The document discusses various capital budgeting techniques used to evaluate projects and determine which to accept. It covers concepts like initial cash outlay, cash flows, payback period and its limitations. It then introduces net present value as a technique that considers the time value of money and all cash flows by discounting them to calculate the present value of future cash inflows and outflows.
- Capital budgeting is the process of evaluating investments in long-term assets. It involves estimating cash flows, determining the required rate of return, and using decision criteria to evaluate whether to accept or reject investment projects.
- Traditional methods of capital budgeting include payback period and accounting rate of return. Modern discounted cash flow methods include net present value, internal rate of return, and profitability index.
- Net present value discounts future cash flows to determine if a project's present value of cash inflows exceeds the present value of cash outflows. The profitability index measures the present value of cash inflows relative to the investment outlay.
,
capital budgeting
,
concept of capital budgeting
,
the capital budgeting process
,
significance of capital budgeting
,
classification of investment project proposals
,
techniques of capital budgeting
,
types of project
This document discusses various capital budgeting techniques used to evaluate investment projects. It defines capital budgeting as the process of identifying, analyzing and selecting long-term investment projects. The key techniques covered are payback period, internal rate of return (IRR), net present value (NPV) and profitability index (PI). For an example project with $10,000-$15,000 cash flows over 5 years and $40,000 initial cost, the document calculates the metrics and determines that the project should be rejected based on IRR, NPV and PI, though accepted by payback period. It also discusses how the techniques can provide contradictory results for mutually exclusive projects.
The document discusses various capital budgeting techniques used to evaluate long-term investment projects. It describes net present value (NPV) as a technique that measures the value created by discounting a project's cash flows to present value. It also covers internal rate of return (IRR), payback period, and profitability index. The techniques are applied to sample projects A and B to compare their results and demonstrate that different techniques can produce conflicting rankings of projects.
This document discusses capital budgeting techniques used to evaluate long-term investment projects. It describes various methods like payback period, net present value, internal rate of return, and profitability index. These techniques are used to analyze projects, compare alternatives, and determine whether to accept or reject projects based on criteria like NPV being positive or IRR exceeding the hurdle rate. The document also discusses potential issues that can arise with ranking projects under conditions of capital rationing or mutually exclusive choices.
A PPT on Capital Budgeting describing Various Capital Budgeting Techniques like Net Present Value, Pay Back Period, Discounted Pay Back Period, Internal Rate of Return, Profitability Index.
The document discusses capital budgeting, which refers to investment decisions organizations make regarding large capital projects or assets. It covers several key aspects of capital budgeting including: the importance of these decisions given factors like large amounts of money involved and long-term impact; various capital budgeting techniques used to evaluate projects like payback period, net present value (NPV), and internal rate of return (IRR); and how to apply these techniques to calculate metrics and determine which projects to accept.
The document discusses various capital budgeting techniques used to evaluate long-term investment projects, including accounting rate of return, payback period, net present value (NPV), internal rate of return (IRR), and profitability index. It provides an example of using these methods to analyze potential expansion projects for a wireless company. While NPV is theoretically the best method, other techniques like IRR are also commonly used, but they may conflict with NPV in some cases due to problems related to project scale and timing.
- Capital budgeting is the process of evaluating investments in long-term assets. It involves estimating cash flows, determining the required rate of return, and using decision criteria to evaluate whether to accept or reject investment projects.
- Traditional methods of capital budgeting include payback period and accounting rate of return. Modern discounted cash flow methods include net present value, internal rate of return, and profitability index.
- Net present value discounts future cash flows to determine if a project's present value of cash inflows exceeds the present value of cash outflows. The profitability index measures the present value of cash inflows relative to the investment outlay.
,
capital budgeting
,
concept of capital budgeting
,
the capital budgeting process
,
significance of capital budgeting
,
classification of investment project proposals
,
techniques of capital budgeting
,
types of project
This document discusses various capital budgeting techniques used to evaluate investment projects. It defines capital budgeting as the process of identifying, analyzing and selecting long-term investment projects. The key techniques covered are payback period, internal rate of return (IRR), net present value (NPV) and profitability index (PI). For an example project with $10,000-$15,000 cash flows over 5 years and $40,000 initial cost, the document calculates the metrics and determines that the project should be rejected based on IRR, NPV and PI, though accepted by payback period. It also discusses how the techniques can provide contradictory results for mutually exclusive projects.
The document discusses various capital budgeting techniques used to evaluate long-term investment projects. It describes net present value (NPV) as a technique that measures the value created by discounting a project's cash flows to present value. It also covers internal rate of return (IRR), payback period, and profitability index. The techniques are applied to sample projects A and B to compare their results and demonstrate that different techniques can produce conflicting rankings of projects.
This document discusses capital budgeting techniques used to evaluate long-term investment projects. It describes various methods like payback period, net present value, internal rate of return, and profitability index. These techniques are used to analyze projects, compare alternatives, and determine whether to accept or reject projects based on criteria like NPV being positive or IRR exceeding the hurdle rate. The document also discusses potential issues that can arise with ranking projects under conditions of capital rationing or mutually exclusive choices.
A PPT on Capital Budgeting describing Various Capital Budgeting Techniques like Net Present Value, Pay Back Period, Discounted Pay Back Period, Internal Rate of Return, Profitability Index.
The document discusses capital budgeting, which refers to investment decisions organizations make regarding large capital projects or assets. It covers several key aspects of capital budgeting including: the importance of these decisions given factors like large amounts of money involved and long-term impact; various capital budgeting techniques used to evaluate projects like payback period, net present value (NPV), and internal rate of return (IRR); and how to apply these techniques to calculate metrics and determine which projects to accept.
The document discusses various capital budgeting techniques used to evaluate long-term investment projects, including accounting rate of return, payback period, net present value (NPV), internal rate of return (IRR), and profitability index. It provides an example of using these methods to analyze potential expansion projects for a wireless company. While NPV is theoretically the best method, other techniques like IRR are also commonly used, but they may conflict with NPV in some cases due to problems related to project scale and timing.
Capital budgeting involves planning expenditures for long-term assets that provide returns over several years. It is an important process that requires evaluating projects carefully due to their large size, long-term implications, and irreversible nature. Key aspects of capital budgeting include identifying and evaluating investment proposals, determining which provide the highest expected rates of return, and preparing a capital expenditure budget. Various techniques can be used to evaluate projects, including payback period, accounting rate of return, net present value, internal rate of return, and risk-adjusted methods that account for uncertainty in projected cash flows.
This document provides an overview of capital budgeting and investment decision making. It defines key terms like capital budgeting, investment decisions, cash flows, net present value, and discounted cash flow techniques. It also summarizes several approaches to evaluating investment projects, including payback period, accounting rate of return, net present value, and internal rate of return. The document emphasizes the importance of considering the time value of money when analyzing projects with cash flows occurring over multiple periods.
Capital budgeting (1)- Management accountingJithin Zcs
This document discusses investment decision rules and capital budgeting. It begins by outlining common investment decision rules like payback period, net present value (NPV), internal rate of return (IRR), and accounting rate of return. It notes that NPV and IRR are preferred as they consider the time value of money. The document then discusses capital budgeting, highlighting the importance of estimating incremental cash flows and ignoring sunk costs. It provides the format for determining initial cash outflows and interim incremental net cash flows for investment projects.
This document discusses capital budgeting and various techniques used to evaluate capital expenditure projects. It defines capital budgeting as evaluating long-term investments to maximize shareholder wealth. Various criteria used to evaluate projects are discussed, including traditional non-discounted methods like average rate of return and payback period, as well as discounted cash flow methods like net present value, internal rate of return, and profitability index. The advantages and disadvantages of each method are also summarized.
This document discusses various capital budgeting techniques for evaluating long-term investment projects, including payback period, net present value (NPV), internal rate of return (IRR), and profitability index. It covers how to calculate and apply these methods to determine whether to accept or reject stand-alone and mutually exclusive projects. It also addresses challenges like unequal project lives and capital rationing.
