IMPORTANT: In order to view the correct calculator
IMPORTANT: In order to view the correct calculator key stroke symbols within this PPT, you will need to follow the font installation directions on this document. McGraw-Hill/Irwin Copyright 2011 by the McGraw-Hill Companies, Inc. All rights reserved. Key Concepts and Skills Understand: The payback rule and its shortcomings Accounting rates of return and their problems The internal rate of return and its strengths and weaknesses The net present value rule and why it is the best decision criteria The modified internal rate of return The profitability index and its relation to NPV 8-2 Chapter Outline
8.1 8.2 8.3 8.4 8.5 8.6 Net Present Value The Payback Rule The Average Accounting Return The Internal Rate of Return The Profitability Index The Practice of Capital Budgeting 8-3 Capital Budgeting
Analysis of potential projects Long-term decisions Large expenditures Difficult/impossible to reverse Determines firms strategic direction 8-4 Good Decision Criteria All cash flows considered? TVM considered? Risk-adjusted? Ability to rank projects? Indicates added value to the firm? 8-5 Net Present Value How much value is created from
undertaking an investment? Step 1: Estimate the expected future cash flows. Step 2: Estimate the required return for projects of this risk level. Step 3: Find the present value of the cash flows and subtract the initial investment to arrive at the Net Present Value. 8-6 Net Present Value Sum of the PVs of all cash flows n NPV = t=0 CFt (1 + R)t NOTE: t=0
Initial cost often is CF0 and is an outflow. n NPV = t=1 CFt CF 0 t (1 + R) 8-7 NPV Decision Rule If NPV is positive, accept the project NPV > 0 means: Project is expected to add value to the firm Will increase the wealth of the owners
NPV is a direct measure of how well this project will meet the goal of increasing shareholder wealth. 8-8 Sample Project Data You are looking at a new project and have estimated the following cash flows, net income and book value data: Year 0: CF = -165,000 Year 1: CF = 63,120 NI = 13,620 Year 2: CF = 70,800 NI = 3,300 Year 3: CF = 91,080
NI = 29,100 Average book value = $72,000 Your required return for assets of this risk is 12%. This project will be the example for all problem exhibits in this chapter. 8-9 Computing NPV for the Project n Using the formula: CFt NPV t t 0 (1 R ) NPV = -165,000/(1.12)0 + 63,120/(1.12)1 + 70,800/(1.12)2 + 91,080/(1.12)3 = 12,627.41 Capital Budgeting Project
8-11 Calculating NPVs with Excel NPV function: =NPV(rate,CF01:CFnn) First parameter = required return entered as a decimal (5% = .05) Second parameter = range of cash flows beginning with year 1 After computing NPV, subtract the initial investment (CF0) A B C CF (165,000.00) 63,120.00 70,800.00 91,080.00 Required Return =
8-12 Net Present Value Sum of the PVs of all cash flows. n CFt NPV t t 0 (1 R ) << CALCULATOR n CFt NPV CF0 t t 1 (1 R )
<< EXCEL 8-13 Rationale for the NPV Method NPV = PV inflows Cost NPV=0 Projects inflows are exactly sufficient to repay the invested capital and provide the required rate of return NPV = net gain in shareholder wealth Rule: Accept project if NPV > 0 8-14 NPV Method Meets all desirable criteria Considers all CFs Considers TVM Adjusts for risk Can rank mutually exclusive projects
Directly related to increase in VF Dominant method; always prevails 8-15 Payback Period How long does it take to recover the initial cost of a project? Computation Estimate the cash flows Subtract the future cash flows from the initial cost until initial investment is recovered A break-even type measure Decision Rule Accept if the payback period is less than some preset limit 8-16 Computing Payback for the Project Capital Budgeting Project Year
$ (165,000) $ (101,880) $ (31,080) $ 60,000 year 2 + + (31080/91080) 2.34 years Do we accept or reject the project? 8-17 Decision Criteria Test Payback Does the payback rule: Account for the time value of money? Account for the risk of the cash flows? Provide an indication about the increase in value? Permit project ranking?
