CAPITAL BUDGETING - MINI CASE STUDY Fenton, Inc., has established a new strategic plan that calls for new capital investment. The company has a 9.8% required rate of return and an 8.3% cost of capital. Fenton currently has a return of 10% on its other investments. The proposed new investments have equal annual cash inflows expected. Management used a screening procedure of calculating a payback period for potential investments and annual cash flows, and the IRR for the 7 possible investments are shown. Each investment has a 6-year expected useful life and no salvage value. Payback Period IRR Investment Cost Project A1 4.2 10.5% $130,000 Project B2 5.9 5.1% 67,000 Project C3 5.0 13.4% 83,000 Project D4 4.8 7.4% 61,000 Project E5 3.2 12.1% 115,000 Project F6 4.0 9.9% 65,000 Project G7 6.3 9.8% 76,000 Identify which project(s) is/are unacceptable and briefly state the conceptual justification as to why each of your choices is unacceptable. Assume Fenton has $330,000 available to spend. Which remaining projects should Fenton invest in and in what order? If Fenton was not limited to a spending amount, should they invest in all of the projects given the company is evaluated using return on investment?