Capital budgeting is the process of evaluating potential real investment projects and determining which ones a firm should undertake. It involves estimating project cash flows, evaluating them using discounted cash flow techniques like net present value (NPV), internal rate of return (IRR), and profitability index (PI), and selecting projects that maximize shareholder wealth. These techniques discount cash flows to present values using a discount rate and approve projects whose NPV is positive, IRR exceeds the opportunity cost of capital, or PI is greater than one. Each method has strengths like easy interpretation but also weaknesses like difficulties in calculations or special circumstances requiring adjustments.
The document outlines the session plan for evaluating capital projects. It discusses key capital budgeting concepts like net present value (NPV), internal rate of return (IRR), payback period, accounting rate of return. It provides examples and formulas to calculate these metrics and explains the decision rules for project selection using NPV, IRR and other techniques. The document also discusses other topics like discounted cash flow analysis, time value of money, types of projects and risk analysis in capital budgeting.
This document discusses various capital budgeting techniques used to evaluate business investment projects, including net present value (NPV), internal rate of return (IRR), profitability index (PI), payback period, and average rate of return (ARR). It provides examples of how to calculate each metric and explains the appropriate decision rules and limitations of each approach.
Capital budgeting decision criteria and risk analysisManuel Palcon II
This document discusses various concepts and methods used in capital budgeting and risk analysis. It defines key terms like cost of capital, net present value (NPV), internal rate of return (IRR), profitability index (PI), and payback period. It presents the formulas and calculations for these decision criteria and explains how to apply them to evaluate projects and make investment decisions. The document also discusses tools for assessing risk, such as sensitivity analysis and simulation analysis, and introduces the concept of real options in capital budgeting.
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.
Companies use capital budgeting tools to evaluate long-term investment projects. The document discusses several tools: net present value (NPV) calculates the present value of cash flows to determine if a project is worth more today; internal rate of return (IRR) finds the discount rate that produces an NPV of zero; modified IRR (MIRR) adjusts for more realistic reinvestment assumptions; profitability index (PI) measures risk-adjusted return; and payback period finds how long until the initial investment is recouped. No single tool is perfect, so analysts typically use a combination for capital budgeting decisions.
Capital Budgeting - Discounted Cash Flow Analysis - group syndicate 3Kiki Fitria Rahadian
This document contains the agenda and presentation for a group project on capital budgeting. The group will discuss definitions of capital budgeting, when it is used, importance, techniques like payback period, net present value and internal rate of return. It also contains solutions to 4 case studies on capital budgeting decisions around investments in new machines and product lines.
The document provides an overview of capital budgeting techniques, including the payback period method, net present value method, and internal rate of return method. It then works through an example of evaluating a potential capital project for Basket Wonders using each of these methods. For the payback period method, it calculates the payback period as 3.3 years and determines the project meets the acceptance criterion of less than 3.5 years. For the internal rate of return method, it calculates the IRR as 11.57% which is below the required rate of 13%, so the project is rejected. For the net present value method at a discount rate of 13%, it calculates the NPV as negative $1,428, so the
Capital investment decision (cid) case solutionRifat Ahsan
This document contains a summary of two capital investment decision case analyses. The first case is about Cape Chemical co. and involves calculating financial metrics like WACC, NPV, IRR, and MIRR to evaluate whether to proceed with used or new equipment. The second case analyzes investing in a brewpub by estimating annual cash flows in best and worst scenarios and calculating NPV and IRR under each scenario to determine the project's viability. Excel is used to solve problems in both cases. The document also includes sections on capital budgeting theory, methods, and importance to provide context.
Phuket Beach Hotel has an unused space that they are considering leasing to Planet Karaoke Pub or using to build their own Beach Karaoke Pub. Both options were analyzed using various metrics. Planet Karaoke Pub has a shorter payback period of 2.46 years compared to 3.84 years for the Beach Karaoke Pub. However, the Beach Karaoke Pub has a higher NPV. Sensitivity analysis found that Planet Karaoke Pub is less sensitive to changes in revenue loss and initial investment. Overall, the assistant recommends leasing the space to Planet Karaoke Pub due to the shorter payback period and higher average return on investment, even though the Beach Karaoke Pub has a higher
Objectives of Capital Budgeting, Importance of Capital Budgeting, Advantages of Capital Budgeting, Disadvantages of Capital Budgeting, Capital Budgeting Process, CAPITAL BUDGETING TECHNIQUES: PAYBACK PERIOD, Advantages Of Pay Back Period (PBP), Disadvantages Of Pay Back Period (PBP), Net present value method, Internal Rate of Return,
Capital Budgeting is about how one should evaluate the financing options based on the superior financial performance through mathematical techniques. These techniques have been discussed in the presentation in detail.
Evaluating various methods of capital budgetingmmakani
The document provides a comprehensive report on evaluating various methods of capital budgeting. It discusses key methods like net present value (NPV), internal rate of return (IRR), payback period, accounting rate of return. It also reviews literature on capital budgeting techniques used in foreign and Indian companies. The report finds that Indian companies increasingly use discounted cash flow methods like NPV and IRR for capital budgeting decisions, though payback period remains popular. Sensitivity analysis is a commonly used technique for incorporating risk into capital budgeting.
This will provide the info about capital budgeting.pptGaneshPaila
The document discusses capital budgeting techniques for evaluating investment projects. It covers concepts like initial cash outlay, cash flows, and classification of projects. It then explains the payback period method in detail with an example, and notes its limitations in not considering time value of money or cash flows beyond payback. Finally, it introduces net present value as a method that considers the time value of money by discounting all cash flows and comparing the present value of benefits to costs. An example calculation demonstrates how to determine the NPV of a project.
1. The document discusses various capital budgeting techniques used to evaluate investment projects, including payback period and net present value.
2. The payback period is the number of years required for a project's cumulative cash flows to recover the initial investment. However, it does not consider the time value of money or cash flows beyond the payback period.
3. Net present value calculates the present value of a project's future cash flows and subtracts the initial investment. It is a better method since it considers the time value of money and all cash flows over the life of the project. A project is accepted if its NPV is positive.
This document discusses concepts related to capital budgeting. It defines capital budgeting as the process of analyzing projects and deciding which ones to include in the capital budget based on their projected expenditures and returns. It outlines several capital budgeting methods including payback period, discounted payback period, and net present value (NPV). NPV is described as the present value of all cash inflows from a project minus the initial cash outlay, and it helps evaluate whether a project will generate value above its cost. The document provides an example to illustrate how to calculate NPV for a project.
Capital budgeting involves planning expenditures for long-term assets that provide returns over several years. It is an important process that requires evaluating projects carefully due to their large size, long-term implications, and irreversible nature. Key aspects of capital budgeting include identifying and evaluating investment proposals, determining which provide the highest expected rates of return, and preparing a capital expenditure budget. Various techniques can be used to evaluate projects, including payback period, accounting rate of return, net present value, internal rate of return, and risk-adjusted methods that account for uncertainty in projected cash flows.
This document provides an overview of capital budgeting and investment decision making. It defines key terms like capital budgeting, investment decisions, cash flows, net present value, and discounted cash flow techniques. It also summarizes several approaches to evaluating investment projects, including payback period, accounting rate of return, net present value, and internal rate of return. The document emphasizes the importance of considering the time value of money when analyzing projects with cash flows occurring over multiple periods.
Capital budgeting (1)- Management accountingJithin Zcs
This document discusses investment decision rules and capital budgeting. It begins by outlining common investment decision rules like payback period, net present value (NPV), internal rate of return (IRR), and accounting rate of return. It notes that NPV and IRR are preferred as they consider the time value of money. The document then discusses capital budgeting, highlighting the importance of estimating incremental cash flows and ignoring sunk costs. It provides the format for determining initial cash outflows and interim incremental net cash flows for investment projects.