Should we consider the payback rule for our primary decision rule? 8-18 Advantages and Disadvantages of Payback Advantages Easy to understand Adjusts for uncertainty of later cash flows Biased towards liquidity ASKS THE WRONG QUESTION! Disadvantages Ignores the time value of money Requires an arbitrary cutoff point Ignores cash flows
beyond the cutoff date Biased against long-term projects, such as research and development, and new projects 8-19 Average Accounting Return Many different definitions for average accounting return (AAR) In this book: Average Net Income AAR Average Book Value Note: Average book value depends on how the asset is depreciated. Requires a target cutoff rate
Decision Rule: Accept the project if the AAR is greater than target rate. 8-20 Computing AAR for the Project Sample Project Data: Year 0: CF = -165,000 Year 1: CF = 63,120 NI = 13,620 Year 2: CF = 70,800 NI = 3,300 Year 3: CF = 91,080 NI = 29,100 Average book value = $72,000
Required average accounting return = 25% Average Net Income: ($13,620 + 3,300 + 29,100) / 3 = $15,340 AAR = $15,340 / 72,000 = .213 = 21.3% Do we accept or reject the project? 8-21 Decision Criteria Test - AAR Does the AAR rule account for the time value of money? Does the AAR rule account for the risk of the cash flows? Does the AAR rule provide an indication about the increase in value? Should we consider the AAR rule for our primary decision criteria? 8-22 Advantages and Disadvantages of AAR
Advantages Easy to calculate Needed information usually available Disadvantages Not a true rate of return Time value of money ignored Uses an arbitrary benchmark cutoff rate Based on accounting net income and book values, not cash flows and market values 8-23 Internal Rate of Return
Most important alternative to NPV Widely used in practice Intuitively appealing Based entirely on the estimated cash flows Independent of interest rates 8-24 IRR Definition and Decision Rule Definition: IRR = discount rate that makes the NPV = 0 Decision Rule: Accept the project if the IRR is greater than the required return
8-25 NPV vs. IRR NPV: Enter r, solve for NPV n CFt NPV t t 0 (1 R ) IRR: Enter NPV = 0, solve for IRR. CFt 0 t t 0 (1 IRR ) n 8-26
Computing IRR For The Project Without a financial calculator or Excel, this becomes a trial-and-error process Calculator Enter the cash flows as for NPV Press IRR and then CPT IRR = 16.13% > 12% required return Do we accept or reject the project? 8-27 Computing IRR for the Project Using the TI BAII+ CF Worksheet Cash Flows: CF0 = -165000 CF1
16.1322 8-28 Calculating IRR with Excel Start with the cash flows as you did to solve for NPV Use the IRR function Enter the range of cash flows, beginning with the initial cash flow (Cash flow 0) You can enter a guess, but it is not necessary The default format is a whole percent 8-29 Calculating IRR with Excel A B IRR
Decision Criteria Test IRR Does the IRR rule: Account for the time value of money? Account for the risk of the cash flows? Provide an indication about the increase in value? Permit project ranking? Should we consider the IRR rule for our primary decision criteria? 8-32 IRR - Advantages Preferred by executives Intuitively appealing Easy to communicate the value of a project If the IRR is high enough, may not need to estimate a required return Considers all cash flows
Considers time value of money Provides indication of risk 8-33 IRR - Disadvantages Can produce multiple answers Cannot rank mutually exclusive projects Reinvestment assumption flawed 8-34 Summary of Decisions for the Project Summary Net Present Value Accept Payback Period
??? Average Accounting Return ??? Internal Rate of Return Accept 8-35 NPV vs. IRR NPV and IRR will generally give the same decision Exceptions Non-conventional cash flows Cash flow sign changes more than once Mutually exclusive projects Initial investments are substantially different
