This document provides an overview and summary of Chapter 10 from the textbook "Principles of Managerial Finance" by Lawrence J. Gitman. Chapter 10 expands on capital budgeting techniques by considering risk factors such as sensitivity analysis, scenario analysis, and simulation. It also examines evaluating international projects and risk adjustment methods like certainty equivalents and risk-adjusted discount rates. The document provides learning resources for students on these topics, including a problem solver, study guide examples, and answers to review questions from the chapter.
This document provides an overview and summary of Chapter 10 from the textbook "Principles of Managerial Finance" by Lawrence J. Gitman. Chapter 10 expands on capital budgeting techniques by considering risk factors such as sensitivity analysis, scenario analysis, and simulation. It also examines evaluating international projects and risk adjustment methods like certainty equivalents and risk-adjusted discount rates. The document provides learning resources for students on these topics, including a problem solver, study guide examples, and answers to chapter review questions to help students understand the concepts covered in the chapter.
Advantage and disadvantages of the different capital budgeting techniquesYounes Aitouazdi
The document summarizes the advantages and disadvantages of several capital budgeting techniques:
1) Payback period is simple to calculate but ignores the time value of money and risk of future cash flows.
2) Discounted payback period considers time value of money and risk but ignores cash flows beyond the payback period.
3) Net present value considers all cash flows and the time value of money but requires an estimate of the cost of capital.
4) Internal rate of return and modified internal rate of return consider all cash flows and risk but require an estimate of the cost of capital and may not provide the optimal decision for mutually exclusive projects or when capital is limited.
This document discusses risk analysis in capital budgeting. It defines risk as the variation between actual and expected cash flows from a project. There are three main types of risk: stand-alone, portfolio, and market risk. The sources of risk include project-specific risks, competitive risks, industry risks, and international risks. Specific industry risks mentioned are technological risks, commodity risks, and legal risks. The document outlines various methods that can be used to incorporate risk into capital budgeting decisions, including adjusting the discount rate and using certainty equivalents, sensitivity analysis, and probability distributions.
Discusses various risks involved in capital budgeting - useful to the students of under graduate, post graduate and professional course students in finance and management
This document defines risk and uncertainty and discusses various types of risks. It begins by defining risk as outcomes that can be assigned probabilities based on historical data, while uncertainty refers to outcomes that are too uncertain to assign probabilities. It then discusses different types of risks like market risk, credit risk, liquidity risk, and operational risk. It also discusses approaches to evaluate risk like using a risk-adjusted discount rate, certainty equivalent, and decision trees.
1. The payback period of a project is the number of years it takes for the cumulative cash flows of the project to equal the initial investment. The payback rule states that projects with payback periods below a specified cutoff, such as 3 years, should be accepted.
2. While payback period is an easy metric to calculate, it ignores the timing of cash flows and does not consider the project's full cash flow stream or the opportunity cost of capital. As a result, projects with higher NPVs may be rejected in favor of those with shorter payback periods.
3. The example shows three projects, two of which have a 2-year payback but different NPVs when discounted at
This document discusses risk analysis in capital budgeting. It defines risk and uncertainty, noting that risk can be quantified while uncertainty cannot. It explains that risk arises in investment evaluation because the future is unpredictable. There are two main categories of risk: systematic and unsystematic. Systematic risk relates to overall market trends that affect all securities, while unsystematic risk is specific to individual firms or industries and can be reduced through diversification. The document also outlines reasons for different types of risks and describes investors' possible attitudes toward risk.
Chapter- III Techniques of Capital Budgeting
Concept, Significance, Nature and classification of capital budgeting decisions, cash flow computation- Incremental approach; Evaluation criteria- Pay Back Period, ARR, NPV, IRR and PI methods; capital rationing, Capital budgeting under risk and uncertainty.
This document provides an overview and summary of Chapter 10 from the textbook "Principles of Managerial Finance" by Lawrence J. Gitman. Chapter 10 expands on capital budgeting techniques by considering risk factors such as sensitivity analysis, scenario analysis, and simulation. It also examines evaluating international projects and risk adjustment methods like certainty equivalents and risk-adjusted discount rates. The document provides learning resources for students on these topics, including a problem solver, study guide examples, and answers to chapter review questions to help students understand the concepts covered in the chapter.
Advantage and disadvantages of the different capital budgeting techniquesYounes Aitouazdi
The document summarizes the advantages and disadvantages of several capital budgeting techniques:
1) Payback period is simple to calculate but ignores the time value of money and risk of future cash flows.
2) Discounted payback period considers time value of money and risk but ignores cash flows beyond the payback period.
3) Net present value considers all cash flows and the time value of money but requires an estimate of the cost of capital.
4) Internal rate of return and modified internal rate of return consider all cash flows and risk but require an estimate of the cost of capital and may not provide the optimal decision for mutually exclusive projects or when capital is limited.
This document discusses risk analysis in capital budgeting. It defines risk as the variation between actual and expected cash flows from a project. There are three main types of risk: stand-alone, portfolio, and market risk. The sources of risk include project-specific risks, competitive risks, industry risks, and international risks. Specific industry risks mentioned are technological risks, commodity risks, and legal risks. The document outlines various methods that can be used to incorporate risk into capital budgeting decisions, including adjusting the discount rate and using certainty equivalents, sensitivity analysis, and probability distributions.
Discusses various risks involved in capital budgeting - useful to the students of under graduate, post graduate and professional course students in finance and management
This document defines risk and uncertainty and discusses various types of risks. It begins by defining risk as outcomes that can be assigned probabilities based on historical data, while uncertainty refers to outcomes that are too uncertain to assign probabilities. It then discusses different types of risks like market risk, credit risk, liquidity risk, and operational risk. It also discusses approaches to evaluate risk like using a risk-adjusted discount rate, certainty equivalent, and decision trees.
1. The payback period of a project is the number of years it takes for the cumulative cash flows of the project to equal the initial investment. The payback rule states that projects with payback periods below a specified cutoff, such as 3 years, should be accepted.
2. While payback period is an easy metric to calculate, it ignores the timing of cash flows and does not consider the project's full cash flow stream or the opportunity cost of capital. As a result, projects with higher NPVs may be rejected in favor of those with shorter payback periods.
3. The example shows three projects, two of which have a 2-year payback but different NPVs when discounted at
This document discusses risk analysis in capital budgeting. It defines risk and uncertainty, noting that risk can be quantified while uncertainty cannot. It explains that risk arises in investment evaluation because the future is unpredictable. There are two main categories of risk: systematic and unsystematic. Systematic risk relates to overall market trends that affect all securities, while unsystematic risk is specific to individual firms or industries and can be reduced through diversification. The document also outlines reasons for different types of risks and describes investors' possible attitudes toward risk.
Chapter- III Techniques of Capital Budgeting
Concept, Significance, Nature and classification of capital budgeting decisions, cash flow computation- Incremental approach; Evaluation criteria- Pay Back Period, ARR, NPV, IRR and PI methods; capital rationing, Capital budgeting under risk and uncertainty.
This document discusses incorporating risk into capital budgeting decisions. It defines risk as the degree of uncertainty about a project's future cash flows. To evaluate risk, statistical measures like the range, standard deviation, and coefficient of variation can be used to quantify the dispersion of possible cash flow outcomes. However, the most relevant risk is a project's market risk - how it impacts the risk of a company's overall portfolio or an investor's diversified portfolio. Sensitivity analysis and simulation analysis can provide probability distributions of cash flows needed to apply these statistical risk measures.
The document discusses two mutually exclusive investment projects for a Midwest manufacturing company. It provides the expected cash flows for each project and asks the reader to calculate the net present value (NPV) of each project at cost of capital rates of 10% and 17%. It also asks which project should be selected at each of the two cost of capital rates. The answers provided calculate the NPV of each project at 10% and 17% and state that Project A should be selected in both cases since it has a higher NPV than Project B.
This document discusses the fundamentals of capital budgeting. It begins by explaining that capital budgeting decisions are the most important investment decisions firms make as they determine long-term assets. It then reviews several capital budgeting techniques: net present value (NPV), payback period, accounting rate of return (ARR), and internal rate of return (IRR). It discusses how to calculate each and their strengths/weaknesses as decision tools. The document emphasizes that NPV is the best technique and explains conditions where IRR may differ from NPV. It concludes by discussing capital budgeting in practice.
The document discusses various techniques for risk analysis in capital budgeting including probability, variance, coefficient of variation, payback period, risk-adjusted discount rate, certainty equivalent, sensitivity analysis, scenario analysis, simulation analysis, decision trees, and utility theory. It provides details on how to apply each technique and highlights their benefits and limitations.
Real Options, Investment Analysis and Process PANKAJ PANDEY
Understand the capital budgeting process:
Document the policies and practices of companies in India and compare them with that of the companies in developed countries.
Understand the linkage between corporate strategy and investment decisions.
Define strategic real options.
Show the valuation of real options.
