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Corporate Finance Ross  Westerfield  Jaffe

Chapter Six. 6. Some Alternative Investment Rules. Corporate Finance Ross  Westerfield  Jaffe. Sixth Edition. Prepared by Gady Jacoby University of Manitoba and Sebouh Aintablian American University of Beirut. Chapter Outline. 6.1 Why Use Net Present Value?

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Corporate Finance Ross  Westerfield  Jaffe

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  1. Chapter Six 6 Some Alternative Investment Rules Corporate Finance Ross Westerfield  Jaffe Sixth Edition Prepared by Gady Jacoby University of Manitoba and Sebouh Aintablian American University of Beirut

  2. Chapter Outline 6.1 Why Use Net Present Value? 6.2 The Payback Period Rule 6.3 The Discounted Payback Period Rule 6.4 The Average Accounting Return 6.5 The Internal Rate of Return 6.6 Problems with the IRR Approach 6.7 The Profitability Index 6.8 The Practice of Capital Budgeting 6.9 Summary and Conclusions

  3. 6.1 Why Use Net Present Value? • Accepting positive NPV projects benefits shareholders. • NPV uses cash flows • NPV uses all the cash flows of the project • NPV discounts the cash flows properly

  4. The Net Present Value (NPV) Rule • Net Present Value (NPV) = Total PV of future CF’s + Initial Investment • Estimating NPV: • 1. Estimate future cash flows: how much? and when? • 2. Estimate discount rate • 3. Estimate initial costs • Minimum Acceptance Criteria: Accept if NPV > 0 • Ranking Criteria: Choose the highest NPV

  5. Good Attributes of the NPV Rule • Uses cash flows 2. Uses ALL cash flows of the project 3. Discounts ALL cash flows properly • Reinvestment assumption: the NPV rule assumes that all cash flows can be reinvested at the discount rate.

  6. The NPV Rule : Example • Assume you have the following information on Project X: • Initial outlay -$1,100 • Required return = 10% • Annual cash revenues and expenses are as follows: • Year Revenues Expenses • 1 $1,000 $500 • 2 2,000 1,300 • 3 2,200 2,700 • 4 2,600 1,400

  7. 0 1 2 3 4 Revenues $2,000 Expenses 1,300 Cash flow $700 Revenues $1,000 Expenses 500 Cash flow $500 Revenues $2,200 Expenses 2,700 Cash flow (500) Revenues $2,600 Expenses 1,400 Cash flow $1,200 +$377.02 +819.62 1 $500 x 1.10 1 $700 x 1.102 1 - $500 x 1.103 1 $1,200 x 1.104 = NPV The NPV Rule : Example (continued) Initial outlay ($1,100) – $1,100.00 +454.54 +578.51 -375.66

  8. The NPV Rule : Example (continued) NPV = -C0 + PV0(Future CFs) = -C0 + C1/(1+r) + C2/(1+r)2 + C3/(1+r)3 + C4/(1+r)4 = -1,100 + 500/1.1 + 700/1.12 + (-500)/1.13 + 1,200/1.14 = $377.02 > 0

  9. 6.2 The Payback Period Rule • How long does it take the project to “pay back” its initial investment? • Payback Period = number of years to recover initial costs • Minimum Acceptance Criteria: • set by management • Ranking Criteria: • set by management

  10. The Payback Period Rule (continued) • Disadvantages: • Ignores the time value of money • Ignores cash flows after the payback period • Biased against long-term projects • Requires an arbitrary acceptance criteria • A project accepted based on the payback criteria may not have a positive NPV • Advantages: • Easy to understand • Biased toward liquidity

  11. 6.3 The Discounted Payback Period Rule • How long does it take the project to “pay back” its initial investment taking the time value of money into account? • By the time you have discounted the cash flows, you might as well calculate the NPV.

  12. The Discounted Payback Period Rule: Example • Assume you have the following information on Project X: • Initial outlay -$1,000 • Required return = 10% • Annual that cash flows and their PVs are as follows: Year Cash flow PV of Cash flow 1 $ 200 $ 182 2 400 331 3 700 526 4 300 205

  13. The Discounted Payback Period Rule: Example (continued) Year Accumulated discounted CF 1 $ 182 2 513 3 1,039 4 1,244 • Discounted payback period is just under 3 years

  14. 6.4 The Average Accounting Return Rule • Another attractive but fatally flawed approach. • Ranking Criteria and Minimum Acceptance Criteria set by management • Disadvantages: • Ignores the time value of money • Uses an arbitrary benchmark cutoff rate • Based on book values, not cash flows and market values • Advantages: • The accounting information is usually available • Easy to calculate

  15. 6.4 The Average Accounting Return Rule: Example • You want to invest in a machine that produces squash balls • The machine costs $90,000 • The machine will ‘die’ after 3 years • Assuming straight line depreciation, the annual depreciation is $30,000 • The estimate cash flows for the life of the project: Year 1Year 2 Year 3 Sales 140 160 200 Expenses 120 100 90

