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Tags
#cfa-level-1 #economics #economics-in-a-global-context #los #reading-20-international-trade-and-capital-flows
Question
If there are no restrictions on trade, then members of an open economy can buy and sell goods and services at the price prevailing in the world market, the [...]
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Open itd>An open economy , is an economy that trades with other countries. If there are no restrictions on trade, then members of an open economy can buy and sell goods and services at the price prevailing in the world market, the world price .<html>Original toplevel document
2.1. Basic Terminologyods and services are produced and consumed domestically. The price of a good or service in such an economy is called its autarkic price . An autarkic economy is also known as a closed economy because it does not trade with other countries. <span>An open economy , in contrast, is an economy that trades with other countries. If there are no restrictions on trade, then members of an open economy can buy and sell goods and services at the price prevailing in the world market, the world price . An open economy can provide domestic households with a larger variety of goods and services, give domestic companies access to global markets and customers, and offer goods and services that are more competitively priced. In addition, it can offer domestic investors access to foreign capital markets, foreign assets, and greater investment opportunities. For capital intensive industries, such as automobiles and aircraft, manufacturers can take advantage of economies of scale because they have access to a much larger market. Free trade occurs when there are no government restrictions on a country’s ability to trade. Under free trade, global aggregate demand and supply determine the equilibrium quantity an
Tags
#derecho #introduccion-al-derecho
Question
las normas en general derivan del [...]
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Open itlas normas en general derivan del Derecho natural y de éste resultan o emanan las leyes naturales y las leyes sociales,Original toplevel document
1.3LA NORMA
Antes de profundizar en el tema de la norma, es pertinente mencionar que las normas en general derivan del Derecho natural y de éste resultan o emanan las leyes naturales y las leyes sociales, como se explicará a detalle en el siguiente apartado.
Ahora bien, el Derecho depende de la norma, de la sanción que el Estado impone a los ciudadanos para la convivencia
Question
El aumento del diesel podría ser trasladado al costo del flete, el cual podría subir entre [...] por ciento.
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Open it de la Cámara Nacional del Autotransporte de Carga, el precio del diesel subirá entre 15 y 20 por ciento para el siguiente año.
Este aumento, considera la Cámara, podría ser trasladado al costo del flete, el cual podría subir entre <span>6 y 8 por ciento, pero eso dependerá de las negociaciones que cada transportista logre con sus clientes.<span><body><html>Original toplevel document
Encarecerá combustible mercancías Para 2017 se espera que se encarezcan las mercancías por efecto del gasolinazo.
Según estimaciones de la Cámara Nacional del Autotransporte de Carga, el precio del diesel subirá entre 15 y 20 por ciento para el siguiente año.
Este aumento, considera la Cámara, podría ser trasladado al costo del flete, el cual podría subir entre 6 y 8 por ciento, pero eso dependerá de las negociaciones que cada transportista logre con sus clientes.
Refugio Muñoz, vicepresidente ejecutivo de ese órgano empresarial, explicó que el combustible representa, en promedio, entre 30 y 35 por ciento de los costos operativos de lo
Tags
#4-3-the-investment-opportunity-set #cfa #cfa-level-1 #economics #microeconomics #reading-14-demand-and-supply-analysis-consumer-demand #section-5-consumer-equilibrium #study-session-4
Question
Currently, a consumer is buying both sorbet and gelato each week. His MRSGS [marginal rate of substitution of gelato (G) for sorbet (S)] equals 0.75. The price of gelato is €1 per scoop, and the price of sorbet is €1.25 per scoop.
- Determine whether the consumer is currently optimizing his budget over these two desserts. Justify your answer.
Answer
In this example, the condition for consumer equilibrium is MRSGS = PG /PS. Because PG /PS = 0.8 and MRSGS = 0.75, the consumer is clearly not allocating his budget in a way that maximizes his utility, subject to his budget constraint.
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Open itConsumer Equilibrium
Currently, a consumer is buying both sorbet and gelato each week. His MRS GS [marginal rate of substitution of gelato (G) for sorbet (S)] equals 0.75. The price of gelato is €1 per scoop, and the price of sorbet is €1.25 per scoop.
Determine whether the consumer is currently optimizing his budget over these two desserts. Justify your answer.
Explain whether the consumer should buy more sorbet or more gelato, given that he is not currently optimizing his budget.
Solution to 1:
In this example, the Original toplevel document
5. CONSUMER EQUILIBRIUM: MAXIMIZING UTILITY SUBJECT TO THE BUDGET CONSTRAINTon is less than the price ratio—meaning that the price for that additional unit is above her willingness to pay. Even though she could afford bundle c, it would not be the best use of her income.
EXAMPLE 5
<span>Consumer Equilibrium
Currently, a consumer is buying both sorbet and gelato each week. His MRS GS [marginal rate of substitution of gelato (G) for sorbet (S)] equals 0.75. The price of gelato is €1 per scoop, and the price of sorbet is €1.25 per scoop.
Determine whether the consumer is currently optimizing his budget over these two desserts. Justify your answer.
Explain whether the consumer should buy more sorbet or more gelato, given that he is not currently optimizing his budget.
Solution to 1:
In this example, the condition for consumer equilibrium is MRS GS = P G /P S . Because P G /P S = 0.8 and MRS GS = 0.75, the consumer is clearly not allocating his budget in a way that maximizes his utility, subject to his budget constraint.
Solution to 2:
The MRS GS is the rate at which the consumer is willing to give up sorbet to gain a small additional amount of gelato, which is 0.75 scoops of sorbet to gain one scoop of gelato. The price ratio, P G /P S (0.8), is the rate at which he must give up sorbet to gain an additional small amount of gelato. In this case, the consumer would be better off spending a little less on gelato and a little more on sorbet.
5.2. Consumer Response to Changes in Income: Normal and Inferior Goods
The consumer’s behavior is constrained by his income a
Tags
#italian #italian-grammar
Question
The (how many) [...] main ways in which verbs can express actions or events are known as moods.