The document discusses capital budgeting tools used to evaluate investment projects. It describes payback period, accounting rate of return, net present value (NPV), and internal rate of return (IRR). For payback period, it provides the calculation method and notes that it ignores the time value of money. NPV calculates the difference between the present value of cash inflows and outflows. IRR is the discount rate that sets the NPV equal to zero. Examples are provided to demonstrate calculations for each method. Capital budgeting tools help managers select projects that maximize value.
The document discusses capital budgeting, which is the process companies use to evaluate long-term investments. It involves identifying potential capital projects, analyzing their expected cash flows, prioritizing projects based on available resources and strategy, and monitoring approved projects. The goals are to increase company value and returns. Key aspects covered include the capital budgeting process, principles, types of projects, and importance of making sound capital budgeting decisions given the large investments, long-term implications, risks, and difficulty of accurately forecasting future cash flows.
This document discusses risk analysis in investment. It defines risk as the potential for losing value and discusses different types of risk like financial risk and project-specific risk. It also outlines various techniques used for risk analysis like sensitivity analysis, probability distribution approach, and payback period. As an example, it shows how adjusting the discount rate for risk can impact a project's net present value. Overall, the document provides an overview of risk analysis in investments, outlining key concepts like different risk types and techniques used to evaluate risk.
- The document discusses various techniques for analyzing risk in capital budgeting decisions such as payback period, certainty equivalent, risk-adjusted discount rate, sensitivity analysis, scenario analysis, and simulation analysis.
- It also covers using decision trees for sequential investment decisions and incorporating utility theory to explicitly include a decision-maker's risk preferences in the capital budgeting analysis.
Risk-Adjusted Discount Rate (RADR) is sum total of two components. And these components are the risk-free rate and the risk premium.
To know more about it, click on the link given below:
https://efinancemanagement.com/investment-decisions/risk-adjusted-discount-rate
Brad Simon - Finance Lecture - Project Valuationbradhapa
This lecture discusses project valuation and capital budgeting. It introduces estimating a company's weighted average cost of capital (WACC) as the hurdle rate for projects. It also covers estimating incremental free cash flows from projects and using time-weighted tools like net present value (NPV) and internal rate of return (IRR) to evaluate whether projects will create or destroy shareholder value based on exceeding the WACC. The key steps are determining the WACC, estimating cash flows, and using tools like NPV and IRR to analyze project value.
This chapter discusses international cash management for multi-national corporations. It covers analyzing cash flows from the perspective of subsidiaries and the parent company. Techniques for optimizing cash flows include accelerating cash inflows, minimizing currency conversion costs, and managing inter-subsidiary transfers. Complications can arise from government restrictions, banking systems, and company characteristics. The chapter also discusses investing excess cash across currencies and managing risks through hedging strategies.
Capital rationing refers to situations where a company has a limited amount of capital to invest in projects, even if those projects have a positive net present value. There are two types of capital rationing: soft rationing, which is self-imposed by management, and hard rationing, which is imposed by external market factors limiting the company's ability to raise funds. Companies facing capital rationing must use techniques like ranking projects based on profitability index to allocate scarce funds to the most desirable projects.
This document outlines topics related to uncertainty, risk, and risk management. It will discuss measuring risk of single bonds and bond portfolios, sources of risk, the capital asset pricing model (CAPM), and CAPM econometrics. Specific topics include defining risk and risk aversion, probability distributions, expected returns, measures of dispersion like variance and standard deviation, the effect of diversification and correlation on portfolio risk, and the beta of a bond.
This presentation talks about how risks in a project are analyzed and quantified. The presentation also discusses benefits of quantification of risks and the various tools at our disposal to manage risks effectively through quantification.
Capital budgeting and long-term financing decisions..Futurum2
This document discusses capital budgeting and long-term financing decisions. It explains that capital budgeting involves selecting capital investments and evaluating investment opportunities by weighing costs against benefits. It also discusses that financing decisions are interrelated with investment decisions, as the cost of financing affects investment attractiveness and vice versa. The document outlines several factors to consider in long-term financing choices, such as cost, availability, flexibility, and how financing supports a company's strategy. It concludes that completely separating investment and financing decisions is impossible, as financing options can increase or decrease the attractiveness of investments.
The document discusses capital budgeting and investment analysis processes. It covers identifying investment opportunities, developing cash flow estimates, project evaluation techniques like net present value, and qualitative factors considered. Real options that provide flexibility are discussed, as well as valuing options using the Binomial and Black-Scholes methods. Capital budgeting is linked to corporate strategy, and decisions are made at operating, administrative and strategic levels.
Bba 2204 fin mgt week 11 capital budget cashflow & riskStephen Ong
This document provides an overview of a course on financial management that includes a section on capital budgeting and cash flows. It outlines the learning goals, which are to discuss relevant cash flows, expansion vs replacement decisions, sunk costs and opportunity costs. It also covers calculating initial investment, tax implications of asset sales, relevant operating cash inflows, and terminal cash flows. The document provides details on each of these concepts.
This document summarizes key concepts from Chapter 5 of Principles of Managerial Finance by Lawrence J. Gitman, which focuses on risk and return. It discusses measuring risk for single and multiple assets, the benefits of diversification, and international diversification. It then introduces the Capital Asset Pricing Model (CAPM) as a tool for valuing securities based on their non-diversifiable risk relative to the market. The chapter materials include study guides, problem templates, and answers to review questions about risk measurement, diversification, beta calculation, and the security market line.
Capital budgeting involves committing large funds initially for long-term projects with returns expected over many years. It is a continuous process involving multiple departments. Capital budgeting decisions have long-term implications, require substantial funds, are irreversible, and impact future growth. The decision process involves estimating costs/benefits, the required rate of return, and selecting an evaluation method. Common methods are payback period, accounting rate of return, net present value, profitability index, and internal rate of return. Cash flows, risks/uncertainties, and sensitivity must be considered carefully.
Capital budgeting involves planning long-term capital expenditures and investments. There are various techniques used to evaluate capital budgeting proposals, including non-discounting methods like payback period and accounting rate of return, as well as discounted cash flow methods like net present value, internal rate of return, and profitability index. Each method has benefits but also limitations, such as not accounting for the time value of money. Cost of capital refers to the minimum return required to undertake an investment and involves calculating the specific costs of different sources of financing like debt, equity, and retained earnings, as well as weighing them to determine an overall cost.
The document discusses various techniques for risk analysis in capital budgeting including probability, variance, coefficient of variation, payback period, risk-adjusted discount rate, certainty equivalent, sensitivity analysis, scenario analysis, simulation analysis, decision trees, and utility theory. It provides details on how to apply each technique and highlights their benefits and limitations.
This document discusses incorporating risk into capital budgeting decisions. It defines risk as the degree of uncertainty about a project's future cash flows. To evaluate risk, statistical measures like the range, standard deviation, and coefficient of variation can be used to quantify the dispersion of possible cash flow outcomes. However, the most relevant risk is a project's market risk - how it impacts the risk of a company's overall portfolio or an investor's diversified portfolio. Sensitivity analysis and simulation analysis can provide probability distributions of cash flows needed to apply these statistical risk measures.
The document discusses two mutually exclusive investment projects for a Midwest manufacturing company. It provides the expected cash flows for each project and asks the reader to calculate the net present value (NPV) of each project at cost of capital rates of 10% and 17%. It also asks which project should be selected at each of the two cost of capital rates. The answers provided calculate the NPV of each project at 10% and 17% and state that Project A should be selected in both cases since it has a higher NPV than Project B.
This document discusses the fundamentals of capital budgeting. It begins by explaining that capital budgeting decisions are the most important investment decisions firms make as they determine long-term assets. It then reviews several capital budgeting techniques: net present value (NPV), payback period, accounting rate of return (ARR), and internal rate of return (IRR). It discusses how to calculate each and their strengths/weaknesses as decision tools. The document emphasizes that NPV is the best technique and explains conditions where IRR may differ from NPV. It concludes by discussing capital budgeting in practice.
The document discusses various techniques for risk analysis in capital budgeting including probability, variance, coefficient of variation, payback period, risk-adjusted discount rate, certainty equivalent, sensitivity analysis, scenario analysis, simulation analysis, decision trees, and utility theory. It provides details on how to apply each technique and highlights their benefits and limitations.
Real Options, Investment Analysis and Process PANKAJ PANDEY
Understand the capital budgeting process:
Document the policies and practices of companies in India and compare them with that of the companies in developed countries.
Understand the linkage between corporate strategy and investment decisions.
Define strategic real options.
Show the valuation of real options.
The document discusses capital budgeting tools used to evaluate investment projects. It describes payback period, accounting rate of return, net present value (NPV), and internal rate of return (IRR). For payback period, it provides the calculation method and notes that it ignores the time value of money. NPV calculates the difference between the present value of cash inflows and outflows. IRR is the discount rate that sets the NPV equal to zero. Examples are provided to demonstrate calculations for each method. Capital budgeting tools help managers select projects that maximize value.
