Lou Barlow, a divisional manager for Sage Company, has an opportunity to manufacture and sell one of two new products for a five-year period. His annual pay raises are determined by his division’s return on investment (ROI), which has exceeded 23% each of the last three years. He has computed the cost and revenue estimates for each product as follows: Product A Product B Initial investment: Cost of equipment (zero salvage value) $ 290,000 $ 490,000 Annual revenues and costs: Sales revenues $ 340,000 $ 440,000 Variable expenses $ 154,000 $ 206,000 Depreciation expense $ 58,000 $ 98,000 Fixed out-of-pocket operating costs $ 79,000 $ 59,000
Lou Barlow, a divisional manager for Sage Company, has an opportunity to manufacture and sell one of two new products for a five-year period. His annual pay raises are determined by his division’s
Product A | Product B | ||||
Initial investment: | |||||
Cost of equipment (zero salvage value) | $ | 290,000 | $ | 490,000 | |
Annual revenues and costs: | |||||
Sales revenues | $ | 340,000 | $ | 440,000 | |
Variable expenses | $ | 154,000 | $ | 206,000 | |
$ | 58,000 | $ | 98,000 | ||
Fixed out-of-pocket operating costs | $ | 79,000 | $ | 59,000 | |
The company’s discount rate is 15%.
Click here to view Exhibit 14B-1 and Exhibit 14B-2, to determine the appropriate discount factor using tables.
4. Calculate the profitability index for each product.
5. Calculate the simple
6a. For each measure, identify whether Product A or Product B is preferred.
6b. Based on the simple rate of return, which of the two products should Lou’s division accept?
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