Answer:
1. 3 years and 9 months
2. $16,439,325
3. 20.33 %
Explanation:
The Summary of the Cash Flows for this project will be as follows :
Year 0 - $7,125,000
Year 1 $1,875,000
Year 2 $1,875,000
Year 3 $1,875,000
Year 4 $1,875,000
Year 5 $1,875,000
Year 6 $1,875,000
Year 7 $1,875,000
Year 8 $1,875,000
Payback Period
$7,125,000 = Year 1 ($1,875,000) + Year 1 ($1,875,000) + Year 1 ($1,875,000) + $1,500,000 / $1,875,000
= 3 years and 9 months
Net Present Value (NPV)
Calculation using a financial calculator :
- $7,125,000 CFj
$1,875,000 CFj
$1,875,000 CFj
$1,875,000 CFj
$1,875,000 CFj
$1,875,000 CFj
$1,875,000 CFj
$1,875,000 CFj
$1,875,000 CFj
I/YR 12%
Shift NPV $16,439,325
Internal Rate of Return (IRR)
Calculation using a financial calculator :
- $7,125,000 CFj
$1,875,000 CFj
$1,875,000 CFj
$1,875,000 CFj
$1,875,000 CFj
$1,875,000 CFj
$1,875,000 CFj
$1,875,000 CFj
$1,875,000 CFj
Shift IRR 20.33 %
Answer:
a. Expected Return = 16.20 %
Standard Deviation = 35.70%
b. Stock A = 22.10%
Stock B = 29.75%
Stock C = 33.15%
T-bills = 15%
Explanation:
a. To calculate the expected return of the portfolio, we simply multiply the Expected return of the stock with the weight of the stock in the portfolio.
Thus, the expected return of the client's portfolio is,
- w1 * r1 + w2 * r2
- 85% * 18% + 15% * 6% = 16.20%
The standard deviation of a portfolio with a risky and risk free asset is equal to the standard deviation of the risky asset multiply by its weightage in the portfolio as the risk free asset like T-bill has zero standard deviation.
b. The investment proportions of the client is equal to his investment in T-bills and risky portfolio. If the risky portfolio investment is considered of the set proportion investment in Stock A, B & C then the 85% investment of the client will be divided in the following proportions,
- Stock A = 85% * 26% = 22.10%
- Stock B = 85% * 35% = 29.75%
- Stock C = 85% * 39% = 33.15%
- T-bills = 15%
- These all add up to make 100%
Answer:
C. Employees value the rewards or incentives that are being offered
Explanation:
Let's see the different options for answer...
<u>A. Performance measures are to be linked to the individual's goals</u>
No. Even if the performance measures should be linked to the individual's goals, just the mere existence of such KPI is not sufficient to motivate employees. There has to be some performance reward attached to it.
<u>B. Employees are given very broad performance goals</u>
No. To get a good performance and motivate employees, they must be given clear goals and objectives.
<u>C. Employees value the rewards or incentives that are being offered</u>
Yes. Even if you have good performance measurements, with realistic goals, the employees won't be motivated to reach those goals if the reward doesn't worth the effort.
<u>D. Employees are given limited resources to meet their goals</u>
No. They won't be motivated if they don't think they have the means to achieve those goals.
Answer: B. Currency Boards
Explanation: Capital control is a process through which Organisations put in place different actions and programs to regulate the capital used in the business. This can be in the form of prohibitions(a capital control by preventing certain spending)
Taxes are also means of controlling capital by Organisations.
Quotas are also used to control capital by assigning certain level of spending or investment.