CEO, Worthington Industries (WOR) (a high-technology steel company): “We try to find the best technology, stay ahead of the competition, and serve the customer…. We’ll make any investment that will pay back quickly … but if it is something that we really see as a must down the road, payback is not going to be that important.”
Chairman of Amgen Inc. (AMGN) (a biotech company): “You cannot really run the numbers, do
Chief financial officer of Merck & Co., Inc. (MRK) (a pharmaceutical company): “… at the individual product level—the development of a successful new product requires on the order of $230 million in R&D, spread over more than a decade—discounted
Explain the role of capital investment analysis for these companies.
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Managerial Accounting
- Identify each of the following risks as most likely to be systematic risk or diversifiable risk: The risk that the economy slows, decreasing demand for your firm’s products due to COVID-19. The risk that your best employees will be hired away. The risk that the new product you expect your R&D division to produce will not materialize.arrow_forwardConsider the following conversation between Gary Means, manager of a division that produces industrial machinery, and his controller, Donna Simpson, a certified management accountant and certified public accountant: Gary: Donna, we have a real problem. Our operating cash is too low, and we are in desperate need of a loan. As you know, our financial position is marginal, and we need to show as much income as possibleand our assets need bolstering as well. Donna: I understand the problem, but I dont see what can be done at this point. This is the last week of the fiscal year, and it looks like well report income just slightly above breakeven. Gary: I know all this. What we need is some creative accounting. I have an idea that might help us, and I wanted to see if you would go along with it. We have 200 partially finished machines in process, about 20% complete. That compares with the 1,000 units that we completed and sold during the year. When you computed the per-unit cost, you used 1,040 equivalent units, giving us a manufacturing cost of 1,500 per unit. That per-unit cost gives us cost of goods sold equal to 1.5 million and ending work in process worth 60,000. The presence of the work in process gives us a chance to improve our financial position. If we report the units in work in process as 80% complete, this will increase our equivalent units to 1,160. This, in turn, will decrease our unit cost to about 1,345 and cost of goods sold to 1.345 million. The value of our work in process will increase to 215,200. With those financial stats, the loan would be a cinch. Donna: Gary, I dont know. What youre suggesting is risky. It wouldnt take much auditing skill to catch this one. Gary: You dont have to worry about that. The auditors wont be here for at least 6 to 8 more weeks. By that time, we can have those partially completed units completed and sold. I can bury the labor cost by having some of our more loyal workers work overtime for some bonuses. The overtime will never be reported. And, as you know, bonuses come out of the corporate budget and are assigned to overheadnext years overhead. Donna, this will work. If we look good and get the loan to boot, corporate headquarters will treat us well. If we dont do this, we could lose our jobs. Required: 1. Should Donna agree to Garys proposal? Why or why not? To assist in deciding, review the corporate code of ethics standards described in Chapter 1. Do any apply? 2. Assume that Donna refuses to cooperate and that Gary accepts this decision and drops the matter. Does Donna have any obligation to report the divisional managers behavior to a superior? Explain. 3. Assume that Donna refuses to cooperate; however, Gary insists that the changes be made. Now what should she do? What would you do? 4. Suppose that Donna is 63 and that the prospects for employment elsewhere are bleak. Assume again that Gary insists that the changes be made. Donna also knows that his supervisor, the owner of the company, is his father-in-law. Under these circumstances, would your recommendations for Donna differ?arrow_forward9. You are a manager at Percolated Fiber, which is considering expanding its operations in synthetic fiber manufacturing. Your boss comes into your office, drops a consultant's report on your desk, and complains, "We owe these consultants $1.800 million for this report, and I am not sure their analysis makes sense. Before we spend the $18.700 million on new equipment needed for this project, look it over and give me your opinion." You open the report and find the following estimates (in millions of dollars): ¹. All of the estimates in the report seem correct. You note that the consultants used straight-line depreciation for the new equipment that will be purchased today (year 0), which is what the accounting department recommended. They also calculated the depreciation assuming no salvage value for the equipment. The report concludes that because the project will increase earnings by $7.453 million per year for 10 years, the project is worth $74.530 million. You think back to your…arrow_forward
