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UPES Assignment 2014 Power Financial Management-Ass-1-2014J
Product Name : Power Financial Management-Ass-1-2014J
Product Code : AC1
Category : UPES
Soft Copy Type B  : Rs. 1000   img
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Description :

Section A (20 Marks)

Write short notes on any four of the following:

  1. Objectives of Financial Management
  2. Time Value of Money
  3. Inter-Corporate Deposits (ICDs)
  4. Types of Lease
  5. Economic Value Added


Section B (30 marks)

(Attempt any three)

  1. What is Cost of Capital? Discuss the classification of cost.
  2. Elucidate the methodology for measuring risk and return.
  3. Mr. Manoj invests ` 500, ` 1,000, Rs. 1,500, ` 2,000 and ` 2,500 at the end of each year. Calculate the compound value at the end of 5 years, compounded annually, when the interest charged is 5% p.a.
  4. The income and balance sheet of XYZ Company  are as following.

Income statement

Net Sales                                                          2,600.00

Cost of Goods Sold                                          1,400.00

SG&A Expenses                                                 400.00

Depreciation                                                       150.00

Other Operating Expenses                               100.00

Operating income                                               550.00

Interest Expenses -200.00

Income Before Tax                                             350.00

Income Tax (25%)                                               140.00

Net Profit After Taxes                                       210.00




Common Balance Sheet


Current assets


Current liabilities




Accounts payable (ap)


Receivable (a/r)


Accrued expenses (ae)




Short-term dzebt


Other current assets


Total current liabilities


Total current assets


Long-term liabilities


Fixed assets


Long-term debt


Property, land


Total long-term liabilities




Capital (common equity)


Other long-term assets


Capital stock


Total fixed assets


Retained earnings




Year to date profit/loss




Total equity capital


Total assets


Total liabilities



  1. Calculate Net Operating Profit After Tax (NOPAT)
  2. Identify company's Capital (C)
  3. Determine a reasonable Capital Cost Rate(CCR)



Section C (50 marks)

(Attempt all questions. Every question carries 10 marks)

Read the case “Mavis Machine Shop” and answer the following questions.

Case Study: Mavis Machine Shop

The case is set in an metalworking shop in West Virginia, one of whose products is drill bits for oil exploration. The time is 1980, in the midst of an oil drilling boom resulting from the oil crises of 1974 and 1979.

Early in 1980, Tom Mavis, President of Mavis Machine shop was considering a project to modernize his plant facilities. The company operated out of a large converted warehouse in Salem, West Virginia. It produced machinery or assorted machined metal parts for the oil and gas drilling and production industry in the surrounding area. One of Mavis major customer was Buckeye Drilling, Inc., which purchased specialized drill bits and replacement parts for its operations. Mavis had negotiated an annual contract with Buckeye to supply its drill bit requirements and related spare parts in each of the past 8 years. In 1978 and 1979 the requirements had been about 8,400 bits per year. All Buckeye’s rigs were busy. Mavis knew, there were 30 rigs operating in the state and that it had resin up from 17 in 1972. Wells drilled was up even more, from 679 in 1972 to 1,474 last year.

The arrangement of the machine shop included four large manual lathes currently devoted to the Buckeye business. Each lathe was operated by a skilled worker, and each bit required mechanical keep. Mavis was considering replacing these manual lathes with an automatic machine, capable of performing all four machinery operations necessary for a drill bit. This machine would produce drill bits at the same rate as the four existing lathes, and would only require one operator. Instead of skill in metalworking, the job would now involve more skill in computerized automation.

The four existing manual lathes were 3 years old and had cost a total of $590,000. Together they produced 8,400 drill bits on a two-shift, 5-day/week basis. The useful life of these lathes, calculated on a two-shift/day, 5 day/week basis, was estimated to be 15 years. The salvage value at the end of their useful life was estimated to be $5,000 each. Depreciation of $114,000 had been accumulated on the four lathes. Cash for the purchase of these lathes had been partially supplied by a 10-year, unsecured, 10% bank loan, of which $180,000 was still outstanding. The best estimate of the current selling price of the four lathes in their present condition was $240,000, after dismantling and removal costs. The loss from the sale would be deductible for tax purposes, resulting in a tax savings of 46% of the loss.

The automatic machine being considered needed only one skilled operator to feed in raw castings, observe functioning, and make necessary adjustments. It would have an output of 8,400 drill its annually on a two-shift, 5 –day basis. As it would be specially built by a machine tool manufacturer, there was no catalogue price. The cost was estimated to be $680,000, delivered and installed, the useful life would be 15 years. Using a 12-year life (the remaining life of the current lathes). The estimated salvage value would be 10% of the cost.

The automatic lathe was first introduced in1975 at a cost of $ 750,000. It was expected that as the manufacturing techniques became more generally familiar, the price would continue to drop over the next few years. This price decline was in stark contrast to the inflation in oil services products and supplies which was 18% in both, 1978 and 1979.

A study prepared by the cost accountant to help decide, what action to take, showed the  following information. The direct labour rate for lathe operations was $10 per hour including fringe benefits. Pay rates for operators would not change as a result of machining changes. The new machine would use less floor space, which would save $15,000 annually on the allocated charges for square footage of space used, although the layout of the plant was such that the left space unoccupied would be difficult to utilize and no other use was planned. Miscellaneous cash expenses for supplies, maintenance, and power would be $20,000 less per year, if the automatic machine were used. The purchase price was subject to 10% investment tax credit that did not reduce the depreciable cost.

Exhibit 1: Mavis Machine Shop Selected Financial Information Condensed Income Statement, 1979

Condensed Balance Sheet, 12/31/79


1. Summarize the net cash flows for the proposed project.

2.   For the project, calculate the internal rate of return, the accounting rate of return, the payback period, the net present value and the profitability index.

3. What qualitative factors should be considered in evaluating this project?

4.  What do you understand by condensed balance sheet?

5.   What decision would you recommend?
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