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Chapter 8

Chapter Outline Discount Cash Flows, Not Profits Discount Incremental Cash Flows Discount Nominal Cash Flows by the Nominal Cost of Capital Separate Investment and Financing Decisions Calculating Cash Flow Business Taxes in Canada and the Capital Budgeting Decision

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Chapter 8

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  1. Chapter Outline • Discount Cash Flows, Not Profits • Discount Incremental Cash Flows • Discount Nominal Cash Flows by the Nominal Cost of Capital • Separate Investment and Financing Decisions • Calculating Cash Flow • Business Taxes in Canada and the Capital Budgeting Decision • Example: Blooper Industries Chapter 8 Using Discounted Cash Flow Analysis Semih Yildirim ADMS 3530

  2. Discount Cash Flows not Profits • In Chapter 6 you learned to evaluate a project: • Step 1: Forecast the projected cash flows. • Step 2: Estimate the opportunity cost of capital. • Step 3: Discount the cash flows at the opportunity cost of capital. • Step 4: Calculate the NPV whereNPV = PV of Cash flows – Initial Investment • Decision: Go ahead with the project if NPV  0. • In this chapter, you will learn how to prepare cash flow estimates for use in a NPV analysis. That is we will discount cash flows not accounting profits. Semih Yildirim ADMS 3530

  3. Discount Cash Flows not Profits • Remember, forecasts of cash flows will not arrive on a silver platter, all ready to go into your analysis! • You will have to deal with raw data supplied by consultants, production, marketing, etc. • You will also have to adjust data prepared in accordance with accounting principals. • Accounting numbers use historic costs and accounting income, not market values and CFs, which are necessary for a NPV analysis. • Discounting accounting income, rather than cash flow, will lead to erroneous decisions. • For example: A projects cost $2,000 (C0) and has an opportunity cost of capital of 10%. It has a 2 year life. • It will produce cash revenues of $1,500 and $500. • The project can be depreciated at $1,000 per year. • Compare the NPV using cash flow to the NPV using accounting income. Semih Yildirim ADMS 3530

  4. Discount Cash Flows • Discount Cash Flows not Profits Semih Yildirim ADMS 3530

  5. Discount Cash Flows • Discount Cash Flows not Profits • Accounting NPV: +500+-5001.10 1.102 = $41.32 ACCEPT THE PROJECT • NPV of Cash Flow: -2,000 +1,500+500 1.10 1.102 = -$223.14 REJECT THE PROJECT Semih Yildirim ADMS 3530

  6. Discount Cash Flows not Profits • Discounting the accounting income gives an entirely different result from discounting the cash flows! • The Accounting NPV says to accept the project. • However, this answer makes no sense: • The project is obviously a loser, since we only get our money back ($1,500 + $500 = $2,000 or the cost). • This means we are getting a zero return when we could be getting 10% in the market! • The NPV of the cash flows gives the correct answer: • This project is undesirable and should be rejected! • Remember: • Projects are attractive because of the cash flow they generate. • Therefore, the focus of capital budgeting must be cash flows and not profits. Semih Yildirim ADMS 3530

  7. Cash Flow with the Project Cash Flow without the Project Incremental Cash Flow = - Discount Incremental Cash Flows • Look for Incremental Benefits • A project’s NPV depends on the extra cash flows it produces. • You should: 1. Calculate the firm’s cash flows if it goes ahead with the project. 2. Calculate the cash flows if the firm doesn’t go ahead with the project. 3. Take the difference, which gives you the extra, or incremental, cash flow of the project. Semih Yildirim ADMS 3530

  8. Discount Incremental Cash Flows • Look for Incremental Benefits • You may wish to ask yourself: • Would this cash flow still exist if the project did not exist? No? Include the cash flow in the analysis. Yes? Do not include the cash flow in the analysis. Semih Yildirim ADMS 3530

  9. Discount Incremental Cash Flows • Look for Incremental Benefits • Intel is considering launching the Pentium 4 microprocessor. • Cash flows from the sale of the new processors are expected to be in the billions. But, will these be incremental cash flows? • Our with-versus-without principle means we must also think about the cash flows without the new processor. • If Intel goes ahead with the new processor, then demand for Pentium 3 chips will fall. • Cash flows from the sale of Pentium 4 chips must be reduced by the decrease in cash flows from Pentium 3 chips. = - IncrementalCash Flow Cash Flow from P4 (including reduced cash flow from P3) Cash Flow without P4 (including higher cash flow from P3) Semih Yildirim ADMS 3530