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Open itThe seven main ways in which verbs can express actions or events are known as moods. The four finite moods – all of which, except the imperative, have a full range of tenses – are: the indicativeOriginal toplevel document (pdf)
cannot see any pdfs
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
The "budget" is aplan which details [...] during a future period.
Answer
projected cash inflows and outflows
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Subject 1. Capital Budgeting: Introductionssets) whose cash flows are expected to extend beyond one year. Managers analyze projects and decide which ones to include in the capital budget.
"Capital" refers to long-term assets. The "budget" is a <span>plan which details projected cash inflows and outflows during a future period.
The typical steps in the capital budgeting process:
Generating good investment ideas to consider. Analyzing individual pro
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
Which questions should you ask in the "Planning the capital budget" step?
How does the project [...]
What's the [...]
Answer
fit within the company's overall strategies?
timeline and priority?
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Open itThe typical steps in the capital budgeting process:
Generating good investment ideas to consider. Analyzing individual proposals (forecasting cash flows, evaluating profitability, etc.). Planning the capital budget. <span>How does the project fit within the company's overall strategies? What's the timeline and priority? Monitoring and post-auditing. The post-audit is a follow-up of capital budgeting decisions. It is a key element of capital budgeting. By comparing actual results with predicted results Original toplevel document
Subject 1. Capital Budgeting: Introductioninclude in the capital budget.
"Capital" refers to long-term assets. The "budget" is a plan which details projected cash inflows and outflows during a future period.
<span>The typical steps in the capital budgeting process:
Generating good investment ideas to consider. Analyzing individual proposals (forecasting cash flows, evaluating profitability, etc.). Planning the capital budget. How does the project fit within the company's overall strategies? What's the timeline and priority? Monitoring and post-auditing. The post-audit is a follow-up of capital budgeting decisions. It is a key element of capital budgeting. By comparing actual results with predicted results and then determining why differences occurred, decision-makers can:
Improve forecasts (based on which good capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
Project classifications:
Replacement projects. There are two types of replacement d
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
The post-audit is a [...] of [...] decisions.
Answer
follow-up of capital budgeting decisions
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Open itosals (forecasting cash flows, evaluating profitability, etc.). Planning the capital budget. How does the project fit within the company's overall strategies? What's the timeline and priority? Monitoring and post-auditing. The post-audit is a <span>follow-up of capital budgeting decisions. It is a key element of capital budgeting. By comparing actual results with predicted results and then determining why differences occurred, decision-makers can:
ImOriginal toplevel document
Subject 1. Capital Budgeting: Introductioninclude in the capital budget.
"Capital" refers to long-term assets. The "budget" is a plan which details projected cash inflows and outflows during a future period.
<span>The typical steps in the capital budgeting process:
Generating good investment ideas to consider. Analyzing individual proposals (forecasting cash flows, evaluating profitability, etc.). Planning the capital budget. How does the project fit within the company's overall strategies? What's the timeline and priority? Monitoring and post-auditing. The post-audit is a follow-up of capital budgeting decisions. It is a key element of capital budgeting. By comparing actual results with predicted results and then determining why differences occurred, decision-makers can:
Improve forecasts (based on which good capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
Project classifications:
Replacement projects. There are two types of replacement d
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
The post-audit is a [...] of capital budgeting. (regarding importance)
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Open itility, etc.). Planning the capital budget. How does the project fit within the company's overall strategies? What's the timeline and priority? Monitoring and post-auditing. The post-audit is a follow-up of capital budgeting decisions. It is a <span>key element of capital budgeting. By comparing actual results with predicted results and then determining why differences occurred, decision-makers can:
Improve forecasts (baseOriginal toplevel document
Subject 1. Capital Budgeting: Introductioninclude in the capital budget.
"Capital" refers to long-term assets. The "budget" is a plan which details projected cash inflows and outflows during a future period.
<span>The typical steps in the capital budgeting process:
Generating good investment ideas to consider. Analyzing individual proposals (forecasting cash flows, evaluating profitability, etc.). Planning the capital budget. How does the project fit within the company's overall strategies? What's the timeline and priority? Monitoring and post-auditing. The post-audit is a follow-up of capital budgeting decisions. It is a key element of capital budgeting. By comparing actual results with predicted results and then determining why differences occurred, decision-makers can:
Improve forecasts (based on which good capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
Project classifications:
Replacement projects. There are two types of replacement d
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
In monitoring and post-auditing decision-makers can:
Improve [...] thus making capital decisions well-implemented.
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Open ithe post-audit is a follow-up of capital budgeting decisions. It is a key element of capital budgeting. By comparing actual results with predicted results and then determining why differences occurred, decision-makers can:
<span>Improve forecasts (based on which good capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span><body><html>Original toplevel document
Subject 1. Capital Budgeting: Introductioninclude in the capital budget.
"Capital" refers to long-term assets. The "budget" is a plan which details projected cash inflows and outflows during a future period.
<span>The typical steps in the capital budgeting process:
Generating good investment ideas to consider. Analyzing individual proposals (forecasting cash flows, evaluating profitability, etc.). Planning the capital budget. How does the project fit within the company's overall strategies? What's the timeline and priority? Monitoring and post-auditing. The post-audit is a follow-up of capital budgeting decisions. It is a key element of capital budgeting. By comparing actual results with predicted results and then determining why differences occurred, decision-makers can:
Improve forecasts (based on which good capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
Project classifications:
Replacement projects. There are two types of replacement d
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Project classifications:
- Replacement projects. There are two types of replacement decisions:
- Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis.
- Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
- Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
- Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
- Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
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Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
Project classifications:
- Replacement projects.
- Expansion projects.
- [...]
- Others.
Answer
Regulatory, safety and environmental projects.
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Parent (intermediate) annotation
Open ite cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
<span>Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projOriginal toplevel document
Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
Replacement projects.
There are two types of replacement decisions:
Answer
to maintain a business.
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Open itProject classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysiOriginal toplevel document
Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
Replacement decisions to maintain a business. The issue is twofold: [...]? If yes, should the same processes continue to be used?
Answer
should the existing operations be continued?