This document discusses capital budgeting and various techniques used to evaluate capital expenditure projects. It defines capital budgeting as evaluating long-term investments to maximize shareholder wealth. Various criteria used to evaluate projects are discussed, including traditional non-discounted methods like average rate of return and payback period, as well as discounted cash flow methods like net present value, internal rate of return, and profitability index. The advantages and disadvantages of each method are also summarized.
This document discusses various capital budgeting techniques for evaluating long-term investment projects, including payback period, net present value (NPV), internal rate of return (IRR), and profitability index. It covers how to calculate and apply these methods to determine whether to accept or reject stand-alone and mutually exclusive projects. It also addresses challenges like unequal project lives and capital rationing.
Capital budgeting is the process of evaluating potential real investment projects and determining which ones a firm should undertake. It involves estimating project cash flows, evaluating them using discounted cash flow techniques like net present value (NPV), internal rate of return (IRR), and profitability index (PI), and selecting projects that maximize shareholder wealth. These techniques discount cash flows to present values using a discount rate and approve projects whose NPV is positive, IRR exceeds the opportunity cost of capital, or PI is greater than one. Each method has strengths like easy interpretation but also weaknesses like difficulties in calculations or special circumstances requiring adjustments.
The document outlines the session plan for evaluating capital projects. It discusses key capital budgeting concepts like net present value (NPV), internal rate of return (IRR), payback period, accounting rate of return. It provides examples and formulas to calculate these metrics and explains the decision rules for project selection using NPV, IRR and other techniques. The document also discusses other topics like discounted cash flow analysis, time value of money, types of projects and risk analysis in capital budgeting.
This document discusses various capital budgeting techniques used to evaluate business investment projects, including net present value (NPV), internal rate of return (IRR), profitability index (PI), payback period, and average rate of return (ARR). It provides examples of how to calculate each metric and explains the appropriate decision rules and limitations of each approach.
Capital budgeting decision criteria and risk analysisManuel Palcon II
This document discusses various concepts and methods used in capital budgeting and risk analysis. It defines key terms like cost of capital, net present value (NPV), internal rate of return (IRR), profitability index (PI), and payback period. It presents the formulas and calculations for these decision criteria and explains how to apply them to evaluate projects and make investment decisions. The document also discusses tools for assessing risk, such as sensitivity analysis and simulation analysis, and introduces the concept of real options in capital budgeting.
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.
Companies use capital budgeting tools to evaluate long-term investment projects. The document discusses several tools: net present value (NPV) calculates the present value of cash flows to determine if a project is worth more today; internal rate of return (IRR) finds the discount rate that produces an NPV of zero; modified IRR (MIRR) adjusts for more realistic reinvestment assumptions; profitability index (PI) measures risk-adjusted return; and payback period finds how long until the initial investment is recouped. No single tool is perfect, so analysts typically use a combination for capital budgeting decisions.
Capital Budgeting - Discounted Cash Flow Analysis - group syndicate 3Kiki Fitria Rahadian
This document contains the agenda and presentation for a group project on capital budgeting. The group will discuss definitions of capital budgeting, when it is used, importance, techniques like payback period, net present value and internal rate of return. It also contains solutions to 4 case studies on capital budgeting decisions around investments in new machines and product lines.
The document provides an overview of capital budgeting techniques, including the payback period method, net present value method, and internal rate of return method. It then works through an example of evaluating a potential capital project for Basket Wonders using each of these methods. For the payback period method, it calculates the payback period as 3.3 years and determines the project meets the acceptance criterion of less than 3.5 years. For the internal rate of return method, it calculates the IRR as 11.57% which is below the required rate of 13%, so the project is rejected. For the net present value method at a discount rate of 13%, it calculates the NPV as negative $1,428, so the
Capital investment decision (cid) case solutionRifat Ahsan
This document contains a summary of two capital investment decision case analyses. The first case is about Cape Chemical co. and involves calculating financial metrics like WACC, NPV, IRR, and MIRR to evaluate whether to proceed with used or new equipment. The second case analyzes investing in a brewpub by estimating annual cash flows in best and worst scenarios and calculating NPV and IRR under each scenario to determine the project's viability. Excel is used to solve problems in both cases. The document also includes sections on capital budgeting theory, methods, and importance to provide context.
Phuket Beach Hotel has an unused space that they are considering leasing to Planet Karaoke Pub or using to build their own Beach Karaoke Pub. Both options were analyzed using various metrics. Planet Karaoke Pub has a shorter payback period of 2.46 years compared to 3.84 years for the Beach Karaoke Pub. However, the Beach Karaoke Pub has a higher NPV. Sensitivity analysis found that Planet Karaoke Pub is less sensitive to changes in revenue loss and initial investment. Overall, the assistant recommends leasing the space to Planet Karaoke Pub due to the shorter payback period and higher average return on investment, even though the Beach Karaoke Pub has a higher
Objectives of Capital Budgeting, Importance of Capital Budgeting, Advantages of Capital Budgeting, Disadvantages of Capital Budgeting, Capital Budgeting Process, CAPITAL BUDGETING TECHNIQUES: PAYBACK PERIOD, Advantages Of Pay Back Period (PBP), Disadvantages Of Pay Back Period (PBP), Net present value method, Internal Rate of Return,
Capital Budgeting is about how one should evaluate the financing options based on the superior financial performance through mathematical techniques. These techniques have been discussed in the presentation in detail.
Evaluating various methods of capital budgetingmmakani
The document provides a comprehensive report on evaluating various methods of capital budgeting. It discusses key methods like net present value (NPV), internal rate of return (IRR), payback period, accounting rate of return. It also reviews literature on capital budgeting techniques used in foreign and Indian companies. The report finds that Indian companies increasingly use discounted cash flow methods like NPV and IRR for capital budgeting decisions, though payback period remains popular. Sensitivity analysis is a commonly used technique for incorporating risk into capital budgeting.
This will provide the info about capital budgeting.pptGaneshPaila
The document discusses capital budgeting techniques for evaluating investment projects. It covers concepts like initial cash outlay, cash flows, and classification of projects. It then explains the payback period method in detail with an example, and notes its limitations in not considering time value of money or cash flows beyond payback. Finally, it introduces net present value as a method that considers the time value of money by discounting all cash flows and comparing the present value of benefits to costs. An example calculation demonstrates how to determine the NPV of a project.
1. The document discusses various capital budgeting techniques used to evaluate investment projects, including payback period and net present value.
2. The payback period is the number of years required for a project's cumulative cash flows to recover the initial investment. However, it does not consider the time value of money or cash flows beyond the payback period.
3. Net present value calculates the present value of a project's future cash flows and subtracts the initial investment. It is a better method since it considers the time value of money and all cash flows over the life of the project. A project is accepted if its NPV is positive.
This document discusses concepts related to capital budgeting. It defines capital budgeting as the process of analyzing projects and deciding which ones to include in the capital budget based on their projected expenditures and returns. It outlines several capital budgeting methods including payback period, discounted payback period, and net present value (NPV). NPV is described as the present value of all cash inflows from a project minus the initial cash outlay, and it helps evaluate whether a project will generate value above its cost. The document provides an example to illustrate how to calculate NPV for a project.
This document discusses various capital budgeting decision criteria for evaluating investment projects, including payback period, net present value (NPV), profitability index (PI), and internal rate of return (IRR). It provides examples of calculating NPV using the payback period, discounted payback period, NPV, and IRR. The key criteria examined are whether projects will be profitable, earn a high return on investment, and incorporate all cash flows, time value of money, and required rate of return. Firms aim to only accept projects with positive NPV, PI above 1, or IRR above the required rate.
Capital budgeting is used to evaluate long-term investment projects. There are two types of capital budgeting decisions - screening decisions determine if a project meets an acceptance standard, and preference decisions select among competing options. Common evaluation methods include payback period, net present value (NPV), and internal rate of return. NPV discounts future cash flows to determine if a project's present value of cash inflows exceeds the present value of cash outflows.
