Unit 3 DB

The President of EEC recently called a meeting to announce that one of the firm's largest suppliers of component parts has approached EEC about a possible purchase of the supplier.

The President has requested that you and your staff analyze the feasibility of acquiring this supplier.

Discuss the following:

What information is needed to analyze this investment opportunity?

What will be your decision-making process?

All future costs are relevant in decision making. Do you agree? Why?

Capital budgeting decisions fall into 2 broad categories: screening decisions and preference decisions. Discuss this.

Which do you think EEC should use-screening decisions or preference decisions? Why?

Unit 3 IP

Based on the following information, calculate net present value (NPV), internal rate of return (IRR), and payback for the investment opportunity: (750-1,000 words)

EEC expects to save $500,000 per year for the next 10 years by purchasing the supplier.

EEC's cost of capital is 14%.

EEC believes it can purchase the supplier for $2 million.

Answer the following:

Based on your calculations, should EEC acquire the supplier? Why or why not?

Which of the techniques (NPV, IRR, or payback period) is the most useful tool to use? Why?

Which of the techniques (NPV, IRR, or payback period) is the least useful tool to use? Why?

Would your answer be the same if EEC's cost of capital were 25%? Why or why not?

Would your answer be the same if EEC did not save $500,000 per year as anticipated?

What would be the least amount of savings that would make this investment attractive to EEC?

Given this scenario, what is the most EEC would be willing to pay for the supplier?

Prepare a memo to the President of EEC that details your findings and shows the effects if any of the following situations are true: (1,500-2,000 words)

EEC's cost of capital increases.

The expected savings are less than $500,000 per year.

EEC must pay more than $2 million for the supplier.