Renaissance Capital Group is considering allocating a limitedamount of capital investment funds among four proposals. The amountof proposed investment, estimated income from operations, and netcash flow for each proposal are as follows:
Investment Year Income from Operations Net Cash Flow Proposal A: $680,000 1 $ 64,000 $ 200,000 2 64,000 200,000 3 64,000 200,000 4 24,000 160,000 5 24,000 160,000 $240,000 $ 920,000 Proposal B: $320,000 1 $ 26,000 $ 90,000 2 26,000 90,000 3 6,000 70,000 4 6,000 70,000 5 (44,000) 20,000 $ 20,000 $340,000 Proposal C: $108,000 1 $ 33,400 $ 55,000 2 31,400 53,000 3 28,400 50,000 4 25,400 47,000 5 23,400 45,000 $142,000 $ 250,000 Proposal D: $400,000 1 $100,000 $ 180,000 2 100,000 180,000 3 80,000 160,000 4 20,000 100,000 5 0 80,000 $300,000 $700,000
The company's capital rationing policy requires a maximum cashpayback period of three years. In addition, a minimum average rateof return of 12% is required on all projects. If the precedingstandards are met, the net present value method and present valueindexes are used to rank the remaining proposals.
Present Value of $1 at CompoundInterest Year 6% 10% 12% 15% 20% 1 0.943 0.909 0.893 0.870 0.833 2 0.890 0.826 0.797 0.756 0.694 3 0.840 0.751 0.712 0.658 0.579 4 0.792 0.683 0.636 0.572 0.482 5 0.747 0.621 0.567 0.497 0.402 6 0.705 0.564 0.507 0.432 0.335 7 0.665 0.513 0.452 0.376 0.279 8 0.627 0.467 0.404 0.327 0.233 9 0.592 0.424 0.361 0.284 0.194 10 0.558 0.386 0.322 0.247 0.162
Required:
1. Compute the cash payback period for each ofthe four proposals.
Cash Payback Period Proposal A Proposal B Proposal C Proposal D
2. Giving effect to straight-line depreciationon the investments and assuming no estimated residual value,compute the average rate of return for each of the four proposals.If required, round your answers to one decimal place.
Average Rate of Return Proposal A % Proposal B % Proposal C % Proposal D %
3. Using the following format, summarize theresults of your computations in parts (1) and (2) by placing thecalculated amounts in the first two columns on the left andindicate which proposals should be accepted for further analysisand which should be rejected. If required, round your answers toone decimal place.
Proposal Cash Payback Period Average Rate of Return Accept or Reject A % B % C % D %
4. For the proposals accepted for furtheranalysis in part (3), compute the net present value. Use a rate of15% and the present value of $1 table above. Round to the nearestdollar.
Select the proposal accepted for further analysis. Present value of net cash flow total $ $ Less amount to be invested $ $ Net present value $ $
5. Compute the present value index for each ofthe proposals in part (4). If required, round your answers to twodecimal places.
Select proposal to compute Present value index. Present value index (rounded)
6. Rank the proposals from most attractive toleast attractive, based on the present values of net cash flowscomputed in part (4).
Rank 1st Rank 2nd
7. Rank the proposals from most attractive toleast attractive, based on the present value indexes computed inpart (5).
Rank 1st Rank 2nd
8. The present value indexes indicate thatalthough Proposal has the larger net present value, it is not asattractive as Proposal in terms of the amount of present value perdollar invested. Proposal requires the larger investment. Thus,management should use investment resources for Proposal beforeinvesting in Proposal , absent any other qualitative considerationsthat may impact the decision.
Renaissance Capital Group is considering allocating a limitedamount of capital investment funds among four proposals. The amountof proposed investment, estimated income from operations, and netcash flow for each proposal are as follows:
| Investment | Year | Income from Operations | Net Cash Flow | |||
| Proposal A: | $680,000 | 1 | $ 64,000 | $ 200,000 | ||
| 2 | 64,000 | 200,000 | ||||
| 3 | 64,000 | 200,000 | ||||
| 4 | 24,000 | 160,000 | ||||
| 5 | 24,000 | 160,000 | ||||
| $240,000 | $ 920,000 | |||||
| Proposal B: | $320,000 | 1 | $ 26,000 | $ 90,000 | ||
| 2 | 26,000 | 90,000 | ||||
| 3 | 6,000 | 70,000 | ||||
| 4 | 6,000 | 70,000 | ||||
| 5 | (44,000) | 20,000 | ||||
| $ 20,000 | $340,000 | |||||
| Proposal C: | $108,000 | 1 | $ 33,400 | $ 55,000 | ||
| 2 | 31,400 | 53,000 | ||||
| 3 | 28,400 | 50,000 | ||||
| 4 | 25,400 | 47,000 | ||||
| 5 | 23,400 | 45,000 | ||||
| $142,000 | $ 250,000 | |||||
| Proposal D: | $400,000 | 1 | $100,000 | $ 180,000 | ||
| 2 | 100,000 | 180,000 | ||||
| 3 | 80,000 | 160,000 | ||||
| 4 | 20,000 | 100,000 | ||||
| 5 | 0 | 80,000 | ||||
| $300,000 | $700,000 |
The company's capital rationing policy requires a maximum cashpayback period of three years. In addition, a minimum average rateof return of 12% is required on all projects. If the precedingstandards are met, the net present value method and present valueindexes are used to rank the remaining proposals.
