Question

In: Accounting

Case 27–2 Rock Creek Golf Club* Rock Creek Golf Club (RCGC) was a public golf course,...

Case 27–2 Rock Creek Golf Club* Rock Creek Golf Club (RCGC) was a public golf course, owned by a private corporation. In January the club’s manager, Lee Jeffries, was faced with a decision involving replacement of the club’s fleet of 40 battery powered golf carts. The old carts had been purchased five years ago, and had to be replaced. They were fully depreciated; RCGC had been offered $200 cash for each of them. Jeffries had been approached by two salespersons, each of whom could supply RCGC with 40 new gasoline- powered carts. The first salesperson, called here simply A, would sell RCGC the carts for $2,240 each. Their expected salvage value at the end of five years was $240 each. Salesperson B proposed to lease the same model carts to RCGC for $500 per cart per year, payable at the end of the year for five years. At the end of five years, the carts would have to be returned to B’s company. The lease could be canceled at the end of any year, provided 90 days’ notice was given. In either case, out-of-pocket operating costs were expected to be $420 per cart per year, and annual revenue from renting the carts to golfers was expected to be $84,000 for the fleet. Although untrained in accounting, Jeffries calculated the number of years until the carts would “pay for themselves” if purchased outright, and found this to be less than two years, even ignoring the salvage value. Jeffries also noted that if the carts were leased, the five-year lease payments would total $2,500 per cart, which was more than the $2,240 purchase price; and if the carts were leased, RCGC would not receive the salvage proceeds at the end of five years. Therefore, it seemed clear to Jeffries that the carts should be purchased rather than leased. When Jeffries proposed this purchase at the next board of directors meeting, one of the directors objected to the simplicity of Jeffries’ analysis. The director had said, “Even ignoring inflation, spending $2,240 now may not be a better deal than spending five chunks of $500 over the next five years. If we buy the carts, we’ll probably have to borrow the funds at 8 percent interest cost. Of course, our effective interest cost is less than this, since for every dollar of interest expense we report to the IRS we save 34 cents in taxes. But the lease payments would also be tax deductible, so it’s still not clear to me which is the better alternative. There’s a sharp new person in my company’s accounting department; let’s not make a decision until I can ask her to do some further analysis for us.”

Questions

1. Assume that in order to purchase the carts, RCGC would have to borrow $89,600 at 8 percent interest for five years, repayable in five equal year-end installments. Prepare an amortization schedule for this loan, showing how much of each year’s payment is for interest and how much is applied to repay principal. (Round the amounts for each year to the nearest dollar.)

2. Assume that salesperson B’s company also would be willing to sell the carts outright at $2,240 per cart. Given the proposed lease terms, and assuming the lease is outstanding for five years, what interest rate is implicit in the lease? (Ignore tax impacts to the leasing company when calculating this implicit rate.) Why is this implicit rate different from the 8 percent that RCGC may have to pay to borrow the funds needed to purchase the carts?

3. Should RCGC buy the carts from A, or lease them from B? (Assume that if the carts are purchased, RCGC will use accelerated depreciation for income tax purposes, based on an estimated life of five years and an estimated residual value of $240 per cart. The accelerated depreciation percentages for years 1–5, respectively, are 35 percent, 26 percent, 15.6 percent, 11.7 percent, and 11.7 percent.)

4. Assume arbitrarily that purchasing the carts has an NPV that is $4,000 higher than the NPV of leasing them. (This is an arbitrary difference for purposes of this question and is not to be used as a “check figure” for your earlier calculations.) How much would B have to reduce the proposed annual lease payment to make leasing as attractive as purchasing the cart?

Solutions

Expert Solution

Solution

1. Amortization schedule for the loan of $89,600 at a rate of 8% for a term of 5 years, present value factor 3.993, and an annualinstallment of $22,440

2. Given the proposed lease terms, and assuming that broker B would be willing to sell the carts outright at $2,240 and assuming thelease is outstanding for 5 years, the implicit interest rate of the lease can be determined as follows:

Present Value = Payment * (PV factor for n = 5 yrs, i = unknown)

$2,240 = $500 * (PV factor for n = 5 yrs, i = unknown)

4.48 = (PV factor for n = 5 yrs, i = unknown)

From table of present value annuity factors, 4.48 is approximately 4.452 ~ 4% at 5 years.Therefore, the implicit interest rate in the lease is approximatelyi= 4% per year.

One explanation why the implicit interest rate of 4% would be different from the interest rate of 8% that RCGC would pay to borrow the funds required to purchase the carts is that RCGC would be asking for more borrowed cash up front than would be needed to speed 5 chunks of $500 over the next 5 years as mentioned in the case.

3. Going with Salesperson A: Buy the carts at $2,240 each = $89,600 (less $8,000 from sale of old fleet = $81,600)(Accelerated Depreciation: Yr 1 = 35%, Yr 2 = 26%, Yr 3 = 15.6%, Yr 4 = 11.7%, Yr 5 =11.7%)


Going with Salesperson B:

Lease the carts at $500 per cart per year

Annual Revenue $84,000

Annual Operating Expenses (16,800)

Annual Lease Payments (20,000)

Annual EBIT 47,200

Tax (34%) (16,048)

Annual Net of Tax 31,152

Discount Factor (8%, 5yrs) 3.993

NPV $124,390

Comparison of Offers: NPV

A $128,987

B $124,390

$ 4,597

Favorable for Salesperson A Therefore, RCGC should buy the carts from Salesperson A.