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Parent (intermediate) annotation
Open itject classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: <span>should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects dOriginal toplevel document
Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
#biochem
Th e 2ʹ-OH group in an RNA nucleotide can attack and break the phosphodiester linkage at the 3ʹ position, as shown in Figure 1.26. DNA lacks the 2ʹ-OH group, and so DNA is more chemically stable
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Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
Replacement decisions to maintain a business. [...] are usually made without detailed analysis.
Answer
Maintenance decisions
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Open it types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? <span>Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisioOriginal toplevel document
Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
Replacement decisions to reduce costs. These decisions are discretionary and a [...] is usually required.
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Parent (intermediate) annotation
Open itbe used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a <span>detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from sellOriginal toplevel document
Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
The [...] from the old asset must be considered in replacement decisions.
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Parent (intermediate) annotation
Open it analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The <span>cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial invesOriginal toplevel document
Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
Specifically, in a [...], the cash flows from selling old assets should be used to offset the initial investment outlay.
Answer
replacement project
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Parent (intermediate) annotation
Open it replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a <span>replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement Original toplevel document
Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Answer
revenue/cost/depreciation
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Parent (intermediate) annotation
Open ithe cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare <span>revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets iOriginal toplevel document
Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
Projects concerning expansion into new products, or markets involve [...] and explicit forecasts of future demand, and thus require detailed analysis.
Answer
strategic decisions
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Parent (intermediate) annotation
Open itsts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve <span>strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmenOriginal toplevel document
Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
- Expansion projects projects are more [...] than [...] projects.
Answer
more complex
replacement
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Parent (intermediate) annotation
Open itments.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are <span>more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Original toplevel document
Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
#biochem
Glycine (Gly, G), with just a hydrogen atom as its sidechain, is the simplest of the 20 amino acids. It can be grouped with the hydrophobic amino acids or treated as the sole member of a fourth class because of its special properties. Th ese arise from the absence of a bulky sidechain, which allows glycine to adopt three- dimensional conformations that are energetically unfavorable for other amino acids, so that segments of protein chains that contain glycine can be much more fl exible than those that do not.
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Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
- Regulatory, safety and environmental projects are [...], and are often non-revenue-producing.
Answer
mandatory investments
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Parent (intermediate) annotation
Open itolve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are <span>mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky researchOriginal toplevel document
Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
Tags
#analyst-notes #cfa-level-1 #corporate-finance #introduction #reading-35-capital-budgeting
Question
Others. Some projects need special considerations beyond traditional capital budgeting analysis for example, a very [...] in which cash flows cannot be reliably forecast.
Answer
risky research project
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Parent (intermediate) annotation
Open itty and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very <span>risky research project in which cash flows cannot be reliably forecast).
<span><body><html>Original toplevel document
Subject 1. Capital Budgeting: Introductionood capital budgeting decisions can be made). Otherwise, you will have the GIGO (garbage in, garbage out) problem. Improve operations, thus making capital decisions well-implemented.
<span>Project classifications:
Replacement projects. There are two types of replacement decisions:
Replacement decisions to maintain a business. The issue is twofold: should the existing operations be continued? If yes, should the same processes continue to be used? Maintenance decisions are usually made without detailed analysis. Replacement decisions to reduce costs. Cost reduction projects determine whether to replace serviceable but obsolete equipment. These decisions are discretionary and a detailed analysis is usually required.
The cash flows from the old asset must be considered in replacement decisions. Specifically, in a replacement project, the cash flows from selling old assets should be used to offset the initial investment outlay. Analysts also need to compare revenue/cost/depreciation before and after the replacement to identify changes in these elements.
Expansion projects. Projects concerning expansion into new products, services, or markets involve strategic decisions and explicit forecasts of future demand, and thus require detailed analysis. These projects are more complex than replacement projects.
Regulatory, safety and environmental projects. These projects are mandatory investments, and are often non-revenue-producing.
Others. Some projects need special considerations beyond traditional capital budgeting analysis (for example, a very risky research project in which cash flows cannot be reliably forecast).
LOS
a. describe the capital budgeting process and distinguish among the various categories of capital projects;
<span><body><html>
Question
What are the core capasities essentials to well bing with each core need (Connection, attunment, trust, autonomy and love)
Answer
Connection | Capacity to be in touch with your body and your emotions. Capcity to be in connection with others. |
Attunment | Capacity to attune to our needs and emotions. Capacity to recongize, reach out for, and take in physical and emotinal nourshment |
Trust | Capacity for healthy dependence and interdependence |
Autonomy | Capacity to set approprate boundaries. Capacity to say no and set limits, Capacity to speak our mind w/o guilt or fear |
Love/Sex | Capacity to live with an open heart. Capacity to integrat a loing relationship with a vital sexuality. |
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Question
What are the core difficulties with the 5 adaptive survival styles?
Answer
Core Difficulties for the 5 Adaptive Survival StylesAdaptive Survival Style | Core Difficulties |
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Connection | Disconnected from physical and emotional Sealf. Difficulty realitng to others |
Attunment | Difficulty knowing what we need. Feeling our needs do not deserve to be met |
Trust | Feeling we cannot depend on anyone but ourselves. Feelng we have to always be in contorl. |
Autonomy | Feeling burden and pressured. Difficulty setting limits and saying "no" directly |
Love n Sex | Difficulty integrating heart and sexuality. Self esteem based on looks and performance. |
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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Question
Offset definition
Answer
something that counterbalances, counteracts, or compensates for something else; compensating equivalent.
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Article 1438220160268Gasolinas, dólar y precios#3-ene-2017 #el-financiero #enrique-quintana #noticias
Si nos quitamos un poco el enojo –sin duda justificable- y vemos los hechos objetivos, podremos entender por qué subieron los precios de las gasolinas y cuáles son las implicaciones que tendrá el aumento, así como los escenarios previsibles… algo más útil que echarse a perder el hígado.
1-¿Por qué subió la gasolina?
