Capital budgeting is the planning process used to determine whether an organizations long term investments such as new machinery, replacement of machinery, new plants, new products, and research development projects can be done using the firms capitalization structures (debt, equity or retained earnings) to bring profit as well as to increase the value of the firm to the shareholders.

1. CAPITAL
BUDGETING
AUTHOR – ANJANALAKKSHMI

2. e
CAPITAL BUDGETING
What is Capital Budgeting?
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 Capital budgeting is the planning process used to determine whether an
organizations long term investments such as new machinery, replacement of
machinery, new plants, new products, and research development projects can
be done using the firms capitalization structures (debt, equity or retained
earnings) to bring profit as well as to increase the value of the firm to the
shareholders.
Who do the Capital Budgeting in a firm?
 Finance Manager is the main decision making authority in capital budgeting of
the firm.
 Capital budgeting is a planning process used by companies to evaluate which
large projects to invest in, and how to finance them. It is sometimes called
“investment appraisal.”

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CAPITAL BUDGETING
Capital Budgeting Techniques
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 Cash Inflow: Any source of income coming inside a company. Eg: receipt of loan
from bank, interest from savings, investment made by shareholders
 Cash outflow: Any source of income going out of a company. Eg: Dividend paid
to shareholders, income tax, rent, buying of raw materials.
 These two terms are important to understand about capital budgeting.
CAPITAL BUDGETING TECHNIQUES
Traditional Techniques
Pay Back Period Method
Net Present Value
Discounted Cash Flow Techniques
Accounting Rate of Return
Internal Rate of Return Profitability Index

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CAPITAL BUDGETING
Payback period method
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 The payback period is the length of the time required to recover the initial cost
of the project.
Example
 Certain projects require and initial cash outflow of Rs.23,000. The cash inflows
for 6 years are Rs.5000, Rs.8000, Rs.10000, Rs.12000, Rs.7000 and Rs.3000.
 The above calculation shows Rs.23000 has been recovered in 3 years. Thus the
payback period is 3 years for the invested amount.
Payback Period = cash inflow / cash outflow (per annum)

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CAPITAL BUDGETING
Accounting rate of return
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 Accounting rate of return (also known as simple rate of return) is the ratio of
estimated accounting profit of a project to the average investment made in the
project.
Example
 An initial investment of Rs.130,000 is expected to generate annual cash inflow of Rs.32,000 for 6 years. Depreciation is allowed on the
straight line basis. It is estimated that the project will generate scrap value of Rs.10,500 at end of the 6th year. Calculate its accounting
rate of return assuming that there are no other expenses on the project.
 Annual Depreciation = (Initial investment – Scrap value) / useful life in years
 Annual Depreciation = (Rs.1,30,000-Rs. 10,500)/6 = Rs.19,917 (approx.)
 Average accounting income = Rs.32,000-Rs. 19,917 = Rs.12,083. (approx.)
 Accounting rate of return = Rs.12,083/Rs.1,30,000 = 9.3%(approx.)
 Accept the project only if its ARR is equal to or greater than the required accounting rate of return.
Accounting rate of return = Average Accounting profit / Average investments

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CAPITAL BUDGETING
Net present Value
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 Net present Value is obtained by subtracting the present value of cash outflow
(initial capital) from the present value of cash inflow for a particular period of
time.
Example
 Project X requires an initial investment of Rs.35,000 but is expected to generate revenues of
Rs.10,000, Rs.27,000 and Rs.19,000 for the first, second and third years, respectively. The target
rate of return is 12%.
 NPV = {Rs.10,000 / (1 + 0.12)1} + {Rs.27,000 / (1 + 0.12)2} + {Rs.19,000 / (1 + 0.12)3} – Rs.35,000
NPV = Rs.8,929 + Rs.21,524 + Rs13,524 – Rs.35,000
NPV = Rs.8,977
 If NPV is positive, cash inflow is good and the project is going in desired direction.
NPV = Rt/(1+i)^t
Rt = Rate of cash flow (cash inflow- cash outflow)
i = discount rate or rate of return
t = number of time periods

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CAPITAL BUDGETING
Profitability Index
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 The profitability index is an index that attempts to identify the relationship
between the costs (negative cash flow or expenses) and benefits (positive cash
flow or income) of a proposed project through the use of a ratio calculated as:
Example
 The present value of future cash inflow is calculated from the net present
value.
 If the profitability index is greater than or equal to 1.0 then the project is
financially attractive else the investment in the project is rejected.
Profitability index = Present value of future cash flow / initial investment

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CAPITAL BUDGETING
Internal rate of return
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 Internal rate of return is to make NPV value as zero.
 If we borrow at 8% interest the IRR should be greater than 8% if the project is
desired to go in right direction. This 8% is called hurdle value and the IRR
should be greater than hurdle value to give profit. Internal rate of returns used
to evaluate the attractiveness of a project or investment If the IRR of a new
project exceeds a company’s required rate of return, that project is desirable. If
IRR falls below the required rate of return, the project should be rejected.
Example
 Find the IRR of an investment having initial cash outflow of Rs.213,000. The cash inflows during the first, second, third and fourth years
are expected to be Rs.65,200, Rs.96,000, Rs.73,100 and Rs.55,400 respectively.
 Assume that r is 10%. NPV is calculated from the above formula. NPV at 10% discount rate = +Rs.18,372.
 Since, NPV is greater than zero we have to increase discount rate, thus NPV at 13% discount rate = +Rs.4,521
 But it is still greater than zero we have to further increase the discount rate, thus NPV at 14% discount rate = +Rs.204
 NPV at 15% discount rate = (-Rs.3,975). Since NPV is fairly close to zero at 14% value of r, therefore IRR ≈ 14%

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CAPITAL BUDGETING
MERITS OF CAPITAL BUDGETING
 Merger and acquisition is one of the
most important decisions in capital
budgeting. This merger is evaluated
with two perspectives separately:
1. Exchange rate determination
2. Impact on income per share
 Out of these two factors income per
share is given more importance.
How will you evaluate a target
company?
 Only after evaluating the target
company’s profitability, the
acquiring company finalizes the
merger. In Evaluation of a Merger as
a Capital Budgeting Decision, the
acquiring company requires the
following statements.
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CAPITAL BUDGETING
Financial statement
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 This is considered to be the first step after deciding a merger. Both company’s
financials are shared with each other.
1. Major customers
2. Interviews
3. Competitive companies
Income statement
 Before a merger, both companies can measure their revenue lines and compile
their income statements to calculate their combined profitability. The acquiring
company may check the expenses of the merger company in order to see
whether they have used the resources in right way.

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CAPITAL BUDGETING
Balance sheet
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 Balance sheet will provide information on lands, equipment, commonly known
as assets and financial leverage, known as debts.
Cash flow statement
 After combining statements, necessary adjustments in tax rates, interest rates
and expenses are calculated to finally measure the cash flow of this merger.
 After going through all these statements and capital budgeting techniques the
acquiring firm will decide whether to acquire the target firm or not.

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