PRIN.OF CORPORATE FINANCE
PRIN.OF CORPORATE FINANCE
13th Edition
ISBN: 9781260013900
Author: BREALEY
Publisher: RENT MCG
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Chapter 11, Problem 1PS

Capital budgeting process* True or false?

  1. a. The approval of a firm’s capital budget allows managers to go ahead with any project included in the budget.
  2. b. Capital budgets and project authorizations are mostly developed “bottom up.” Strategic planning is a “top-down” process.
  3. c. Project sponsors are likely to be overoptimistic.

a)

Expert Solution
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Summary Introduction

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)

Expert Solution
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Summary Introduction

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)

Expert Solution
Check Mark
Summary Introduction

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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Students have asked these similar questions
1. Since capital budgeting decisions involve the estimation of a project’s future cash flows and the rate at which they should be discounted is still a relatively subjective process, the behavioral traits of managers still affect this process. Please explain this statement and suggest how managers can better improve their ability to eliminate biases in their forecasting.
Case Study: Identifying Errors in Capital Budgeting Decisions   Introduction:   Capital budgeting decisions play a crucial role in the financial success of a company, impacting its long-term viability. Managers strive to make accurate and informed decisions when evaluating potential investment projects. However, errors can occur, and it is essential to implement effective procedures to identify and rectify these mistakes. This case study explores various procedures and their efficacy in identifying errors in capital budgeting decisions.   Background:   Company XYZ, a manufacturing firm, recently implemented a capital budgeting decision involving a significant investment in upgrading its production facilities. The decision-making process was intricate, considering factors such as projected cash flows, discount rates, and risk assessments. Despite thorough analysis, the management recognizes the importance of post-evaluation procedures to identify potential errors and enhance…
Which of the following statements is FALSE? A. When evaluating a capital budgeting decision, we generally include interest expense. B. Only include as incremental expenses in your capital budgeting analysis the additional overhead expenses that arise because of the decision to take on the project. C. Many projects use a resource that the company already owns. O D. As a practical matter, to derive the forecasted cash flows of a project, financial managers often begin by forecasting earnings.
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