Timing of cash flows is substantially different Will not reliably rank projects 8-36 IRR & Non-Conventional Cash Flows Non-conventional Cash flows change sign more than once Most common: Initial cost (negative CF) A stream of positive CFs Negative cash flow to close project. For example, nuclear power plant or strip mine. More than one IRR . Which one do you use to make your decision? 8-37
Multiple IRRs Descartes Rule of Signs n CFt 0 t t 0 (1 IRR ) Polynomial of degree nn roots When you solve for IRR you are solving for the root of an equation 1 real root per sign change Rest = imaginary (i2 = -1) 8-38 Non-Conventional Cash Flows Suppose an investment will cost $90,000 initially and will generate the following
cash flows: Year 1: 132,000 Year 2: 100,000 Year 3: -150,000 The required return is 15%. Should we accept or reject the project? 8-39 Non-Conventional Cash Flows Summary of Decision Rules NPV > 0 at 15% required return, so you should Accept IRR =10.11% (using a financial calculator), which would tell you to Reject Recognize the non-conventional cash flows and look at the NPV profile I= YR 0 1
NPV Profile IRR = 10.11% and 42.66% $4,000.00 $2,000.00 NPV $0.00 ($2,000.00) 0 0.05 0.1 0.15 0.2 0.25 0.3 0.35 0.4 0.45 0.5 0.55 ($4,000.00) ($6,000.00) ($8,000.00) When you cross the x-axis more than once, there will be more than one return that solves the equation
($10,000.00) Discount Rate 8-41 Independent versus Mutually Exclusive Projects Independent The cash flows of one project are unaffected by the acceptance of the other. Mutually Exclusive The acceptance of one project precludes accepting the other. 8-42 Reinvestment Rate Assumption IRR assumes reinvestment at IRR NPV assumes reinvestment at the firms weighted average cost of capital
(opportunity cost of capital) More realistic NPV method is best NPV should be used to choose between mutually exclusive projects 8-43 Example of Mutually Exclusive Projects Period Project A Project B 0 -500 -400 1
325 325 2 325 200 IRR 19.43% 22.17% NPV 64.05
60.74 The required return for both projects is 10%. Which project should you accept and why? 8-44 NPV Profiles IRR for A = 19.43% $160.00 $140.00 IRR for B = 22.17% $120.00
Crossover Point = 11.8% NPV $100.00 $80.00 A B $60.00 $40.00 $20.00 $0.00 ($20.00) 0 0.05 0.1 0.15
0.2 0.25 0.3 ($40.00) Discount Rate 8-45 Two Reasons NPV Profiles Cross Size (scale) differences. Smaller project frees up funds sooner for investment. The higher the opportunity cost, the more valuable these funds, so high discount rate favors small projects. Timing differences. Project with faster payback provides more CF in
early years for reinvestment. If discount rate is high, early CF especially good 8-46 Conflicts Between NPV and IRR NPV directly measures the increase in value to the firm Whenever there is a conflict between NPV and another decision rule, always use NPV IRR is unreliable in the following situations: Non-conventional cash flows Mutually exclusive projects 8-47 Modified Internal Rate of Return (MIRR) Controls for some problems with IRR Three Methods: 1.Discounting Approach = Discount future outflows to present and add to CF0
2. Reinvestment Approach = Compound all CFs except the first one forward to end 3. Combination Approach Discount outflows to present; compound inflows to end MIRR will be unique number for each method Discount (finance) /compound (reinvestment) rate externally supplied 8-48 MIRR Method 1 Discounting Approach Step 1: Discount future outflows (negative cash flows) to present and add to CF0 Step 2: Zero out negative cash flows which have been added to CF0. Step 3: Compute IRR normally Method 1: Discounting Approach R= 20% Yr CF
ADJ MCF 0 -60 -69.444 -129.44444 1 155 155 2 -100 0 IRR= 19.74% 8-49 MIRR Method 2 Reinvestment Approach Step 1: Compound ALL cash flows (except CF0) to end of projects life Step 2: Zero out all cash flows which have been added to the last year of the projects life.
