Concept explainers
Capital budgeting process* True or false?
- a. The approval of a firm’s capital budget allows managers to go ahead with any project included in the budget.
- b. Capital budgets and project authorizations are mostly developed “bottom up.” Strategic planning is a “top-down” process.
- c. Project sponsors are likely to be overoptimistic.
a)
To discuss: The items whether true or false on the bases of capital budgeting process.
Explanation of Solution
False. Firm’s capital budget isn’t the ultimate sign-off for the specific projects. Most firms need each project appropriation requests and includes more detailed analysis. The capital budgeting is often pruned and revised according to the market conditions.
b)
To discuss: The item whether true or false on the bases of capital budgeting process.
Explanation of Solution
False, the firm’s capital budget should reflect both bottom-up operational detail as well as top-down strategic views.
c)
To discuss: The item whether true or false on the bases of capital budgeting process.
Explanation of Solution
True because cash flow forecasts are regularly overstated.
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Chapter 11 Solutions
PRIN.OF CORPORATE FINANCE
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- A preference decision in capital budgeting: O is concerned with whether a project clears the minimum required rate of return hurdle. comes before the screening decision. O is concerned with determining which of several acceptable alternatives is best. O involves using market research to determine customers' preferences.arrow_forwardTraditional NPV analysis usually does not address the decisions that managers have after a project has been accepted. In reality, capital budgeting and project management is typically dynamic, rather than static in nature and Real options exist Define Real Options Identify and explain two Real Optionsarrow_forwardBETTER FORECASTING FOR LARGE CAPITAL PROJECTSLarge capital investments that are completed on schedule and within their budgets are probably the exception rather thanthe rule—and even when completed many fail to meet expected revenues. Executives often blame projectunderperformance on foreseeable complexities and uncertainties having to do with the scope of and demand for the project,the technology or project location, or even stakeholder opposition. No doubt, all of these factors at one time or anothercontribute to cost overruns, benefit shortfalls, and delays.But knowing that such factors are likely to crop up, why do project planners, on average, fail to forecast their effect on thecosts of complex projects? We’ve covered this territory before but continue to see companies making strategic decisionsbased on inaccurate data. Deliberately or not, costs are systematically underestimated, and benefits are overestimatedduring project preparation—because of delusions or honest mistakes on…arrow_forward
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