Wait a second!
More handpicked essays just for you.
More handpicked essays just for you.
The example of opportunity cost
The example of opportunity cost
The example of opportunity cost
Don’t take our word for it - see why 10 million students trust us with their essay needs.
Recommended: The example of opportunity cost
Introduction In this case study, Shrieves Casting Company carried out a capital budgeting analysis on a project to add a new production line. In the report, key concepts of sunk cost, opportunity cost, and cannibalization are discussed in relation to whether they should be included in the calculation of incremental cash flow. Also, the net cash flow of the new project is produced, together with the project evaluation measures such as NPV, IRR, and MIRR. In addition, the concept is risk is discussed, and sensitivity analysis as well as scenario analysis are performed to access the impact on NPV under different conditions. Based on the outcome of these analysis, a decision is made as to whether the new project should be accepted. Analysis Background …show more content…
Now assume the plant space could be leased out to another firm at $25,000 per year. Should this be included in the analysis? If so, how? The alternate use of the site is to lease for $25,000 per year. This represent an opportunity cost for the use of the site, and affects the incremental cash flow for the new project. Therefore this opportunity cost must be charged to the new project, failing which the caluculated NPV would be overstated (Brigham & Ehrhardt, 2014). Part a4. Finally, assume that the new product line is expected to decrease sales of the firm’s other lines by $50,000 per year. Should this be considered in the analysis? If so, how? The new project’s incremental cash flow from the incremental sale must be reduced by the cash flow lost of $50,000 by its other lines. This cannibalization is an example of externalites which are the effects a project has on other parts of the firm or the environment (Brigham & Ehrhardt, 2014). This lost in cash flow must be charged as a cost when analyzing the new project. Solution Part b. Disregard the assumptions in part a. What is Shrieve’s depreciable basis? What are the annual depreciation expenses? The yearly depreciation rate for a MACRS 3-year class is 33.33% for year 1, 44.45% for year 2, 14.81% for year 3, and 7.41% for year 4 (“MACRS,” …show more content…
Calculate the annual sales revenues and costs (other than depreciation). Why is it important to include inflation when estimateing cash flow? Incremental revenue. The new line would generate incremental sales of 1,250 units per year for 4 years at $200 per unit in the first year, with price increasing by 3% per year. The annual sales revenue would be 1,250 x $200 = $250,000 in year 1. At 3% increase per year, the annual sales revenue would be $200 x 1.03 x 1,250 = $257,500.00 for year 2. The revenue would be increased at 3% per year to $265,225.00 and $273,181.75 for year 3 and 4 respectively. Incremental cost. The incremental cost per unit is $100 in the first year, excluding depreciation, increasing at 3% per year. The incremental cost would be 1,250 x $100 = $125,000 in year 1. At 3% increase per year, the cost would be $100 x 1.03 x 1,250 = $128,750.00 for year 2. The cost would be increased at 3% per year to $132,612.50 and $136,590.88 for year 3 and 4 respectively. Inflation. It is important to include inflation when estimating cash flow to reflect the true NPV. Otherwise the estimated NPV would be lower than the true NPV, which could cause a company to reject a project that it should have accepted (Brigham & Ehrhardt,
Table C projects the break even analysis in both units and dollars as a basis for further projections. As seen in Table C substantially larger sales are required to break even.
After calculating the Net Present Value (NPV) and the Internal Rate of Return (IRR) for each project, I have determined that both the dishwasher and the trash compactor projects should be pursued. Both of them have shown positive NPVs at the new discount rate of 11.58% (WACC). Another indicator that told me that these two projects should be pursued by Star was that they both yielded IRRs greater than the given hurdle rate. The disposal did not meet these requirements and therefore should not be undertaken.
[6] Colin Drury, Management and Costing Accounting, (7th edition), Chapter 8, Cost-volume-profit analysis, p. 165-173
The following table demonstrates the PV of costs, the PV of benefits and the NPV respectively, over 5-year period for the investment:
Full Cost-all fixed and variable costs to manufacture and sell a unit- covered long term
This analysis shows that the projects NPV as 13.37 million dollar. Our result is slightly different than the presenting team because of rounding. But both of our teams had positive NPV which suggest that the project should be accepted.
The greatest risk using Discounted Cash Flow Method is all the assumptions that were made. Without knowing and having complete information this method could report underestimated or overstatement figures.
The issues of two impacts are in two ways. The first one, more efficient plants are likely to cannibalize sales from the Rotterdam plant. The second one, the forecasted rate of return for customers needs to account for a ramp up period before it is possible to reach the 7% additional revenue of the project. Furthermore, the two impacts should be calculated in the project's cash flows for the final evaluation purposes.
The sales director proposed that if the firm were to reduce the price of Item 345 to FF15.00/m, they would be able to increase sales to 175,000 units (or 25% of industry volume). But if they were to keep the price at the current value of FF20.00/m, they would be able to sell not less than 75,000 units (or 11% of industry volume).
The 3 percent decline in sales causing a 21 percent decline in profits can be attributed to the identification of the accounting concept of operating leverage. Operating leverage is what business managers apply to boost small changes in revenue into sizable changes in profitability. Fixed cost is the force managers use to attain disproportionate changes between revenue and profitability. Therefore, when all costs are fixed every sales dollar contributes one dollar toward the potential profitability of a project. Once sales dollars cover fixed costs, each additional sales dollar represents pure profit. A small change in sales volume can significantly affect profitability (Edmonds, Tsay, & Olds, 2011). So, therefore, if sales volume increases,
Firstly, in assessing ourselves, we determined that our BATNA associated with $37 million. I comprised the cost of building a new plant ($25 million), loss of profits in 12 months ($12 million) and the cost of 90 day option to buy land ($0.5 million). A non-refundable expense of $10 million on buying the option for the land is considered the sunk cost. The maximum amount of money that our group could spend on this buying intention is $40 million. We decided that our target point would be $16 m...
Therefore, the amount of profit obtained is somewhat arbitrary. However, cash flow is an objective measure of cash and it is not subjected to a personal criterion. Net cash flow is the difference between cash inflows and cash outflows; that is, the cash received into the business and cash paid out of the business (Fernández, 2006). Whereas, net profit is the figure obtained after expenses or cost of resources used by the business is deducted from revenues generated from the business operations activities. Nonetheless, the figure for revenue and cash are not entirely cash, some of the items may be sold on credit and some of the expenses are not paid up
(iii) Suppose that Sarah buys the building. Now how much will the business have toearn in order to break even in economic terms?
If the company follow this recommendations, it will obtain a profit of $ 531,000 that represents $180,000 more than with seasonal production
During the last few years, Harry Davis Industries has been too constrained by the high cost of capital to make many capital investments. Recently, though, capital costs have been declining, and the company has decided to look seriously at a major expansion program that had been proposed by the marketing department. Assume that you are an assistant to Leigh Jones, the financial vice president. Your first task is to estimate Harry Davis’s cost of capital. Jones has provided you with the following data, which she believes may be relevant to your task.