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Additional File-Capital Budgeting 3.ppt
1.
13 - 1 Copyright
© 2002 Harcourt, Inc. All rights reserved. Should we build this plant? The Basics of Capital Budgeting: Evaluating Cash Flows
2.
13 - 2 Copyright
© 2002 Harcourt, Inc. All rights reserved. What is capital budgeting? Analysis of potential additions to fixed assets. Long-term decisions; involve large expenditures. Very important to firm’s future. Investment is made in present times
3.
13 - 3 Copyright
© 2002 Harcourt, Inc. All rights reserved. Evaluate expenditure decisions benefit of which may accrue for more than one year Irreversible Effect for longer period Lot of funds are required
4.
13 - 4 Copyright
© 2002 Harcourt, Inc. All rights reserved. What is the difference between independent and mutually exclusive projects? Projects are: independent mutually exclusive
5.
13 - 5 Copyright
© 2002 Harcourt, Inc. All rights reserved. An Example of Mutually Exclusive Projects BRIDGE vs. BOAT to get products across a river.
6.
13 - 6 Copyright
© 2002 Harcourt, Inc. All rights reserved. Normal Cash Flow Project: Cost (negative CF) followed by a series of positive cash inflows. One change of signs. Nonnormal Cash Flow Project: Two or more changes of signs. Most common: Cost (negative CF), then string of positive CFs, then again negative CF .
7.
13 - 7 Copyright
© 2002 Harcourt, Inc. All rights reserved. Inflow (+) or Outflow (-) in Year 0 1 2 3 4 5 N NN - + + + + + N - + + + + - NN - - - + + + N + + + - - - N - + + - + - NN
8.
13 - 8 Copyright
© 2002 Harcourt, Inc. All rights reserved. What is the payback period? The number of years required to recover a project’s cost, or how long does it take to get the business’s money back?
9.
13 - 9 Copyright
© 2002 Harcourt, Inc. All rights reserved. Payback for Project L (Long: Most CFs in out years) 10 80 60 0 1 2 3 -100 = CFt Cumulative -100 -90 -30 50 PaybackL 2 + 30/80 = 2.375 years 0 100 2.4
10.
13 - 10 Copyright
© 2002 Harcourt, Inc. All rights reserved. Project S (Short: CFs come quickly) 70 20 50 0 1 2 3 -100 CFt Cumulative -100 -30 20 40 PaybackS 1 + 30/50 = 1.6 years 100 0 1.6 =
11.
13 - 11 Copyright
© 2002 Harcourt, Inc. All rights reserved. Strengths of Payback: 1. Provides an indication of a project’s risk and liquidity. 2. Easy to calculate and understand. Weaknesses of Payback: 1. Ignores the TVM. 2. Ignores CFs occurring after the payback period.
12.
13 - 12 Copyright
© 2002 Harcourt, Inc. All rights reserved. 10 80 60 0 1 2 3 CFt Cumulative 9.09 58.68 118.79 Discounted payback 2 + 41.32/60.11 = 2.7 yrs Discounted Payback: Uses discounted rather than raw CFs. PVCFt -100 -100 10% 9.09 49.59 60.11 =
13.
13 - 13 Copyright
© 2002 Harcourt, Inc. All rights reserved. Average rate of Return ARR= Average annual profits after taxes and depreciation __________________________________________ Average Investment Note: Average Investment= ( Original Investment + Salvage Value)/2
14.
13 - 14 Copyright
© 2002 Harcourt, Inc. All rights reserved. NPV Cost often is CF0 . 1 0 1 CF k CF NPV t t n t
15.
13 - 15 Copyright
© 2002 Harcourt, Inc. All rights reserved. What’s Project L’s NPV? 10 80 60 0 1 2 3 10% Project L: -100.00 9.09 49.59 60.11 18.79 = NPVL
16.
13 - 16 Copyright
© 2002 Harcourt, Inc. All rights reserved. Rationale for the NPV Method NPV = PV inflows - Cost = Net gain in wealth. Accept project if NPV > 0. Choose between mutually exclusive projects on basis of higher NPV. Adds most value.
17.
13 - 17 Copyright
© 2002 Harcourt, Inc. All rights reserved. Using NPV method, which project(s) should be accepted? If Projects S and L are mutually exclusive, accept S because NPVs > NPVL . If S & L are independent, accept ; NPV > 0.
18.
13 - 18 Copyright
© 2002 Harcourt, Inc. All rights reserved. Internal Rate of Return: IRR 0 1 2 3 CF0 CF1 CF2 CF3 Cost Inflows IRR is the discount rate that forces PV inflows = cost or PV of Cash Outflows This is the same as forcing NPV = 0.
19.
13 - 19 Copyright
© 2002 Harcourt, Inc. All rights reserved. t n t t CF k NPV 0 1 . t n t t CF IRR 0 1 0. NPV: Enter k, solve for NPV. IRR: Enter NPV = 0, solve for IRR.
20.
13 - 20 Copyright
© 2002 Harcourt, Inc. All rights reserved. IRR Acceptance Criteria If IRR > k, accept project. If IRR < k, reject project.
21.
13 - 21 Copyright
© 2002 Harcourt, Inc. All rights reserved. Profitability Index or Benefit Cost Ratio PI= Present Value of Cash Inflows ___________________________ Present Value of Cash Outflows PI>1------Accept PI<1------Reject
22.
13 - 22 Copyright
© 2002 Harcourt, Inc. All rights reserved. NOTE Pay Back/IRR/NPV/PI = Cash Flow After Tax Before Dep ARR= Cash Flow after tax and after Depreciation
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