| Present Value of $1 at CompoundInterest | |||||
| Year | 6% | 10% | 12% | 15% | 20% |
| 1 | 0.943 | 0.909 | 0.893 | 0.870 | 0.833 |
| 2 | 0.890 | 0.826 | 0.797 | 0.756 | 0.694 |
| 3 | 0.840 | 0.751 | 0.712 | 0.658 | 0.579 |
| 4 | 0.792 | 0.683 | 0.636 | 0.572 | 0.482 |
| 5 | 0.747 | 0.621 | 0.567 | 0.497 | 0.402 |
| 6 | 0.705 | 0.564 | 0.507 | 0.432 | 0.335 |
| 7 | 0.665 | 0.513 | 0.452 | 0.376 | 0.279 |
| 8 | 0.627 | 0.467 | 0.404 | 0.327 | 0.233 |
| 9 | 0.592 | 0.424 | 0.361 | 0.284 | 0.194 |
| 10 | 0.558 | 0.386 | 0.322 | 0.247 | 0.162 |
Required:
1. Compute the cash payback period for each ofthe four proposals.
| Cash Payback Period | |
| Proposal A | |
| Proposal B | |
| Proposal C | |
| Proposal D |
2. Giving effect to straight-line depreciationon the investments and assuming no estimated residual value,compute the average rate of return for each of the four proposals.If required, round your answers to one decimal place.
| Average Rate of Return | |
| Proposal A | % |
| Proposal B | % |
| Proposal C | % |
| Proposal D | % |
3. Using the following format, summarize theresults of your computations in parts (1) and (2) by placing thecalculated amounts in the first two columns on the left andindicate which proposals should be accepted for further analysisand which should be rejected. If required, round your answers toone decimal place.
| Proposal | Cash Payback Period | Average Rate of Return | Accept or Reject | |
| A | % | |||
| B | % | |||
| C | % | |||
| D | % | |||
4. For the proposals accepted for furtheranalysis in part (3), compute the net present value. Use a rate of15% and the present value of $1 table above. Round to the nearestdollar.
| Select the proposal accepted for further analysis. | ||
| Present value of net cash flow total | $ | $ |
| Less amount to be invested | $ | $ |
| Net present value | $ | $ |
5. Compute the present value index for each ofthe proposals in part (4). If required, round your answers to twodecimal places.
| Select proposal to compute Present value index. | ||
| Present value index (rounded) |
6. Rank the proposals from most attractive toleast attractive, based on the present values of net cash flowscomputed in part (4).
| Rank 1st | |
| Rank 2nd |
7. Rank the proposals from most attractive toleast attractive, based on the present value indexes computed inpart (5).
| Rank 1st | |
| Rank 2nd |
8. The present value indexes indicate thatalthough Proposal has the larger net present value, it is not asattractive as Proposal in terms of the amount of present value perdollar invested. Proposal requires the larger investment. Thus,management should use investment resources for Proposal beforeinvesting in Proposal , absent any other qualitative considerationsthat may impact the decision.