The document discusses various concepts and methods related to capital budgeting, including calculating relevant cash inflows and outflows, depreciation under straight line and diminishing balance methods, and techniques for financial project appraisal such as payback period, accounting rate of return, net present value, and internal rate of return. Examples are provided to illustrate the calculation of each method. The goal is to help students understand the importance of capital budgeting in business and how different techniques can be used to evaluate investment projects.
The document discusses various capital budgeting decision criteria for evaluating investment projects, including payback period, discounted payback period, net present value (NPV), profitability index (PI), and internal rate of return (IRR). It provides examples of how to calculate each metric and the decision rules for accepting or rejecting projects based on the criteria. For a sample problem, it calculates the project's IRR as 34.37%, NPV at a 15% discount rate as $510.52, and PI as 1.57 by taking the NPV and dividing it by the initial investment outlay.
This document provides solutions to capital budgeting problems involving techniques like payback period, net present value (NPV), and internal rate of return (IRR). For problem E10-1, the payback periods for two projects are provided. For other problems, the cash flows for projects are input into a financial calculator to calculate NPV or IRR in order to evaluate which projects should be accepted. The solutions demonstrate how to apply these capital budgeting techniques to make investment decisions.
The document discusses various investment decision concepts including investment, risk and return, capital budgeting techniques, and types of capital expenditures (capex). It provides examples of each type of capex - expansion, diversification, modernization, research & development, and miscellaneous. The capital budgeting techniques discussed include payback period, accounting rate of return, net present value, internal rate of return, and profitability index. Examples are provided to illustrate how to use the payback period technique to evaluate investment opportunities.
Chapter 9.Risk and Managerial Options in Capital BudgetingZahraMirzayeva
The document discusses capital budgeting and project risk considerations. It defines capital budgeting as the process of identifying, analyzing, and selecting long-term investment projects. The capital budgeting process involves generating proposals, evaluating cash flows, selecting projects, and reevaluating projects. Projects are evaluated using methods like payback period, IRR, NPV, and profitability index. Risk is considered through total risk, variance, standard deviation, and coefficient of variation calculations for project cash flows under different states. Probability trees can also be used to organize possible cash flow streams and joint probabilities.
Faculty of Law and Management FUNDAMENTALS OF FINANCE .docxmydrynan
Faculty of Law and Management
FUNDAMENTALS OF FINANCE
Lecture 5: Investment Evaluation Techniques
Presented by:
Dr Balasingham Balachandran
Professor of Finance
Department of Finance, La Trobe Business School
Investment Evaluation Techniques
2 These slides have been drafted by the La Trobe University School of Economics & Finance based on Berk (2011).
Topic Overview
Introduction to capital budgeting and investment
evaluation
Net Present Value (NPV)
Internal Rate of Return (IRR)
Payback Period (PP)
Accounting Rate of Return (ARR)
Choosing between projects when resources are
limited
These slides have been drafted by the Department of Finance, La Trobe Business School based on Berk (2014).
Investment Evaluation Techniques
Learning Objectives
Understand alternative decision rules and their
drawbacks
Choose between mutually exclusive investments
Rank projects when a company’s resources are
limited so that it cannot take all positive- NPV
projects
3
Investment Evaluation Techniques
4
The investment decision entails deciding which projects or investments
should be undertaken
Companies need to use investment evaluation techniques to determine
the value of the projects available to them
The final decision as to which projects a company should undertake is
known as ‘capital budgeting’
In this topic we will apply a number of techniques to the valuation of
individual projects
Investment evaluation and capital budgeting
Investment Evaluation Techniques
5
When a corporation allocates funds to long-term investment
projects, the outlay is made in the expectation of generating
future cash flows
In making the decision to invest in a project, the key
consideration is whether or not the proposal provides an
adequate return to investors
The process used to select projects to invest – capital budgeting
– is essentially a process to decide on the optimum use of scarce
resources
Investment evaluation and capital budgeting
Investment Evaluation Techniques
6
There are three fundamental stages in making capital budgeting
decisions:
Stage 1 is the forecasting of costs and benefits associated with a project – the most
important being the financial ones
Stage 2 involves the application of an investment evaluation technique to decide
whether a project is acceptable, or optimal amongst alternative projects
Stage 3 is the ultimate decision to accept or reject a project
The capital budgeting process
Investment Evaluation Techniques
7
In this lecture we will discuss the four best-known
investment evaluation techniques
Two of these are based on the discounted cash flow
(DCF) model:
Net present value (NPV)
Internal rate of return (IRR)
The other two are accounting-based techniques:
Payback
(Average) accounting rate of return (ARR)
Investment evaluation techniques
Investment ...
The document discusses various investment criteria for capital budgeting decisions, with a focus on net present value (NPV). It defines NPV as the difference between the present value of a project's expected future cash flows and the initial investment cost. The document also discusses other criteria like payback period, accounting rate of return, and internal rate of return. It provides examples to demonstrate how to calculate NPV and compares it to other criteria. It emphasizes that NPV is preferable because it considers the time value of money and risk, and indicates whether a project will increase firm value.
The document discusses capital budgeting techniques. It explains concepts like net initial investment, payback period, net present value (NPV), internal rate of return (IRR) and accounting rate of return (ARR). It provides examples of calculating net initial investment, payback period, NPV and IRR for investment projects. The techniques' merits and limitations are also outlined.
Basic terms review
Capital budgeting introduction
Capital budgeting technique
Sensitivity analysis
Scenario analysis
present value
potential difficulties and strength of capital budgeting
The document discusses various capital budgeting techniques used to evaluate investment projects, including payback period and net present value (NPV). It provides examples of how to calculate payback period for projects with both uniform and non-uniform cash flows. It also discusses the limitations of payback period as a capital budgeting method. The document then introduces NPV as a discounted cash flow technique and provides the formula for calculating NPV. It states that projects with positive NPV should be accepted while projects with negative NPV should be rejected.
Capital budgeting is the process of evaluating long-term investments to maximize shareholder wealth. It involves assessing projects that require fixed assets operating for over one year. The key evaluation techniques are payback period, net present value (NPV), and internal rate of return (IRR), with NPV preferred as it considers total cash flows over time. NPV accepts projects when the present value of inflows exceeds outflows, while IRR accepts projects when the rate of return exceeds the cost of capital.
The document discusses capital budgeting techniques for evaluating investment projects. It covers the payback period method, discounted cash flow methods (internal rate of return, net present value, profitability index), and how to calculate and interpret each method. It also discusses the strengths and weaknesses of each technique and how they are used to evaluate a sample project for a company called Basket Wonders. The project is rejected according to all capital budgeting methods due to not meeting the required rates of return or criteria.
This document discusses various investment criteria for capital budgeting decisions, with a focus on net present value (NPV). It defines NPV as the difference between the present value of a project's future cash flows and the initial investment cost. The document provides examples of calculating NPV for projects and discusses how NPV accounts for the time value of money and risk. It also discusses other criteria like payback period, accounting rate of return, and internal rate of return. It notes that the internal rate of return is the discount rate that makes the NPV equal to zero. The document compares the advantages and disadvantages of each method and emphasizes that NPV is generally the best criteria to use for capital budgeting decisions.
This document discusses various capital budgeting techniques for evaluating investment projects. It defines the payback period method, internal rate of return, net present value, and profitability index. For each method, it provides the calculation, acceptance criteria, and strengths and weaknesses. It then works through an example project at a company called Basket Wonders, calculating the payback period, IRR, NPV, and PI to determine if the project should be accepted based on the company's criteria.
The document discusses various capital budgeting techniques used to evaluate long-term investment projects. It describes traditional 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. These time-adjusted methods account for the time value of money and required rate of return when analyzing projects. The document also discusses factors that introduce risk and uncertainty into capital budgeting decisions.
