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Alternatively, Claude may learn nothing from the experience and continue his unethical practices. 1.9 i = [(3,885,000 - 3,500,000)/3,500,000]*100% = 11% per year
1.10 (a) Amount paid first four years = 900,000(0.12) = $108,000 (b) Final payment = 900,000 + 900,000(0.12) = $1,008,000 1.11 i = (1125/12,500)*100 = 9% i = (6160/56,000)*100 = 11% i = (7600/95,000)*100 = 8% The $56,000 investment has the highest rate of return. 1.12 Interest on loan = 23,800(0.10) = $2,380 Default insurance = 23,800(0.05) = $1190 Set-up fee = $300 Total amount paid = 2380 + 1190 + 300 = $3870 Effective interest rate = (3870/23,800)*100 = 16.3% 1.13 The market interest rate is usually 3 4 % above the expected inflation rate. Therefore, Market rate is in the range 3 + 8 to 4 + 8 = 11 to 12% per year 1.14 PW = present worth; PV = present value; NPV = net present value; DCF = discounted cash flow; and CC = capitalized cost 1.15 P = $150,000; F = ?; i = 11%; n = 7 1.16 P = ?; F = $100,000; i = 12%; n = 2 1.17 P = $3.4 million; A = ?; i = 10%; n = 8 1.18 F = ?; A = $100,000 + $125,000?; i = 15%; n = 3 1.19 End-of-period convention means that all cash flows are assumed to take place at the end of the interest period in which they occur. 1.20 fuel cost: outflow; pension plan contributions: outflow; passenger fares: inflow; maintenance: outflow; freight revenue: inflow; cargo revenue: inflow; extra bag charges: Inflow; water and sodas: outflow; advertising: outflow; landing fees: outflow; seat preference fees: inflow.
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1.21 End-of-period amount for June = 50 + 70 + 120 + 20 = $260 End-of-period amount for Dec = 150 + 90 + 40 + 110 = $390 1.22 Month Jan Feb Mar Apr May June July Aug Sept Oct Nov Dec Receipts, $1000 500 800 200 120 600 900 800 700 900 500 400 1800 Disbursements, $1000 300 500 400 400 500 600 300 300 500 400 400 700 ($2,920,000) Net CF, $1000 +200 +300 -200 -280 +100 +300 +500 +400 +400 +100 0 +1100
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1.25
1.26 Amount now = F = 100,000 + 100,000(0.15) = $115,000 1.27 Equivalent present amount = 1,000,000/(1 + 0.15) = $869,565 Discount = 790,000 869,565 = $79,565 1.28 5000(40 )(1 + i) = 225,000 1 + i = 1.125 i = 0.125 = 12.5% per year 1.29 Total bonus next year = 8,000 + 8,000(1.08) = $16,640 1.30 (a) Early-bird payment = 10,000 10,000(0.10) = $9000 (b) Equivalent future amount = 9000(1 + 0.10) = $9900 Savings = 10,000 9900 = $100 1.31 F1 = 1,000,000 + 1,000,000(0.10) = 1,100,000 F2 = 1,100,000 + 1,100,000(0.10) = $1,210,000 1.32 90,000 = 60,000 + 60,000(5)(i) 300,000 i = 30,000 i = 0.10 (10% per year)
1.33 (a) F = 1,800,000(1 + 0.10) (1 + 0.10) = $2,178,000 (b) Interest = 2,178,000 1,800,000 = $378,000
1.34 F = 6,000,000(1 + 0.09) (1 + 0.09) (1 + 0.09) = $7,770,174 1.35 4,600,000 = P(1 + 0.10)(1 + 0.10) P = $3,801,653 1.36 86,400 = 50,000(1 + 0.20)n log (86,400/50,000) = n(log 1.20) 0.23754 = 0.07918n n = 3 years 1.37 Simple: F = 10,000 + 10,000(3)(0.10) = $13,000 Compound: 13,000 = 10,000(1 + i) (1 + i) (1 + i) (1 + i)3 = 1.3000 3log(1 + i) = log 1.3 3log (1 + i) = 0.1139 log(1 + i) = 0.03798 1 + i = 1.091 i = 9.1% per year 1.38 Minimum attractive rate of return is also referred to as hurdle rate, cutoff rate, benchmark rate, and minimum acceptable rate of return. 