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192.168.6.56/handle/123456789/44834Full metadata record
| DC Field | Value | Language |
|---|---|---|
| dc.contributor.author | H. Kent Baker, Philip English, Daniel Ferreira, Fodil Adjaoud, Dorra Charfi, and Lamia Chourou, Tom Arnold and Terry Nixon, Alexander Bruggen, Jari Huikku | - |
| dc.date.accessioned | 2019-02-18T11:47:27Z | - |
| dc.date.available | 2019-02-18T11:47:27Z | - |
| dc.date.issued | 2011 | - |
| dc.identifier.isbn | 978-1-118-04456-8 | - |
| dc.identifier.uri | http://10.6.20.12:80/handle/123456789/44834 | - |
| dc.description | Capital budgeting refers to the process that managers use to make decisions about whether long-term investments or capital expenditures are worth pursuing by their organizations. In other words, capital budgeting is the process of planning, analyzing, selecting, and managing capital investments. The basic notion is that managers use the capital, usually long-term funds, raised by their firms to invest in assets (also called capital goods) that will enable the firm to generate cash flows for at least several years into the future. Typical investments include replacements of existing assets and expansion of existing or new product lines. Capital budgeting is one of the most challenging tasks facing management because it concerns the investment decision, which deals with allocating funds over time in order to achieve a firm’s objectives. For most companies, the investment decision has a greater impact on value than does the financing decision, which deals with acquiring needed funds. However, both investment and financing decisions are intertwined and at the heart of financial management | - |
| dc.language | en | en_US |
| dc.language.iso | en | en_US |
| dc.publisher | John Wiley & Sons | en_US |
| dc.subject | Capital budge | en_US |
| dc.title | Capital Budgeting Valuation | en_US |
| dc.type | Book | en_US |
| Appears in Collections: | Environmental and Development Studies | |
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