La razón es muy simple: porque cuesta más. En noviembre se vendieron 828 mil barriles diarios de gasolinas automotrices y se produjeron en el país 254 mil barriles de ese tipo de productos. Esto quiere decir que se importó alrededor del 70 por ciento de las gasolinas que se vendieron en el país. Y resulta, que la gasolina regular en la Costa del Golfo en Estados Unidos, de donde se importa la mayoría de la que se consume en México, aumentó 18.2 por ciento en dólares en el curso del 2016. Esto significa que en pesos se incrementó en alrededor de 41 por ciento. El incremento promedio de ese tipo de gasolina en México fue de 17.8 por ciento el año pasado.
2- ¿No es cierto que la gasolina subió
Tags
#3-ene-2017 #el-financiero #enrique-quintana #noticias
Question
¿Por que subio la gasolina?
Answer
La razón es muy simple: porque cuesta más.
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Gasolinas, dólar y preciosemos entender por qué subieron los precios de las gasolinas y cuáles son las implicaciones que tendrá el aumento, así como los escenarios previsibles… algo más útil que echarse a perder el hígado.
1-¿Por qué subió la gasolina?
<span>La razón es muy simple: porque cuesta más. En noviembre se vendieron 828 mil barriles diarios de gasolinas automotrices y se produjeron en el país 254 mil barriles de ese tipo de productos. Esto quiere decir que se importó alred
Tags
#3-ene-2017 #el-financiero #enrique-quintana #noticias
Question
En noviembre se se importó alrededor del [...] por ciento de las gasolinas que se vendieron en el país.
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Gasolinas, dólar y precios
La razón es muy simple: porque cuesta más. En noviembre se vendieron 828 mil barriles diarios de gasolinas automotrices y se produjeron en el país 254 mil barriles de ese tipo de productos. Esto quiere decir que se importó alrededor del <span>70 por ciento de las gasolinas que se vendieron en el país. Y resulta, que la gasolina regular en la Costa del Golfo en Estados Unidos, de donde se importa la mayoría de la que se consume
#3-ene-2017 #el-financiero #enrique-quintana #noticias
La gasolina regular en la Costa del Golfo en Estados Unidos, de donde se importa la mayoría de la que se consume en México, aumentó 18.2 por ciento en dólares en el curso del 2016. Esto significa que en pesos se incrementó en alrededor de 41 por ciento. El incremento promedio de ese tipo de gasolina en México fue de 17.8 por ciento el año pasado
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Gasolinas, dólar y precios28 mil barriles diarios de gasolinas automotrices y se produjeron en el país 254 mil barriles de ese tipo de productos. Esto quiere decir que se importó alrededor del 70 por ciento de las gasolinas que se vendieron en el país. Y resulta, que l<span>a gasolina regular en la Costa del Golfo en Estados Unidos, de donde se importa la mayoría de la que se consume en México, aumentó 18.2 por ciento en dólares en el curso del 2016. Esto significa que en pesos se incrementó en alrededor de 41 por ciento. El incremento promedio de ese tipo de gasolina en México fue de 17.8 por ciento el año pasado.
2- ¿No es cierto que la gasolina subió porque el gobierno cobra más impuestos por ella?
No, no es cierto. El ingreso que el gobierno obtiene de la venta de gasolinas au
#3-ene-2017 #el-financiero #enrique-quintana #noticias
¿No es cierto que la gasolina subió porque el gobierno cobra más impuestos por ella?
No, no es cierto. El ingreso que el gobierno obtiene de la venta de gasolinas automotrices –además del IVA, como el que obtiene en la mayoría de los productos- es el IEPS a las gasolinas. En 2016, hasta el mes de noviembre, se obtuvieron 263 mil millones de pesos por este concepto. Lo previsto obtener para 2017 para ese periodo en el Presupuesto es de 252 mil millones de pesos a precios constantes del 2016. Es decir, en términos reales, el gobierno va a obtener 4.1 por ciento menos por IEPS a gasolinas que el año pasado. Así que el incremento de las gasolinas no implica mayores ingresos para el gobierno.
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Gasolinas, dólar y preciosco, aumentó 18.2 por ciento en dólares en el curso del 2016. Esto significa que en pesos se incrementó en alrededor de 41 por ciento. El incremento promedio de ese tipo de gasolina en México fue de 17.8 por ciento el año pasado.
2- <span>¿No es cierto que la gasolina subió porque el gobierno cobra más impuestos por ella?
No, no es cierto. El ingreso que el gobierno obtiene de la venta de gasolinas automotrices –además del IVA, como el que obtiene en la mayoría de los productos- es el IEPS a las gasolinas. En 2016, hasta el mes de noviembre, se obtuvieron 263 mil millones de pesos por este concepto. Lo previsto obtener para 2017 para ese periodo en el Presupuesto es de 252 mil millones de pesos a precios constantes del 2016. Es decir, en términos reales, el gobierno va a obtener 4.1 por ciento menos por IEPS a gasolinas que el año pasado. Así que el incremento de las gasolinas no implica mayores ingresos para el gobierno.
3- ¿Cuál es el impacto que tendrá el incremento de las gasolinas en la inflación?
El incremento de los precios de las gasolinas impactará en 0.6 puntos porcentuales de m
#3-ene-2017 #el-financiero #enrique-quintana #noticias
¿Cuál es el impacto que tendrá el incremento de las gasolinas en la inflación?
El incremento de los precios de las gasolinas impactará en 0.6 puntos porcentuales de manera directa en el índice de precios al consumidor. Esto quiere decir que, en el caso del mes de enero, el incremento de la inflación podría ser del orden de 1.0 a 1.1 por ciento mensual. Esto quiere decir que la inflación anual al término del primer mes de este año será del orden de 4.2 por ciento. Diversos analistas consideran que hacia el término del primer semestre la inflación, considerando los efectos indirectos del alza, podría llegar al 5 por ciento, para terminar el año en algo así como 4.5 por ciento. Ese nivel es equiparable al que teníamos en mayo del 2013 y estaría apenas a la mitad del nivel con el que comenzó el gobierno de Fox.
