In: Finance
| Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | ||||
| Units Sales | 75,000 | 95,000 | 125,000 | 130,000 | 140,000 | |||
| Equipment Cost | 61,000,000 | |||||||
| Salvage value | ||||||||
| Units Price | 650 | |||||||
| Variable cost (per unit) | 300 | |||||||
| Fixed costs (per year) | 4,300,000 | |||||||
| Tax rate | 35% | |||||||
| NWC (% of sales) | 15% | |||||||
| Required return | 12% | |||||||
| Required Payback Period (years) | 3 | |||||||
| MACRS Schedule | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | Year 6 | Year 7 | Year 8 | 
| 3-year | 33.33% | 44.45% | 14.81% | 7.41% | ||||
| 5- year | 20.00% | 32.00% | 19.20% | 11.52% | 11.52% | 5.76% | ||
| 7-year | 14.29% | 24.49% | 17.49% | 12.49% | 8.93% | 8.92% | 8.93% | 4.46% | 
Shelley believes that the unit sales, variable costs and
equipment cost projections are accurate to ±20%.
Questions:
Please show working.
| Pro Forma Income Statements | |||||||
| Year | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | ||
| Revenues | |||||||
| Variable costs | |||||||
| Fixed costs | |||||||
| Depreciation | |||||||
| EBIT | |||||||
| Taxes (35%) | |||||||
| Net income | |||||||
| OCF | |||||||
| Net Working Capital | |||||||
| Year | Year 0 | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |
| Initial NWC | |||||||
| Ending NWC | |||||||
| NWC cash flow | |||||||
| Salvage Value | |||||||
| Market value of salvage | |||||||
| Book value of salvage | |||||||
| Taxes on sale: | |||||||
| Aftertax salvage value: | |||||||
| Project Cash Flows | |||||||
| Year | Year 0 | Year 1 | Year 2 | Year 3 | Year 4 | Year 5 | |
| OCF | |||||||
| Change in NWC | |||||||
| Capital spending | |||||||
| Total cash flow | |||||||
| Cumulative cash flow | |||||||
| Question 1 | Value | Decision | |||||
| Payback Period | |||||||
| Question 2 | |||||||
| NPV | |||||||
| Question 3 | |||||||
| IRR | |||||||
| Question 4 | |||||||
| Profitability Index | |||||||
| Question 5 | |||||||
| Target Sales Price | |||||||