Agent Marketplace · Strategy to Plan
Capital Allocation Advisor
Recommends where to deploy capital across competing initiatives.
How to use this agent
Stage 1 of 5
See what it needsRead the input data the agent asks for and where each figure usually comes from.
Stage 2 of 5
Run the demoPress the demo button to see a full run on a fictional company. Nothing is saved.
Stage 3 of 5
Get the templateThe tool opens once it is approved; the template downloads from there.
Stage 4 of 5
Add your dataFill the template and upload it, or type straight into the tool. Your work saves as you go.
Stage 5 of 5
Read and share the resultRead the headline results, then print or save the PDF report.
SIPOC: how the agent works
Who supplies what, what goes in, what the agent does, what comes out, and who uses it.
| Suppliers | Inputs | Process | Outputs | Customers |
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Input data it needs
Everything the agent asks for, in the order it asks. Columns marked "worked out" are calculated for you; you only fill the rest.
| Data | Unit | What to enter |
|---|---|---|
| What decision is this budget for? | State the budget period, who decides, and any constraint such as a project that must be funded whatever its score. | |
| Capital available | ₹ lakh | The total you can spend on new projects this round, in the same unit as the project outlays. |
| Hurdle rate (cost of capital) | % per year | The minimum yearly return your capital must earn: your cost of funds plus a margin for risk. Ask your finance lead if unsure; do not guess a low figure. |
| Reinvestment rate | % per year | The yearly return you expect from reinvesting cash the project returns. Used only for MIRR; the hurdle rate is a reasonable default. |
| Project listtable | Enter the outlay as a positive number and each year’s net cash flow (inflow minus running costs, after tax) in the same unit. Fill all five years; use 0 for a year with no cash. Results appear on the right of each row. Columns: Project; Outlay now (₹ lakh); Year 1 (₹ lakh); Year 2 (₹ lakh); Year 3 (₹ lakh); Year 4 (₹ lakh); Year 5 (₹ lakh); NPV (worked out); Profitability index (worked out); IRR (worked out); MIRR (worked out); Payback (years) (worked out); Verdict (worked out). | |
| Which projects did you approve, and why? | List the approved projects, the numbers that decided it, and what you left out and why (for example a strategic reason beyond the cash flows). | |
| Actions for the next 90 daystable | List the first actions in order. Give each an owner by role, a measure that shows it worked, and when it starts. Columns: Action; Owner (role); Measure of success; When. |
Try the demo
See a complete run on a fictional company before you enter anything of your own. No account, no AI, nothing saved.
Demo · sample, not real
A fictional plastics manufacturer has ₹350 lakh to spend on five proposals: a packaging line, an ERP upgrade, dealer expansion, rooftop solar and a prototype programme. The hurdle rate is 12 percent.
Provide and update your data
- Open the pilot and choose Download blank Excel template, or Download sample to see a filled example.
- Fill the template with your own data and use Upload to load it; or type straight into the page. Both give the same result.
- Your work saves automatically while you type, so you can come back and change any figure; results update at once.
- To refresh: Rerun each budget round, and again when the hurdle rate or a project’s cash flows change.
The pilot is being reviewed and opens to clients once it is approved.
What you get back
Headline results
- Projects to fund within the budget
- Capital used by the funded set
- NPV created by the funded set
- Largest value created (NPV)
- Most efficient use of capital (profitability index)
Working figures shown beside them
- Total capital asked for
- Asked minus available
- Is the budget a limit
In what form
- Results at a glance on the page, updating as you type. Available
- PDF report in the standard Eccellere layout, from Print / PDF on the tool page. Available
- Dashboard over time that keeps each run and charts the change between runs. Planned
The agent never lets AI invent a number: every result comes from the formulas below, and any AI writing is labelled and editable.
Method and limits
Based on
Net present value and the internal rate of return (Irving Fisher, 1930); profitability index for capital rationing (Weingartner, 1963); modified IRR (McDaniel, McCarty and Jessell, 1988) (1930 to 1988).
A rupee received later is worth less than a rupee today. Discounting the project’s cash flows at the cost of capital shows whether it creates value, and dividing by the outlay shows how efficiently it uses scarce money.
Use it when
Use it when several projects compete for one capital budget and you can estimate each one’s outlay and its cash flows for the next five years.
Do not use it when
Do not use it for projects where the cash flows are unknowable (pure research), for compulsory spending (safety, compliance), or for projects whose value is mainly strategic and cannot be turned into cash flows without inventing figures.