  10. Discount Incremental Cash Flows • Look for Incremental Benefits • The trick in capital budgeting is to include all the incremental cash flows from a proposed project. • Here are a some things to look out for: • Include all Indirect Effects • Forget Sunk Costs • Include Opportunity Costs • Recognize Investment in Working Capital • Beware of Allocated Overhead Costs Semih Yildirim ADMS 3530

  11. Discount Incremental Cash Flows • Include all Indirect Effects • To forecast incremental cash flows, trace out all the indirect effects of accepting a project. • For example: • Sometimes a project will hurt sales of an existing product. • Think of the Intel example we looked at. • Sometimes a project will help sales of an existing product. • Adding a new route into an airport would increase traffic, adding new revenues. Semih Yildirim ADMS 3530

  12. Discount Incremental Cash Flows 2. Forget Sunk Costs • Sunk costs are like spilled milk: they are past and irreversible outflows! • The way to identify a sunk cost is to see if it remains the same whether or not you accept the project. • For example: Your firm paid $100,000 last year for a marketing report for a new widget it has developed. • If you pursue the new widget project, the cash flow for the marketing report is $100,000. • If you do not pursue the new widget project, the cash flow for the marketing report is $100,000. This is a sunk cost … it remains the same whether or not you accept the project. Semih Yildirim ADMS 3530

  13. Discount Incremental Cash Flows 3. Include Opportunity Costs • Most resources are not free, even if no money changes hands. • Suppose your firm is considering building a factory on some land. • Your firm purchased this land for $50,000. • Its market value today is $100,000. • If your firm builds the factory, there is no out-of-pocket cost for the land. • However, there is an opportunity cost. • That is the value of the foregone alternative use of the land. • It could be sold for $100,000. • If we build the factory, we give up $100,000. • Thus the opportunity cost equals the cash that could be realized from selling the land now. • This is the relevant cash flow for the project evaluation. • Notice that the purchase price of the land is irrelevant to analyzing the project-that cost is sunk. Semih Yildirim ADMS 3530

  14. Discount Incremental Cash Flows 4. Recognize Investments in Working Capital • Net working capital is the difference between a firm’s short-term assets and liabilities. • ST assets include Cash, Accounts Receivable and Inventories. • ST liabilities include accounts payable, notes payable, and accruals. • Most projects entail an additional investment in working capital. • Investments in working capital, just like investments in plant and equipment, result in cash outflows. • At the end of the project, when inventories are sold and accounts receivable are collected, the firm has a cash inflow. • Working capital is one of the most common sources of confusion in forecasting project cash flows. Here are the most common mistakes: • Forgetting working capital entirely. • Forgetting that working capital may change during the life of the project. • Cash holdings, A/R and inventories will fluctuate over the life of the project. • Forgetting that working capital is recovered at the end of the project Semih Yildirim ADMS 3530

  15. Discount Incremental Cash Flows 5. Beware of Allocated Overhead Costs • Accountants will allocate costs, such as rent, heat, or electricity to a firm’s operations. • Allocated costs are not related to any particular project, but they must be paid anyways. • When analyzing a project for acceptance, include only the extra expenses which would result from the project. • If a project generates extra overhead costs, they should be included in your analysis. • However, if the firm would incur the overhead costs whether it takes on the project or not, then those costs are not incremental. • If they are not incremental, they should not be included in the analysis. Semih Yildirim ADMS 3530

  16. Discount Nominal Cash Flows by the Nominal Cost of Capital • Real cash flows must be discounted at a real discount rate. • Nominal cash flows must be discounted at a nominal rate. • Mixing and matching nominal and real quantities, such as discounting real cash flows at a nominal rate, will lead to incorrect decisions. • As long as you are consistent in your treatment of the cash flows, you will get the same results whether you use nominal or real figures. (See Example 8.3) Semih Yildirim ADMS 3530

  17. Separate Investment and Financing Decisions • When analyzing a project, the first step is to determine whether it is worth undertaking. (I.e. positive NPV). • If the project is worth undertaking, then you determine how to finance it. • Even if a part of a the financing will come from debt, the interest and principal payments should not be recognized as cash outflows. • Thus, when you calculate the cash flows from a project, ignore how the project is to be financed. • Analyze the project as though it were all equity financed, treating all the cash flows as coming and going to shareholders. • If the project will benefit the shareholders, then you can conduct a separate analysis of the financing decision. Semih Yildirim ADMS 3530