The document discusses capital budgeting, which is the process companies use to evaluate long-term investments. It involves identifying potential capital projects, analyzing their expected cash flows, prioritizing projects based on available resources and strategy, and monitoring approved projects. The goals are to increase company value and returns. Key aspects covered include the capital budgeting process, principles, types of projects, and importance of making sound capital budgeting decisions given the large investments, long-term implications, risks, and difficulty of accurately forecasting future cash flows.
This document discusses risk analysis in investment. It defines risk as the potential for losing value and discusses different types of risk like financial risk and project-specific risk. It also outlines various techniques used for risk analysis like sensitivity analysis, probability distribution approach, and payback period. As an example, it shows how adjusting the discount rate for risk can impact a project's net present value. Overall, the document provides an overview of risk analysis in investments, outlining key concepts like different risk types and techniques used to evaluate risk.
- The document discusses various techniques for analyzing risk in capital budgeting decisions such as payback period, certainty equivalent, risk-adjusted discount rate, sensitivity analysis, scenario analysis, and simulation analysis.
- It also covers using decision trees for sequential investment decisions and incorporating utility theory to explicitly include a decision-maker's risk preferences in the capital budgeting analysis.
Risk-Adjusted Discount Rate (RADR) is sum total of two components. And these components are the risk-free rate and the risk premium.
To know more about it, click on the link given below:
https://efinancemanagement.com/investment-decisions/risk-adjusted-discount-rate
Brad Simon - Finance Lecture - Project Valuationbradhapa
This lecture discusses project valuation and capital budgeting. It introduces estimating a company's weighted average cost of capital (WACC) as the hurdle rate for projects. It also covers estimating incremental free cash flows from projects and using time-weighted tools like net present value (NPV) and internal rate of return (IRR) to evaluate whether projects will create or destroy shareholder value based on exceeding the WACC. The key steps are determining the WACC, estimating cash flows, and using tools like NPV and IRR to analyze project value.
This chapter discusses international cash management for multi-national corporations. It covers analyzing cash flows from the perspective of subsidiaries and the parent company. Techniques for optimizing cash flows include accelerating cash inflows, minimizing currency conversion costs, and managing inter-subsidiary transfers. Complications can arise from government restrictions, banking systems, and company characteristics. The chapter also discusses investing excess cash across currencies and managing risks through hedging strategies.
Capital rationing refers to situations where a company has a limited amount of capital to invest in projects, even if those projects have a positive net present value. There are two types of capital rationing: soft rationing, which is self-imposed by management, and hard rationing, which is imposed by external market factors limiting the company's ability to raise funds. Companies facing capital rationing must use techniques like ranking projects based on profitability index to allocate scarce funds to the most desirable projects.
This document outlines topics related to uncertainty, risk, and risk management. It will discuss measuring risk of single bonds and bond portfolios, sources of risk, the capital asset pricing model (CAPM), and CAPM econometrics. Specific topics include defining risk and risk aversion, probability distributions, expected returns, measures of dispersion like variance and standard deviation, the effect of diversification and correlation on portfolio risk, and the beta of a bond.
This presentation talks about how risks in a project are analyzed and quantified. The presentation also discusses benefits of quantification of risks and the various tools at our disposal to manage risks effectively through quantification.
Capital budgeting and long-term financing decisions..Futurum2
This document discusses capital budgeting and long-term financing decisions. It explains that capital budgeting involves selecting capital investments and evaluating investment opportunities by weighing costs against benefits. It also discusses that financing decisions are interrelated with investment decisions, as the cost of financing affects investment attractiveness and vice versa. The document outlines several factors to consider in long-term financing choices, such as cost, availability, flexibility, and how financing supports a company's strategy. It concludes that completely separating investment and financing decisions is impossible, as financing options can increase or decrease the attractiveness of investments.
The document discusses capital budgeting and investment analysis processes. It covers identifying investment opportunities, developing cash flow estimates, project evaluation techniques like net present value, and qualitative factors considered. Real options that provide flexibility are discussed, as well as valuing options using the Binomial and Black-Scholes methods. Capital budgeting is linked to corporate strategy, and decisions are made at operating, administrative and strategic levels.
Bba 2204 fin mgt week 11 capital budget cashflow & riskStephen Ong
This document provides an overview of a course on financial management that includes a section on capital budgeting and cash flows. It outlines the learning goals, which are to discuss relevant cash flows, expansion vs replacement decisions, sunk costs and opportunity costs. It also covers calculating initial investment, tax implications of asset sales, relevant operating cash inflows, and terminal cash flows. The document provides details on each of these concepts.
This document summarizes key concepts from Chapter 5 of Principles of Managerial Finance by Lawrence J. Gitman, which focuses on risk and return. It discusses measuring risk for single and multiple assets, the benefits of diversification, and international diversification. It then introduces the Capital Asset Pricing Model (CAPM) as a tool for valuing securities based on their non-diversifiable risk relative to the market. The chapter materials include study guides, problem templates, and answers to review questions about risk measurement, diversification, beta calculation, and the security market line.
Capital budgeting involves committing large funds initially for long-term projects with returns expected over many years. It is a continuous process involving multiple departments. Capital budgeting decisions have long-term implications, require substantial funds, are irreversible, and impact future growth. The decision process involves estimating costs/benefits, the required rate of return, and selecting an evaluation method. Common methods are payback period, accounting rate of return, net present value, profitability index, and internal rate of return. Cash flows, risks/uncertainties, and sensitivity must be considered carefully.
Capital budgeting involves planning long-term capital expenditures and investments. There are various techniques used to evaluate capital budgeting proposals, including non-discounting methods like payback period and accounting rate of return, as well as discounted cash flow methods like net present value, internal rate of return, and profitability index. Each method has benefits but also limitations, such as not accounting for the time value of money. Cost of capital refers to the minimum return required to undertake an investment and involves calculating the specific costs of different sources of financing like debt, equity, and retained earnings, as well as weighing them to determine an overall cost.
The document discusses various techniques for risk analysis in capital budgeting including probability, variance, coefficient of variation, payback period, risk-adjusted discount rate, certainty equivalent, sensitivity analysis, scenario analysis, simulation analysis, decision trees, and utility theory. It provides details on how to apply each technique and highlights their benefits and limitations.
Capital budgeting refers to a firm's decision to invest funds in long-term assets that are expected to generate benefits over several years. It is important because such decisions influence long-term growth, profitability, and risk. Capital budgeting methods can be divided into non-discounted cash flow methods (such as payback period) and discounted cash flow methods (such as net present value and internal rate of return). The net present value and internal rate of return methods may provide conflicting rankings for mutually exclusive projects under certain conditions related to cash flows and project lives. The net present value method is generally preferred for decision making because it is consistent with maximizing shareholder wealth.
The document discusses various capital budgeting techniques. It defines net present value and internal rate of return, and discusses how they can sometimes provide contradictory results. It also provides short notes on certainty equivalent approach and sensitivity analysis, explaining how they handle risk in capital budgeting. Social cost benefit analysis is discussed in the context of evaluating industrial projects. The document also covers other topics like project appraisal under inflation, capital rationing, zero date of a project, simulation analysis, and the key contents of a project report.
This document provides an overview and study guide for Chapter 9 of the textbook "Principles of Managerial Finance" which covers capital budgeting techniques. It discusses net present value (NPV), internal rate of return (IRR), payback period, and risk-adjusted discount rates. It provides examples and solutions to problems involving calculating NPV, IRR, and payback period for capital budgeting projects. Answers to review questions on these techniques are also included to help students learn the concepts.
This document provides an overview and instructor resources for a chapter on capital budgeting techniques from the textbook "Principles of Managerial Finance" by Lawrence J. Gitman. The chapter covers net present value, internal rate of return, payback period, and risk-adjusted discount rates. It includes sample problems, spreadsheet templates, and a study guide for classroom use. The document lists learning goals, solutions to review questions, and solutions to sample problems calculating various capital budgeting metrics for multiple projects.
Chapter18 International Finance ManagementPiyush Gaur
Dorchester Ltd is considering building a new manufacturing plant in the US to expand its candy production and sales in North America. The initial cost of the plant would be $7 million. Local debt financing of $1.5 million at 7.75% interest would be provided. Dorchester must decide whether to issue additional debt in pounds sterling at 10.75% or US dollars at 9.5%.
Building the new plant would allow Dorchester to serve the entire North American market and realize higher profits of $4.40 per pound sold. However, the analysis of costs, revenues, tax rates, debt financing, and exchange rates is complex given the international dimensions. A full capital budgeting analysis is required to
Dorchester Ltd is considering building a new manufacturing plant in the US to expand its candy production and sales in North America. The initial cost of the plant would be $7 million. Local debt financing of $1.5 million at 7.75% interest would be provided. Dorchester must decide whether to issue additional debt in pounds sterling at 10.75% or US dollars at 9.5%.
