chapter 9: capital budgeting
TRANSCRIPT
![Page 1: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/1.jpg)
CHAPTER 9: CAPITAL – BUDGETING
DECISION CRITERIA
![Page 2: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/2.jpg)
What is Capital Budgeting?Capital budgeting – is the process of planning for purchases of long – term assets.
Capital Budgeting Decision Criteria The Payback Period
Net Present Value Profitability Index Internal Rate of Return
![Page 3: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/3.jpg)
![Page 4: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/4.jpg)
Payback Period The number of years needed to recover the
initial cash outlay.
How long will it take for the project to generate enough cash to pay for itself?
RULE:If payback is ≤ maximum acceptable payback period, ACCEPTIf payback is > maximum acceptable payback period, REJECT
=
Initial Investment
Payback Period
Average Annual Cash Inflow
It is calculated as:
![Page 5: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/5.jpg)
Alaskan Lumber is considering the purchase of a band saw that costs $50,000 and which will generate $10,000 per year of net cash flow. Alaskan is also considering the purchase of a conveyor system for $36,000, which will reduce saw mill transport costs by $12,000 per year. If Alaskan only has sufficient funds to invest in one of these projects, and if it were only using the payback method as the basis for its investment decision, it would buy the conveyor system, since it has a shorter payback period.
EXAMPLE 1:
=
Initial Investment
Payback Period
Average Annual Cash Inflow
(for band saw) A
= $50,000/$10,000 = 5.0 years, payback period for this capital investment.
(for conveyor system) B
= $36,000/$12,000= 3.0 years, , payback period for this capital investment.
![Page 6: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/6.jpg)
Year Cash Flow
0 -1000
1 500
2 400
3 200
4 200
5 100
The calculation of the Payback Period is best illustrated with an example. Consider Capital Budgeting project A which yields the following cash flows over its five year life.
EXAMPLE 2:
![Page 7: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/7.jpg)
Year Cash Flow Net Cash Flow0 -1000 -1000
1 500 -500
2 400 -100
3 200 100
4 200 300
5 100 400
To begin the calculation of the Payback Period for project A let's add an additional column to the above table which represents the Net Cash Flow (NCF) for the project in each year.
![Page 8: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/8.jpg)
Notice that after two years the Net Cash Flow is negative (-1000 + 500 + 400 = -100) while after three years the Net Cash Flow is positive (-1000 + 500 + 400 + 200 = 100). Thus the Payback Period, or breakeven point, occurs sometime during the third year. If we assume that the cash flows occur regularly over the course of the year, the Payback Period can be computed using the following equation:
Payback Period = 2 + (100)/(200) = 2.5 yearsrs
![Page 9: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/9.jpg)
ADVANTAGESUses Free Cash FlowsIs Easy To Calculate And UnderstandMay Be Use As Rough Screening Device
DISADVANTAGESIgnores The Time Value Of MoneyIgnores Free Cash Flows Occurring After The Payback PeriodSelection Of The Maximum Acceptable Payback Period Is Arbitrary
![Page 10: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/10.jpg)
![Page 11: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/11.jpg)
Discounted Payback PeriodIt determines how long it takes an investment to recover its costs.It’s similar to a simple payback, but a discounted payback period accounts for money’s time value.It’s more precise estimate of when investors will recover their total investment.
![Page 12: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/12.jpg)
![Page 13: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/13.jpg)
Table 10-2 shows the difference between traditional payback and discounted payback methods.
With undiscounted free cash flows, the payback period is only 2 years while with discounted free cash flows (at 17%), the discounted payback period is 3.07 years.
Discounted Payback Period Example
![Page 14: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/14.jpg)
Uses Free Cash FlowsIs Easy To Calculate And UnderstandConsiders time value of money
DISADVANTAGESIgnores free cash flows occurring after the discounted payback period Selection Of The Maximum Acceptable Payback Period Is Arbitrary
ADVANTAGES
![Page 15: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/15.jpg)
![Page 16: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/16.jpg)
NET PRESENT VALUE
DECISION RULE: If NPV is positive, ACCEPT If NPV is negative, REJECT
where
• CFt = the cash flow at time t and
• r = the cost of capital.
![Page 17: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/17.jpg)
The example below illustrates the calculation of Net Present Value. Consider Capital Budgeting projects A and B which yield the following cash flows over their five year lives. The cost of capital for the project is 10%.
Year Cash Flow Net Cash Flow0 -1000 -1000
1 500 100
2 400 200
3 200 200
4 200 400
5 100 700
![Page 18: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/18.jpg)
![Page 19: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/19.jpg)
Uses Free Cash FlowsRecognizes the time value of moneyIs consistent with the firm’s goal of shareholder wealth maximization
DISADVANTAGESRequires detailed long-term forecasts of a project’s free cash flows Sensitivity to the choice of the discount rate
ADVANTAGES
![Page 20: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/20.jpg)
![Page 21: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/21.jpg)
PROFITABILITY INDEXProfitability Index, divides the projected capital inflow by the projected capital outflow to determine the profitability of a project.
DECISION RULE: If PI is greater or equal to 1, ACCEPT If PI is less than 1, REJECT
PI = PV of FCF/Initial outlay
![Page 22: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/22.jpg)
A firm with a 10% required rate of return is considering investing in a new machine with an expected life of six years. The initial cash outlay is $50,000.