  18. Calculating Cash Flows • Total cash flows are the sum of 3 components: 1. Cash flow from investments in plant and equipment. • Most projects need upfront capital investments in plant, equipment, research, marketing etc. These expenditures are negative CFs. If the machinery is sold at the end, the proceeds will be a positive CF. 2. Cash flow from investment in working capital. • Most projects require cash holdings, accounts receivable and inventory. An increase in working capital implies a negative cash flow, a decrease implies a positive CF. The CF is measured by the change not the level of working capital. 3. Cash flow from operations. • A firm invests in plant, equipment and working capital in the expectation that they will generate operating cash flows. Semih Yildirim ADMS 3530

  19. Calculating Cash Flow • Cash flow from operations (CFO) Semih Yildirim ADMS 3530

  20. Calculating Cash Flow • Cash flow from operations (CFO) • Given the Income Statement below, calculate the cash flow from operations using the 3 methods: Cash Revenues $1,000 - Cash Expenses 600 - Depreciation Expense 200 = Profit before Tax 200 - Tax @ 35% 70 = Net Income 130 Semih Yildirim ADMS 3530

  21. Calculating Cash Flow • Cash flow from operations (CFO) Method 1 Cash Revenues – Cash Expenses – Taxes Paid = 1,000 - 600 - 70 = $ 330 Method 2 Net Profit + Depreciation = $130 + 200 = $ 330 Method 3 (Cash Revenues – Cash Expenses) x (1- tax rate) + (depreciation x tax rate) = ($1,000 - 600) x (1- 0.35) + (200 x .35) = $ 330 Semih Yildirim ADMS 3530

  22. Business Taxes in Canada and the Capital Budgeting Decision • So far, we have calculated taxable income by deducting depreciation: Taxable Income = Revenues - Expenses - Depreciation • However, in Canada, taxable income is based on a deduction called Capital Cost Allowance (CCA), not on depreciation: Taxable Income = Revenues - Expenses - CCA • Although both are forms of amortization, they are not necessarily calculated the same way. • The depreciation a company reports on its income statement is generally calculated in a different manner from the CCA it reports to Canada Revenue Agency. • Depreciation cannot affect a company’s cash flows – it is only a book entry. • The CCA amount has an effect on cash flows by reducing actual taxes payable. • Thus you must substitute CCA for depreciation in your calculations of the cash flows from a project. Semih Yildirim ADMS 3530

  23. Business Taxes in Canada and the Capital Budgeting Decision • Capital Cost Allowance (CCA) • The amount of write-off on depreciable assets allowed by Canada Revenue Agency against taxable income. • It is calculated by multiplying UCC by the appropriate CCA rate. The CCA rate is assigned according to an asset class system (see Table 8.1 on page 252) • Most asset classes use a declining balance method for computing CCA: apply the CCA rate to the balance for each year. • The half-year rule consists in adding only one-half of the purchase cost of the asset to the asset class and use it to compute CCA in the year of purchase. The remaining half of the cost will be added to the class next year. • Undepreciated Capital Cost • The balance remaining in an asset class that has not yet been depreciated in that year. • CCA Tax Shield: Tax savings arising from the CCA charge. Semih Yildirim ADMS 3530

  24. Business Taxes in Canada and the Capital Budgeting Decision Semih Yildirim ADMS 3530

  25. Business Taxes in Canada and the Capital Budgeting Decision Semih Yildirim ADMS 3530

  26. Business Taxes in Canada and the Capital Budgeting Decision Semih Yildirim ADMS 3530

  27. Business Taxes in Canada and the Capital Budgeting Decision Semih Yildirim ADMS 3530

  28. Business Taxes in Canada and the Capital Budgeting Decision PV of CCA Tax Shields To properly calculate the NPV of a project we must calculate the PV of the OCFs separately from the PV of the CCA tax shield. • Because a project has a finite life while • The CCA tax shield may have an infinite life. • An asset can continue to generate CCA tax shields for the firm even after it is sold. • So CCA tax shield from investing in an asset can continue in perpetuity. Semih Yildirim ADMS 3530

  29. Present Value of CCA Tax Shields Semih Yildirim ADMS 3530

  30. Present Value of CCA Tax Shields Example:8.9 on page 256 55,954 - 763 = 55,191 Semih Yildirim ADMS 3530

  31. Present Value of CCA Tax Shields Example 8.9, page 256 Semih Yildirim ADMS 3530

  32. Example: Blooper Industries Semih Yildirim ADMS 3530

  33. Example: Blooper Industries Semih Yildirim ADMS 3530

  34. Example: Blooper Industries Semih Yildirim ADMS 3530

  35. Example: Blooper Industries Semih Yildirim ADMS 3530

  36. Example: Blooper Industries Semih Yildirim ADMS 3530

  37. Example: Blooper Industries Semih Yildirim ADMS 3530

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