Building the new plant would allow Dorchester to serve the entire North American market and realize higher profits of $4.40 per pound sold. However, the analysis of costs, revenues, tax rates, debt financing, and exchange rates is complex given the international dimensions. A full capital budgeting analysis is required to
The document is a project report submitted by Rutuja Deepak Chudnaik for their M.Com degree. The report focuses on comparing the Payback Method and Internal Rate of Return (IRR) Method for capital budgeting and investment decisions. The report includes an introduction to capital budgeting, the objectives and basic principles. It also provides details on the calculation of payback period for projects with constant and uneven cash flows. The report is submitted to the University of Mumbai under the guidance of their project guide, Prof. Dhiren Kanabar.
The document discusses key aspects of the capital budgeting process, including:
1) The main steps such as brainstorming ideas, analyzing cash flows, integrating projects, and post-auditing.
2) Types of capital projects like replacement, expansion, new products, and regulatory projects.
3) Methods for evaluating projects like NPV, IRR, payback period, and profitability index.
4) Estimating cash flows, costs of capital including WACC, and dealing with conflicts between methods.
So in summary, it provides an overview of the capital budgeting process, types of projects, evaluation methods, and considerations for costs and cash flows.
1. Capital budgeting is the process of analyzing long-term investment projects and determining whether to allocate resources.
2. It involves assessing projects with large, irreversible investments that have long-term implications and risk for the firm.
3. Techniques like net present value (NPV), internal rate of return (IRR), and modified internal rate of return (MIRR) are used to evaluate projects and maximize shareholder wealth in a way that considers cash flows and the time value of money.
This document discusses capital budgeting, which refers to the process of evaluating potential long-term investment projects. It describes the key aspects of capital budgeting including its meaning, significance, and common methods used. The capital budgeting process involves generating project proposals, evaluating them by estimating costs and benefits, selecting projects, and reviewing performance. Traditional methods for evaluating projects include payback period and accounting rate of return. Discounted cash flow methods, like net present value and internal rate of return, are also covered. The document provides details on how to calculate and apply each of these evaluation methods.
The document discusses various techniques for handling risk in capital budgeting decisions, including sensitivity analysis, simulation, and adjusting discount rates. Sensitivity analysis involves analyzing how changes in variables impact NPV or IRR. Simulation uses probability distributions and random numbers to estimate outcomes. Risk-adjusted discount rates increase the discount rate used based on a project's perceived risk level.
Capital budgeting Capital Rationing Financial Risk Management.pptCA Reshmi Gurnani
The document discusses various aspects of capital budgeting, capital rationing, and financial risk management. It defines key terms like capital budgeting, capital rationing, risk management, and describes the capital budgeting process, techniques for evaluating investments like NPV, IRR, MIRR, and the risk management cycle. The document also provides examples to illustrate concepts like capital rationing and evaluating projects under a budget constraint.
Capital budgeting refers to the process of evaluating investment projects and determining whether they should be accepted or rejected. There are traditional and discounted cash flow methods for evaluating projects. Traditional methods include payback period and accounting rate of return, which do not consider the time value of money. Discounted cash flow methods like net present value (NPV) and internal rate of return (IRR) discount future cash flows to determine if a project will provide sufficient returns. The capital budgeting process involves project generation, evaluation using techniques like NPV or IRR, and selection of projects that meet acceptance criteria.
Capital budgeting refers to the process of evaluating investment projects and determining whether they should be accepted or rejected. There are traditional and discounted cash flow methods for evaluating projects. Traditional methods include payback period and accounting rate of return, which do not consider the time value of money. Discounted cash flow methods, like net present value and internal rate of return, discount future cash flows to determine the value of projects today. These methods are preferred as they are consistent with maximizing shareholder value.
This document discusses managerial options and their implications for valuation. It defines managerial options as management flexibility to make future decisions that affect a project's expected cash flows, life, or future acceptance. It notes that managerial options enhance a project's worth beyond its net present value alone. Common types of managerial options include options to expand/contract, abandon, or postpone a project. Valuing managerial options is more difficult than valuing financial options. Real options valuation applies option valuation techniques to capital budgeting decisions, treating management flexibility as a series of real options. This approach accounts for uncertainty and management's ability to respond in ways that discounted cash flow analysis does not. The document outlines inputs, methods, and limitations of
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This is a complete project for Principal of management Students. it address the all basic concepts of management and how Adamjee Insurance implementing these concepts in day to day Operations.
Corporate Governance Pactices in Pakistan; A case of Adamjee and Atlas Insura...Fiaz Ahmad
This document contains the basic Corporate Governance concepts implications in two big insurance firms in Pakistan. How the take advantage of Corporate Governance.
Capital and Revenue Expenditure (income tax law)Fiaz Ahmad
The document discusses the differences between capital and revenue expenditures and receipts. Revenue expenditures do not create permanent assets, while capital expenditures do. Purchasing fixed assets like land or buildings constitutes a capital expenditure, while repairing machinery is a revenue expenditure. Receiving money from the sale of a fixed asset used for business is a capital receipt, while money from selling stock is a revenue receipt. Money received for completely surrendering a right like a copyright is a capital receipt, while money received for temporary use of a right is a revenue receipt.
Business taxation introducation and historyFiaz Ahmad
The document discusses taxation in Pakistan. It provides historical background on taxation practices in ancient Egypt, Greece, and the Roman Empire. It then outlines Pakistan's current tax system, including the main taxes like income tax and sales tax. It notes that income tax is governed by the Income Tax Ordinance of 2001 and applies progressive personal and corporate income tax rates. The document also provides some statistics on Pakistan's tax system, like only 1.9 million people filing tax returns in 2014 out of a population of 190 million.
Basic concept and definition related to income taxFiaz Ahmad
The document defines key terms related to income tax law in Pakistan. It discusses concepts like taxable income, total income, and residence as it relates to tax law. It also outlines several important sections of tax law, defining terms such as accumulated profit, appellate tribunal, approved gratuity fund, pension scheme, and more. The document provides definitions for these tax-related terms to clarify their meanings in the context of Pakistan's income tax code.
Chapter 18:International Managerial FinanceFiaz Ahmad
The document provides an overview of key topics in international managerial finance covered in Chapter 18, including taxes, accounting practices, risk, international capital markets, and how operating in different countries can affect capital structure. It discusses templates and study guides available for the chapter. The answers to review questions cover topics like international trade agreements, joint ventures, foreign tax considerations, the Euromarkets, translating foreign subsidiary financial statements, foreign exchange rates, political risk, repatriating cash flows, and international business combinations. Case studies and problems provide examples of assessing foreign direct investments and calculating costs of capital and net present values for projects in other countries.
This chapter discusses risk and return, including measuring risk for single and multiple assets, the effects of diversification, and international diversification. It then introduces the Capital Asset Pricing Model (CAPM) as a tool for valuing securities based on their non-diversifiable risk compared to the market. The chapter materials include study guides, practice problems, and answers to review questions about key concepts such as beta, diversification, systematic and unsystematic risk, and how the CAPM links risk and required return.
The document discusses sources of income and business practices that are permissible and prohibited in Islam. It provides verses from the Quran indicating that any source of income is allowed if it benefits all parties justly, but bribery, theft, fraud, gambling, alcohol, and interest are forbidden. The document outlines moral directives for Muslims in business including honest measurements and weights, not hoarding wealth, and documenting debts. It emphasizes the importance of charity through paying zakat and prioritizing the needs of dependents. Entrepreneurship is encouraged over dependency, and social responsibility to the community is important through charitable acts that benefit people, animals and the environment. Contentment with wealth rather than vast riches is emphasized.
This document provides an introduction to cost accounting. It defines cost as a monetary measurement of resources used for production and defines cost accounting as the process of classifying and analyzing expenditures to determine the total cost of a unit of production. The objectives of cost accounting are to ascertain costs under different situations, determine selling prices, control efficiency, and provide a basis for operating policies. Cost accounting is described as a branch of knowledge, a science, an art, and a profession. The scope of cost accounting includes cost ascertainment, accounting, control, reporting, and auditing.
Management accounting relates to using cost information gathered by cost accounting to aid in decision making. It provides information for planning, control, and performance measurement. Management accounting is concerned with internal reporting and decision making, while financial accounting provides information externally. Management accounting is derived from cost and financial accounting and aids both short and long term planning, while cost accounting focuses on cost ascertainment and allocation. Costs can be classified in various ways, including by element, nature, behavior, function, and time. Costs relevant for management decision making include marginal cost, differential cost, opportunity cost, and replacement cost.
STREETONOMICS: Exploring the Uncharted Territories of Informal Markets throug...sameer shah
Delve into the world of STREETONOMICS, where a team of 7 enthusiasts embarks on a journey to understand unorganized markets. By engaging with a coffee street vendor and crafting questionnaires, this project uncovers valuable insights into consumer behavior and market dynamics in informal settings."