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Gasolinas, dólar y preciosrecios constantes del 2016. Es decir, en términos reales, el gobierno va a obtener 4.1 por ciento menos por IEPS a gasolinas que el año pasado. Así que el incremento de las gasolinas no implica mayores ingresos para el gobierno.
3- <span>¿Cuál es el impacto que tendrá el incremento de las gasolinas en la inflación?
El incremento de los precios de las gasolinas impactará en 0.6 puntos porcentuales de manera directa en el índice de precios al consumidor. Esto quiere decir que, en el caso del mes de enero, el incremento de la inflación podría ser del orden de 1.0 a 1.1 por ciento mensual. Esto quiere decir que la inflación anual al término del primer mes de este año será del orden de 4.2 por ciento. Diversos analistas consideran que hacia el término del primer semestre la inflación, considerando los efectos indirectos del alza, podría llegar al 5 por ciento, para terminar el año en algo así como 4.5 por ciento. Ese nivel es equiparable al que teníamos en mayo del 2013 y estaría apenas a la mitad del nivel con el que comenzó el gobierno de Fox.
4- ¿De qué va a depender la evolución de los precios de las gasolinas en el año?
De lo que pase con los precios internacionales del petróleo y con el tipo de cambio. Si
Article 1438231694604Propone IP plan para 2017#3-ene-2017 #el-financiero #noticias
Los empresarios propusieron ayer una serie de medidas económicas de aplicación inmediata para contrarrestar la inflación, promover la inversión y defender el empleo en el país.
El sector empresarial propuso una estrategia para hacer frente a los retos internos y externos del país, entre los que se encuentran el combate a la inflación, promover la inversión y defender el empleo.
e acuerdo con el Consejo Coordinador Empresarial (CCE), el alza en el precio de las gasolinas generará una presión adicional sobre la economía interna. Por ello, propuso un paquete de 23 medidas de política económica en materia fiscal, gasto e ingresos; política monetaria; inversión y empleos y banca de desarrollo.
Por ejemplo, en el área fiscal formula que se garantice un superávit primario, que se reduzca la deuda del gobierno federal, así como establecer mecanismos para evitar un impacto del incremento de la gasolina en transporte público de personas.
En cuestiones de política económica, los empresarios plantean que
#3-ene-2017 #el-financiero #noticias
El sector empresarial propuso una estrategia para hacer frente a los retos internos y externos del país, entre los que se encuentran el combate a la inflación, promover la inversión y defender el empleo.
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Propone IP plan para 2017Los empresarios propusieron ayer una serie de medidas económicas de aplicación inmediata para contrarrestar la inflación, promover la inversión y defender el empleo en el país.
El sector empresarial propuso una estrategia para hacer frente a los retos internos y externos del país, entre los que se encuentran el combate a la inflación, promover la inversión y defender el empleo.
e acuerdo con el Consejo Coordinador Empresarial (CCE), el alza en el precio de las gasolinas generará una presión adicional sobre la economía interna. Por ello, propuso un
Article 1438234578188Deuda externa de México frena su crecimiento#3-ene-2017 #el-financiero #noticias
Alzas en tasas de interés y dólar caro son factores que limitaron el endeudamiento en el tercer trimestre de 2016, conforme a cifras del Banco de México.
El dinamismo mostrado por el comportamiento del endeudamiento externo de México perdió fuerza en 2016, lo cual puede ser una señal de un cambio de dirección en su explosivo crecimiento que había registrado desde el 2009 ante las inminentes alzas en las tasas de interés que alejará el dinero barato.
El saldo de la deuda bruta ajustada de México ascendió a 419 mil 810 millones de dólares al cierre de septiembre del 2016, de acuerdo con la última información publicada por el Banco de México. Dicho monto representa una disminución de 12 mil 662 millones de dólares con respecto al saldo presentado al cierre de marzo del año pasado, cuando a ascendió a la cifra sin precedente de 432 mil 472 millones.
Del primer trimestre del 2009 al mismo lapso del 2016, el saldo de la deuda externa bruta de México creció 157.20 por ciento, al pasar de 168 mil 145 a
#3-ene-2017 #el-financiero #noticias
El saldo de la deuda bruta ajustada de México ascendió a 419 mil 810 millones de dólares al cierre de septiembre del 2016
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Deuda externa de México frena su crecimiento de México perdió fuerza en 2016, lo cual puede ser una señal de un cambio de dirección en su explosivo crecimiento que había registrado desde el 2009 ante las inminentes alzas en las tasas de interés que alejará el dinero barato.
<span>El saldo de la deuda bruta ajustada de México ascendió a 419 mil 810 millones de dólares al cierre de septiembre del 2016, de acuerdo con la última información publicada por el Banco de México. Dicho monto representa una disminución de 12 mil 662 millones de dólares con respecto al saldo presentado al cier
Tags
#3-ene-2017 #el-financiero #noticias
Question
El saldo de la deuda bruta ajustada de México ascendió a [...] millones de dólares al cierre de septiembre del 2016
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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Parent (intermediate) annotation
Open itEl saldo de la deuda bruta ajustada de México ascendió a 419 mil 810 millones de dólares al cierre de septiembre del 2016Original toplevel document
Deuda externa de México frena su crecimiento de México perdió fuerza en 2016, lo cual puede ser una señal de un cambio de dirección en su explosivo crecimiento que había registrado desde el 2009 ante las inminentes alzas en las tasas de interés que alejará el dinero barato.
<span>El saldo de la deuda bruta ajustada de México ascendió a 419 mil 810 millones de dólares al cierre de septiembre del 2016, de acuerdo con la última información publicada por el Banco de México. Dicho monto representa una disminución de 12 mil 662 millones de dólares con respecto al saldo presentado al cier
#3-ene-2017 #el-financiero #noticias
Los principales bancos centrales en el mundo están dejando de inyectar liquidez y algunos ya iniciaron las alzas en su tasa de referencia, como es el caso de la Reserva Federal de Estados Unidos.
