Discuss About The Capital Budgeting Its Different Concepts?
The management of the company shall take an effective and the informed decision. It is because the functioning and the operation of the company will only go when the management of the company remains actively involved in the day to day functioning of the company. Otherwise the company will no longer work on the going concern and with the passage of time it will go under liquidation or winding up. There are many techniques of capital budgeting which includes net present value, payback period, discounted payback period, Internal rate of return, Profitability Index and other similar ratios. Apart from the capital budgeting there are other concepts which the management adopts for the completion of the decision making function. These are sensitivity analysis, scenario analysis, break – even analysis and simulation techniques. Through this report at first the reasons has been discussed as to how the management decision can be related to the capital budgeting techniques and in the second the relation of the capital budgeting techniques with the different concepts have been detailed. It is done by making reference to the benefits of the capital budgeting techniques so employed by the management. The report has been prepared with the above details and the appropriate conclusion has been given.
The term capital budgeting is defined as the attempt made by the management to know the future of the company. In other words, the capital budgeting is the process which will help the company to evaluate whether the proposed investment of the company in the long term assets or the projects is feasible or not. These long term assets generally includes new plant and machinery, new equipment, new launch of the product and the long term projects includes solar power project or any other projects of the similar nature. There are two premises of adopting the capital budgeting process (Bennouna, Meredith and Marchant, 2010). One is related to checking of the viability or feasibility of the long term assets or long term projects and other one is related to checking of increase in the wealth of the shareholder of the company.
The capital budgeting process is performed by the various numbers of techniques or methods. These methods or techniques are described as the Capital budgeting techniques. These techniques shall be performed in the defined manner and shall be used only where its applicability is present (Burns and Walker, 2015). Each of the capital budgeting techniques has different calculations and the different criteria for making of decision by the management. Following are the capital budgeting decision techniques adopted by every company depending upon the nature of the proposed investment:
The aforesaid capital budgeting techniques are closely linked with the decision making function of the management of the company. It is because each of the techniques of the capital budgeting so described provides the decisive factor to the management of the company which helped the management of the company to take an informed and timely decision. Thus, the basis of the relation between the capital budgeting techniques and the decision making function of the management is only the decision criteria that the each capital budgeting techniques provides and equip the management as to whether to go with the project or not. The decision criterion that has developed the relation between the two has been discussed below:
In this manner, the decision making activity conducted by the management of the company is closely link with the capital budgeting techniques and shall make use of the techniques in the best possible manner.
Apart from the relation with the management decision making function, the capital budgeting techniques are related to the following concepts:
Sensitivity analysis helps the analyst to determine how far the dependant variable will have an effect because of the change in the independent variable subject to the remaining information as constant. It helps the company to analyze the result of the decision with the same set of constant variables. The sensitivity analysis is performed in the capital budgeting techniques only. Like in the net present value method, the sensitivity analysis helps the company to understand as to how the net present value will be affected in case the selling price gets decreased by 10% or the variable costs get increased by 10% and similar other situations. In this way, sensitivity analysis is linked to the capital budgeting techniques (Schall, Sundem. and Geijsbeek., 2008).
The scenario analysis helps the management to have the better decision by giving the all possible outcomes which is related to the project to the proposed investment. It does not deal with the past rather it considers the past history so as to estimate the future events that may occur like increase in the cost of capital of the company or increase in the fixed cost of the company and etc. While performing the capital budgeting techniques the company shall take into consideration the different scenarios in the calculation of the Net present value and other techniques so that the company can take informed and an effective decision (Ross, 2002). In this way, scenario analysis is linked to the capital budgeting techniques.
The break even analysis helps the company to analyze the point at which their sales revenue will be able to generate that much profit which will just be equivalent to the expenses both direct and indirect. In other words break even is not the point at which the company is incurring a loss nor having any gains, only generating the income through which they will be able to meet out their costs. This concept is very closely linked with one of the technique which is known as Net present value. If the net present value comes out as zero then it will be treated as the company has reached the net present value breakeven (Charnes, 2003). The importance of breakeven will be received only when it is linked to the capital budgeting technique of the net present value.
Simulation analysis is the technique through which the large number of the possible outcomes is derived. At first the large number of the possible scenarios is defined using the various variable of the project and then through the probability distribution method of statistical measures large number of outcomes is delivered. These possible outcomes are linked with the capital budgeting technique of the net present value to know as to how far the net present value gets affected by the number of outcomes (Porter, 2012; Salazar and Sen., 2008.).
If the risk is also adjusted with these four concepts then there link with the capital budgeting techniques will then become stronger. In this way, the management of the company uses the aforesaid concepts along with the capital budgeting techniques so as to make an effective and efficient decision (Smith, 2004).
Conclusion
The capital budgeting techniques are the backbone for making the effective decision of the company and have the pure direct relationship. Similarly the different concepts that the management of the company usually utilizes are closely linked with the capital budgeting techniques. Although all the four concepts consists of different ways for providing different information to the management of the company but it is calculated and arrived from the result of the capital budgeting techniques. Thus, to conclude with the study, the management shall adopt the capital budgeting technique uniformly.
On the basis of the aforesaid analysis and discussion, it is recommended to have the capital budgeting techniques as an integral part for making the effective and timely decision.
References
Bennouna, K., Meredith, G.G. and Marchant, T., 2010. Improved capital budgeting decision making: evidence from Canada. Management decision, 48(2), pp.225-247.
Burns, R. and Walker, J., 2015. Capital budgeting surveys: the future is now.
Charnes, A.., 2003. Breakeven budgeting and programming to goals. Journal of Accounting Research, pp.16-43.
Farragher, E.J., 2010. The association between the use of sophisticated capital budgeting practices and corporate performance. The Engineering Economist, 46(4), pp.300-311.
Porter, M.E., 2012 Capital choices: Changing the way America invests in industry. Journal of Applied Corporate Finance, 5(2), pp.4-16.
Ross, S.A., 2002. Corporate finance (Vol. 7). New York: McGraw-Hill/Irwin.
Salazar, R.C. and Sen, S.K., 2008. A simulation model of capital budgeting under uncertainty. Management Science, pp.B161-B179.
Schall, L.D., Sundem, G.L. and Geijsbeek, W.R., 2008. Survey and analysis of capital budgeting methods. The journal of finance, 33(1), pp.281-287.
Smith, D.J., 2004. Incorporating risk into capital budgeting decisions using simulation. Management decision, 32(9), pp.20-26.
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