The simplified electron and muon model, Oscillating Spacetime: The Foundation...RitikBhardwaj56
Discover the Simplified Electron and Muon Model: A New Wave-Based Approach to Understanding Particles delves into a groundbreaking theory that presents electrons and muons as rotating soliton waves within oscillating spacetime. Geared towards students, researchers, and science buffs, this book breaks down complex ideas into simple explanations. It covers topics such as electron waves, temporal dynamics, and the implications of this model on particle physics. With clear illustrations and easy-to-follow explanations, readers will gain a new outlook on the universe's fundamental nature.
it describes the bony anatomy including the femoral head , acetabulum, labrum . also discusses the capsule , ligaments . muscle that act on the hip joint and the range of motion are outlined. factors affecting hip joint stability and weight transmission through the joint are summarized.
A workshop hosted by the South African Journal of Science aimed at postgraduate students and early career researchers with little or no experience in writing and publishing journal articles.
ISO/IEC 27001, ISO/IEC 42001, and GDPR: Best Practices for Implementation and...PECB
Denis is a dynamic and results-driven Chief Information Officer (CIO) with a distinguished career spanning information systems analysis and technical project management. With a proven track record of spearheading the design and delivery of cutting-edge Information Management solutions, he has consistently elevated business operations, streamlined reporting functions, and maximized process efficiency.
Certified as an ISO/IEC 27001: Information Security Management Systems (ISMS) Lead Implementer, Data Protection Officer, and Cyber Risks Analyst, Denis brings a heightened focus on data security, privacy, and cyber resilience to every endeavor.
His expertise extends across a diverse spectrum of reporting, database, and web development applications, underpinned by an exceptional grasp of data storage and virtualization technologies. His proficiency in application testing, database administration, and data cleansing ensures seamless execution of complex projects.
What sets Denis apart is his comprehensive understanding of Business and Systems Analysis technologies, honed through involvement in all phases of the Software Development Lifecycle (SDLC). From meticulous requirements gathering to precise analysis, innovative design, rigorous development, thorough testing, and successful implementation, he has consistently delivered exceptional results.
Throughout his career, he has taken on multifaceted roles, from leading technical project management teams to owning solutions that drive operational excellence. His conscientious and proactive approach is unwavering, whether he is working independently or collaboratively within a team. His ability to connect with colleagues on a personal level underscores his commitment to fostering a harmonious and productive workplace environment.
Date: May 29, 2024
Tags: Information Security, ISO/IEC 27001, ISO/IEC 42001, Artificial Intelligence, GDPR
-------------------------------------------------------------------------------
Find out more about ISO training and certification services
Training: ISO/IEC 27001 Information Security Management System - EN | PECB
ISO/IEC 42001 Artificial Intelligence Management System - EN | PECB
General Data Protection Regulation (GDPR) - Training Courses - EN | PECB
Webinars: https://pecb.com/webinars
Article: https://pecb.com/article
-------------------------------------------------------------------------------
For more information about PECB:
Website: https://pecb.com/
LinkedIn: https://www.linkedin.com/company/pecb/
Facebook: https://www.facebook.com/PECBInternational/
Slideshare: http://www.slideshare.net/PECBCERTIFICATION
How to Build a Module in Odoo 17 Using the Scaffold MethodCeline George
Odoo provides an option for creating a module by using a single line command. By using this command the user can make a whole structure of a module. It is very easy for a beginner to make a module. There is no need to make each file manually. This slide will show how to create a module using the scaffold method.
A review of the growth of the Israel Genealogy Research Association Database Collection for the last 12 months. Our collection is now passed the 3 million mark and still growing. See which archives have contributed the most. See the different types of records we have, and which years have had records added. You can also see what we have for the future.
How to Make a Field Mandatory in Odoo 17Celine George
In Odoo, making a field required can be done through both Python code and XML views. When you set the required attribute to True in Python code, it makes the field required across all views where it's used. Conversely, when you set the required attribute in XML views, it makes the field required only in the context of that particular view.
How to Manage Your Lost Opportunities in Odoo 17 CRMCeline George
Odoo 17 CRM allows us to track why we lose sales opportunities with "Lost Reasons." This helps analyze our sales process and identify areas for improvement. Here's how to configure lost reasons in Odoo 17 CRM
This presentation was provided by Steph Pollock of The American Psychological Association’s Journals Program, and Damita Snow, of The American Society of Civil Engineers (ASCE), for the initial session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session One: 'Setting Expectations: a DEIA Primer,' was held June 6, 2024.
2. 2
Capital Budgeting Concepts
Capital Budgeting involves evaluation of (andCapital Budgeting involves evaluation of (and
decision about) projects. Which projects should bedecision about) projects. Which projects should be
accepted? Here, our goal is to accept a projectaccepted? Here, our goal is to accept a project
which maximizes the shareholder wealth. Benefitswhich maximizes the shareholder wealth. Benefits
areare worthworth more than the cost.more than the cost.
The Capital Budgeting is based on forecasting.The Capital Budgeting is based on forecasting.
Estimate future expected cash flows.Estimate future expected cash flows.
Evaluate project based on the evaluation method.Evaluate project based on the evaluation method.
Classification of ProjectsClassification of Projects
Mutually Exclusive - accept ONE project only
Independent - accept ALL profitable projects.
3. 3
Capital Budgeting Concepts
Initial Cash Outlay - amount of capital spent to getInitial Cash Outlay - amount of capital spent to get
project going.project going.
Cash FlowsCash Flows
4. 4
Capital Budgeting Concepts
Initial Cash Outlay - amount of capital spent to getInitial Cash Outlay - amount of capital spent to get
project going.project going.
If spend $10 million to build new plant then the InitialIf spend $10 million to build new plant then the Initial
Outlay (IO) = $10 millionOutlay (IO) = $10 million
Cash FlowsCash Flows
CF0 = Cash Flow time 0 = -10 millionCF0 = Cash Flow time 0 = -10 million
5. 5
Capital Budgeting Concepts
Initial Cash Outlay - amount of capital spent to getInitial Cash Outlay - amount of capital spent to get
project going.project going.
If spend $10 million to build new plant then the InitialIf spend $10 million to build new plant then the Initial
Outlay (IO) = $10 millionOutlay (IO) = $10 million
Cash FlowsCash Flows
CFn = Sales - CostsCFn = Sales - Costs
Annual Cash Inflows--after-tax CFAnnual Cash Inflows--after-tax CF
Cash inflows from the project
CF0 = Cash Flow time 0 = -10 millionCF0 = Cash Flow time 0 = -10 million
We will determine
these in Chapter 10
6. 6
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
7. 7
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
8. 8
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
0 1 2 3 4
3,500 3,500 3,500 3,500(10,000)
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
9. 9
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
0 1 2 3 4
3,500
-6,500
3,500 3,500 3,500(10,000)
Cumulative CF
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
10. 10
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
0 1 2 3 4
3,500
-6,500
3,500
-3,000
3,500 3,500(10,000)
Cumulative CF
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
11. 11
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
0 1 2 3 4
3,500
-6,500
3,500
-3,000
3,500
+500
3,500(10,000)
Cumulative CF
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
12. 12
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
0 1 2 3 4
3,500
-6,500
3,500
-3,000
3,500
+500
3,500(10,000)
Payback 2.86 years
Cumulative CF
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
13. 13
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
14. 14
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
0 1 2 3 4
500 500 4,600 10,000(10,000)
15. 15
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
0 1 2 3 4
500
-9,500
500 4,600 10,000(10,000)
Cumulative CF
16. 16
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
0 1 2 3 4
500
-9,500
500
-9,000
4,600 10,000(10,000)
Cumulative CF
17. 17
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
0 1 2 3 4
500
-9,500
500
-9,000
4,600
-4,400
10,000(10,000)
Cumulative CF
18. 18
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
0 1 2 3 4
500
-9,500
500
-9,000
4,600
-4,400
10,000
+5,600
(10,000)
Cumulative CF
19. 19
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
0 1 2 3 4
500
-9,500
500
-9,000
4,600
-4,400
10,000
+5,600
(10,000)
Payback = 3.44 years
Cumulative CF
20. 20
Capital Budgeting Methods
Number of years needed to recover your initialNumber of years needed to recover your initial
outlay.outlay.