EXAMPLE:
![Page 23: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/23.jpg)
FCF PVF @ 10% PV
Initial Outlay –$50,000 1.000 –$50,000
Year 1 15,000 0.909 13,636
Year 2 8,000 0.826 6,612
Year 3 10,000 0.751 7,513
Year 4 12,000 0.683 8,196
Year 5 14,000 0.621 8,693
Year 6 16,000 0.564 9,032
![Page 24: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/24.jpg)
PI = ($13,636 + $6,612+$7,513 + $8,196 + $8,693+ $9,032) / $50,000= $53,682/$50,000
= 1.0736
Project’s PI is greater than 1. Therefore, accept.
![Page 25: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/25.jpg)
Uses Free Cash FlowsRecognizes the time value of moneyIs consistent with the firm’s goal of shareholder wealth maximization
DISADVANTAGESRequires detailed long-term forecasts of a project’s free cash flows
ADVANTAGES
![Page 26: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/26.jpg)
![Page 27: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/27.jpg)
INTERNAL RATE OF RETURN The return on the firm’s invested capital. IRR is simply the rate of return that the firm earns on its capital budgeting projects.
DECISION RULE: If IRR is greater or equal to the
required rate of return, ACCEPT If IRR is less than the required rate
of return, REJECT
IRR is the discount rate that equates the present value of a project’s future net cash flows with the project’s initial cash outlay.
![Page 28: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/28.jpg)
![Page 29: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/29.jpg)
Uses Free Cash FlowsRecognizes the time value of moneyIs in general consistent with the firm’s goal of shareholder wealth maximization.
DISADVANTAGESRequires detailed long-term forecasts of a project’s free cash flows Possibility of multiple IRRsAssumes cash flows over the life of the project are reinvested at the IRR
ADVANTAGES
![Page 30: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/30.jpg)
Initial Outlay: $3,817 Cash flows: Yr.1=$1,000, Yr. 2=$2,000,
Yr. 3=$3,000 Discount rate NPV15% $4,35620% $3,95822% $3,817
IRR is 22% because the NPV equals the initial cash outlay at that rate.
EXAMPLE:
![Page 31: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/31.jpg)
FCF PVF @ 15% PV
Initial Outlay –$3,817
Year 1 $1,000 .870 $ 870
Year 2 2,000 .756 1,512
Year 3 3,000 .658 1,974
Present value of inflows
$4,356
Initial outlay -$3,817
![Page 32: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/32.jpg)
FCF PVF @ 20% PV
Initial Outlay –$3,817
Year 1 $1,000 .833 $ 833
Year 2 2,000 .694 1,388
Year 3 3,000 .579 1,737
Present value of inflows
$3,958
Initial outlay -$3,817
![Page 33: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/33.jpg)
FCF PVF @ 22% PV
Initial Outlay –$3,817
Year 1 $1,000 .820 $ 820
Year 2 2,000 .672 1,344
Year 3 3,000 .551 1,653
Present value of inflows
$3,817
Initial outlay -$3,817
![Page 34: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/34.jpg)
Modified internal rate of returnThe discount rate that equates the present value of the project’s cash outflows with the present value of the project’s terminal value.
ADVANTAGES• Use free cash flows• Recognizes the time value of money• In general, is consistent with the goal of maximization of
shareholder wealth
DISADVANTAGES• Requires detailed long- term forecasts of a project’s free cash
flows
![Page 35: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/35.jpg)
Modified IRR allows the decision maker to directly specify the appropriate reinvestment rate.
DECISION RULE: If MIRR is ≥ to the required rate of return, ACCEPT If MIRR is < to the required rate of return, REJECT
![Page 36: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/36.jpg)
FCF
Initial Outlay –$6,000
Year 1 $2,000
Year 2 3,000
Year 3 4,000
Project having a 3 year life and a required rate of return of 10% with the following cash flows:
EXAMPLE:
![Page 37: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/37.jpg)
Step 3: Determine the discount rate that equates to the PV of the terminal value and the PV of the project’s cash outflows. MIRR = 17.446%. It is greater than required rate of return so Accept.
Step 1: Determine the PV of the project’s cash outflows. $6,000 is already at present.
Step 2: Determine the terminal value of the project’s free cash flows. To do this use the project’s required rate of return to calculate the FV of the project’s three cash flows of the project’s cash outflows. They turn out to be $2,420 + $3,300 + $4,000 = $9,720 for the terminal value.
![Page 38: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/38.jpg)
![Page 39: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/39.jpg)
Calculation:6000 =
6000 =
6000 =
MIRR = 17.446%
![Page 40: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/40.jpg)
![Page 41: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/41.jpg)
Ethics play a role in capital budgeting Any actions that violate ethical
standards can have a negative impact on the image of the firm and consequently, future cash flows.
Ethics in Capital Budgeting
![Page 42: Chapter 9: CAPITAL BUDGETING](https://reader036.vdocument.in/reader036/viewer/2022070520/58f9bf32760da32f4b8b45b9/html5/thumbnails/42.jpg)
THANK YOUFOR
LISTENING.