Abhay Bhutada, the Managing Director of Poonawalla Fincorp Limited, is an accomplished leader with over 15 years of experience in commercial and retail lending. A Qualified Chartered Accountant, he has been pivotal in leveraging technology to enhance financial services. Starting his career at Bank of India, he later founded TAB Capital Limited and co-founded Poonawalla Finance Private Limited, emphasizing digital lending. Under his leadership, Poonawalla Fincorp achieved a 'AAA' credit rating, integrating acquisitions and emphasizing corporate governance. Actively involved in industry forums and CSR initiatives, Abhay has been recognized with awards like "Young Entrepreneur of India 2017" and "40 under 40 Most Influential Leader for 2020-21." Personally, he values mindfulness, enjoys gardening, yoga, and sees every day as an opportunity for growth and improvement.
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"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
Financial Assets: Debit vs Equity Securities.pptxWrito-Finance
financial assets represent claim for future benefit or cash. Financial assets are formed by establishing contracts between participants. These financial assets are used for collection of huge amounts of money for business purposes.
Two major Types: Debt Securities and Equity Securities.
Debt Securities are Also known as fixed-income securities or instruments. The type of assets is formed by establishing contracts between investor and issuer of the asset.
• The first type of Debit securities is BONDS. Bonds are issued by corporations and government (both local and national government).
• The second important type of Debit security is NOTES. Apart from similarities associated with notes and bonds, notes have shorter term maturity.
• The 3rd important type of Debit security is TRESURY BILLS. These securities have short-term ranging from three months, six months, and one year. Issuer of such securities are governments.
• Above discussed debit securities are mostly issued by governments and corporations. CERTIFICATE OF DEPOSITS CDs are issued by Banks and Financial Institutions. Risk factor associated with CDs gets reduced when issued by reputable institutions or Banks.
Following are the risk attached with debt securities: Credit risk, interest rate risk and currency risk
There are no fixed maturity dates in such securities, and asset’s value is determined by company’s performance. There are two major types of equity securities: common stock and preferred stock.
Common Stock: These are simple equity securities and bear no complexities which the preferred stock bears. Holders of such securities or instrument have the voting rights when it comes to select the company’s board of director or the business decisions to be made.
Preferred Stock: Preferred stocks are sometime referred to as hybrid securities, because it contains elements of both debit security and equity security. Preferred stock confers ownership rights to security holder that is why it is equity instrument
<a href="https://www.writofinance.com/equity-securities-features-types-risk/" >Equity securities </a> as a whole is used for capital funding for companies. Companies have multiple expenses to cover. Potential growth of company is required in competitive market. So, these securities are used for capital generation, and then uses it for company’s growth.
Concluding remarks
Both are employed in business. Businesses are often established through debit securities, then what is the need for equity securities. Companies have to cover multiple expenses and expansion of business. They can also use equity instruments for repayment of debits. So, there are multiple uses for securities. As an investor, you need tools for analysis. Investment decisions are made by carefully analyzing the market. For better analysis of the stock market, investors often employ financial analysis of companies.
Abhay Bhutada Leads Poonawalla Fincorp To Record Low NPA And Unprecedented Gr...Vighnesh Shashtri
Under the leadership of Abhay Bhutada, Poonawalla Fincorp has achieved record-low Non-Performing Assets (NPA) and witnessed unprecedented growth. Bhutada's strategic vision and effective management have significantly enhanced the company's financial health, showcasing a robust performance in the financial sector. This achievement underscores the company's resilience and ability to thrive in a competitive market, setting a new benchmark for operational excellence in the industry.
Chapter 10: Risk and Refinements In Capital Budgeting
1. Principles of Managerial Finance Solution
Lawrence J. Gitman
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CHAPTER 10
Risk and Refinements
In Capital Budgeting
INSTRUCTOR’S RESOURCES
Overview
Chapters 8 and 9 developed the major decision-making aspects of capital budgeting. Cash flows and budgeting
models have been integrated and discussed in providing the principles of capital budgeting. However, there are
more complex issues beyond those presented. Chapter 10 expands capital budgeting to consider risk with such
methods as sensitivity analysis, scenario analysis, and simulation. Capital budgeting techniques used to evaluate
international projects, as well as the special risks multinational companies face, are also presented. Additionally,
two basic risk-adjustment techniques are examined: certainty equivalents and risk-adjusted discount rates.
PMF DISK
PMF Tutor
A topic covered for this is risk-adjusted discount rates (RADRs).
PMF Problem-Solver: Capital Budgeting Techniques
This module allows the student to compare the annualized net present value of projects with unequal lives.
PMF Templates
No spreadsheet templates are provided for this chapter.
Study Guide
There are no particular Study Guide examples suggested for classroom presentation.
2. Part 3 Long-Term Investment Decisions
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ANSWERS TO REVIEW QUESTIONS
10-1 There is usually a significant degree of uncertainty associated with capital budgeting projects. There is the
usual business risk along with the fact that future cash flows are an estimate and do not represent exact
values. This uncertainty exists for both independent and mutually exclusive projects. The risk associated
with any single project has the capability to change the entire risk of the firm. The firm's assets are like a
portfolio of assets. If an accepted capital budgeting project has a risk different from the average risk of the
assets in the firm, it will cause a shift in the overall risk of the firm.
10-2 Risk, in terms of cash inflows from a project, is the variability of expected cash flows, hence the expected
returns, of the given project. The breakeven cash inflow⎯the level of cash inflow necessary in order for
the project to be acceptable⎯may be compared with the probability of that inflow occurring. When
comparing two projects with the same breakeven cash inflows, the project with the higher probability of
occurrence is less risky.
10-3 a. Sensitivity analysis uses a number of possible inputs (cash inflows) to assess their impact on the firm's
return (NPV). In capital budgeting, the NPVs are estimated for the pessimistic, most likely, and
optimistic cash flow estimates. By subtracting the pessimistic outcome NPV from the optimistic
outcome NPV, a range of NPVs can be determined.
b. Scenario analysis is used to evaluate the impact on return of simultaneous changes in a number of
variables, such as cash inflows, cash outflows, and the cost of capital, resulting from differing
assumptions relative to economic and competitive conditions. These return estimates can be used to
roughly assess the risk involved with respect to the level of inflation.
c. Simulation is a statistically based approach using random numbers to simulate various cash flows
associated with the project, calculating the NPV or IRR on the basis of these cash flows, and then
developing a probability distribution of each project's rate of returns based on NPV or IRR criterion.
10-4 a. Multinational companies (MNCs) must consider the effect of exchange rate risk, the risk that the
exchange rate between the dollar and the currency in which the project's cash flows are denominated
will reduce the project's future cash flows. If the value of the dollar depreciates relative to that
currency, the market value of the project's cash flows will decrease as a result. Firms can use hedging
to protect themselves against this risk in the short term; for the long term, financing the project using
local currency can minimize this risk.
b. Political risk, the risk that a foreign government's actions will adversely affect the project, makes
international projects particularly risky, because it cannot be predicted in advance. To take this risk
into account, managers should either adjust expected cash flows or use risk-adjusted discount rates
when performing the capital budgeting analysis. Adjustment of cash flows is the preferred method.
c. Tax laws differ from country to country. Because only after-tax cash flows are relevant for capital
budgeting decisions, managers must account for all taxes paid to foreign governments and consider the
effect of any foreign tax payments on the firm's U.S. tax liability.
d. Transfer pricing refers to the prices charged by a corporation's subsidiaries for goods and services
traded between them; the prices are not set by the open market. In terms of capital budgeting
3. Chapter 10 Risk and Refinements in Capital Budgeting
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decisions, managers should be sure that transfer prices accurately reflect actual costs and incremental
cash flows.
e. MNCs cannot evaluate international capital projects from only a financial perspective. The strategic
viewpoint often is the determining factor in deciding whether or not to undertake a project. In fact, a
project that is less acceptable on a purely financial basis than another may be chosen for strategic
reasons. Some reasons for MNC foreign investment include continued market access, the ability to
compete with local companies, political and/or social reasons (for example, gaining favorable tax
treatment in exchange for creating new jobs in a country), and achievement of a particular corporate
objective such as obtaining a reliable source of raw materials.
10-5 Risk-adjusted discount rates reflect the return that must be earned on a given project in order to adequately
compensate the firm's owners. The relationship between RADRs and the CAPM is a purely theoretical
concept. The expression used to value the expected rate of return of a security ki (ki = RF + [b x (km - RF)])
is rewritten substituting an asset for a security. Because real corporate assets are not traded in efficient
markets and estimation of a market return, km, for a portfolio of such assets would be difficult, the CAPM
is not used for real assets.
10-6 A firm whose stock is actively traded in security markets generally does not increase in value through
diversification. Investors themselves can more efficiently diversify their portfolio by holding a variety of
stocks. Since a firm is not rewarded for diversification, the risk of a capital budgeting project should be
considered independently rather than in terms of their impact on the total portfolio of assets. In practice,
management usually follows this approach and evaluates projects based on their total risk.