Payback PeriodPayback Period
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
0 1 2 3 4
500
-9,500
500
-9,000
4,600
-4,400
10,000
+5,600
(10,000)
Payback 3.44 years
Cumulative CF
Evaluation:Evaluation:
Company sets maximum
acceptable payback. If
Max PB = 3 years,
accept project A and
reject project C
21. 21
•Payback Method
The payback method is not a good method as it doesThe payback method is not a good method as it does
not consider the time value of money.not consider the time value of money.
Which project should you choose?Which project should you choose?
CF0 CF1 CF2 CF3CF0 CF1 CF2 CF3
A -100,000 90,000 9,000 1,000A -100,000 90,000 9,000 1,000
B -100,000 1,000 9,000 90,000B -100,000 1,000 9,000 90,000
22. 22
•Payback Method
The Discounted payback method can correct thisThe Discounted payback method can correct this
shortcoming of the payback method.shortcoming of the payback method.
To find the discounted pay backTo find the discounted pay back
(1) Find the PV of each cash flow on the time line.(1) Find the PV of each cash flow on the time line.
(2) Find the payback using the discounted CF and(2) Find the payback using the discounted CF and
NOT the CF.NOT the CF.
Example In Table 9-2Example In Table 9-2
23. 23
•Payback Method
Also, the payback method is not a good method as itAlso, the payback method is not a good method as it
does not consider the cash flows beyond the paybackdoes not consider the cash flows beyond the payback
period.period.
24. 24
Payback Method
Also, the payback method is not a good method asAlso, the payback method is not a good method as
it does not consider the cash flows beyond theit does not consider the cash flows beyond the
payback period.payback period.
Which project should you choose?Which project should you choose?
CF0 CF1 CF2 Cf3 CF4CF0 CF1 CF2 Cf3 CF4
A -100000 90000 10000 0 0A -100000 90000 10000 0 0
B -100000 90000 9000 80000 1000000B -100000 90000 9000 80000 1000000
25. 25
Payback Method
Also, the payback method is not a good method as it doesAlso, the payback method is not a good method as it does
not consider the cash flows beyond the payback period.not consider the cash flows beyond the payback period.
Which project should you choose?Which project should you choose?
CF0 CF1 CF2 Cf3 CF4CF0 CF1 CF2 Cf3 CF4
A -100,000 90,000 10,000 0 0A -100,000 90,000 10,000 0 0
B -100,000 90,000 9,000 80,000 100,0000B -100,000 90,000 9,000 80,000 100,0000
These two shortcomings often result in an incorrect decisions.These two shortcomings often result in an incorrect decisions.
26. 26
Capital Budgeting Methods
Methods that consider time value of money and allMethods that consider time value of money and all
cash flowscash flows
Net Present Value:Net Present Value:
Present Value of all costs and benefits of a project.Present Value of all costs and benefits of a project.
27. 27
Capital Budgeting Methods
Present Value of all costs and benefits of a project.Present Value of all costs and benefits of a project.
Concept is similar to Intrinsic Value of a security butConcept is similar to Intrinsic Value of a security but
subtracts cost of the project.subtracts cost of the project.
Net Present ValueNet Present Value
NPV = PV of Inflows - Initial OutlayNPV = PV of Inflows - Initial Outlay
28. 28
Capital Budgeting Methods
Present Value of all costs and benefits of a project.Present Value of all costs and benefits of a project.
Concept is similar to Intrinsic Value of a security butConcept is similar to Intrinsic Value of a security but
subtracts of cost of project.subtracts of cost of project.
Net Present ValueNet Present Value
NPV = PV of Inflows - Initial OutlayNPV = PV of Inflows - Initial Outlay
NPV = + + +···+ – IO
CF1
(1+ k )
CF2
(1+ k )2
CF3
(1+ k )3
CFn
(1+ k )n
29. 29
Capital Budgeting Methods
Net Present ValueNet Present Value
0 1 2 3 4
500 500 4,600 10,000(10,000)
k=10%
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
30. 30
Capital Budgeting Methods
Net Present ValueNet Present Value
0 1 2 3 4
500 500 4,600 10,000(10,000)
455
k=10%
$500
(1.10)
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
31. 31
Capital Budgeting Methods
Net Present ValueNet Present Value
0 1 2 3 4
500 500 4,600 10,000(10,000)
455
413
k=10%
$500
(1.10) 2
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
32. 32
Capital Budgeting Methods
Net Present ValueNet Present Value
0 1 2 3 4
500 500 4,600 10,000(10,000)
455
413
3,456
k=10%
$4,600
(1.10) 3
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
33. 33
Capital Budgeting Methods
Net Present ValueNet Present Value
0 1 2 3 4
500 500 4,600 10,000(10,000)
455
6,830
413
3,456
k=10%
$10,000
(1.10) 4
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
34. 34
Capital Budgeting Methods
Net Present ValueNet Present Value
0 1 2 3 4
500 500 4,600 10,000(10,000)
455
$11,154
6,830
413
3,456
k=10%
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
35. 35
Capital Budgeting Methods
Net Present ValueNet Present Value
0 1 2 3 4
500 500 4,600 10,000(10,000)
455
6,830
413
3,456
k=10%
PV Benefits > PV Costs
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
$11,154 > $ 10,000
$11,154
36. 36
Capital Budgeting Methods
Net Present ValueNet Present Value
0 1 2 3 4
500 500 4,600 10,000(10,000)
455
6,830
413
3,456
k=10%
PV Benefits > PV Costs
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
$11,154 > $ 10,000
NPV > $0
$1,154 > $0
$11,154
$1,154 = NPV
37. 37
Capital Budgeting Methods
Net Present ValueNet Present Value
0 1 2 3 4
3,500(10,000)
k=10%
3,500 3,500 3,500
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
38. 38
Capital Budgeting Methods
Net Present ValueNet Present Value
0 1 2 3 4
3,500(10,000)
k=10%
3,500 3,500 3,500
NPV = + + + – 10,000
3,500
(1+ .1 )
3,500
(1+ .1)2
3,500
(1+ .1 )3
3,500
(1+ .1 )4
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
39. 39
Capital Budgeting Methods
Net Present ValueNet Present Value
0 1 2 3 4
3,500(10,000)
k=10%
3,500 3,500 3,500
NPV = + + + – 10,000
3,500
(1+ .1 )
3,500
(1+ .1)2
3,500
(1+ .1 )3
3,500
(1+ .1 )4
PV of 3,500 Annuity for 4 years at 10%
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
40. 40
Capital Budgeting Methods
Net Present ValueNet Present Value
0 1 2 3 4
3,500(10,000)
k=10%
3,500 3,500 3,500
NPV = + + + – 10,000
3,500
(1+ .1 )
3,500
(1+ .1)2
3,500
(1+ .1 )3
3,500
(1+ .1 )4
= 3,500 x PVIFA 4,.10 - 10,000
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
= 11,095 – 10,000 = $1,095$1,095
41. 41
Capital Budgeting Methods
If projects are independent thenIf projects are independent then
accept all projects with NPVaccept all projects with NPV ≥≥ 0.0.
NPV Decision RulesNPV Decision Rules
ACCEPT A & B
42. 42
Capital Budgeting Methods
If projects are independent thenIf projects are independent then
accept all projects with NPVaccept all projects with NPV ≥≥ 0.0.
If projects are mutually exclusive,If projects are mutually exclusive,
accept projects with higher NPV.accept projects with higher NPV.
