Financial Analysis Of A New Project

1.1. Review principles of estimating project cash flows. Suggested reading: Ch. 9 “Capital Budgeting and Cash Flow Analysis” in “Contemporary Financial Management”, 11th ed. by Moyer, McGuigan, and Kretlow.

NPV analysis uses future cash flows to estimate the value that a project could add to a firm’s shareholders. A company director or shareholders can be clearly provided the present value of a long-term project by this approach. By estimating a project’s NPV, we can see whether the project is profitable. Despite NPV analysis is only based on financial aspects and it ignore non-financial information such as brand loyalty, brand goodwill and other intangible assets, NPV analysis is still the most popular way evaluate a project by companies.

NPV is known as the best technique in the capital budgeting decisions. There were flows in payback as well as discounted pay back periods because it don’t consider the cash flow after the payback and discounted pay back period. To remove this flows net present value (NPV) method, which relies on discounted cash flow (DCF) techniques is used to find the value of the project by considering the cash flow of the project till its life. To implement this approach, we proceed as

The following section will show the ratios and percentages figured by using these two companies’ financial statements. A comparison will be used to compare the companies to one another. People will always needs cars to get around whether it’s for education, work or tourism. By comparing these companies we will know which company maybe the best to invest and to determine which companies will survive in the future. Take a look at Table 1 below as it provides a full listing of

Net Present Value (NPV) calculates the sum of discounted future cash flows and subtracting that amount with the initial investment of the project. If the NPV of a project results in a positive number, the project should be undertaken. It is the most widely used method of capital budgeting. While discount rate used in NPV is typically the organization’s WACC, higher risk projects would not be factored in into the calculation. In this case, higher discount rate should be used. An example of this is when the project to be undertaken happens to be an international project where the country risk is high. Therefore, NPV is usually used to determine if a project will add value to the company. Another disadvantage of NPV method is that it is fairly complex compared to the other methods discussed earlier.

The present value of the net incremental cash flows, totaling $5,740K, is added to the present value of the Capital Cost Allowance (CCA) tax shield, provided by the Plant and Equipment of $599K, to arrive at the project’s NPV of $6,339K. (Please refer to Exhibit 4 and 5 for assumptions and detailed NPV calculations.) This high positive NPV means that the project will add a significant amount of value to FMI. In addition, using the incremental cash flows (excluding CCA) generated by the NPV calculation, we calculated the project’s IRR to be 28%. This means that the project will generate a higher rate of return than the company’s cost of capital of 10.05%. This is also a positive indication that the company should undertake the project.

The use of an accounting rate of return also underscores a project 's true future profitability because returns are calculated from accounting statements that list items at book or historical values and are, thus, backward-looking. According to the ARR, cash flows are positive due to the way the return has been tabulated with regard to returns on funds employed. The Payback Period technique also reflects that the project is positive and that initial expenses will be retrieved in approximately 7 years. However, the Payback method treats all cash flows as if they are received in the same period, i.e. cash flows in period 2 are treated the same as cash flows received in period 8. Clearly, it ignores the time value of money and is not the best method employed. Conversely, the IRR and NPV methods reflect that The Super Project is unattractive. IRR calculated is less then the 10% cost of capital (tax tabulated was 48%). NPV calculations were also negative. We accept the NPV method as the optimal capital budgeting technique and use its outcome to provide the overall evidence for our final decision on The Super Project. In this case IRR provided the same rejection result; therefore, it too proved its usefulness. Despite that, IRR is not the most favorable method because it can provide false results in the case where multiple negative

Healthcare organizations, like any other company, needs to make the right capital investment decision. This is done by assessing several aspects of an investment and allocating the proper resources to meet those requirements. Capital project analysis plays an important role in the decision making process. The purpose of this paper is to describe the kinds of decisions made by a capital investment decision analysis. Secondly, the four stages of the capital decision-making process and the information needed to evaluate a capital investment project will be highlighted.

Investment decisions impact the long-term success or failure of a company. The capital budgeting theory assumes that the primary goal of a firm's shareholders is to maximize firm value. The process of analyzing and prioritizing investment opportunities is capital budgeting. Capital budgeting involves three basic steps of identifying potential investments, analyzing the set of investment opportunities that will create shareholder value, and implementing and monitoring the investment projects that a firm should undertake. Managers need analytical tools to help them make the best investment decisions for their firm. This paper will explore six different methods of evaluating investment projects and their advantages and disadvantages. The six methods are the payback period, discounted payback period, net present value, profitability index, internal rate of return, and modified internal rate of return, which method is most used in business, and issues related to capital budgeting.

Net Present Value analysis is really common budgeting tool that show the differences between the present value of revenues and the present value of expenses. The project can be profitable when the net present value is positive. In other words, the present value of revenues is greater than the present value of expenses. Profitability index is another tool for evaluating investment projects, which is the ratio of the PV of benefits on the PV of costs. Project can be beneficial if the profitability index is greater than 1. Also, it has the same idea as NPV that In other words, the present value of benefits is greater than the present value of costs. However, these two methods (NPV and Profitability Index) have been used to evaluate the proposal of implementing EMR.

The modified internal rate of return is also the discount rate at which the net present value of an investment equal zero, but it is an improved version of the internal rate of return as it does not require the assumption that project cash flows are reinvested as the internal rate of return but it determines a reinvestment rate. If the modified internal rate of return is greater than the project’s hurdle rate, which is the rate of return specified as the lowest acceptable return on investment, then the project should be accepted. If choosing between several projects, the one with the highest rate would be the best option. The advantage of the modified internal rate of return is that it solves some of the problems associated with the regular internal rate of return. The modified rate of return considers that funds reinvested are going

In the capital budgeting policy, the finance manager will select the most financially viable projects for the firm. The firm may look into expansion projects or cost saving projects. Several techniques such as the Net Present Value (NPV), Internal Rate of Return (IRR) and others are used in capital budgeting.

NPV is a popular method to evaluate the investment decision of a new project. Most of the managers are most likely to use NPV for investment decisions. Whether, company invests in new project or improving the existing business process to achieve financial objectives of an organisation. Such as Randolph Mining Company have an extensive experience in mining industry. Still it is not easy to make a quick decision to built up the site or selling the right to the competitors with immediate benefit. In this situation, various analysis tools are more appropriate to better judgement of project. However, NPV is one of the most appropriate tool to predict possible future cash inflows from the project. It provides the time value of money components within the estimated project period. Therefore, director’s can easily make a decision based on positive cash generation from the desired project period.

In this essay, investments and projects will be used interchangeably. All projects are investments (although not always financial) (APM, 2014) and all investments are projects: they are unique, transient endeavours. (Kerzner, 2006) Pertinent questions, which are analysed and answered throughout a project (or investment) include: (1) Will this make a profit? (2) What will the profit be? (3) What are the financial timescales? (Kerzner, 2006, Atrill and McLaney, 2012)

Estimation of the capital cost of a project provides the basic information to decide its pattern of financing and profitability. If the cost of the project is not estimated correctly, the preparation of cash flow and profitability estimates will be futile exercise because the amount of depreciation, interest and dividend will change with the change in capital cost of the project. An entrepreneur has to tie up the resources according to the estimates of the cost of the project.