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Deuda externa de México frena su crecimiento exterior fue posible debido a la fuerte liquidez y a las bajas tasas de interés que se presentaron después de la pasada crisis mundial, cuya parte más álgida se alcanzó a finales del 2008. Sin embargo, lo vientos están cambiando.
<span>Los principales bancos centrales en el mundo están dejando de inyectar liquidez y algunos ya iniciaron las alzas en su tasa de referencia, como es el caso de la Reserva Federal de Estados Unidos.
EL MENSAJE DE LAS CALIFICADORAS
El freno al crecimiento de la deuda del exterior en México reportado a finales del 2016, resulta una buena señal dado que ha sido uno de
Article 1438241918220Subject 2. Basic Principles of Capital Budgeting #analyst-notes #cfa-level-1 #corporate-finance #has-images #reading-35-capital-budgeting #study-session-10
Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportun
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital.
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started reading on | | | finished reading on | |
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Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on t
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Capital budgeting decisions are based on incremental after-tax cash flows discounted at the [...].
Answer
opportunity cost of capital
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itCapital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Original toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on t
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Assumptions of capital budgeting are:
- Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
- Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
- The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
- Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
- Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
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status | not read | | reprioritisations | |
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last reprioritisation on | | | suggested re-reading day | |
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started reading on | | | finished reading on | |
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Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Assumptions of capital budgeting are (First 2):
- Capital budgeting decisions must be based on [...], not [...]
- Cash flow timing is critical.
Answer
cash flows
accounting income.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itAssumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the timOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Firms must have adequate cash flow to [...]
Answer
meet maturing obligations.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itare relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because <span>money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something isOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Assumptions of capital budgeting are (middle one):
- The [...] should be [...] against a project
Answer
opportunity cost
charged
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itncing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
<span>The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured oOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Assumptions of capital budgeting are (last 2):
- Expected future cash flows must be measured [...]
- Ignore how the project [...]
Answer
on an after-tax basis.
is financed.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open it The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured <span>on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since tOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
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last reprioritisation on | | | suggested re-reading day | |
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started reading on | | | finished reading on | |
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Parent (intermediate) annotation
Open itAssumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.

Original toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Accounting profits only measure [...]
Answer
the return on the invested capital.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itAccounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevaOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Accounting income calculations reflect [...] and ignore [...] .
Answer
non-cash items
the time value of money
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itAccounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investmeOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
[...] income calculations reflect non-cash items and ignore the time value of money.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itd>Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
&Original toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Economic income is an investment's [...] plus the [...].
Answer
after-tax cash flow
change in the market value
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itccounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's <span>after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
<span><body><html>Original toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
[...] are ignored in computing economic income.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. <span>Financing costs are ignored in computing economic income.
<span><body><html>Original toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
- Cash flow timing, besides TVM is critical because firms must [...]
Answer
have adequate cash flow to meet maturing obligations.
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itstment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must <span>have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
The firm's wealth depends on its usable [...]
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable <span>after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost ofOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
- Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in [...].
Answer
the cost of capital used to discount the cash flows
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open it-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in <span>the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.<span><body><html>Original toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
- The existence of a project depends on [...], not financing.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open it how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on <span>business factors, not financing.<span><body><html>Original toplevel document
Subject 2. Basic Principles of Capital Budgeting Capital budgeting decisions are based on incremental after-tax cash flows discounted at the opportunity cost of capital. Assumptions of capital budgeting are:
Capital budgeting decisions must be based on cash flows, not accounting income.
Accounting profits only measure the return on the invested capital. Accounting income calculations reflect non-cash items and ignore the time value of money. They are important for some purposes, but for capital budgeting, cash flows are what are relevant.
Economic income is an investment's after-tax cash flow plus the change in the market value. Financing costs are ignored in computing economic income.
Cash flow timing is critical because money is worth more the sooner you get it. Also, firms must have adequate cash flow to meet maturing obligations.
The opportunity cost should be charged against a project. Remember that just because something is on hand does not mean it's free. See below for the definition of opportunity cost.
Expected future cash flows must be measured on an after-tax basis. The firm's wealth depends on its usable after-tax funds.
Ignore how the project is financed. Interest payments should not be included in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which
#analyst-notes #cfa-level-1 #corporate-finance #has-images #reading-35-capital-budgeting #study-session-10
Important capital budgeting concepts:
- A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
- Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
- Forget sunk costs.
- Subtract opportunity costs.
- Consider side effects on other parts of the firm: externalities and cannibalization.
- Recognize the investment and recovery of net working capital.
- Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
- Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
- Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
- Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
- Conventional versus non-conventional cash flows.
- A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
- In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
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Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Important capital budgeting concepts (first 2):
Answer
Incremental cash flow
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Parent (intermediate) annotation
Open itways be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
<span>Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Original toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
A [...] is a cash outlay that and which cannot be recovered regardless of whether a project is accepted or rejected
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itImportant capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting anaOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Since sunk costs are not [...], they should not be included in the capital budgeting analysis.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open it capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not <span>increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will geneOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Answer
Subtract opportunity costs.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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Parent (intermediate) annotation
Open itspent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
<span>Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
OOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Incremental cash flow important things (last 2):
- Consider [...] on other [...]
- Recognize the investment and recovery of net working capital.
Answer
side effects on other parts of the firm: externalities and cannibalization.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itspent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
<span>Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
OOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Important capital budgeting concepts (middle one):
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open it#13;
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
<span>Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Important capital budgeting concepts (last 2):
- Conventional versus [...]
Answer
Externalities
non-conventional cash flows.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itted in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
<span>Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negativeOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Important capital budgeting concepts (5):
- [...]
- Incremental cash flow
- [...]
- Externalities
- [...]
Answer
Sunk cost
Opportunity cost
Conventional versus non-conventional cash flows.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itImportant capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they shoOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
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status | not read | | reprioritisations | |
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last reprioritisation on | | | suggested re-reading day | |
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started reading on | | | finished reading on | |
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Parent (intermediate) annotation
Open it#13;
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
<span>Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can bOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
[...] is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itOpportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
- Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
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status | not read | | reprioritisations | |
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last reprioritisation on | | | suggested re-reading day | |
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started reading on | | | finished reading on | |
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Parent (intermediate) annotation
Open itted in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
<span>Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a sOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
[...] are the effects of a project on cash flows in other parts of a firm.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
---|
Parent (intermediate) annotation
Open itExternalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negativeOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Although Externalities are difficult [...], they should be considered.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
---|
Parent (intermediate) annotation
Open itExternalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. ForOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Externalities can be either [...]