10-7 Yet RADRs are most often used in practice for two reasons: 1) financial decision makers prefer using rate
of return-based criteria, and 2) they are easy to estimate and apply. In practice, risk is subjectively
categorized into classes, each having a RADR assigned to it. Each project is then subjectively placed in
the appropriate risk class.
10-8 A comparison of NPVs of unequal-lived mutually exclusive projects is inappropriate because it may lead
to an incorrect choice of projects. The annualized net present value converts the net present value of
unequal-lived projects into an annual amount that can be used to select the best project. The expression
used to calculate the ANPV follows:
ANPV =
NPV
PVIFA
j
k%, nj
10-9 Real Options are opportunities embedded in real assets that are part of the capital budgeting process.
Managers have the option of implementing some of these opportunities to alter the cash flow and risk of a
given project. Examples of real options include:
Abandonment – the option to abandon or terminate a project prior to the end of its planned life.
Flexibility - the ability to adopt a project that permits flexibility in the firm’s production process, such as be
able to reconfigure a machine to accept various types of inputs.
Growth - the option to develop follow-on projects, expand markets, expand or retool plants, and so on that
would not be possible without implementation the project that is being evaluated.
Timing - the ability to determine the exact timing of when various action of the project will be undertaken.
4. Part 3 Long-Term Investment Decisions
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10-10 Strategic NPV incorporates the value of the real options associated with the project while traditional NPV
includes only the identifiable relevant cash flows. Using strategic NPV could alter the final accept/reject
decision. It is likely to lead to more accept decisions since the value of the options is added to the
traditional NPV as shown in the following equation.
NPVstrategic = NPVtraditional = Value of real options
10-11 Capital rationing is a situation where a firm has only a limited amount of funds available for capital
investments. In most cases, implementation of the acceptable projects would require more capital than is
available. Capital rationing is common for a firm, since unfortunately most firms do not have sufficient
capital available to invest in all acceptable projects. In theory, capital rationing should not exist because
firms should accept all projects with positive NPVs or IRRs greater than the cost of capital. However,
most firms operate with finite capital expenditure budgets and must select the best from all acceptable
projects, taking into account the amount of new financing required to fund these projects.
10-12 The internal rate of return approach and the net present value approach to capital rationing both involve
ranking projects on the basis of IRRs. Using the IRR approach, a cut-off rate and a budget constraint are
imposed. The NPV first ranks projects by IRR and then takes into account the present value of the benefits
from each project in order to determine the combination with the highest overall net present value. The
benefit of the NPV approach is that it guarantees a maximum dollar return to the firm, whereas the IRR
approach does not.
5. Chapter 10 Risk and Refinements in Capital Budgeting
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SOLUTIONS TO PROBLEMS
10-1 LG 1: Recognizing Risk
a. & b.
Project Risk Reason
A Low the cash flows from the project can be easily determined since this
expenditure consists strictly of outflows. The amount is also relatively
small.
B Medium the competitive nature of the industry makes it so that Caradine will need to
make this expenditure to remain competitive. The risk is only moderate
since the firm already has clients in place to use the new technology.
C Medium Since the firm is only preparing a proposal; their commitment at this time is
low. However, the $450,000 is a large sum of money for the company and it
will immediately become a sunk cost.
D High although this purchase is in the industry in which Caradine normally
operates; they are encountering a large amount of risk. The large
expenditure, the competitiveness of the industry, and the political and
exchange risk of operating in a foreign country adds to the uncertainty.
NOTE: Other answers are possible depending on the assumptions a student may make. There is too little
information given about the firm and industry to establish a definitive risk analysis.
10-2 LG 2: Breakeven Cash Flows
a. $35,000 = CF(PVIFA14%,12)
$35,000 = CF (5.66)
CF = $6,183.75
Calculator solution: $6,183.43
b. $35,000 = CF(PVIFA10%,12)
$35,000 = CF (6.814)
CF = $5,136.48
Calculator solution: $5,136.72
The required cash flow per year would decrease by $1,047.27.
10-3 LG 2: Breakeven Cash Inflows and Risk
a. Project X Project Y
PVn = PMT x (PVIFA15%,5 yrs.) PVn = PMT x (PVIFA15%,5 yrs.)
PVn = $10,000 x (3.352) PVn = $15,000 x (3.352)
PVn = $33,520 PVn = $50,280
NPV = PVn - Initial investment NPV = PVn - Initial investment
NPV = $33,520 - $30,000 NPV = $50,280 - $40,000
NPV = $3,520 NPV = $10,280
Calculator solution: $3,521.55 Calculator solution: $10,282.33
6. Part 3 Long-Term Investment Decisions
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b. Project X Project Y
$CF x 3.352 = $30,000 $CF x 3.352 = $40,000
$CF = $30,000 ÷ 3.352 $CF = $40,000 ÷ 3.352
$CF = $8,949.88 $CF = $11,933.17
c. Project X Project Y
Probability = 60% Probability = 25%
d. Project Y is more risky and has a higher potential NPV. Project X has less risk and less return while
Project Y has more risk and more return, thus the risk-return trade-off.
e. Choose Project X to minimize losses; to achieve higher NPV, choose Project Y.
10-4 LG 2: Basic Sensitivity Analysis
a. Range A = $1,800 - $200 = $1,600 Range B = $1,100 - $900 = $200
b. NPV
Outcome Project A Project B
Calculator Calculator
Table Value Solution Table Value Solution
Pessimistic - $ 6,297 - $ 6,297.29 - $ 337 - $ 337.79
Most likely 514 513.56 514 513.56
Optimistic 7,325 7,324.41 1,365 1,364.92
Range $13,622 $13,621.70 $1,702 $1,702.71
c. Since the initial investment of projects A and B are equal, the range of cash flows and the range of NPVs
are consistent.
d. Project selection would depend upon the risk disposition of the management. (A is more risky than B but
also has the possibility of a greater return.)
10-5 LG 4: Sensitivity Analysis
a. Range P = $1,000 - $500 = $500
Range Q = $1,200 - $400 = $800
b. NPV
Outcome Project A Project B
Calculator Calculator
Table Value Solution Table Value Solution
Pessimistic $73 $ 72.28 -$ 542 -$ 542.17
Most likely 1,609 1,608.43 1,609 1,608.43
Optimistic 3,145 3,144.57 4,374 4,373.48
c. Range P = $3,145 - $73 = $3,072 (Calculator solution: $3,072.29)
Range Q = $4,374 - (-$542) = $4,916 (Calculator solution: $4,915.65)
7. Chapter 10 Risk and Refinements in Capital Budgeting
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Each computer has the same most likely result. Computer Q has both a greater potential loss and a greater
potential return. Therefore, the decision will depend on the risk disposition of management.
10-6 LG 2: Simulation
a. Ogden Corporation could use a computer simulation to generate the respective profitability distributions
through the generation of random numbers. By tying various cash flow assumptions together into a
mathematical model and repeating the process numerous times, a probability distribution of project returns
can be developed. The process of generating random numbers and using the probability distributions for
cash inflows and outflows allows values for each of the variables to be determined. The use of the
computer also allows for more sophisticated simulation using components of cash inflows and outflows.
Substitution of these values into the mathematical model yields the NPV. The key lies in formulating a
mathematical model that truly reflects existing relationships.
b. The advantages to computer simulations include the decision maker's ability to view a continuum of risk-
return trade-offs instead of a single-point estimate. The computer simulation, however, is not feasible for
risk analysis.
10-7 LG 4: Risk–Adjusted Discount Rates-Basic
a. Project E:
PVn = $6,000 x (PVIFA15%,4)
PVn = $6,000 x 2.855
PVn = $17,130
NPV = $17,130 - $15,000
NPV = $2,130
Calculator solution: $2,129.87
Project F: Year CF PVIF15%,n PV
1 $6,000 .870 $5,220
2 4,000 .756 3,024
3 5,000 .658 3,290
4 2,000 .572 1,144
$12,678
NPV = $12,678 - $11,000
NPV = $1,678
Calculator solution: $1,673.05
Project G:Year CF PVIF15%,n PV
8. Part 3 Long-Term Investment Decisions
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1 $ 4,000 .870 $3,480
2 6,000 .756 4,536
3 8,000 .658 5,264
4 12,000 .572 6,864
$20,144
NPV = $20,144 - $19,000
NPV = $1,144
Calculator solution: $1,136.29
Project E, with the highest NPV, is preferred.
b. RADRE = .10 + (1.80 x (.15 - .10)) = .19
RADRF = .10 + (1.00 x (.15 - .10)) = .15
RADRG = -.10 + (0.60 x (.15 - .10)) = .13
c. Project E: $6,000 x (2.639) = $15,834
NPV = $15,834 - $15,000
NPV = $834
Calculator solution: $831.51
Project F: Same as in a., $1,678 (Calculator solution: $1,673.05)
Project G:Year CF PVIF13%,n PV
1 $ 4,000 .885 $ 3,540
2 6,000 .783 4,698
3 8,000 .693 5,544
4 12,000 .613 7,356
$ 21,138
NPV = $21,138 - $19,000
NPV = $2,138
Calculator solution: $2,142.93
Rank: Project
1 G
2 F
3 E
d. After adjusting the discount rate, even though all projects are still acceptable, the ranking changes. Project
G has the highest NPV and should be chosen.
