summary of previous lecture we covered following topics in our previous lecture; capital...
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Summary of Previous LectureWe covered following topics in our previous lecture;• capital budgeting” and the steps involved in the capital
budgeting process. • Procedure to generate long-term project proposals within
the firm. • why cash flows, not the income flows are the most relevant
to capital budgeting decisions. • “Sunk cost” and “opportunity cost” and why sunk costs
must be ignored, while opportunity costs must be included, in capital budgeting analysis.
• Tax considerations, as well as depreciation for tax purposes, affects capital budgeting cash flows.
• Determine initial, interim, and terminal period “after-tax, incremental, operating cash flows” associated with a capital investment project.
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Chapter 13 (I)
Capital Budgeting Techniques
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Learning OutcomesAfter studying Chapter 13 (I), you should be able to:• Understand the payback period (PBP) method of
project evaluation and selection, including its: (a) calculation; (b) acceptance criterion; (c) advantages and disadvantages; and (d) focus on liquidity rather than profitability.
• Understand the three major discounted cash flow (DCF) methods of project evaluation and selection – internal rate of return (IRR), net present value (NPV), and profitability index (PI).
• Explain the calculation, acceptance criterion, and advantages (over the PBP method) for each of the three major DCF methods.
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Capital Budgeting Techniques
– Project Evaluation and Selection– Potential Difficulties– Capital Rationing– Project Monitoring– Post-Completion Audit
– Project Evaluation and Selection– Potential Difficulties– Capital Rationing– Project Monitoring– Post-Completion Audit
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Project Evaluation: Alternative Methods
– Payback Period (PBP)– Internal Rate of Return (IRR)– Net Present Value (NPV)– Profitability Index (PI)
– Payback Period (PBP)– Internal Rate of Return (IRR)– Net Present Value (NPV)– Profitability Index (PI)
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Proposed Project Data
Mr. A is evaluating a new project for his firm, He has determined that the after-tax cash flows for the project will be $10,000; $12,000; $15,000; $10,000; and $7,000, respectively, for each of the Years 1 through 5. The initial cash outlay will be $40,000.
Mr. A is evaluating a new project for his firm, He has determined that the after-tax cash flows for the project will be $10,000; $12,000; $15,000; $10,000; and $7,000, respectively, for each of the Years 1 through 5. The initial cash outlay will be $40,000.
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Independent Project
For this project, assume that it is independent of any other potential projects that Firm may undertake.
• Independent -- A project whose acceptance (or rejection) does not prevent the acceptance of other projects under consideration.
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Payback Period (PBP)
PBP is the period of time required for the cumulative expected cash flows from an investment project to equal the initial cash outflow.
PBP is the period of time required for the cumulative expected cash flows from an investment project to equal the initial cash outflow.
0 1 2 3 4 5
-40 K 10 K 12 K 15 K 10 K 7 K
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(c)10 K 22 K 37 K 47 K 54 K
Payback Solution (#1)
PBP = a + ( b - c ) / d= 3 + (40 - 37) / 10= 3 + (3) / 10= 3.3 Years
PBP = a + ( b - c ) / d= 3 + (40 - 37) / 10= 3 + (3) / 10= 3.3 Years
0 1 2 3 4 5
-40 K 10 K 12 K 15 K 10 K 7 K
CumulativeInflows
(a)
(-b) (d)
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Payback Solution (#2)
PBP = 3 + ( 3K ) / 10K= 3.3 Years
Note: Take absolute value of last negative cumulative cash flow value.
PBP = 3 + ( 3K ) / 10K= 3.3 Years
Note: Take absolute value of last negative cumulative cash flow value.
CumulativeCash Flows
-40 K 10 K 12 K 15 K 10 K 7 K
0 1 2 4 5
-40 K -30 K -18 K -3 K 7 K 14 K
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PBP Acceptance Criterion
Yes! The firm will receive back the initial cash outlay in less than 3.5 years. (3.3 Years < 3.5 Year Max.)
Yes! The firm will receive back the initial cash outlay in less than 3.5 years. (3.3 Years < 3.5 Year Max.)
The management of the Firm has set a maximum PBP of 3.5 years for projects of this type.Should this project be accepted?
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PBP Strengths and Weaknesses
Strengths:– Easy to use and
understand– Can be used as a measure
of liquidity– Easier to forecast ST than
LT flows
Strengths:– Easy to use and
understand– Can be used as a measure
of liquidity– Easier to forecast ST than
LT flows
Weaknesses:– Does not account for
TVM– Does not consider cash
flows beyond the PBP– Cutoff period is
subjective
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Internal Rate of Return (IRR)
IRR is the discount rate that equates the present value of the future net cash flows from an investment project with the project’s initial cash outflow.
CF1 CF2 CFn (1+IRR)1 (1+IRR)2 (1+IRR)n
+ . . . ++ICO =
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$15,000 $10,000 $7,000
IRR Solution
$10,000 $12,000(1+IRR)1 (1+IRR)2
Find the interest rate (IRR) that causes the discounted cash flows to equal $40,000.
+ +
++$40,000 =
(1+IRR)3 (1+IRR)4 (1+IRR)5
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IRR Solution (Try 10%)
$40,000 = $10,000(PVIF10%,1) + $12,000(PVIF10%,2) + $15,000(PVIF10%,3) +
$10,000(PVIF10%,4) + $7,000(PVIF10%,5)
$40,000 = $10,000(.909) + $12,000(.826) + $15,000(.751) + $10,000(.683) + $ 7,000(.621)
$40,000 = $9,090 + $9,912 + $11,265 + $6,830 + $4,347
= $41,444 [Rate is too low!!]
