show variances between what costs have been anticipated and what costs are actually incurred.
Managerial Accounting addresses those aspects that relates to an individual organization return on investments (ROI). (Albrecht, Stice, Stice, & Skousen, 2002) A company’s profitability depends on periodic attention to its assets turnover and profit margin. This process is designed to support the decision making that adds value to an organization. Organizations are sometimes broad and divisional. Planning, controlling, and evaluating is key in the effective decision making process. (Albrecht, Stice, Stice, & Skousen, 2002) An organization must make decisions about its future products, services, operations, and investments. It must begin a tracking process for cost, quality, and performance. Finally it must analyze the results, and variances, providing feedback to assess areas of personnel, divisions, products, and processes. (Albrecht, Stice, Stice, & Skousen, 2002)
Capital budgeting is one of the primary activities of a company. Most of the company uses capital budgeting for decision making process of selecting and evaluating long-term investment. The company have to make a right decision with respect to investment in fixed asset such as purchasing of new equipment and delivery vehicles, constructing additions to buildings and many more. The decision must be right because of the project involve huge amount of cash outflow and it is committed for many years.
Finally, Welch (2008) established from his research that 75% of finance academics recommend using the CAPM for commercial capital budgeting purposes, 10% commend the Fama French model and only 5% recommend an APT model. Therefore, Sharpe and Lintner’s CAPM is a beneficial framework.
Line item budgeting categorizes various expenses and places them in list format on a document for budgetary purposes. This type of budgeting is considered the heartbeat of budgeting due to the systematic method by which it controls revenue and expenses, this is made evident when Tyer and Willand (1992), pointed out “Statutory or administrative controls could be imposed on the transfer of funds from one-line item to another, or between broad categories of expenditure.” According to Schick (1971), “line item budgets were attractive to legislative officials because they did not focus explicit attention on substantive policy issues or choices.”
Accounting is the pillar of every company to measure its growth, loss, revenue , capital, its really specify the real terms in foam of figures and sometimes in tables, in accounting there are certain rules are obtained to make more accuracy while playing with figures.
Short term and long capital are needed for organizations to survive in today's economy. Organization's now more that ever need these different sources to diversify, expand or to keep processes more efficient thus keeping them at the head of the pack. Today's businesses and consumers demand for speed and quality of products.
When compared to the physical capital maintenance concept, the financial capital maintenance concept is the better choice for standard setting when distinguishing between a return of capital and a return on capital. The main argument in favor of physical capital maintenance is that it provides information that has better predictive value, confirmatory value, and is more complete. However, due to agency theory, prospect theory, and positive accounting theory, neutrality and completeness under physical capital maintenance would be impaired so gravely that predictive value and confirmatory value become inefficacious. As a result, financial capital maintenance, with its use of historical cost, is able to provide information to decision makers with stronger confirmatory value and predictive value.