# Need help with a Finance Assignment about Payback period Jordan Enterprises

Nov 19th, 2015
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# Finance Assignment

P10–1 Payback period Jordan Enterprises is considering a capital expenditure that requires an initial investment of \$42,000 and returns after-tax cash inflows of \$7,000 per year for 10 years. The firm has a maximum acceptable payback period of 8 years.

a. Determine the payback period for this project.

b. Should the company accept the project? Why or why not?

P10–5 NPV Calculate the net present value (NPV) for the following 15-year projects. Comment on the acceptability of each. Assume that the firm has a cost of capital of 9%.

a. Initial investment is \$1,000,000; cash inflows are \$150,000 per year.

b. Initial investment is \$2,500,000; cash inflows are \$320,000 per year.

c. Initial investment is \$3,000,000; cash inflows are \$365,000 per year.

P10–22 Payback, NPV, and IRR Rieger International is attempting to evaluate the feasibility of investing \$95,000 in a piece of equipment that has a 5-year life. The firm has estimated the cash inflows associated with the proposal as shown in the following table.The firm has a 12% cost of capital.

Year (t)  Cash inflows (CFt)

1  \$20,000

2  25,000

3  30,000

4  35,000

5  40,000

a. Calculate the payback period for the proposed investment.

b. Calculate the net present value (NPV) for the proposed investment.

c. Calculate the internal rate of return (IRR), rounded to the nearest whole percent,

for the proposed investment.

d. Evaluate the acceptability of the proposed investment using NPV and IRR. What

recommendation would you make relative to implementation of the project? Why?

P11–3 Expansion versus replacement cash flows Edison Systems has estimated the cash

flows over the 5-year lives for two projects, A and B. These cash flows are summarized

in the table below.

Project A  Project B

Initial investment  \$40,000  \$12,000

Year  Operating cash inflows

1  \$10,000  \$ 6,000

2  12,000  6,000

3  14,000  6,000

4  16,000  6,000

5  10,000  6,000

After-tax cash inflow expected from liquidation.

a. If project A were actually a replacement for project B and the \$12,000 initial investment

shown for project B were the after-tax cash inflow expected from liquidating

it, what would be the relevant cash flows for this replacement decision?

b. How can an expansion decision such as project A be viewed as a special form of

a replacement decision? Explain.

P11–12 Initial investment: Basic calculation Cushing Corporation is considering the purchase

of a new grading machine to replace the existing one. The existing machine was purchased

3 years ago at an installed cost of \$20,000; it was being depreciated under

MACRS using a 5-year recovery period. (See Table 4.2 on page 120 for the applicable

depreciation percentages.) The existing machine is expected to have a usable life of at

least 5 more years. The new machine costs \$35,000 and requires \$5,000 in installation

costs; it will be depreciated using a 5-year recovery period under MACRS. The existing machine can currently be sold for \$25,000 without incurring any removal or cleanup costs. The firm is subject to a 40% tax rate. Calculate the initial investment associated with the proposed purchase of a new grading machine.

P12–2 Breakeven cash inflows The One Ring Company, a leading producer of fine cast silver

jewelry, is considering the purchase of new casting equipment that will allow it to expand

its product line. The up-front cost of the equipment is \$750,000. The company

expects that the equipment will produce steady income throughout its 10-year life.

a. If One Ring requires a 9% return on its investment, what minimum yearly cash

inflow will be necessary for the company to go forward with this project?

b. How would the minimum yearly cash inflow change if the company required a

12% return on its investment?

INTEGRATION CASES: LASTING IMPRESSIONS ON COMPANY

Lasting Impressions (LI) Company is a medium-sized commercial printer of promotional

advertising brochures, booklets, and other direct-mail pieces. The

firm’s major clients are ad agencies based in New York and Chicago. The typical job

is characterized by high quality and production runs of more than 50,000 units. LI

has not been able to compete effectively with larger printers because of its existing

older, inefficient presses. The firm is currently having problems meeting run length

requirements as well as meeting quality standards in a cost-effective manner.

The general manager has proposed the purchase of one of two large, six-color

presses designed for long, high-quality runs. The purchase of a new press would enable

LI to reduce its cost of labor and therefore the price to the client, putting the

firm in a more competitive position. The key financial characteristics of the old press

and of the two proposed presses are summarized in what follows.

Old press Originally purchased 3 years ago at an installed cost of \$400,000, it

is being depreciated under MACRS using a 5-year recovery period. The old

press has a remaining economic life of 5 years. It can be sold today to net

\$420,000 before taxes; if it is retained, it can be sold to net \$150,000 before

taxes at the end of 5 years.

Press A This highly automated press can be purchased for \$830,000 and will

require \$40,000 in installation costs. It will be depreciated under MACRS using

a 5-year recovery period. At the end of the 5 years, the machine could be sold to

net \$400,000 before taxes. If this machine is acquired, it is anticipated that the

current account changes shown in the following table would result.

Integrative Case 5

Cash  + \$ 25,400

Accounts receivable  + 120,000

Inventories  - 20,000

Accounts payable  + 35,000

Press B This press is not as sophisticated as press A. It costs \$640,000 and

requires \$20,000 in installation costs. It will be depreciated under MACRS using

a 5-year recovery period. At the end of 5 years, it can be sold to net

\$330,000 before taxes. Acquisition of this press will have no effect on the firm’s

net working capital investment.

The firm estimates that its earnings before depreciation, interest, and taxes with

the old press and with press A or press B for each of the 5 years would be as shown

in the table at the top of the next page. The firm is subject to a 40% tax rate. The

firm’s cost of capital, r, applicable to the proposed replacement is 14%.

Earnings before Depreciation, Interest, and Taxes

for Lasting Impressions Company’s Presses

Year   Old press  Press A  Press B

1  \$120,000  \$250,000  \$210,000

2  120,000   270,000  210,000

3  120,000  300,000  210,000

4  120,000  330,000   210,000

5  120,000  370,000  210,000

TO DO

a. For each of the two proposed replacement presses, determine:

(1) Initial investment.

(2) Operating cash inflows. (Note: Be sure to consider the depreciation in year 6.)

(3) Terminal cash flow. (Note: This is at the end of year 5.)

b. Using the data developed in part a, find and depict on a time line the relevant

cash flow stream associated with each of the two proposed replacement presses,

assuming that each is terminated at the end of 5 years.

c. Using the data developed in part b, apply each of the following decision techniques:

(1) Payback period. (Note: For year 5, use only the operating cash inflows—that

is, exclude terminal cash flow—when making this calculation.)

(2) Net present value (NPV).

(3) Internal rate of return (IRR).

d. Draw net present value profiles for the two replacement presses on the same set

of axes, and discuss conflicting rankings of the two presses, if any, resulting from

use of NPV and IRR decision techniques.

e. Recommend which, if either, of the presses the firm should acquire if the firm has

(1) unlimited funds or (2) capital rationing.

f. The operating cash inflows associated with press A are characterized as very

risky in contrast to the low-risk operating cash inflows of press B. What impact

does that have on your recommendation?

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