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IRR Solution (Try 15%)
$40,000 = $10,000(PVIF15%,1) + $12,000(PVIF15%,2) + $15,000(PVIF15%,3) +
$10,000(PVIF15%,4) + $ 7,000(PVIF15%,5)
$40,000 = $10,000(.870) + $12,000(.756) + $15,000(.658) + $10,000(.572) + $ 7,000(.497)
$40,000 = $8,700 + $9,072 + $9,870 + $5,720 + $3,479
= $36,841 [Rate is too high!!]
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.10 $41,444.05 IRR $40,000
$4,603.15 $36,841
X $1,444.05 $4,603
IRR Solution (Interpolate)
$1,444X
=
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.10 $41,444.05 IRR $40,000
$4,603.15 $36,841
($1,444)(0.05) $4,603
IRR Solution (Interpolate)
$1,444X
X =
X = .0157
IRR = .10 + .0157 = .1157 or 11.57%
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IRR Acceptance Criterion
No! The firm will receive 11.57% for each dollar invested in this project at a cost of 13%. [ IRR < Hurdle Rate ]
No! The firm will receive 11.57% for each dollar invested in this project at a cost of 13%. [ IRR < Hurdle Rate ]
The management of the firm has determined that the hurdle rate is 13% for projects of this type.
Should this project be accepted?
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IRR Strengths and Weaknesses
Strengths: – Accounts for
TVM– Considers all
cash flows– Less
subjectivity
Strengths: – Accounts for
TVM– Considers all
cash flows– Less
subjectivity
Weaknesses: – Assumes all cash flows reinvested at the IRR– Difficulties with
project rankings and Multiple IRRs
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Net Present Value (NPV)
NPV is the present value of an investment project’s net cash flows minus the project’s initial cash outflow.
CF1 CF2 CFn (1+k)1 (1+k)2 (1+k)n
+ . . . ++ - ICONPV =
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Our firm from previous example has determined that the appropriate discount rate (k) for this project is 13%.
$10,000 $7,000
NPV Solution
$10,000 $12,000 $15,000 (1.13)1 (1.13)2 (1.13)3
+ +
+ - $40,000(1.13)4 (1.13)5
NPV = +
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NPV Solution
NPV = $10,000(PVIF13%,1) + $12,000(PVIF13%,2) + $15,000(PVIF13%,3) + $10,000(PVIF13%,4) +
$7,000(PVIF13%,5) - $40,000
NPV = $10,000(.885) + $12,000(.783) + $15,000(.693) + $10,000(.613) +
$7,000(.543) - $40,000NPV = $8,850 + $9,396 + $10,395 +
$6,130 + $3,801 - $40,000 =- $1,428
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NPV Acceptance Criterion
No! The NPV is negative. This means that the project is reducing shareholder wealth. [Reject as NPV < 0 ]
No! The NPV is negative. This means that the project is reducing shareholder wealth. [Reject as NPV < 0 ]
The management of the firm has determined that the required rate is 13% for projects of this type.
Should this project be accepted?
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NPV Strengths and Weaknesses
Strengths:– Cash flows
assumed to be reinvested at
the hurdle rate.– Accounts for TVM.– Considers all
cash flows.
Strengths:– Cash flows
assumed to be reinvested at
the hurdle rate.– Accounts for TVM.– Considers all
cash flows.
Weaknesses:– May not include
managerial options
embedded in the project.
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Net Present Value Profile
Discount Rate (%)0 3 6 9 12 15
IRRNPV@13%
Sum of CF’s Plot NPV for eachdiscount rate.
Three of these points are easy now!
Net
Pre
sent
Val
ue
$000s15
10
5
0
-4
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Profitability Index (PI)
PI is the ratio of the present value of a project’s future net cash flows to the project’s initial cash outflow.
CF1 CF2 CFn (1+k)1 (1+k)2 (1+k)n
+ . . . ++ ICOPI =
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PI Acceptance Criterion
No! The PI is less than 1.00. This means that the project is not profitable. [Reject as PI < 1.00 ]
No! The PI is less than 1.00. This means that the project is not profitable. [Reject as PI < 1.00 ]
PI = $38,572 / $40,000= .9643
Should this project be accepted?
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PI Strengths and Weaknesses
Strengths:– Same as NPV– Allows comparison of different scale projects
Strengths:– Same as NPV– Allows comparison of different scale projects
Weaknesses:– Same as NPV– Provides only relative profitability– Potential Ranking
Problems
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Evaluation Summary
Method Project Comparison Decision
PBP 3.3 3.5 Accept
IRR 11.47% 13% Reject
NPV -$1,424 $0 Reject
PI .96 1.00 Reject
Independent Project
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Summary
We studied the following topics;• Payback period (PBP) method of project evaluation and
selection, including its: (a) calculation; (b) acceptance criterion; (c) advantages and disadvantages; and (d) focus on liquidity rather than profitability.
• Discounted cash flow (DCF) methods of project evaluation and selection – internal rate of return (IRR), net present value (NPV), and profitability index (PI).
• Explain the calculation, acceptance criterion, and advantages (over the PBP method) for each of the three major DCF methods.