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Best
if printed in landscape.
Capital
This course will be minimal time on managing capital as an economic resource because this important topic is addressed in considerable detail in other courses. Only several topics will be mentioned in this course relative to capital.
Capital encompasses tools, machinery, equipment, and other facilities used to
produce goods or services.
The economic return to capital is interest.
Topics:
-
cash v. non-cash capital (e.g. equipment)
- equity
capital v. debt capital (leverage)
- cash flow -- amount
and timing of cash inflows and outflows; strategies for managing cash
flow
- taxes
and subsidies impact on capital
- owner
contributions and draw impact on capital
Text:
Capital
(equity)
Kay
Chapter 14 -- Forms of farm business organizations (again)
a
way to "pool" equity
Interpreting
financial statements (again)
Non-cost demands on capital
- Owner's draw
- Taxes
(sales, property, income, gift, estate)
Federal
income tax (Kay 16)
income,
minus expenses, compute tax, subtract credits
Introduction
to federal gift and estate taxes
value of
assets, minus debts, minus deductions, compute tax, subtract credits
impact
of lease on qualifying for 26 U.S.C. §2032A farmland valuation (2032A
is an application of capitalizing)
property
tax -- valuing ND farmland for property tax is an application of enterprise
analysis and capitalizing
Capital sources not reliant on production
- Owner's contributions
- Government
subsidies (federal government farm program)
impact
of business organization on farm program eligibility
Managing cash
flow
- Loans and debt
payments -- altering the time when capital is borrowed or principal is paid as a way to manage the business' cash flow.
- Sales and purchases -- altering the time of sales and purchases as a way to manage the business' cash flow.
- Lease v. purchase,
e.g., equipment
- There is a "profit" component to this decision, not just a cash flow consideration. The question of whether to lease or purchase raises an issue similar to the question of purchasing land -- does the desire to earn a profit outweigh, balance, or is outweighed by the cash flow considerations? Restated, what is the criterion for deciding whether to lease or purchase? Is it "which alternative will generate the most profit," or is it "which alternative will have the least adverse impact on cash flow, especially the immediate cash flow," or is it some combination of the two criteria?
- Using/preparing
a cash flow budget
Managing leverage
- Capital
(debt) -- addressed in other courses?
Last Updated
August 15, 2010
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