Related questions
Capital Rationing Decision for a Service Company Involving FourProposals
Renaissance Capital Group is considering allocating a limitedamount of capital investment funds among four proposals. The amountof proposed investment, estimated income from operations, and netcash flow for each proposal are as follows:
| Investment | Year | Income from Operations | Net Cash Flow | |||
| Proposal A: | $680,000 | 1 | $ 64,000 | $ 200,000 | ||
| 2 | 64,000 | 200,000 | ||||
| 3 | 64,000 | 200,000 | ||||
| 4 | 24,000 | 160,000 | ||||
| 5 | 24,000 | 160,000 | ||||
| $240,000 | $ 920,000 | |||||
| Proposal B: | $320,000 | 1 | $ 26,000 | $ 90,000 | ||
| 2 | 26,000 | 90,000 | ||||
| 3 | 6,000 | 70,000 | ||||
| 4 | 6,000 | 70,000 | ||||
| 5 | (44,000) | 20,000 | ||||
| $ 20,000 | $340,000 | |||||
| Proposal C: | $108,000 | 1 | $ 33,400 | $ 55,000 | ||
| 2 | 31,400 | 53,000 | ||||
| 3 | 28,400 | 50,000 | ||||
| 4 | 25,400 | 47,000 | ||||
| 5 | 23,400 | 45,000 | ||||
| $142,000 | $ 250,000 | |||||
| Proposal D: | $400,000 | 1 | $100,000 | $ 180,000 | ||
| 2 | 100,000 | 180,000 | ||||
| 3 | 80,000 | 160,000 | ||||
| 4 | 20,000 | 100,000 | ||||
| 5 | 0 | 80,000 | ||||
| $300,000 | $700,000 |
The company's capital rationing policy requires a maximum cashpayback period of three years. In addition, a minimum average rateof return of 12% is required on all projects. If the precedingstandards are met, the net present value method and present valueindexes are used to rank the remaining proposals.
| Present Value of $1 at CompoundInterest | |||||
| Year | 6% | 10% | 12% | 15% | 20% |
| 1 | 0.943 | 0.909 | 0.893 | 0.870 | 0.833 |
| 2 | 0.890 | 0.826 | 0.797 | 0.756 | 0.694 |
| 3 | 0.840 | 0.751 | 0.712 | 0.658 | 0.579 |
| 4 | 0.792 | 0.683 | 0.636 | 0.572 | 0.482 |
| 5 | 0.747 | 0.621 | 0.567 | 0.497 | 0.402 |
| 6 | 0.705 | 0.564 | 0.507 | 0.432 | 0.335 |
| 7 | 0.665 | 0.513 | 0.452 | 0.376 | 0.279 |
| 8 | 0.627 | 0.467 | 0.404 | 0.327 | 0.233 |
| 9 | 0.592 | 0.424 | 0.361 | 0.284 | 0.194 |
| 10 | 0.558 | 0.386 | 0.322 | 0.247 | 0.162 |
Required:
1. Compute the cash payback period for each ofthe four proposals.
| Cash Payback Period | |
| Proposal A | |
| Proposal B | |
| Proposal C | |
| Proposal D |
2. Giving effect to straight-line depreciationon the investments and assuming no estimated residual value,compute the average rate of return for each of the four proposals.If required, round your answers to one decimal place.
| Average Rate of Return | |
| Proposal A | % |
| Proposal B | % |
| Proposal C | % |
| Proposal D | % |
3. Using the following format, summarize theresults of your computations in parts (1) and (2) by placing thecalculated amounts in the first two columns on the left andindicate which proposals should be accepted for further analysisand which should be rejected. If required, round your answers toone decimal place.
| Proposal | Cash Payback Period | Average Rate of Return | Accept or Reject | |
| A | % | |||
| B | % | |||
| C | % | |||
| D | % | |||
4. For the proposals accepted for furtheranalysis in part (3), compute the net present value. Use a rate of15% and the present value of $1 table above. Round to the nearestdollar.
| Select the proposal accepted for further analysis. | ||
| Present value of net cash flow total | $ | $ |
| Less amount to be invested | $ | $ |
| Net present value | $ | $ |
5. Compute the present value index for each ofthe proposals in part (4). If required, round your answers to twodecimal places.
| Select proposal to compute Present value index. | ||
| Present value index (rounded) |
Topics 1 to 3 - Consolidation: Principles, accounting requirements, intra-group transactions and non-controlling interests
Parent Ltd acquired 80% of the issued shares of Subsidiary Ltd on 1 July 2014. At the acquisition date, the equity of Subsidiary Ltd consisted of Share Capital of $200,000; Retained Earnings of $ 74,000 and General Reserve of $6,000.
Parent Ltd uses the full goodwill method. The fair value of non-controlling interest at 1 July 2014 was $63,000.
All the identifiable net assets of Subsidiary Ltd were recorded at fair value at the date of acquisition, except for the following assets:4
| Carrying amount | Fair value | |
| $ | $ | |
| Plant (cost $150,000) | 100,000 | 110,000 |
| Land | 60,000 | 76,000 |
The plant has a further 10-year life, with benefits expected to be received evenly over that period. The land was sold on 1 February 2015 for $80,000. Any valuation reserve in relation to the land is transferred to retained earnings on consolidation.
