In: Accounting
select 2 techniques/concepts examining the relationship between the selected techniques /concepts and strategic allocation of financial resources with respect to capital budget decision
The funds available to be invested in a business either as equity or debt, also known as capital, are a limited resource. Accordingly, managers must make careful choices about when and where to invest capital to ensure that it is used wisely to create value for the firm. The process of making these decisions is called capital budgeting. This is a very powerful financial tool with which the investment in a capital asset, a new project, a new company, or even the acquisition of a company, can be analyzed and the basis (or cost justification) for the investment defined and illustrated to relevant stakeholders.
Essentially, capital budgeting allows the comparison of the cost/investment in a project versus the cash flows generated by the same venture. If the value of the future cash flows exceeds the cost/investment, then there is potential for value creation and the project should be investigated further with an eye toward extracting this value.
Far too often, business managers use intuition or “gut feel” to make capital investment decisions. I have heard managers say, “It just feels like the best move is to expand operations by building a new and better factory.” Or perhaps they jot down a few thoughts and prepare a “back of an envelope” financial analysis. I have seen investors decide to invest capital based on the Payback Period or how long they think it will take to recover the investment (with everything after being profit). All of these methods alone are a recipe for disaster. Investing capital should not be taken lightly and should not be made until a full and thorough analysis of the costs (financial and opportunity) and outcomes has been prepared and evaluated.
CAPITAL BUDGETING TECHNIQUES / METHODS
There are different methods adopted for capital budgeting. The traditional methods or non discount methods include: Payback period and Accounting rate of return method. The discounted cash flow method includes the NPV method, profitability index method and IRR.
As the name suggests, this method refers to the period in which the proposal will generate cash to recover the initial investment made. It purely emphasizes on the cash inflows, economic life of the project and the investment made in the project, with no consideration to time value of money. Through this method selection of a proposal is based on the earning capacity of the project. With simple calculations, selection or rejection of the project can be done, with results that will help gauge the risks involved. However, as the method is based on thumb rule, it does not consider the importance of time value of money and so the relevant dimensions of profitability.
Payback period = Cash outlay (investment) / Annual cash inflow
This method helps to overcome the disadvantages of the payback period method. The rate of return is expressed as a percentage of the earnings of the investment in a particular project. It works on the criteria that any project having ARR higher than the minimum rate established by the management will be considered and those below the predetermined rate are rejected.
This method takes into account the entire economic life of a project providing a better means of comparison. It also ensures compensation of expected profitability of projects through the concept of net earnings. However, this method also ignores time value of money and doesn’t consider the length of life of the projects. Also it is not consistent with the firm’s objective of maximizing the market value of shares.
ARR= Average income/Average Investment
The discounted cash flow technique calculates the cash inflow and outflow through the life of an asset. These are then discounted through a discounting factor. The discounted cash inflows and outflows are then compared. This technique takes into account the interest factor and the return after the payback period.
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