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Effective Capital Budgeting Strategies for Future Success

Learn about capital budgeting methods such as NPV, IRR, and Payback to make informed investment decisions that impact your firm's strategic direction and long-term profitability.

dorothyjames
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Effective Capital Budgeting Strategies for Future Success

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  1. Chapter 10 Capital Budgeting

  2. Topics Overview and “language” Methods NPV IRR, MIRR Profitability Index Payback, discounted payback Unequal lives: Replacement Chain, EAA Economic life Optimal capital budget

  3. CAPITAL BUDGETING Why? Business Application Valuing projects that affect firm’s strategic direction Methods of valuation used in business Parallels to valuing financial assets (securities) • Perhaps most impt. function financial managers must perform • Results of Cap Budgeting decisions continue for many future years, so firm loses some flexibility • Cap Budgeting decisions define firm’s strategic direction. • Timing key since Cap Assets must be put in place when needed

  4. CF2 CF1 CFN NPV = + + ··· + − Initial cost (1 + r )1 (1 + r)2 (1 + r)N The Big Picture: The Net Present Value of a Project Project’s Cash Flows (CFt) Project’s debt/equity capacity Market interest rates Project’s risk-adjusted cost of capital (r) Project’s business risk Market risk aversion

  5. VALUE of ASSET TODAY • = • Sum of PVs of future CFs

  6. Capital Budgeting • Is to a company what buying stocks or bonds is to individuals: • An investment decision where each want a return > cost • CFs are key for each

  7. Cap. Budgeting & CFs COMPANY INDIVIDUAL CFs generated by stocks or bonds & returned to individual > costs • CFs • generated by a project & returned to company . costs

  8. Cap Budgeting Evaluation Methods • Payback • Discounted Payback • Net Present Value (NPV) • Internal Rate of Return (IRR) • Modified Internal Rate of Return (MIRR) • Profitability Index (PI) • Equivalent Annual Annuity (EAA) • Replacement Chain

  9. What is capital budgeting? Analysis of potential projects. Long-term decisions; involve large expenditures. Very important to firm’s future.

  10. Steps in Capital Budgeting Estimate cash flows (inflows & outflows). Assess risk of cash flows. Determine appropriate discount rate (r = WACC) for project. Evaluate cash flows. (Find NPV or IRR etc.) Make Accept/Reject Decision

  11. Capital Budgeting Project Categories Replacement to continue profitable operations Replacement to reduce costs Expansion of existing products or markets Expansion into new products/markets Contraction decisions Safety and/or environmental projects Mergers

  12. Independent versus Mutually Exclusive Projects Projects are: independent, if the cash flows of one are unaffected by acceptance of the other. Harvard Med School & Stanford Law School mutually exclusive, if the cash flows of one can be adversely impacted by acceptance of other. Harvard Law & Stanford Law

  13. Normal vs. Nonnormal Cash Flows Normal Cash Flow Project: Cost (negative CF) followed by a series of positive cash inflows. One change of signs. Nonnormal Cash Flow Project: Two or more changes of signs. Most common: Cost (negative CF), then string of positive CFs, then cost to close project. For example, nuclear power plant or strip mine.

  14. Inflow (+) or Outflow (-) in Year

  15. Cash Flows for Franchises L and S 0 0 1 1 2 2 3 3 10% 10% L’s CFs: S’s CFs: -100.00 -100.00 70 10 60 50 20 80

  16. Expected Net Cash Flows YearProject L Project S <$100> 70 50 20 • 0 <$100> • 1 10 • 2 60 • 3 80

  17. What is the payback period? The number of years required to recover a project’s cost, or how long does it take to get the business’s money back?

  18. Payback for Franchise L 2.4 0 1 2 3 CFt -100 10 60 80 -30 Cumulative -100 -90 0 50 2 + $30/$80 = 2.375 years PaybackL =

  19. Payback for Franchise S 1.6 0 1 2 3 CFt -100 70 50 20 Cumulative -100 20 40 -30 0 1 + $30/$50 = 1.6 years PaybackS =

  20. Strengths and Weaknesses of Payback Strengths: Provides an indication of a project’s liquidity risk. Easy to calculate and understand. Weaknesses: Ignores the TVM. Ignores CFs occurring after payback period. No specification of acceptable payback. CFs uniform??

  21. Expected Net Cash Flows YearProject L Project S <$100> 70 50 20 • 0 <$100> • 1 10 • 2 60 • 3 80 • i= 10%

  22. Discounted Payback: Uses Discounted CFs 0 1 2 3 10% CFt -100 10 60 80 60.11 PVCFt -100 9.09 49.59 -41.32 Cumulative -100 -90.91 18.79 Discounted payback 2 + $41.32/$60.11 = 2.7 yrs = Recover investment + capital costs in 2.7 yrs.

