Introduction: Chiragh Din, who opened his own shop in the of street of Teli Mohalla of Rawalpindi on 3rd June,

1962. As he worked being an electrician for a large company so his shop called Chiragh Lights, where he sold small electrical items like bulb, wire, sockets, plugs etc He was expert in his work, and working hard took him to opened a much larger shop( very prestigious for the business) on Muree road of Rawalpindi.

His new shop was specialized in lighting items offering both sales and service. Soon he was winning contracts to large contractors.

His son Roshan completed his BBA and join his father s business.

They also decided to retain their Muree shop as that was a cash cow for them.

A new private limited company was formed under the name of Chiragh Din Lights private Ltd They put up the basic building structure out of their savings at Kahota Industrial area.

They put up the basic building structure out of their savings at Kahuta Industrial area.

They were able to rise a loan for purchase of the plant by pledging the factory land..

After some initial problem Chiragh Din Lights pvt(Ltd), started competing well with larger firms and with importers as well. At that time they sold of their Muree road shop and paid off the factory debt . His sole focus on the customer satisfaction were the key elements of all their manufacturing policies . Thus clients have greater faith in his products.

Thus clients have greater faith in his products. Roshan control the administration side the business. They hired a professional, Malik Khalid, to look after the marketing aspects of the company. In the year 1990, the company s annual sales touches 100 million mark.

In the early 2006 the company approached to the English Electronics PLC, a British firm. This company has been supplying their switches to Pakistani market for over seven years. Their interest to have an assembly plant in Pakistan. Their trade name was ZAAP. Their research make them to have potential partnership with CDL.

They proposed an agreement:

English Electronics were supply the plant and relevent technology. They will also offer technically support program for three years. They were willing to arrange loan for them to cover the cost of the plant.

The components for the assembly will be supplied by the British firm. No separate charge was to be levied on the CDL, for use of the ZAAP trade name.

Their opinions about the project .. Malik Khalid the marketing manager of CDL proposed that they should double the manufacturing capacity of their products by installing a new plant. Currently the company was sailing products to Rawalpindi, Islamabad, Punjab, Peshawar and Sindh as well.

R0shan who now acted as the CEO of the CDL, have the opinion to take up both the projects, i.e. i. Increase the production capacity of light.

ii. Set up new plants to manufacture electrical fittings. Chiragh Din, serving as the chairman of the company, was not in favor of the projects. He think that company shouldn t its capital resources as well as managerial.

So They hired financial consultants, in order to advise the company whether to carry the projects or not. The small team, headed by Mehvish Khan, was assigned by sterling assosiates work on the CDL s projects.

Mehvish was able to gether information: Chiragh Din was not in favor of both the projects at the same time. He agreed with Malik Khalid that expansion of current lights project should not be delayed in order to penetrate the upper Punjab market.

Roshan was quite keen at the prospects of working with British company. He think that they will soon the international champion. He think that CDL financial position and structure should enable them to rise finance for both the projects. He also pointed out that English Electronics were prepare a loan for the switches assembly plant. And he reason that CDL needed long term funds for the lamps plant expansion project.

Malik Khalid asummed that they have already good name in their on business of lights. And switches on other hand is a new business for them.though they will use the trade name ZAAP but they will never own that trade name. He said all the efforts that they will serve will strengthen PLC in Pakistan not CDL & English Electronics will never allow CDL to start their own line in Switches

Mehvish analyze the financial aspects of both projects. oThe company pay 10% of dividend over the past few years oThe owners believe that cost of equity funds about 20%, the cost of long term fund will be 12% if they borrow funds to put up any of the plant.

oCharagh Dinn believes that they should add an additional cost 2% on what ever weighted Average cost (WAC is the average of the costs of these sources of financing, each of which is weighted by its respective use in the given situation. By taking a weighted average, we can see how much interest the company has to pay for every dollar it finances. A firm's WACC is the overall required return on the firm as a whole and, as such, it is often used internally by company directors to determine the economic feasibility of expansionary opportunities and mergers. It is the appropriate discount rate to use for cash flows with risk that is similar to that of the overall firm) of funds comes for the switches project and it carries a higher degree of risk.

All figures in millions 0f Rs Gross Revenue Gross profit Administration overhead Marketing overhead financial overheads Net profit Dividends unapprpriated Profit

2003 2004 2005 actual actual actual 2006 estimated 113 128 149 174 39 46 54 65 9 16 3.4 11 5 84 10 19 3.2 14 5 93 11 20 3.5 19 5 107 13 26 2.8 25 5 127

Rs in millions plant cost new buildings capital Additional investment in working capital total investment required

Increase light making Put upNew switches plant capacity 75 80 5 5

15 9.5

25 110

Rs i illio year 1 year 2 year 3 year 4 year 5 year 6 year 7 year 8 year 9 year 10

Sales irect i ar et Reve ue cost overhea overhea 45 27 2 6.2 60 36 2.5 5 75 45 3 5 85 51 3.5 5.5 100 60 4 5.5 110 66 4.5 6 124 74.4 5 6 135 81 5.5 6.5 151 90.6 6 6.5 165 99 6.5 7

Sales

Direct

Admin

Market

Rs in million year 1 year 2 year 3 year 4 year 5 year 6 year 7 year 8 year 9 year 10

Revenue 80 88 96 106.5 117.1 128.8 141.7 155.9 171.5 188.6

Cost 57.6 63.4 69.7 76.7 84.3 92.8 102 112.2 123.5 135.8

Overhead 3 3.5 4.2 5 5.5 6 6.6 7 7.5 8

overhead 7.5 5 5 5.5 5.5 6 6 6.5 6.5 7

Large Investment In Plant Or Equipment With Returns Over A Period Of Time. Investment May Take Place Over A Period Of Time A Strategic Investment Decision

Purpose
Expansion Improvement Replacement R & D

To maximise shareholders wealth..

Projects should give a return over and above themarginal weighted average cost of capital. Projects can be; Mutually exclusive Independent

Select the project that maximises shareholders wealth Consider all cash flows Discount the cash flows at the appropriate marketdetermined opportunity cost of capital W ill allow managers to consider each projectindependently from all others

. Estimate the cash flows. . Assess the riskiness of the cash flows. . Determine the appropriate discount rate. . Find the PV of the expected cash flows. . Accept the project if PV of inflows > costs.

A. Payback B. Internal Rate of Return (IRR) C. Net Present Value (NPV) D. Profitability Index

For a project with equal annual receipts:

Where: I= iitial ivestment c=net annual cash inflow

The IRR is the discount rate at which the NPV for aproject equals zero. This rate means that the presentvalue of the cash inflows for the project would equalthe present value of its outflows. oThe IRR is the break-even discount rate. oThe IRR is found by trial and error.

oDiscount cash inflows to their present value andthen compare with capital outlay required by theinvestment oDiscount rate (hurdle rate or required rate of return) required minimum rate of return givenriskiness of investment oProposal is acceptable when NPV is >zero oThe higher the NPV ,the more attractive theinvestment

The profitability index,or PI,method compares the presentvalue of future cash inflows with the initial investment on arelative basis. Therefore,the PI is the ratio of the presentvalue of cash flows (PVCF) to the initial investment of theproject. PI= PVCF/Initial Investment

In this method,a project with a PI greater than1is accepted, but a project is rejected when its PI is less than 1.

Payback

Easy to understandBased on cash flows Highlights risk

Ignores profitability and the time value of money

NPV & IRR

Based on cashflows, profitability &time value of money

Difficult to determine discount rate