Answer
positive or negative:
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Parent (intermediate) annotation
Open itExternalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the booksOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Future cash flows generated by positive externalities occur with the project and do not occur without the project, so [...]
Answer
they are incremental.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itr example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so <span>they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers whoOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
- Negative externalities create [...].
Answer
costs for other parts of the firm
If the bookstore is considering opening a branch nearby, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open it
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the olOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
If a bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are [...].
Answer
a negative externality
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itties create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are <span>a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.

Original toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
The primary type of negative externality is [...], which occurs when [...]
Answer
cannibalization
the introduction of a new product causes sales of existing products to decline.
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is <span>cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Future cash flows represented by negative externalities occur [...] of the project, so they are [...].
Answer
regardless
non-incremental
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itzation, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are <span>non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.<span><body><html>Original toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
How should be negative externalities cash flows treated in the capital budget?
Answer
They should be subtracted since they are not incremental
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open it#13;
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be <span>subtracted from the new projects' cash flows.<span><body><html>Original toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #has-images #reading-35-capital-budgeting #study-session-10
Question
- A conventional cash flow pattern is one with an [...] followed by a series of inflows.
Answer
initial outflow
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itojects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an <span>initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Original toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #has-images #reading-35-capital-budgeting #study-session-10
Question
In a non-conventional cash flow pattern, the initial outflow can be followed by [...]
Answer
inflows and/or outflows.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open it
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by <span>inflows and/or outflows.
<span><body><html>Original toplevel document
Subject 2. Basic Principles of Capital Budgeting d in the estimated cash flows since the effects of debt financing are reflected in the cost of capital used to discount the cash flows. The existence of a project depends on business factors, not financing.
<span>Important capital budgeting concepts:
A sunk cost is a cash outlay that has already been incurred and which cannot be recovered regardless of whether a project is accepted or rejected. Since sunk costs are not increment costs, they should not be included in the capital budgeting analysis.
For example, a small bookstore is considering opening a coffee shop within its store, which will generate an annual net cash outflow of $10,000 from selling coffee. That is, the coffee shop will always be losing money. In the previous year, the bookstore spent $5,000 to hire a consultant to perform an analysis. This $5,000 consulting fee is a sunk cost; whether the coffee shop is opened or not, the $5,000 is spent.
Incremental cash flow is the net cash flow attributable to an investment project. It represents the change in the firm's total cash flow that occurs as a direct result of accepting the project.
Forget sunk costs. Subtract opportunity costs. Consider side effects on other parts of the firm: externalities and cannibalization. Recognize the investment and recovery of net working capital.
Opportunity cost is the return on the best alternative use of an asset or the highest return that will not be earned if funds are invested in a particular project. For example, to continue with the bookstore example, the space to be occupied by the coffee shop is an opportunity cost - it could be used to sell books and generate a $5,000 annual net cash inflow.
Externalities are the effects of a project on cash flows in other parts of a firm. Although they are difficult to quantify, they should be considered. Externalities can be either positive or negative:
Positive externalities create benefits for other parts of the firm. For example, the coffee shop may generate some additional customers for the bookstore (who otherwise may not buy books there). Future cash flows generated by positive externalities occur with the project and do not occur without the project, so they are incremental.
Negative externalities create costs for other parts of the firm. For example, if the bookstore is considering opening a branch two blocks away, some customers who buy books at the old store will switch to the new branch. The customers lost by the old store are a negative externality. The primary type of negative externality is cannibalization, which occurs when the introduction of a new product causes sales of existing products to decline.
Future cash flows represented by negative externalities occur regardless of the project, so they are non-incremental. Such cash flows represent a transfer from existing projects to new projects, and thus should be subtracted from the new projects' cash flows.
Conventional versus non-conventional cash flows.
A conventional cash flow pattern is one with an initial outflow followed by a series of inflows.
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
Some project interactions:
Indepe
Tags
#analyst-notes #cfa-level-1 #corporate-finance #has-images #reading-35-capital-budgeting #study-session-10
Answer
A non-conventional cashflow
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Tags
#analyst-notes #cfa-level-1 #corporate-finance #has-images #reading-35-capital-budgeting #study-session-10
Answer
conventional cashflow
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#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Some project interactions:
- Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
- Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
- Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
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last reprioritisation on | | | suggested re-reading day | |
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started reading on | | | finished reading on | |
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Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Some project interactions:
- [...]
- Project sequencing.
- Unlimited funds versus capital rationing.
Answer
Independent versus mutually exclusive projects.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itSome project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, Original toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
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status | not read | | reprioritisations | |
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last reprioritisation on | | | suggested re-reading day | |
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started reading on | | | finished reading on | |
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Parent (intermediate) annotation
Open itSome project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?

Original toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Mutually exclusive projects are investments that [...]
Answer
compete in some way for a company's resources
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itIndependent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so longOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
With Mutually exclusive projects a firm can select [...]
Answer
one or another but not both.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
---|
Parent (intermediate) annotation
Open itIndependent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Original toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
[...] do not compete for the firm's resources.
Answer
Independent projects
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
---|
Parent (intermediate) annotation
Open itIndependent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Original toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
A company can select one or the other or both Independent projects, so long as [...] are met.
Answer
minimum profitability thresholds
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
---|
Parent (intermediate) annotation
Open itts that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as <span>minimum profitability thresholds are met.
<span><body><html>Original toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
|
status | not read | | reprioritisations | |
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last reprioritisation on | | | suggested re-reading day | |
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started reading on | | | finished reading on | |
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Parent (intermediate) annotation
Open itother but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. <span>How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular periodOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
|
status | not read | | reprioritisations | |
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last reprioritisation on | | | suggested re-reading day | |
---|
started reading on | | | finished reading on | |
---|
Parent (intermediate) annotation
Open it, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
<span>Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.<span><body><html>Original toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Capital rationing occurs when management [...] on the size of the firm's capital budget during a particular period.