- Ee 417.arrow_forward. Dawson Electronics is a manufacturer of high-tech control modules for lawn sprinkler systems. Denise, the CEO, is trying to decide if the company should develop one of two potential new products, the Water Saver 1000 or the Greener Grass 5000. With each product, Dawson can capture a bigger market share if it chooses to expand capacity by buying additional machines. Given different demand scenarios, their probabilities of occurrence, and capacity expansion versus no change in capacity, the potential sales of each product are summarized in Table 5.50. Table 5.5 Demand and Sales Information for Dawson Electronics Low Demand. Medium Demand High Demand Low Demand Medium Demand High Demand Water Saver 1000 Dollar Sales ($1,000) With Capacity Expansion 1,000 2,000 3,000 700 Greener Grass 5000 Dollar Sales ($1,000) 1,000 2,000 2,500 Without Capacity Expansion 3,000 5,000 1,000 2,000 3,000 Probability of Occurrence 0.25 0.50 0.25 0.25 0.50 0.25 a. What is the expected payoff for Water Saver…arrow_forwardYou are the president of AMT Enterprises. You have the opportunity to expand your product line to include a new semi-conductor wafer fabrication line. In order to produce the new wafer, you must invest in a new production process. In addition to doing nothing, two mutually exclusive processes are currently available to produce the wafer. Should you produce this new wafer? In other words, which, if either, of the alternative processes should be chosen? Note: IRR for Alternative I = 15.7 %, and IRR for Alternative II = 15.6%. Assume that the capital investment for each alternative occurs at year 0 and that the annual revenues and expenses first occur at the end of year one. Use the incremental IRR method to justify your decision. Your company’s MARR is 15%.arrow_forward
- K You are a manager at Northern Fibre, which is considering expanding its operations in synthetic fibre manufacturing. Your boss comes into your office, drops a consultant's report on your desk, and complains, "We owe these consultants $1.5 million for this report, and I am not sure their analysis makes sense. Before we spend the $21 million on new equipment needed for this project, look it over and give me your opinion." You open the report and find the following estimates (in millions of dollars): Sales revenue -Cost of goods sold = Gross profit - General, sales, and administrative expenses - Depreciation = Net operating income Income tax = Net income 1 30.000 18.000 2 30.000 18.000 12.000 12.000 1.680 1.680 2.100 2.100 8.2200 2.877 8.2200 2.877 5.343 5.343 ... 9 30.000 18.000 12.000 1.680 2.100 8.2200 2.877 5.343 10 30.000 18.000 12.000 1.680 2.100 8.2200 2.877 5.343 *** b. If the cost of capital for this project is 15%, what is your estimate of the value of the new project? Value…arrow_forwardUrgent pleasearrow_forwardYou are a manager at Percolated Fiber, which is considering expanding its operations in synthetic fiber manufacturing. Your boss comes into your office, drops a consultant's report on your desk, and complains, "We owe these consultants $1.0 million for this report, and I am not sure their analysis makes sense. Before we spend the $25 million on new equipment needed for this project, look it over and give me your opinion." You open the report and find the following estimates (in millions of dollars): (Click on the following icon in order to copy its contents into a spreadsheet.) Project Year Sales revenue - Cost of goods sold = Gross profit - General, sales, and administrative expenses - Depreciation = Net operating income 1 30.000 18.000 12.000 2.000 2.500 7.500 2 30.000 18.000 12.000 2.000 2.500 7.500 9 30.000 18.000 12.000 2.000 2.500 7.500 10 30.000 18.000 12.000 2.000 2.500 7.500 a. Given the available information, what are the free cash flows in years 0 through 10 that should be…arrow_forward
- The Wood Pellet Corporation The Wood Pellet Corporation (WPC) is considering opportunities to modernize (automate) its plant and equipment. Rachelle Brown, the president of the firm, is enthusiastic about an automation strategy and sees it as essential if the firm is to stay competitive. As a first step in the economic analysis of automated equipment, a cash-flow net present value calculation was done for one of the more desirable pieces of equipment. The firm conventionally uses 0.20 to evaluate investment opportunities (debt currently costs 0.131 before tax). The statutory corporate tax rate is 0.46. Exhibit 1 shows the capital budgeting analysis for the $10,000,000 investment. The entire amount of investment is eligible for a 0.10 investment tax credit. The tax basis of the investment is $9,500,000 ($10,000,000 minus half of the $1,000,000 investment tax credit). The estimated life of the equipment is five years with zero salvage value at the end of that period of time. The firm…arrow_forwardJon Jackson Manufacturing is searching for suppliers for its new line of equipment. Jon has narrowed his choices to two sets ofsuppliers. Believing in diversification of risk, Jon would select two suppliers under each choice. However, he is still concernedabout the risk of both suppliers failing at the same time. The “San Francisco option” uses both suppliers in San Francisco. Bothare stable, reliable, and profitable firms, so Jon calculates the “unique-event” risk for either of them to be 0.5%. However, becauseSan Francisco is in an earthquake zone, he estimates the probability of an event that would knock out both suppliers to be 2%.The “North American option” uses one supplier in Canada and another in Mexico. These are upstart firms; John calculates the“unique-event” risk for either of them to be 10%. But he estimates the “super-event” probability that would knock out both of thesesuppliers to be only 0.1%. Purchasing costs would be $500,000 per year using the San Francisco option…arrow_forwardYou are a manager at Percolated Fiber, which is considering expanding its operations in synthetic fiber manufacturing. Your boss comes into your office, drops a consultant's report on your desk, and complains, "We owe these consultants $ 1.1 million for this report, and I am not sure their analysis makes sense. Before we spend the $ 29 million on new equipment needed for this project, look it over and give me your opinion." You open the report and find the following estimates (in millions of dollars): Project Year Earnings Forecast ($ million) 1 2 . . . 9 10 Sales revenue 28.00028.000 28.00028.000 28.00028.000 28.00028.000 minus−Cost of goods sold 16.80016.800 16.80016.800 16.80016.800 16.80016.800 equals=Gross profit 11.20011.200 11.20011.200 11.20011.200 11.20011.200 minus−Selling, general, and administrative expenses 2.3202.320 2.3202.320 2.3202.320 2.3202.320…arrow_forward
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