  23. Expected Net Cash Flows YearProject L Project S <$100> 70 50 20 • 0 <$100> • 1 10 • 2 60 • 3 80 • i= 10%

  24. NPV: Sum of the PVs of All Cash Flows N CFt Σ NPV = (1 + r)t t = 0 Cost often is CF0 and is negative. N CFt Σ – CF0 NPV = (1 + r)t t = 1

  25. What’s Franchise L’s NPV? 0 1 2 3 10% L’s CFs: -100.00 10 60 80 9.09 49.59 60.11 18.79 = NPVL NPVS = $19.98.

  26. Calculator Solution: Enter Values in CFLO Register for L -100 10 60 80 10 CF0 CF1 CF2 CF3 I/YR NPV = 18.78 = NPVL

  27. Rationale for the NPV Method NPV = PV inflows – Cost This is net gain in wealth, so accept project if NPV > 0. Choose between mutually exclusive projects on basis of higher positive NPV. Adds most value. Risk Adjustment: higher risk, higher cost of cap, lower NPV

  28. Using NPV method, which franchise(s) should be accepted? If Franchises S and L are mutually exclusive, accept S because NPVsof $19.98> NPVL of $18.79. If S & L are independent, accept both; NPV > 0. NPV is dependent on cost of capital.

  29. Expected Net Cash Flows YearProject L Project S <$100> 70 50 20 • 0 <$100> • 1 10 • 2 60 • 3 80

  30. Internal Rate of Return: IRR 0 1 2 3 CF0 CF1 CF2 CF3 Cost Inflows IRR is discount rate that forces PV inflows = PV costs. Same as i that creates NPV= 0. ::i.e., project’s breakeven interest rate.

  31. NPV: Enter r, Solve for NPV N CFt Σ = NPV (1 + r)t t = 0

  32. IRR: Enter NPV = 0, Solve for IRR N CFt Σ = 0 (1 + IRR)t t = 0 IRR is estimate of project’s rate of return, so it is comparable to YTM on a bond.

  33. What’s Franchise L’s IRR? 0 1 2 3 IRR = ? -100.00 10 60 80 PV1 PV2 PV3 Enter CFs in CFLO, then press IRR: IRRL = 18.13%. IRRS = 23.56%. 0 = NPV

  34. Find IRR if CFs are Constant 0 1 2 3 -100 40 40 40 INPUTS 3 -100 40 0 9.70% N I/YR PV PMT FV OUTPUT Or, with CFLO, enter CFs and press IRR = 9.70%.

  35. Rationale for IRR Method If IRR > WACC, then project’s rate of return is greater than its cost-- some return is left over to boost stockholders’ returns. Example: WACC = 10%, IRR = 18.13%. So this project adds extra return to shareholders.

  36. Decisions on Franchises S and L per IRR If S and L are independent, accept both: IRRSof 23.56% > r of 10% and IRR L of 18.13% > r of 10%. If S and L are mutually exclusive: accept S because IRRs (23.56) > IRRL (18.13). IRR is notdependent on the cost of capital used.

  37. Expected Net Cash Flows – i% as IRR & NPV YearProject L Project S <$100> 70 50 20 i%= 23.56% NPV = ? • 0 <$100> • 1 10 • 2 60 • 3 80 • i%= IRR 18.13% • NPV = ? 0

  38. Expected Net Cash Flows YearProject L Project S <$100> 70 50 20 • 0 <$100> • 1 10 • 2 60 • 3 80

  39. Construct NPV Profiles Enter CFs to find NPVL and NPVS at different discount rates:

  40. Crossover Rate Difference of ProjectsCFs then IRR of it : @ IRR= = NPV

  41. To Find Crossover Rate Find cash flow differences between projects. Enter these differences in CFs, then press IRR. Crossover rate = 8.679955% ~ 8.68% Can subtract S from L or vice versa and consistently, but easier to have first CF negative. If profiles don’t cross, one project dominates other.

  42. L Crossover Point = 8.68% S IRRS = 23.56% IRRL = 18.13% NPV Profile

  43. NPV Profile & Relevant Acceptance Range Accept Project L when i% > 0 to 8.68% Accept Project S when i% > 8.68 to 23.56%(IRR) Why?

  44. NPV ($) IRR > r and NPV > 0 Accept. r > IRR and NPV < 0. Reject. r (%) IRR NPV and IRR: No conflict for independent projects.

  45. Mutually Exclusive Projects NPV ($) r < 8.68%: NPVL> NPVS , IRRS > IRRL CONFLICT L r > 8.68%: NPVS> NPVL , IRRS > IRRL NO CONFLICT IRRS S 8.68 r (%) IRRL

  46. Two Reasons NPV Profiles Cross Size (scale) differences. Smaller project frees up funds at t = 0 for investment. The higher the opportunity cost, more valuable these funds, so high r favors small projects. Timing differences. Project with faster payback provides more CF in early years for reinvestment. If r is high, early CF especially good, NPVS > NPVL.

  47. Reinvestment Rate Assumptions NPV assumes reinvest at r (opportunity cost of capital). IRR assumes reinvest at IRR. Reinvest at opportunity cost, r, is more realistic, so NPV method is best. NPV should be used to choose between mutually exclusive projects.

  48. Expected Net Cash Flows & MIRR YearProject L Project S <$100> 70 50 20 • 0 <$100> • 1 10 • 2 60 • 3 80

  49. Modified Internal Rate of Return (MIRR) MIRR is the discount rate that causes the PV of a project’s terminal value (TV) in Future to equal PV of costs. TV is found by compounding inflows at WACC to get FV of inflows Thus, MIRR assumes cash inflows are reinvested at WACC.

  50. MIRR for Franchise L: First, Find PV and FV (r = 10%) 0 1 2 3 10% -100.0 10.0 60.0 80.0 10% 66.0 12.1 10% 158.1 -100.0 FV inflows PV outflows

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