Three years after acquisition, the financial information at 30 June 2017 of the two companies appears as follows:
|
| Parent Ltd | Subsidiary Ltd |
| $ | $ | |
| Sales | 632,000 | 440,000 |
| Other revenue: | ||
| Debenture interest | 10,000 | - |
| Management and consulting fees | 10,000 | - |
| Dividends from Subsidiary Ltd | 24,000 | - |
| Total revenue | 676,000 | 440,000 |
| Cost of sales | 260,000 | 170,000 |
| Manufacturing expenses | 180,000 | 120,000 |
| Depreciation on plant | 30,000 | 30,000 |
| Administrative expenses | 30,000 | 16,000 |
| Financial expenses | 22,000 | 10,000 |
| Other expenses | 28,000 | 24,000 |
| Total expenses | 550,000 | 370,000 |
| Profit before tax | 126,000 | 70,000 |
| Income tax expense | (50,000) | (34,000) |
| Operating profit after tax | 76,000 | 36,000 |
| Retained earnings 1 July 2016 | 100,000 | 90,000 |
| 176,000 | 126,000 | |
| Transfer to general reserve | 6,000 | - |
| Interim dividend paid | 20,000 | 20,000 |
| Final dividends declared | 20,000 | 10,000 |
| 46,000 | 30,000 | |
| Retained earnings 30 June 2017 | 130,000 | 96,000 |
| General reserve | 100,000 | 20,000 |
| Other components of equity | 26,000 | 20,000 |
| Share capital | 600,000 | 200,000 |
| Debentures | 400,000 | 200,000 |
| Current tax liability | 50,000 | 34,000 |
| Dividend payable | 20,000 | 10,000 |
| Deferred tax liability | - | 14,000 |
| Other liabilities | 180,000 | 24,000 |
| 1,506,000 | 618,000 | |
| Assets | ||
| Financial assets | 100,000 | 120,000 |
| Debentures in Subsidiary Ltd | 200,000 | - |
| Shares in Subsidiary Ltd | 263,200 | - |
| Plant (cost) | 240,000 | 204,000 |
| Accumulated depreciation รขยย plant | (130,000) | (110,000) |
| Other depreciable assets | 152,000 | 110,000 |
| Accumulated depreciation | (80,000) | (50,000) |
| Inventory | 180,000 | 170,000 |
| Deferred tax asset | 170,800 | 60,000 |
| Land | 402,000 | 114,000 |
| Dividend receivable | 8,000 | - |
| 1,506,000 | 618,000 |
Additional information:
(a) The inventory on hand of Subsidiary Ltd on 1 July 2016 included a quantity priced at $20,000 that was transferred from Parent Ltd during the prior financial year. This inventory had cost Parent Ltd $15,000. This entire inventory was sold by Subsidiary Ltd to parties external to the group during the current financial year.
(b) Subsidiary Ltd sold inventory to Parent Ltd for $120,000 during the year. This inventory had an original cost to Subsidiary Ltd of $110,000. This entire inventory was held by Parent Ltd during the year.
(c) On 1 January 2016, Subsidiary Ltd sold an item from its inventory to Parent Ltd for $40,000. Parent Ltd had treated this item as an addition to its plant. The item was put into service as soon as received by Parent Ltd and depreciation charged at 20% p.a. The cost of that item to Subsidiary Ltd was $30,000.
(d) The management and consulting fees of Parent Ltd were all paid by Subsidiary Ltd and represented charges made for administration $4,400 and technical services $5,600. The latter were recognised as manufacturing expenses by Subsidiary Ltd.
(e) All debentures issued by Subsidiary Ltd are held by Parent Ltd. The related interest has been recorded by Parent Ltd accordingly and Subsidiary Ltd recorded the interest paid in financial expenses.
(f) Other components of equity relate to movements in the fair values of the financial assets. The balance of these accounts on 1 July 2016 was $20,000 for Parent Ltd and $16,000 for Subsidiary Ltd.
(g) The tax rate is 30%.
Required:
Prepare an acquisition analysis and the consolidation journal entries necessary for preparation of the consolidated financial statements for the year ending 30 June 2017 for the group comprising Parent Ltd and Subsidiary Ltd.
Note: show all necessary workings and narrations.
| Question 1 | Max. marks allocated |
| Acquisition analysis | 5 |
| Consolidation entries - accuracy | 35 |
| Total | 40 |
