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## PowerPoint Slideshow about 'CAPITAL BUDGETING' - Patman

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### CAPITAL BUDGETING

What it is

Large investment in plant or equipment

with returns over a period of time.

Investment may take place over a period of time

A Strategic Investment Decision

CAPITAL BUDGETING

What do we need to think about?

- Location
- Infrastructure
- Labour
- Cash Flows
What is the most important?

OVERALL AIM

To maximise shareholders wealth..

Projects should give a return over and above the marginal weighted average cost of capital.

Projects can be;

- Mutually exclusive
- Independent
- Contingent
Process of Choice

IDEAL SELECTION METHOD

Will

- Select the project that maximises shareholders wealth
- Consider all cash flows
- Discount the cash flows at the appropriate market determined opportunity cost of capital
- Will allow managers to consider each project independently from all others

SELECTION METHODS

- Payback
- ARR
- Net Present Value (NPV)
- Internal Rate of Return (IRR)

CHOICE

PAYBACK

Project AProject B

Yr 0 - 1,000,000 - 1,000,000

Yr 1 + 1,100,000 + 500,000

Yr 2 + 200,000 + 500,000

Yr 3 - 100,000 + 500,000

Project A = Year .909

Project B = ?

ARR

Project AProject B

Yr 0 - 1,000,000 - 1,000,000

Yr 1 + 1,100,000 + 500,000

Yr 2 + 200,000 + 500,000

Yr 3 - 100,000 + 500,000

n

RoA Project A = Σ ( cashflows) ÷ Io

t=o n

- (200,000) = 66,666.66 ÷ 1,000,000 = .0666 or 6.67%
3

Project B?

Problems?

NET PRESENT VALUE

PROJECT A

Yr CF PV Factor @ 14% Present Value

0 - 1,000,000 1.000 - 1,000,000

1 500,000 .8772 438,600

2 500,000 .7695 384,750

3 500,000 .6750 337,500

4 500,000 .5921 296,050

5 - 500,000 .5194 - 259,700

NPV 197,200

NET PRESENT VALUE

PROJECT B

- 1,000,000 - 1,000,000

900,000 789,480

200,000 153,900

200,000 135,000

100,000 59,210

100,000 51,940

NPV 189,530

Which project should we undertake?

Why?

Project A

Yr CF PVF@ 26% PV PVF@ 27%

0 -1,000,000 1.0000 = - 1,000,000 1.0000 - 1,000,000

1 500,000 .793651 = 396,825 .787401 393,701

2 500,000 .629881 = 314,941 .620001 310,000

3 500,000 .499906 = 249,953 .488190 244,095

4 500,000 .396751 = 198,376 .384401 192,200

5 - 500,000 .314881 = - 157,441 .302678 -151,339

2,654 -11,343

Interpolation

IRR = 26.19%

Project B

0 -1,000,000 1.0000 = - 1,000,000 1.0000 - 1,000,000

1 900,000 = 714,286 708,661

2 200,000 = 125,976 124,002

3 200,000 = 99,981 97,638

4 100,000 = 39,675 38,440

5 100,000 = 31,48830,268

IRR = 27%11,406 - 991

Interpolation

26% 27%

+2,654 -11,343

Q. Where on the line does 0 fall?

From + 2654 0 = 2654 = .1896 or 18.96% of distance

13997

Since distance = 27-26 = 1% = .1896 of 1%

Answer = 26 + .1896 = 26.19%

13,997

Test @ 26.19%

Yr CF PVIF PV

0 - 1,000,000 1.0000 -1,000,000

1 500,000 .7924558 396,228

2 500,000 .6279862 313,993

3 500,000 .4976513 248,826

4 500,000 .3943667 197,183

5 - 500,000 .3125182 - 156,259

- 29

Comparison of NPV vs. IRR

- NPV accepts all projects with NPV > 0.
Ranking of projects is by value of NPV.

- IRR finds the value of the discount rate that
makes NPV = 0. Project will be accepted if

IRR > k (cost of capital)

The big Q?