10-8 LG 4: Risk-adjusted Discount rates-Tabular
a. NPVA = ($7,000 x 3.993) - $20,000
NPVA = $7,951 (Use 8% rate)
Calculator solution: $ 7,948.97
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NPVB = ($10,000 x 3.443) - $30,000
NPVB = $4,330 (Use 14% rate)
Calculator solution: $ 4,330.81
Project A, with the higher NPV, should be chosen.
b. Project A is preferable to Project B, since the net present value of A is greater than the net present value of
B.
10-9 LG 4: Risk-adjusted Rates of Return using CAPM
a. kX = 7% + 1.2(12% - 7%) = 7% + 6% = 13%
kY = 7% + 1.4(12% - 7%) = 7% + 7% = 14%
NPVX = $30,000(PVIFA13%,4) - $70,000
NPVX = $30,000(2.974) - $70,000
NPVX = $89,220 - $70,000 = $19,220
NPVY = $22,000(PVIF14%,1) + $32,000(PVIF14%,2) + $38,000(PVIF14%3) + $46,000(PVIF14%,4) - $70,000
NPVY = $22,000(.877) + $32,000(.769) + $38,000(.675) + $46,000(.592) - $70,000
NPVY = $19,294 + $24,608 + $25,650 + $27,232 - 70,000 = $26,784
b. The RADR approach prefers Y over X. The RADR approach combines the risk adjustment and the time
adjustment in a single value. The RADR approach is most often used in business.
10-10 LG 4: Risk Classes and RADR
a. Project X:Year CF PVIF22%,n PV
1 $80,000 .820 $65,600
2 70,000 .672 47,040
3 60,000 .551 33,060
4 60,000 .451 27,060
5 60,000 .370 22,200
$194,960
NPV = $194,960 - $180,000
NPV = $14,960
Calculator solution: $14,930.45
Project Y:Year CF PVIF13%,n PV
1 $50,000 .885 $ 44,250
2 60,000 .783 46,980
3 70,000 .693 48,510
4 80,000 .613 49,040
5 90,000 .543 48,870
$237,650
NPV = $237,650 - $235,000
NPV = $2,650
Calculator solution: $2,663.99
10. Part 3 Long-Term Investment Decisions
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Project Z:Year CF PVIFA15%,5 PV
1 $90,000
2 $90,000
3 $90,000 3.352 $ 301,680
4 $90,000
5 $90,000
NPV = $ 301,680 - $ 310,000
NPV = - $ 8,320
Calculator solution: -$8,306.04
b. Projects X and Y are acceptable with positive NPV's, while Project Z with a negative NPV is not. Project
X with the highest NPV should be undertaken.
10-11 LG 5: Unequal Lives–ANPV Approach
a. Machine A
PVn = PMT x (PVIFA12%,6 yrs.)
PVn = $12,000 x (4.111)
PVn = $49,332
NPV = PVn - Initial investment
NPV = $ 49,332 - $ 92,000
NPV = - $ 42,668
Calculator solution: - $ 42,663.11
Machine B
Year CF PVIFA12%,n PV
1 $10,000 .893 $ 8,930
2 20,000 .797 15,940
3 30,000 .712 21,360
4 40,000 .636 25,440
$ 71,670
NPV = $71,670 - $65,000
NPV = $6,670
Calculator solution: $6,646.58
Machine C
PVn = PMT x (PVIFA12%,5 yrs.)
PVn = $ 30,000 x 3.605
PVn = $ 108,150
NPV = PVn - Initial investment
NPV = $ 108,150 - $ 100,500
NPV = $ 7,650
Calculator solution: $ 7,643.29
Rank Project
1 C
2 B
3 A
11. Chapter 10 Risk and Refinements in Capital Budgeting
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(Note that A is not acceptable and could be rejected without any additional analysis.)
b.
njk%,
j
j
PVIFA
NPV
=)(ANPVNPVAnnualized
Machine A:
ANPV = - $ 42,668 ÷ 4.111 (12%,6 years)
ANPV = - $ 10,378
Machine B:
ANPV = $ 6,670 ÷ 3.037 (12%,4 years)
ANPV = $ 2,196
Machine C
ANPV = $ 7,650 ÷ 3.605 (12%,5 years)
ANPV = $ 2,122
Rank Project
1 B
2 C
3 A
c. Machine B should be acquired since it offers the highest ANPV. Not considering the difference in project
lives resulted in a different ranking based in part on C's NPV calculations.
10-12 LG 5: Unequal Lives–ANPV Approach
a. Project X
Year CF PVIF14%,n PV
1 $ 17,000 .877 $ 14,909
2 25,000 .769 19,225
3 33,000 .675 22,275
4 41,000 .592 24,272
$ 80,681
NPV = $80,681 - $78,000
NPV = $2,681
Calculator solution: $2,698.32
12. Part 3 Long-Term Investment Decisions
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Project Y
Year CF PVIF14%,n PV
1 $ 28,000 .877 $ 24,556
2 38,000 .769 29,222
$ 53,778
NPV = $53,778 - $52,000
NPV = $1,778
Calculator solution: $1,801.17
Project Z
PVn = PMT x (PVIFA14%,8 yrs.)
PVn = $15,000 x 4.639
PVn = $69,585
NPV = PVn - Initial investment
NPV = $69,585 - $66,000
NPV = $3,585
Calculator solution: $3,582.96
Rank Project
1 Z
2 X
3 Y
b.
njk%,
j
j
PVIFA
NPV
=)(ANPVNPVAnnualized
Project X
ANPV = $2,681 ÷ 2.914 (14%,4 yrs.)
ANPV = $920.04
Project Y
ANPV = $1,778 ÷ 1.647 (14%,2 yrs.)
ANPV = $1,079.54
Project Z
ANPV = $3,585 ÷ 4.639 (14%, 8 yrs.)
ANPV = $772.80
Rank Project
1 Y
2 X
3 Z
c. Project Y should be accepted. The results in a and b show the difference in NPV when differing lives are
considered.
10-13 LG 5: Unequal Lives–ANPV Approach
a. Sell
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ANPV = $100,279.74
Rank Alternative
1 Sell
2 Manufacture
3 License
c. Comparing projects of unequal lives gives an advantage to those projects that generate cash flows over the
longer period. ANPV adjusts for the differences in the length of the projects and allows selection of the
optimal project.
10-14 LG 6: Real Options and the Strategic NPV
a. Value of real options = value of abandonment + value of expansion + value of delay
Value of real options = (.25 x $1,200) + (.30 x $3,000) + (.10 x $10,000)
Value of real options = $300 + $900 + $1,000
Value of real options = $2,200
NPVstrategic = NPVtraditional + Value of real options
NPVstrategic = -1,700 + 2,200 = $500
b. Due to the added value from the options Rene should recommend acceptance of the capital expenditures
for the equipment.
c. In general this problem illustrates that by recognizing the value of real options a project that would
otherwise be unacceptable (NPVtraditional < 0) could be acceptable (NPVstrategic > 0). It is thus important that
management identify and incorporate real options into the NPV process.
10-15 LG 6: Capital Rationing-IRR and NPV Approaches
a. Rank by IRR
Project IRR Initial investment Total Investment
F 23% $ 2,500,000 $ 2,500,000
E 22 800,000 3,300,000
G 20 1,200,000 4,500,000
C 19
B 18
A 17
D 16
Projects F, E, and G require a total investment of $4,500,000 and provide a total present value of
$5,200,000, and therefore a net present value of $700,000.
b. Rank by NPV (NPV = PV - Initial investment)
15. Chapter 10 Risk and Refinements in Capital Budgeting
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Project NPV Initial investment
F $500,000 $2,500,000
A 400,000 5,000,000
C 300,000 2,000,000
B 300,000 800,000
D 100,000 1,500,000
G 100,000 1,200,000
E 100,000 800,000
Project A can be eliminated because, while it has an acceptable NPV, its initial investment exceeds the
capital budget. Projects F and C require a total initial investment of $4,500,000 and provide a total present
value of $5,300,000 and a net present value of $800,000. However, the best option is to choose Projects B,
F, and G, which also use the entire capital budget and provide an NPV of $900,000.
c. The internal rate of return approach uses the entire $4,500,000 capital budget but provides $200,000 less
present value ($5,400,000 - $5,200,000) than the NPV approach. Since the NPV approach maximizes
shareholder wealth, it is the superior method.
d. The firm should implement Projects B, F, and G, as explained in part c.