1.39 bonds - debt; stock sales equity; retained earnings equity; venture capital debt; short term loan debt; capital advance from friend debt; cash on hand equity; credit card debt; home equity loan - debt. 1.40 WACC = 0.30(8%) + 0.70(13%) = 11.5% 1.41 WACC = 10%(0.09) + 90%(0.16) = 15.3% The company should undertake the inventory, technology, and warehouse projects. 1.42 (a) PV(i%,n,A,F) finds the present value P (b) FV(i%,n,A,P) finds the future value F (c) RATE(n,A,P,F) finds the compound interest rate i (d) IRR(first_cell:last_cell) finds the compound interest rate i (e) PMT(i%,n,P,F) finds the equal periodic payment A (f) NPER(i%,A,P,F) finds the number of periods n
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(a) NPER(8%,-1500,8000,2000): (b) FV(6%,10,2000,-9000): (c) RATE(10,1000,-12000,2000): (d) PMT(11%,20,,14000): (e) PV(8%,15,-1000,800):
i = 8%; A = $-1500; P = $8000; F = $2000; n = ? i = 6%; n = 10; A = $2000; P = $-9000; F = ? n = 10; A = $1000; P = $-12,000; F = $2000; i = ? i = 11%; n = 20; F = $14,000; A = ? i = 8%; n = 15; A = $-1000; F = $800; P = ? (d) PV is P (e) IRR is i
1.45 (a) For built-in functions, a parameter that does not apply can be left blank when it is not an interior one. For example, if there is no F involved when using the PMT function to solve a particular problem, it can be left blank (omitted) because it is an end parameter. (b) When the parameter involved is an interior one (like P in the PMT function), a comma must be put in its position. 1.46 Spreadsheet shows relations only in cell reference format. Cell E10 will indicate $64 more than cell C10.
1.47 Answer is (b) 1.48 Answer is (d) 1.49 Answer is (a) 1.50 Answer is (d) 1.51 Upper limit = (12,300 10,700)/10,700 = 15% Lower limit = (10,700 8,900)/10,700 = 16.8% Answer is (c) 1.52 Amount one year ago = 10,000/(1 + 0.10) = $9090.90 Answer is (b)
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1.53 Answer is (c) 1.54 2P = P + P(n)(0.04) 1 = 0.04n n = 25 Answer is (b) 1.55 Answer is (a) 1.56 WACC = 0.70(16%) + 0.30(12%) = 14,8% Answer is (c)
Refrigerator Shells
1. The first four steps are: Define objective, information collection, alternative definition and estimates, and criteria for decision-making. Objective: Select the most economic alternative that also meets requirements such as production rate, quality specifications, manufacturability for design specifications, etc. Information: Each alternative must have estimates for life (likely 10 years), AOC and other costs (e.g., training), first cost, any salvage value, and the MARR. The debt versus equity capital question must be addressed, especially if more than $5 million is needed. Alternatives: For both A and B, some of the required data to perform an analysis are: P and S must be estimated. AOC equal to about 8% of P must be verified. Training and other cost estimates (annual, periodic, one-time) must be finalized. Confirm n = 10 years for life of A and B. MARR will probably be in the 15% to 18% per year range. Criteria: Can use either present worth or annual worth to select between A and B. 2. Consider these and others like them: Debt capital availability and cost Competition and size of market share required Employee safety of plastics used in processing
3. With the addition of C, this is now a make/buy decision. Economic estimates needed are: Cost of lease arrangement or unit cost, whatever is quoted. Amount and length of time the arrangement is available. Some non-economic factors may be: Guarantee of available time as needed. Compatibility with current equipment and designs. Readiness of the company to enter the market now versus later