NPV Decision RulesNPV Decision Rules
ACCEPT A & B
ACCEPT B only
43. 43
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Net Present Value Profile
Graphs the Net Present Value of the project withGraphs the Net Present Value of the project with
different required ratesdifferent required rates
NPV(0%) = + + + – 10,000
3,500
(1+ 0 )
3,500
(1+ 0)2
3,500
(1+ 0 )3
3,500
(1+ 0)4
= $4,000
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
44. 44
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Net Present Value Profile
Graphs the Net Present Value of the project withGraphs the Net Present Value of the project with
different required ratesdifferent required rates
NPV(5%) = + + + – 10,0003,500
(1+ .05 )
3,500
(1+ .05)2
3,500
(1+ .05 )3
3,500
(1+ .05)4
= $2,411
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
45. 45
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Net Present Value Profile
Graphs the Net Present Value of the project withGraphs the Net Present Value of the project with
different required ratesdifferent required rates
NPV(10%) = + + + – 10,0003,500
(1+ .10 )
3,500
(1+ .10)2
3,500
(1+ .10 )3
3,500
(1+ .10)4
= $1,095
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
46. 46
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Net Present Value Profile
Graphs the Net Present Value of the project withGraphs the Net Present Value of the project with
different required ratesdifferent required rates
NPV(15%) = + + + – 10,0003,500
(1+ .15 )
3,500
(1+ .15)2
3,500
(1+ .15 )3
3,500
(1+ .15)4
= – $7.58
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
47. 47
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Net Present Value Profile
Graphs the Net Present Value of the project withGraphs the Net Present Value of the project with
different required ratesdifferent required rates
NPV(20%) = + + + – 10,0003,500
(1+ .20 )
3,500
(1+ .20)2
3,500
(1+ .20 )3
3,500
(1+ .20)4
= – $939
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
48. 48
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Net Present Value Profile
Graphs the Net Present Value of the project withGraphs the Net Present Value of the project with
different required ratesdifferent required rates
Connect the Points
P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
49. 49
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Net Present Value Profile
Graphs the Net Present Value of the project withGraphs the Net Present Value of the project with
different required ratesdifferent required rates P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
NPV(0%) = + + + – 10,000500
(1+ 0 )
500
(1+ 0)2
4,600
(1+ 0 )3
10,000
(1+ 0)4
= $5,600
50. 50
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Net Present Value Profile
Graphs the Net Present Value of the project withGraphs the Net Present Value of the project with
different required ratesdifferent required rates P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
NPV(5%) = + + + – 10,000500
(1+.05)
500
(1+.05)2
4,600
(1+ .05)3
10,000
(1+ .05)4
= $3,130
51. 51
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Net Present Value Profile
Graphs the Net Present Value of the project withGraphs the Net Present Value of the project with
different required ratesdifferent required rates P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
NPV(10%) = + + + – 10,000500
(1+.10)
500
(1+.10)2
4,600
(1+ .10)3
10,000
(1+ .10)4
= $1.154
52. 52
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Net Present Value Profile
Graphs the Net Present Value of the project withGraphs the Net Present Value of the project with
different required ratesdifferent required rates P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
NPV(15%) = + + + – 10,000500
(1+.15)
500
(1+.15)2
4,600
(1+ .15)3
10,000
(1+ .15)4
= –$445
53. 53
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
Net Present Value Profile
Graphs the Net Present Value of the project withGraphs the Net Present Value of the project with
different required ratesdifferent required rates P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
Connect the Points
54. 54
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
Net Present Value Profile
Graphs the Net Present Value of the project withGraphs the Net Present Value of the project with
different required ratesdifferent required rates P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
55. 55
Net Present Value Profile
Compare NPV of the two projects for differentCompare NPV of the two projects for different
required ratesrequired rates
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
Crossover point
Project A
56. 56
Net Present Value Profile
Compare NPV of the two projects for differentCompare NPV of the two projects for different
required ratesrequired rates
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
Crossover point
Project A
For any discount rate <
crossover point choose B
57. 57
Net Present Value Profile
Compare NPV of the two projects for differentCompare NPV of the two projects for different
required ratesrequired rates
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
Crossover point
For any discount rate >
crossover point choose A
Project A
For any discount rate <
crossover point choose B
58. 58
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
Measures the rate of return that will make the PV ofMeasures the rate of return that will make the PV of
future CF equal to the initial outlay.future CF equal to the initial outlay.
Definition:
The IRR is that discount rate at which
NPV = 0
IRR is like the YTM. It is the same cocept but
the term YTM is used only for bonds.
59. 59
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
Measures the rate of return that will make the PV ofMeasures the rate of return that will make the PV of
future CF equal to the initial outlay.future CF equal to the initial outlay.
The IRR is the discount rate at which NPV = 0
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
NPV = $0
60. 60
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
Measures the rate of return that will make the PV ofMeasures the rate of return that will make the PV of
future CF equal to the initial outlay.future CF equal to the initial outlay.
Or, the IRR is the discount rate at which NPV =
0
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
NPV = $0 IRRA ≈ 15%
IRRB ≈ 14%
61. 61
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
Determine the mathematical solution for IRRDetermine the mathematical solution for IRR
62. 62
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
Determine the mathematical solution for IRRDetermine the mathematical solution for IRR
0 = NPV = + +···+ – IOCF1
(1+ IRR )
CF2
(1+ IRR )2
CFn
(1+ IRR )n
63. 63
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
Determine the mathematical solution for IRRDetermine the mathematical solution for IRR
0 = NPV = + +···+ – IOCF1
(1+ IRR )
CF2
(1+ IRR )2
CFn
(1+ IRR )n
IO = + +···+CF1
(1+ IRR )
CF2
(1+ IRR )2
CFn
(1+ IRR )n
Outflow = PV of Inflows
64. 64
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
Determine the mathematical solution for IRRDetermine the mathematical solution for IRR
0 = NPV = + +···+ – IOCF1
(1+ IRR )
CF2
(1+ IRR )2
CFn
(1+ IRR )n
IO = + +···+CF1
(1+ IRR )
CF2
(1+ IRR )2
CFn
(1+ IRR )n
Outflow = PV of Inflows
Solve for Discount Rates
65. 65
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
For Project BFor Project B
Cannot solve for IRR
directly, must use Trial &
Error
10,000 = + + +500
(1+ IRR )
500
(1+ IRR )2
10,000
(1+ IRR )4
4,600
(1+ IRR )3
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
IRRB ≈ 14%
66. 66
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
For Project BFor Project B
Cannot solve for IRR
directly, must use Trial &
Error
10,000 = + + +500
(1+ IRR )
500
(1+ IRR )2
10,000
(1+ IRR )4
4,600
(1+ IRR )3
TRY 14%TRY 14%
10,000 = + + +500
(1+ .14 )
500
(1+ .14)2
10,000
(1+ .14 )4
4,600
(1+ .14 )3
?
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
IRRB ≈ 14%
67. 67
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
For Project BFor Project B
Cannot solve for IRR
directly, must use Trial &
Error
10,000 = + + +500
(1+ IRR )
500
(1+ IRR )2
10,000
(1+ IRR )4
4,600
(1+ IRR )3
TRY 14%TRY 14%
10,000 = + + +500
(1+ .14 )
500
(1+ .14)2
10,000
(1+ .14 )4
4,600
(1+ .14 )3
?
10,000 = 9,849
?
PV of Inflows too low, try lower rate
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
IRRB ≈ 14%
68. 68
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
For Project BFor Project B
Cannot solve for IRR
directly, must use Trial &
Error
10,000 = + + +500
(1+ IRR )
500
(1+ IRR )2
10,000
(1+ IRR )4
4,600
(1+ IRR )3
TRY 13%TRY 13%
10,000 = + + +500
(1+ .13 )
500
(1+ .13)2
10,000
(1+ .13 )4
4,600
(1+ .13 )3
?
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
IRRB ≈ 14%
69. 69
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
For Project BFor Project B
Cannot solve for IRR
directly, must use Trial &
Error
10,000 = + + +500
(1+ IRR )
500
(1+ IRR )2
10,000
(1+ IRR )4
4,600
(1+ IRR )3
TRY 13%TRY 13%
10,000 = + + +500
(1+ .13 )
500
(1+ .13)2
10,000
(1+ .13 )4
4,600
(1+ .13 )3
?
10,000 = 10,155
?