10-16 LG 6: Capital Rationing-NPV Approach
a. Project PV
A $ 384,000
B 210,000
C 125,000
D 990,000
E 570,000
F 150,000
G 960,000
b. The optimal group of projects is Projects C, F, and G, resulting in a total net present value of $235,000.
16. Part 3 Long-Term Investment Decisions
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Chapter 10 Case
Evaluating Cherone Equipment's Risky Plans for Increasing Its Production Capacity
a. (1)
Plan X
Year CF PVIF12%,n PV
1 $ 470,000 .893 $ 419,710
2 610,000 .797 486,170
3 950,000 .712 676,400
4 970,000 .636 616,920
5 1,500,000 .567 850,500
$3,049,700
NPV = $3,049,700 - $2,700,000
NPV = $349,700
Calculator solution: $349,700
Plan Y
Year CF PVIF12%,n PV
1 $ 380,000 .893 $ 339,340
2 700,000 .797 557,900
3 800,000 .712 569,600
4 600,000 .636 381,600
5 1,200,000 .567 680,400
$2,528,840
NPV = $2,528,840 - $2,100,000
NPV = $428,840
Calculator solution: $428,968.70
(2) Using a financial calculator the IRRs are:
IRRX = 16.22%
IRRY = 18.82%
Both NPV and IRR favor selection of project Y. The NPV is larger by $79,140 ($428,840 - $349,700) and
the IRR is 2.6% higher.
17. Chapter 10 Risk and Refinements in Capital Budgeting
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b.
Plan X
Year CF PVIF13%,n PV
1 $ 470,000 .885 $ 415,950
2 610,000 .783 477,630
3 950,000 .693 658,350
4 970,000 .613 594,610
5 1,500,000 .543 814,500
$2,961,040
NPV = $2,961,040 - $2,700,000
NPV = $261,040
Calculator solution: $261,040
Plan Y
Year CF PVIF15%,n PV
1 $ 380,000 .870 $ 330,600
2 700,000 .756 529,200
3 800,000 .658 526,400
4 600,000 .572 343,200
5 1,200,000 .497 596,400
$2,325,800
NPV = $2,325,800 - $2,100,000
NPV = $225,800
Calculator solution: $225,412.37
The RADR NPV favors selection of project X.
Ranking
Plan NPV IRR RADRs
X 2 2 1
Y 1 1 2
c. Both NPV and IRR achieved the same relative rankings. However, making risk adjustments through the
RADRs caused the ranking to reverse from the non-risk adjusted results. The final choice would be to
select Plan X since it ranks first using the risk-adjusted method.
d. Plan X
Value of real options = .25 x $100,000 = $25,000
NPVstrategic = NPVtraditional + Value of real options
NPVstrategic = $261,040 + $25,000 = $286,040
Plan Y
Value of real options = .20 x $500,000 = $100,000
NPVstrategic = NPVtraditional + Value of real options
NPVstrategic = $225,412 + $100,000 = $328,412
18. Part 3 Long-Term Investment Decisions
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e. The addition of the value added by the existence of real options the ordering of the projects is reversed.
Project Y is now favored over project X using the RADR NPV for the traditional NPV.
f. Capital rationing could change the selection of the plan. Since Plan Y requires only $2,100,000 and Plan X
requires $2,700,000, if the firm's capital budget was less than the amount needed to invest in project X, the
firm would be forced to take Y to maximize shareholders' wealth subject to the budget constraint.
19. Chapter 10 Risk and Refinements in Capital Budgeting
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INTEGRATIVE CASE 3
LASTING IMPRESSIONS COMPANY
Integrative Case III involves a complete long-term investment decision. The Lasting Impressions Company is a
commercial printer faced with a replacement decision in which two mutually exclusive projects have been
proposed. The data for each press have been designed to result in conflicting rankings when considering the NPV
and IRR decision techniques. The case tests the students' understanding of the techniques as well as the
qualitative aspects of risk and return decision-making.
a. (1) Calculation of initial investment for Lasting Impressions Company:
Press A Press B
Installed cost of new press =
Cost of new press $830,000 $640,000
+ Installation costs 40,000 20,000
Total cost-new press $870,000 $660,000
- After-tax proceeds-sale of old asset =
Proceeds from sale of old press 420,000 420,000
+ Tax on sale of old press* 121,600 121,600
Total proceeds-sale of old press (298,400) (298,400)
+ Change in net working capital" 90,400 0
Initial investment $662,000 $361,600
* Sale price $420,000
- Book value 116,000
Gain $304,000
x Tax rate (40%) 121,600
Book value = $ 400,000 = [(.20 +.32 +.19) x $400,000] = $116,000
**Cash $ 25,400
Accounts receivable 120,000
Inventory (20,000)
Increase in current assets $125,400
Increase in current liabilities ( 35,000)
Increase in net working capital $ 90,400
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(3) Terminal cash flow:
Press A Press B
After-tax proceeds-sale of new press =
Proceeds on sale of new press $ 400,000 $ 330,000
Tax on sale of new press* (142,600) (118,800)
Total proceeds-new press $257,400 $211,200
- After-tax proceeds-sale of old press =
Proceeds on sale of old press (150,000) (150,000)
+ Tax on sale of old press** 60,000 60,000
Total proceeds-old press (90,000) (90,000)
+ Change in net working capital 90,400 0
Terminal cash flow $257,800 $121,200
* Press A Press B
Sale price $400,000 Sale price $330,000
Less: Book value (Yr. 6) 43,500 Less: Book value (Yr. 6) 33,000
Gain $356,500 Gain $297,000
Tax rate x.40 Tax rate x .40
Tax $142,600 Tax $118,800
** Sale price $150,000
Less: Book value (Yr. 6) 0
Gain $150,000
Tax rate x.40
Tax $ 60,000
Press A Press B
Initial Investment $662,000 $361,600
Year Cash Inflows
1 $128,400 $ 87,600
2 182,160 119,280
3 166,120 96,160
4 167,760 85,680
5* 449,560 206,880
* Year 5 Press A Press B
Operating cash flow $191,760 $ 85,680
Terminal cash inflow 257,800 121,200
Total $449,560 $206,880
b.
Press A
Cash Flows
$128,400 $182,160 $166,120 $167,760 $449,560
| | | | | | |
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0 1 2 3 4 5 6
End of Year
Press B
Cash Flows
$87,600 $119,280 $96,160 $85,680 $206,880
| | | | | | |
0 1 2 3 4 5 6
End of Year
c Relevant cash flow Cumulative Cash Flows
Year Press A Press B
1 $ 128,400 $ 87,600
2 310,560 206,880
3 476,680 303,040
4 644,440 388,720
5 1,094,000 595,600
(1) Press A: 4 years + [(662,000 - 644,440) ÷ 191,760]
Payback = 4 + (17,560 ÷ 191,760)
Payback = 4.09 years
Press B: 3 years + [(361,600 - 303,040) ÷ 85,680]
Payback = 3 + (58,560 ÷ 85,680)
Payback = 3.68 years
(2) Press A: Year Cash Flow PVlF14%,t PV
1 $ 128,400 .877 $ 112,607
2 182,160 .769 140,081
3 166,120 .675 112,131
4 167,760 .592 99,314
5 449,560 .519 233,322
$ 697,455
Net present value = $697,455 - $662,000
Net present value = $35,455
Calculator solution: $35,738.83
Press B: Year Cash Flow PVlF14%,t PV
1 $ 87,600 .877 $ 76,825
2 119,280 .769 91,726
3 96,160 .675 64,908
4 85,680 .592 50,723
5 206,880 .519 107,371
$391,553
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Net present value = $391,553 - $361,600
Net present value = $29,953
Calculator solution: $30,105.89
(3) Internal rate of return:
Press A:15.8%
Press B:17.1%
d.
Net Present Value Profile
Data for Net Present Value
Profile
Discount rate Net Present Value
0
50000
100000
150000
200000
250000
300000
350000
400000
00
500000
0 2 4 6 8 10 12 14 16 18
4500
Net Present
Value ($)
NPV - A
NPV - B
Discount Rate (%)
Press A
0% $ 432,000 $ 234,000
14% 35,455 29,953
15.8% 0 -
17.1% - 0
When the cost of capital is below approximately 15 percent, Press A is preferred over Press B, while at
costs greater than 15 percent, Press B is preferred. Since the firm's cost of capital is 14 percent, conflicting
rankings exist. Press A has a higher value and is therefore preferred over Press B using NPV, whereas
Press B's IRR of 17.1 percent causes it to be preferred over Press A, whose IRR is 15.8 percent using this
measure.
e. (1) If the firm has unlimited funds, Press A is preferred.
(2) If the firm is subject to capital rationing, Press B may be preferred.
f. The risk would need to be measured by a quantitative technique such as certainty equivalents or risk-
adjusted discount rates. The resultant net present value could then be compared to Press B and a decision
made.