Answer
places a constraint
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itUnlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
In Capital rationing , capital is scarce and should be allocated to the projects most likely to maximize the firm's [...].
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
---|
Parent (intermediate) annotation
Open it capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to <span>maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
The firm's capital budget and [...] must be determined simultaneously to best allocate the firm's capital.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open ithen management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's <span>capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by pOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
A firm can raise the funds it wants for all profitable projects simply by [...].
Answer
paying the required rate of return
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by <span>paying the required rate of return.<span><body><html>Original toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10 #subject-2-basic-principles-of-capital-budgeting
Question
Learning Outcome Statements
b. [...]
c. explain how the evaluation and selection of capital projects is affected by mutually exclusive projects, project sequencing, and capital rationing;
Answer
describe the basic principles of capital budgeting;
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Subject 2. Basic Principles of Capital Budgeting t allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. <span>describe the basic principles of capital budgeting;
c. explain how the evaluation and selection of capital projects is affected by mutually exclusive projects, project sequencing, and capital rationing;

Project sequencing
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Many projects are sequenced through time, so that investing in a project creates the option to invest in future projects. For example, you might invest in a project today and then in one year invest in a second project if the financial results of the first project or new economic conditions are favorable. If the results of the first project or new economic conditions are not favorable, you do not invest in the second project.
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Subject 2. Basic Principles of Capital Budgeting n select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
<span>Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rati
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
Many projects are [...], so that investing in a project creates the option to invest in future projects.
Answer
sequenced through time
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Parent (intermediate) annotation
Open itMany projects are sequenced through time, so that investing in a project creates the option to invest in future projects. For example, you might invest in a project today and then in one year invest in a second project if the Original toplevel document
Subject 2. Basic Principles of Capital Budgeting n select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
<span>Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rati
Tags
#italian #italian-grammar
Question
Invariable nouns are nouns that have the same form for [...)
Answer
both singular and plural
un film, dei film ‘a film, some films’, or for both masculine and feminine, un artista, un’artista ‘an artist’.
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itInvariable nouns are nouns that have the same form for both singular and plural, un film, dei film ‘a film, some films’, or for both masculine and feminine, un artista, un’artista ‘an artist’. An invariable adjective is one that does not change form to agree with tOriginal toplevel document (pdf)
cannot see any pdfs
Tags
#italian #italian-grammar
Question
An invariable adjective is one that [...], whether masculine or feminine, singular or plural
Answer
does not change form to agree with the noun
un vestito rosa ‘a pink dress’, una giacca rosa ‘a pink jacket’; dei pantaloni rosa ‘some pink trousers’; delle calze rosa ‘some pink stockings’.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open ity>Invariable nouns are nouns that have the same form for both singular and plural, un film, dei film ‘a film, some films’, or for both masculine and feminine, un artista, un’artista ‘an artist’. An invariable adjective is one that does not change form to agree with the noun, whether masculine or feminine, singular or plural: un vestito rosa ‘a pink dress’, una giacca rosa ‘a pink jacket’; dei pantaloni rosa ‘some pink trousers’; delle calze rosa ‘some pinkOriginal toplevel document (pdf)
cannot see any pdfs
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
The purpose of the post-audit process is improving the accuracy of [...] by adopting improved forecasting methods.
Answer
capital budgeting forecasts
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itIndependent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so longOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
The post-audit process is difficult because forecasts are always [...]
Answer
"wrong" to some degree
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
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scheduled repetition interval | | | last repetition or drill | | | | |
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Parent (intermediate) annotation
Open itIndependent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so longOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
The
post-audit process is difficult because
forecasts may be "wrong" due to
[...] no longer
[...]
Answer
poor decisions made by executives or managers no longer employed by the company.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
---|
scheduled repetition interval | | | last repetition or drill | | | | |
---|
Parent (intermediate) annotation
Open itIndependent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so longOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
The
post-audit process is difficult because forecasts may seem "wrong" when viewed
[...]
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
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repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
---|
scheduled repetition interval | | | last repetition or drill | | | | |
---|
Parent (intermediate) annotation
Open itIndependent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so longOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat
Tags
#analyst-notes #cfa-level-1 #corporate-finance #reading-35-capital-budgeting #study-session-10
Question
An expansion project is a project where a firm invests in ______.
A. new assets to increase sales
B. developing new products to replace old products
C. research and development
Answer
Correct Answer: A
Expansion projects deal with investment in new assets to increase firms' sales.
status | not learned | | measured difficulty | 37% [default] | | last interval [days] | |
---|
repetition number in this series | 0 | | memorised on | | | scheduled repetition | |
---|
scheduled repetition interval | | | last repetition or drill | | | | |
---|
Parent (intermediate) annotation
Open itIndependent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so longOriginal toplevel document
Subject 2. Basic Principles of Capital Budgeting
In a non-conventional cash flow pattern, the initial outflow can be followed by inflows and/or outflows.
<span>Some project interactions:
Independent versus mutually exclusive projects. Mutually exclusive projects are investments that compete in some way for a company's resources - a firm can select one or another but not both. Independent projects, on the other hand, do not compete for the firm's resources. A company can select one or the other or both, so long as minimum profitability thresholds are met.
Project sequencing. How does one sequence multiple projects over time, since investing in project B may depend on the result of investing in project A?
Unlimited funds versus capital rationing. Capital rationing occurs when management places a constraint on the size of the firm's capital budget during a particular period. In such situations, capital is scarce and should be allocated to the projects most likely to maximize the firm's aggregate NPV. The firm's capital budget and cost of capital must be determined simultaneously to best allocate the firm's capital. On the other hand, a firm can raise the funds it wants for all profitable projects simply by paying the required rate of return.
Learning Outcome Statements
b. describe the basic principles of capital budgeting;
c. explain how the evaluat