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
IRRB ≈ 14%
70. 70
Capital Budgeting Methods
Internal Rate of ReturnInternal Rate of Return
For Project BFor Project B
Cannot solve for IRR
directly, must use Trial &
Error
10,000 = + + +500
(1+ IRR )
500
(1+ IRR )2
10,000
(1+ IRR )4
4,600
(1+ IRR )3
TRY 13%TRY 13%
10,000 = + + +500
(1+ .13 )
500
(1+ .13)2
10,000
(1+ .13 )4
4,600
(1+ .13 )3
?
10,000 = 10,155
?
13% < IRR < 14%
10%5%
0 Cost of Capital
N
P
V
6,000
3,000
20%15%
Project B
IRRB ≈ 14%
71. 71
Capital Budgeting Methods
Decision Rule for Internal Rate of ReturnDecision Rule for Internal Rate of Return
Independent Projects
Accept Projects with
IRR ≥ required rate
Mutually Exclusive Projects
Accept project with highest
IRR ≥ required rate
72. 72
Capital Budgeting Methods
Profitability IndexProfitability Index
PI = PV of Inflows
Initial Outlay
Very Similar to Net Present ValueVery Similar to Net Present Value
73. 73
Capital Budgeting Methods
Profitability IndexProfitability Index
PI = PV of Inflows
Initial Outlay
Very Similar to Net Present ValueVery Similar to Net Present Value
Instead of Subtracting the Initial Outlay from the PVInstead of Subtracting the Initial Outlay from the PV
of Inflows, the Profitability Index is the ratio of Initialof Inflows, the Profitability Index is the ratio of Initial
Outlay to the PV of Inflows.Outlay to the PV of Inflows.
74. 74
Capital Budgeting Methods
Profitability IndexProfitability Index
PI = PV of Inflows
Initial Outlay
Very Similar to Net Present ValueVery Similar to Net Present Value
Instead of Subtracting the Initial Outlay from the PVInstead of Subtracting the Initial Outlay from the PV
of Inflows, the Profitability Index is the ratio of Initialof Inflows, the Profitability Index is the ratio of Initial
Outlay to the PV of Inflows.Outlay to the PV of Inflows.
+ + +···+
CF1
(1+ k )
CF2
(1+ k )2
CF3
(1+ k )3
CFn
(1+ k )n
PI =
IO
75. 75
Capital Budgeting Methods
Profitability Index for Project BProfitability Index for Project B P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
+ + +500
(1+ .1 )
500
(1+ .1)2
4,600
(1+ .1 )3
10,000
(1+ .1 )4
10,000
PI =
76. 76
Capital Budgeting Methods
Profitability Index for Project BProfitability Index for Project B P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
+ + +500
(1+ .1 )
500
(1+ .1)2
4,600
(1+ .1 )3
10,000
(1+ .1 )4
10,000
PI =
PI =
11,154
10,000
= 1.1154
77. 77
Capital Budgeting Methods
Profitability Index for Project BProfitability Index for Project B P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
+ + +500
(1+ .1 )
500
(1+ .1)2
4,600
(1+ .1 )3
10,000
(1+ .1 )4
10,000
PI =
PI =
11,154
10,000
= 1.1154
Profitability Index for Project AProfitability Index for Project A
10,000
PI =
3,500 x PVIFA 4, .10
78. 78
Capital Budgeting Methods
Profitability Index for Project BProfitability Index for Project B P R O J E C T
Time A B
0 (10,000.) (10,000.)
1 3,500 500
2 3,500 500
3 3,500 4,600
4 3,500 10,000
+ + +500
(1+ .1 )
500
(1+ .1)2
4,600
(1+ .1 )3
10,000
(1+ .1 )4
10,000
PI =
PI =
11,154
10,000
= 1.1154
Profitability Index for Project AProfitability Index for Project A
10,000
PI =
PI =
11,095
10,000
= 1.1095
3,500( )
1
.10(1+.10)
4
1
.10
79. 79
Capital Budgeting Methods
Profitability Index Decision RulesProfitability Index Decision Rules
Independent ProjectsIndependent Projects
Accept Project if PI ≥ 1
Mutually Exclusive ProjectsMutually Exclusive Projects
Accept Highest PI ≥ 1 Project
80. 80
Comparison of Methods
Project A Project B Choose
Payback < 3 years < 4 years A
NPV $1,095 $1,154 B
IRR 14.96% 13.50% A
PI 1.1095 1.1154 B
81. 81
Comparison of Methods
Time Value of MoneyTime Value of Money
Payback - Does not adjust for timing differences
(ignore Discounted Payback)
NPV, IRR and PI take into account the time value
of money
82. 82
Comparison of Methods
Time Value of MoneyTime Value of Money
Payback - Does not adjust for timing differences
NPV, IRR and PI take into account the time value
of money
Relevant Cash Flows?Relevant Cash Flows?
NPV, IRR and PI use all Cash Flows
Payback method ignores Cash Flows that occur
after the Payback Period.
83. 83
Comparison of Methods
Time Value of MoneyTime Value of Money
Payback - Does not adjust for timing differences
NPV, IRR and PI take into account the time value
of money
Relevant Cash Flows?Relevant Cash Flows?
NPV, IRR and PI use all Cash Flows
Payback method ignores Cash Flows that occur
after the Payback Period.
0 1 2
5,000 5,000(10,000)
Project 1
84. 84
Comparison of Methods
Time Value of MoneyTime Value of Money
Payback - Does not adjust for timing differences
NPV, IRR and PI take into account the time value
of money
Relevant Cash Flows?Relevant Cash Flows?
NPV, IRR and PI use all Cash Flows
Payback method ignores Cash Flows that occur
after the Payback Period.
0 1 2
5,000 5,000(10,000)
Project 1
0 1 2 3
5,000 5,000(10,000)
Project 2
10,000
Both Projects have
Identical Payback
85. 85
Comparison of Methods
NPV & PI indicated accept Project B while IRR indicated thatNPV & PI indicated accept Project B while IRR indicated that
Project A should be accepted. Why?Project A should be accepted. Why?
Sometimes there is a conflict between the decisions based onSometimes there is a conflict between the decisions based on
NPV and IRR methods.NPV and IRR methods.
The conflict arises if there is difference in the timing of CFs orThe conflict arises if there is difference in the timing of CFs or
sizes of the projects (or both).sizes of the projects (or both).
The cause of the conflict is the underlying reinvestment rateThe cause of the conflict is the underlying reinvestment rate
assumption.assumption.
Reinvestment Rate AssumptionsReinvestment Rate Assumptions
NPV assumes cash flows are reinvested at the required
rate, k.
IRR assumes cash flows are reinvested at IRR.
Reinvestment Rate of k more realistic as most projects earnReinvestment Rate of k more realistic as most projects earn
approximately k (due to competition)approximately k (due to competition)
NPVNPV is the Better Method for project evaluationis the Better Method for project evaluation
86. 86
IRR
Because of its unreasonable reinvestment rate assumption, IRRBecause of its unreasonable reinvestment rate assumption, IRR
method can result in bad decisions.method can result in bad decisions.
Another problem with IRR is that if the sign of the cash flowAnother problem with IRR is that if the sign of the cash flow
changes more than once, there is a possibility of multiple IRR.changes more than once, there is a possibility of multiple IRR.
See p 340.See p 340.
The problem of unreasonable assumption can be addressed byThe problem of unreasonable assumption can be addressed by
using Modified IRRusing Modified IRR
87. 87
MIRR
To find MIRRTo find MIRR
1.Find the FV of all intermediate CFs using the cost of1.Find the FV of all intermediate CFs using the cost of
capital (the hurdle rate) as the interest rate.capital (the hurdle rate) as the interest rate.
2.Add all FV.2.Add all FV.
3. Find that discount rate which makes the PV of the3. Find that discount rate which makes the PV of the
FV equal to the PV of outflows.FV equal to the PV of outflows.
Drop MIRR computations.Drop MIRR computations.