Will the two methods always give the same

answer?

No, unfortunately not

Yr CF PV@10% PV@20% 1 400 363.6 333.3 2 400 330.4 277.763 - 1,000 - 751.0- 578.70 - 57 32.4IRR = 15.8%

Reinvestment Rate Assumption

Project Yr0 Yr1 Yr2 Yr3 C of K NPV IRR

X -10,000 5,000 5,000 5,000 10% 2,430 23.4%

Y -10,000 0 0 17,280 10% 2,977 20.0%

Illustration

Reinvestment

@23.4% End Yr 1 End Yr 2 End Yr 3

5,000 6,170 7,613

5,000 6,170

5,000

18,783

@ 10% 5,000 5,500 6,050

5,000 5,500

5,000

16,550

Value Additivity

Project NPV @10% IRR%

1 354 134.5

2 104 125.0

3 309 350.0

1 + 3 663 212.8

2 + 3 413 237.5

Multiple Rates of Return

- Multiple Rates of Return
NPV

400

200 IRR 15%

Discount Rate

0

IRR – 12%

- 200
- 400

Other Issues

- Scale
How do we evaluate between projects of different scale?

Project Outlay PV @ 10 % NPV

A - 400 572 172

B - 500 683 183

How do we compare?

If we have plenty of capital then it is not a problem.

Both have a positive NPV so do both.

Other IssuesScale

- Suppose we only have 600 worth of capital. Which project should we take?
- Work out the Profitability Index
Present Value = PI

Cost

- Project A = 572 = 1.43
400

Project B = 683 = 1.37

500

Other IssuesScale

- Now work out the weighted PI
- For A (1.43 x 400) + (1 x 200) = 1.2866
600 600

.9533 .3333

For B (1.37 x 500) + (1 x 100) = 1.3084

600 600

Therefore take Project B

Other IssuesProject Lives

- What if projects take place over different time scales?
Yr Project A Project B

0 - 17,500 -17,500

1 10,500 7,000

2 10,500 7,000

3 8,313

NPV @ 10% 723 894

Other IssuesProject Lives

- How to choose
- Assume you are able to repeat the projects until they have the same end date
0 2 4 6 A

3 B

723

- 723 (discount at 10%)
- 723 (discount at 10%)
1813

Project Lives

- This approach is fine for simple project lives but what if they are complex?
- E.g.lives of 7 years, 9 years and 13 years
- Answer make them all last for ever!
- NPV(n, to inf) = NPVn (1+ k)n
(1+ k)n – 1

Project Lives

- E.g. NPV2 to inf = 723 (1.1)2= 723 x 1.21
(1.1)2 - 1.21

723 x 5.76 = 4,165

NPV3 to inf = 894 (1.1)3= 894 x 1.331

- (1.1)3 – 1 .331
894 x 4.02 = 3,596

Cash Flows

Example –

Consider the following new project:-

Initial capital investment of £15m.

It will generate sales for 5 years.

Variable Costs equal 70% of sales.

Fixed cost of project =£200,000 P.A.

A feasibility study, cost £5000, has already been carried out.

Discount rate = 12%.

Should we take the project?

Cash Flows

Treatment of depreciation in NPV analysis.

-We only use cashflows in investment appraisal.

-Depreciation is not a cashflow.

-However, depreciation (capital allowances) is allowable against tax (see income statement), which affects cashflow.

For cashflow, add depreciation back:-

Issues to ConsiderCash Flows

- But not in detail!
- Cash flows should be incremental
- include all incidental effects (redundancy)

- Do not forget working capital

- Do forget sunk costs!

- Be careful with allocated overheads

Issues to ConsiderCash Flows

- ‘Uncertainty means more things can happen than will happen’ Brealy and Myers.
- How do we obtain a feel for what the cash flows are most likely to be?
- - Sensitivity Analysis
- - Scenario Analysis
- - Break Even Analysis
- - Simulation
- - Decision Trees

Issues to ConsiderDiscount Rate

- We also need to consider what discount rate to use as this will also effect the outcome.
- This is the next subject

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