  16. 6.4 The Average Accounting Return Rule: Example (continued) • Projected Net Income from the project: Year 1Year 2Year 3 Sales 140 160 200 Expenses 12010090 E.B.D. 20 60 110 Depreciation 303030 E.B.T. -10 30 80 Taxes (40%) -41232 NI: -6 18 48

  17. 6.4 The Average Accounting Return Rule: Example (continued) We calculate: (i) (ii) Average book value (BV) of the investment (machine): time-0time-1time-2time-3 BV of investment: 90 60 30 0

  18. 6.4 The Average Accounting Return Rule: Example (continued) • Conclusion • If target AAR < 44.44% => accept If target AAR > 44.44% => reject (iii) The Average Accounting Return:

  19. 6.5 The Internal Rate of Return (IRR) Rule • IRR: the discount that sets NPV to zero • Minimum Acceptance Criteria: • Accept if the IRR exceeds the required return. • Ranking Criteria: • Select alternative with the highest IRR • Reinvestment assumption: • All future cash flows assumed reinvested at the IRR. • Disadvantages: • Does not distinguish between investing and borrowing. • IRR may not exist or there may be multiple IRR • Problems with mutually exclusive investments • Advantages: • Easy to understand and communicate

  20. $50 $100 $150 0 1 2 3 -$200 The Internal Rate of Return: Example Consider the following project: The internal rate of return for this project is 19.44%

  21. IRR = 19.44% The NPV Payoff Profile for This Example If we graph NPV versus discount rate, we can see the IRR as the x-axis intercept.

  22. 6.6 Problems with the IRR Approach • Multiple IRRs. • Are We Borrowing or Lending? • The Scale Problem. • The Timing Problem.

  23. $200 $800 0 1 2 3 100% = IRR2 - $800 -$200 0% = IRR1 Multiple IRRs There are two IRRs for this project: Which one should we use?

  24. The Scale Problem Would you rather make 100% or 50% on your investments? What if the 100% return is on a $1 investment while the 50% return is on a $1,000 investment?

  25. $10,000 $1,000 $1,000 Project A 0 1 2 3 -$10,000 $1,000 $1,000 $12,000 Project B 0 1 2 3 -$10,000 The Timing Problem The preferred project in this case depends on the discount rate, not the IRR.

  26. 10.55% = crossover rate 12.94% = IRRB 16.04% = IRRA The Timing Problem

  27. 10.55% = IRR Calculating the Crossover Rate Compute the IRR for either project “A-B” or “B-A”

  28. Mutually Exclusive vs. Independent Project • Mutually Exclusive Projects: only ONE of several potential projects can be chosen, e.g., acquiring an accounting system. • RANK all alternatives and select the best one. • Independent Projects: accepting or rejecting one project does not affect the decision of the other projects. • Must exceed a MINIMUM acceptance criteria.

  29. 6.7 The Profitability Index (PI) Rule • Minimum Acceptance Criteria: • Accept if PI > 1 • Ranking Criteria: • Select alternative with highest PI • Disadvantages: • Problems with mutually exclusive investments • Advantages: • May be useful when available investment funds are limited • Easy to understand and communicate • Correct decision when evaluating independent projects

  30. 6.8 The Practice of Capital Budgeting • Varies by industry: • Some firms use payback, others use accounting rate of return. • Discounted cash flow techniques (such as IRR or NPV ) are the most frequently used by large industrial corporations in Canada. • Payback is most commonly used by small firms and by CEOs without an MBA.

  31. Example of Investment Rules Compute the IRR, NPV, PI, and payback period for the following two projects. Assume the required return is 10%. Year Project A Project B 0 -$200 -$150 1 $200 $50 2 $800 $100 3 -$800 $150

  32. Example of Investment Rules Project A Project B CF0 -$200.00 -$150.00 PV0 of CF1-3 $241.92 $240.80 NPV = $41.92 $90.80 IRR = 0%, 100% 36.19% PI = 1.2096 1.6053

  33. Example of Investment Rules Payback Period: Project A Project B Time CF Cum. CF CF Cum. CF 0 -200 -200 -150 -150 1 200 0 50 -100 2 800 800 100 0 3 -800 0 150 150 Payback period for Project B = 2 years. Payback period for Project A = 1 or 3 years?

  34. Relationship Between NPV and IRR Discount rate NPV for A NPV for B -10% -87.52 234.77 0% 0.00 150.00 20% 59.26 47.92 40% 59.48 -8.60 60% 42.19 -43.07 80% 20.85 -65.64 100% 0.00 -81.25 120% -18.93 -92.52

  35. Cross-over Rate NPV Profiles $400 NPV $300 IRR 2(A) IRR 1(A) IRR (B) $200 $100 $0 160% 190% -15% 0% 15% 30% 45% 130% 70% 100% ($100) ($200) Project A Discount rates Project B

  36. 6.9 Summary and Conclusions • This chapter evaluates the most popular alternatives to NPV: • Payback period • Accounting rate of return • Internal rate of return • Profitability index • When it is all said and done, they are not the NPV rule; for those of us in finance, it makes them decidedly second-rate.

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