However, the discounted payback model suffers the same weaknesses of the unadjusted payback model in other respects: Use of the model for capital-budgeting decision making can motivate excessive investments in short-term projects; the model ignores investment returns beyond the (discounted) payback period; and the decision criterion under this model is not set objectively, that is, the cut-off period for determining project acceptance is set by trial and error. The second limitation is particularly important since it may lead managers to incorrectly reject some positive NPV investment opportunities.