BioCom, Inc.: Part 1 BioCom was founded in 1993, when several scientists and eng
ID: 2788817 • Letter: B
Question
BioCom, Inc.: Part 1 BioCom was founded in 1993, when several scientists and engineers at a large fiber-optic-cable company began to see that optical fiber for the telecommunications industry was becoming a cheap commodity. They decided to start their own firm, which would specialize in cutting-edge applications for research in the life sciences and medical instruments. BioCom is now one of the leading firms in its niche field. BioCom’s management attributes the firm’s success to its ability to stay one step ahead of the market’s fast-changing technological needs. Almost as important is BioCom’s ability to select high-value-added projects and avoid commercial disasters. Over lunch, BioCom’s director of research and development (R&D) mentioned to the CFO that one of his best young scientists had recently left the company because his line manager had rejected his project. Although not a pattern, R&D had experienced similar losses in the past. The two executives discussed the problem and agreed that if the R&D people understood the selection process better, they might come up with more commercially viable projects and understand the project’s financial implications. The CFO has asked his assistant, Jane Donato, to prepare a retreat for the R&D department to explain the company’s project selection procedures. Jane is encouraged by the thought that this group will have no trouble in following the math. BioCom’s standard capital request form includes a narrative description of the project and the customer need that the company must fulfill. If the request originates with R&D, it then goes to the marketing department for a preliminary sales forecast and then to the production manager and cost analysts for cost estimates. If a proposal shows promise after these steps, it goes to the CFO, who has a staff member enter the data into a spreadsheet template. The template computes payback, discounted payback, net present value, internal rate of return, and modified internal rate of return. BioCom uses net present value as its primary decision criterion, but company executives believe that the other statistics provide some useful additional perspectives. To explain BioCom’s capital budgeting techniques, Jane has decided to present the cash flows from two recent proposals: the nano test tube project and the microsurgery kit project. All figures are in thousands of dollars: Time of Cash Flow Nano Test Tubes Microsurgery Kit Investment -$11,000 -$11,000 Year 1 2,000 4,000 Year 2 3,000 4,000 Year 3 4,000 4,000 Year 4 5,000 4,000 Year 5 7,000 4,000 Help Jane answer the following questions. Question:. Explain to the R&D staff why Bio Com uses the NPV method as its primary project selection criterion.
Explanation / Answer
Since Bio Com wants to consider only high value adding projects and avoid commercial disaster, Out of all the Capital budgeting technique NPV is the most prevalent and useful technique as NPV method tells us whether an investment will create value for the company, and by how much in terms of dollars. Moreover,NPV method taked a valid assumption that a future dollar is worth less than a dollar today.
NPV of the stated projects assuming cost of capital of 10% is computed in the table below :
The project of Microsurgery kit is recommended because it is creating more value to the company i.e, $4163.
year Cash flow Nano test tubes PV@10% Cash flow Microsurgery kit investment PV@10% 1 2000 1818 4000 3636 2 3000 2479 4000 3306 3 4000 3005 4000 3005 4 5000 3415 4000 2732 5 7000 4347 4000 2484 PV of inflows 15064 PV of inflows 15163 - PV of outflows 11000 - PV of outflows 11000 NPV 4064 NPV 4163Related Questions
Navigate
Integrity-first tutoring: explanations and feedback only — we do not complete graded work. Learn more.