186 186 TV inflows 8-53 Second: Find discount rate that equates PV and TV 1 0 MIRR = 19.87% -129.444 PV outflows 2 186.0 TV inflows $129.444 =
$186.0 (1+MIRR)2 MIRR = 19.87% 8-54 Second: Find discount rate that equates PV and TV Formula: R = (186 / 129.444)1/2 1 = .1987 = 19.87% Calculator the sign convention matters!!! 2 129.444 0 186
= 19.87% Excel: =RATE(2,0,-129.444,186) = 0.1987 =MIRR(Range, FR, RR) 19.87% 8-55 MIRR versus IRR MIRR correctly assumes reinvestment at opportunity cost = WACC MIRR avoids the multiple IRR problem Managers like rate of return comparisons, and MIRR is better for this than IRR 8-56 Profitability Index Measures the benefit per unit cost, based on the time value of money A profitability index of 1.1 implies that for every $1 of investment, we create an additional $0.10 in value
Can be very useful in situations of capital rationing Decision Rule: If PI > 1.0 Accept 8-57 Profitability Index For conventional CF Projects: n CFt t t 1 (1 r ) PI CF0 PV(Cash Inflows) Absolute Value of Initial Investment
8-58 Advantages and Disadvantages of Profitability Index Advantages Closely related to NPV, generally leading to identical decisions Considers all CFs Considers TVM Easy to understand and communicate Useful in capital rationing Disadvantages May lead to incorrect decisions in comparisons of mutually exclusive
investments (can conflict with NPV) 8-59 Profitability Index Example of Conflict with NPV CF(0) PV(CIF) PI NPV A (10,000.00) 15,000.00 1.50 5,000.00 B (100,000.00)
125,000.00 1.25 25,000.00 8-60 Capital Budgeting In Practice Consider all investment criteria when making decisions NPV and IRR are the most commonly used primary investment criteria Payback is a commonly used secondary investment criteria All provide valuable information 8-61 Summary Calculate ALL -- each has value Method
What it measures Metric NPV Payback AAR IRR PI $ increase in VF $$ Liquidity Years Acct return (ROA) % E(R), risk % If rationed Ratio 8-62
NPV Summary Net present value = Difference between market value (PV of inflows) and cost Accept if NPV > 0 No serious flaws Preferred decision criterion 8-63 IRR Summary Internal rate of return = Discount rate that makes NPV = 0 Accept if IRR > required return Same decision as NPV with conventional cash flows Unreliable with: Non-conventional cash flows Mutually exclusive projects MIRR = better alternative
8-64 Payback Summary Payback period = Length of time until initial investment is recovered Accept if payback < some specified target Doesnt account for time value of money Ignores cash flows after payback Arbitrary cutoff period Asks the wrong question 8-65 AAR Summary Average Accounting Return= Average net income/Average book value Accept if AAR > Some specified target Needed data usually readily available Not a true rate of return Time value of money ignored Arbitrary benchmark
Based on accounting data not cash flows 8-66 Profitability Index Summary Profitability Index = Benefit-cost ratio Accept investment if PI > 1 Cannot be used to rank mutually exclusive projects May be used to rank projects in the presence of capital rationing 8-67 Quick Quiz Consider an investment that costs $100,000 and has a cash inflow of $25,000 every year for 5 years. The required return is 9% and required payback is 4 years.
What is the payback period? What is the NPV? What is the IRR? Should we accept the project? What decision rule should be the primary decision method? When is the IRR rule unreliable? 8-68 Quick Quiz Solution Quick Quiz Chapter 8 r= Req. PB = t
17,710.63 16,248.28 (2,758.72) Cumulative DCFs (100,000.00) (77,064.22) (56,022.22) (36,717.63) (19,007.00) (2,758.72) =NPV(E3,C9:C13)+C8 =IRR(C8:C13) 8-69 Chapter 8 END TI BA II+ Font Installation
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