4. In order to make leasing as attractive as purchasing the carts, B would have to reduce the proposed annual lease payment (assumingarbitrarily that purchasing the carts has a NPV that is $4,000 higher than the NPV of leasing) by the following:

Differential NPV$4,000

Discount Factor (8%, 5yrs)3.993

Differential (4,000/3.993)$1,001.75

Pretax Differential (1,001.75/0.66, @34%)$1,517.81

Divided by 40 carts$37.95

Therefore, B would have to reduce the proposed annual lease payment by $37.95 in order to make leasing as attractive as buying the carts from A


Related Solutions

Assume that Mill Creek Golf ClubMill Creek Golf Club paid $75,000 for equipment with a 15​-year...
Assume that Mill Creek Golf ClubMill Creek Golf Club paid $75,000 for equipment with a 15​-year life and zero expected residual value. After using the equipment for six years, the company determines that the asset will remain useful for only five more years. Requirements 1.Record depreciation expense on the equipment for year 7 by the​ straight-line method. 2. What is accumulated depreciation at the end of year 7
A club professional at a major golf course claims that the course is so tough that...
A club professional at a major golf course claims that the course is so tough that even professional golfers rarely break par of 73. The scores from a random sample of 20 professional golfers are listed below. Find the test statistic x to test the club professional's claim. 72 70 73 73 76 75 67 79 73 78 70 72 74 74 81 79 73 75 76 66 Answer choices: 6, 10, 4, 14
Valley Club is considering adding a miniature golf course to its facility. The course would cost...
Valley Club is considering adding a miniature golf course to its facility. The course would cost $44,000, would be depreciated on a straight-line basis over its 4-year life, and would have a zero salvage value. The estimated income from the golfing fees would be $33,000 a year with $9,000 of that amount being variable cost. The fixed cost would be $6,200. The project will require $3,000 of net working capital, which is recoverable at the end of the project. What...
Valley Club is considering adding a miniature golf course to its facility. The course would cost...
Valley Club is considering adding a miniature golf course to its facility. The course would cost $44,000, would be depreciated on a straight-line basis over its 4-year life, and would have a zero salvage value. The estimated income from the golfing fees would be $33,000 a year with $9,000 of that amount being variable cost. The fixed cost would be $6,200. The project will require $3,000 of net working capital, which is recoverable at the end of the project. What...
Business Decision Case The Reserve Club is a traditional private golf and country club that has...
Business Decision Case The Reserve Club is a traditional private golf and country club that has three different categories of memberships: golf, tennis & swimming, and social. Golf members have access to all amenities and programs in the Club, Tennis & Swimming members have access to all amenities and programs except use of the golf course, and Social members have access to only the social activities of the club, excluding golf, tennis, and swimming. All members have clubhouse privileges, including...
Case Study – Golf Clubs Supply Chain A golf club production company wants to ensure that...
Case Study – Golf Clubs Supply Chain A golf club production company wants to ensure that all aspects of its production and distribution processes are operating at optimal efficiency. The company produces three types of clubs, a line for men, a line for women, and a line for juniors. The company has manufacturing plants in Charlotte, Phoenix, and Dallas. The plant in Dallas produces all three types of clubs, while the one in Charlotte produces only Men’s and Women’s lines...
Whispering Pines Golf Club is trying to decide the best course of action for its fleet...
Whispering Pines Golf Club is trying to decide the best course of action for its fleet of new golf carts. Whispering Pines can buy premium tires (today) at a cost of $1,000 per cart. These tires last four years and then must be replaced. The second option is to buy regular tires at a cost of $510 (today) and replace them every two years. It is expected the prices for the tires will not change. A cart is expected to...
Case Problem Scheduling a Golf League Chris Lane, the head professional at Royal Oak Country Club,...
Case Problem Scheduling a Golf League Chris Lane, the head professional at Royal Oak Country Club, must develop a schedule of matches for the couples’ golf league that begins its season at 4:00 p.m. tomorrow. Eighteen couples signed up for the league, and each couple must play every other couple over the course of the 17-week season. Chris thought it would be fairly easy to develop a schedule, but after working on it for a couple of hours, he has...
2. A golf club manufacturer claims that golfers can lower their scores by using the manufacturer’s...
2. A golf club manufacturer claims that golfers can lower their scores by using the manufacturer’s newly designed golf clubs. Eight golfers are randomly selected, and each is asked to give his or her most recent score. After using the new clubs for one month, the golfers are again asked to give their most recent score. The scores for each golfer are shown in the table. Assume the golf scores are normally distributed, is there enough evidence to support the...
OU Country Club is estimated yearly demand schedule for each customer’s in the golf club is...
OU Country Club is estimated yearly demand schedule for each customer’s in the golf club is P = 100-2Q with a constant marginal cost of 20 per customer per play and a yearly fixed cost of $500,000. The marketing manager projected that there are 500 identical customers. They are going to use a two-part pricing strategy, where F is the country club membership and r is a usage charge per customer. (10 points) a) What is the optimal F and...
ADVERTISEMENT
ADVERTISEMENT
ADVERTISEMENT