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Capital Budgeting
Capital budgeting (or project/ investment appraisal) is the process of planning, evaluating and selecting long-term investment decisions that are in line with the goal of investors wealth maximization. Firms long-term investment decisions generally include expansion, acquisition, modernization and replacement of long-term assets and research and development projects. It is used to compare and evaluate alternative projects financial and nonfinancial criteria short and long-term benefits fit with existing technology effect on marketing and cost management.
Limitations
Poor alignment between strategy and capital budgeting, Deficiencies in analytical techniques Poorly identified base case Inadequately treated risk Improperly evaluated options Lack of uniformity in assumptions Side effects are ignored No linkage between compensation and financial measures, Reverse financial engineering, Weak integration between capital budgeting and expense budgeting, Inadequate post-audits.
They involve commitment of large amount of funds. They are irreversible, or reversible at substantial loss. They are among the most difficult decisions to make.
future.
Discounting reduce value of future earnings to
project rate of return is greater than, equal to, or less than the desired rate of return. is the excess of the present value (PV) of cash inflows generated by the project over the amount of initial investment (I). PV of future cash flows is computed using the cost of capital or minimum required rate of return as the discount rate.
It
The
Formulation of NPV
General formula for NPV is as follows:
CFt NPV ! ( 1 k )t t !0
n
Where, CFt = Expected net cash flow at Period t k = Cost of capital or Discount rate n = Life of the project
A positive NPV means that the project is expected to add value to the firm and will therefore increase the wealth of the owners.
Year 0: CF = -1,65,000 Year 1: CF = 63,120 Year 2: CF = 70,800 Year 3: CF = 91,080 Required rate of return for assets=12% Whether the investment should be accepted or not?
Calculation of NPV
The calculation of the NPV of Project A will be: NPV = Tk. -165,000 + 63,120/(1.12) + 70,800/(1.12)2 + 91,080/(1.12)3 = Tk. -1,65,000 + 56,357 + 56,441 + 64,829 = Tk. 12,627 So, the investments NPV is positive and therefore should be accepted according to the acceptance rule of NPV.
answer to all of these questions is Yes. Here, the risk of the cash flows is accounted for through the choice of the discount rate.
Drawbacks
Requires detailed long- term forecasts of incremental cash flow data. Sensitive to discount rates value of money.
discount rate which equates the PV of future cash inflows with the initial investment of a project and thus makes its NPV equal to zero.
Using PV tables it is computed by trial- and- error interpolation, which includes: Computation of NPV at the cost of capital (r1). If NPV is positive, then r2 is selected, which is higher than r1. If NPV is negative, then smaller rate r2 is selected rather than r 1. The true IRR at which NPV= 0 must be somewhere in between these two rates. Again NPV is calculated using r2 . Interpolation is used for the exact rate.
Formulation of IRR
IRR is the value of r in the following equation:
CFt Investment ! t t !0 ( 1 r )
Where, CFt = Expected net cash flow at Period t r = Internal Rate of Return (IRR) n = Life of the project
Accept Reject
(+) (-)
For mutually exclusive projects, the projects with the highest IRR should be chosen.
Calculation of IRR
Assuming the previously discussed example for NPV, where NPV>0 at 12% discount rate, we will now find out the IRR (NPV=0) of that project by following the trial- and- error method: First, let us try 16% as the discount rate. At 16%, the projects NPV will be: NPV= Tk. -165,000 + 63,120/(1.16) + 70,800/(1.16)2 + 91,080/(1.16)3 = Tk. 381 Since the projects NPV is still positive at 16%, a rate higher than 16% should be tried. So, when we try 17% then the projects NPV will be: NPV= Tk. -165,000 + 63,120/(1.17) + 70,800/(1.17)2 + 91,080/(1.17)3 = Tk. -2463 The true rate of return should lie between 16% and 17%.
381 2,844
IRR= 16%+ (17%- 16%) (381/2,844) = 16%+ 0.13= 16.13% Since the investments IRR is greater than the cost of capital (12%), the investment should be accepted.
IRR = 16.13%
answer to all of these questions is yes, although it is not always as obvious. We can consider IRR as our primary decision criteria , but not always as it has some problems that the NPV does not have.
Drawbacks
Difficult to compute, as a project may have multiple rates rather than a unique rate of return. Fails to recognize the varying size of investment in competing projects and their respective profitabilities. It may also fail to indicate a correct choice between mutually exclusive projects under certain situations.
Allows the risk associated with an investment project to be assessed. Helps measure the worth of an investment. Allows the firm to assess whether an investment in the machine, etc. would yield a better return based on internal standards of return. Allows comparison of projects with different initial outlays.
NPV and IRR will generally give us the same decision. Exceptions: Nonconventional cash flows cash flow signs change more than once Mutually exclusive projects Initial investments are substantially different (issue of scale) Timing of cash flows is substantially different
The NPV method has the advantage that the end result of the computations is expressed in amount and not in a percentage.
there is a conflict between NPV and another decision rule, NPV should always be chosen. Because: Individual projects can be added. It can be used in situations where the required rate of return varies over the life of the project.
The
IRR of individual projects cannot be added or averaged to derive the IRR of a combination of projects.
When the cash flows change sign more than once, there is more than one IRR. Then problem occurs like, which one should we use to make our decision? When we solve for IRR we are solving for the root of an equation, and when we cross the x-axis more than once, there will be more than one return that solves the equation. Another type of nonconventional cash flow involves a financing project, where there is a positive cash flow followed by a series of negative cash flows. In this case, our decision rule reverses, and we accept a project if the IRR is less than the cost of capital, since we are borrowing at a lower rate.
NPV Profile
$4,000.00 $2,000.00 $0.00 NPV ($2,000.00) ($4,000.00) ($6,000.00) ($8,000.00) ($10,000.00) Discount Rate 0 0.05 0.1 0.15 0.2 0.25 0.3 0.35 0.4 0.45 0.5 0.55
We should accept the project if the required return is between 10.11% and 42.66% because none of the two rates of IRR will work satisfactorily. So, simply we will follow NPV, which is positive at a required return of 15%, and should Accept.
If we choose one, we cannot choose the other. Example: We can choose to get admitted in either A&IS or Finance Department, but not both.
Intuitively, we
would use the following decision rules: NPV project with the higher NPV should be chosen. IRR project with the higher IRR should be chosen.
NPV Profiles
$160.00 $140.00 $120.00 $100.00 NPV $80.00 $60.00 $40.00 $20.00 $0.00 ($20.00) 0 ($40.00) Discount Rate 0.05 0.1 0.15 0.2 0.25 0.3
If the required return is less than the crossover point of 11.8%, then we should choose A, and B will be chosen in the opposite case. Here, A fulfills the condition and also has higher NPV. So, to maximize wealth and to avoid unreliability of IRR well go for the project with larger NPV, which is project A.
Drawbacks
For choosing among mutually assumes that project cash flows are reinvested at the exclusive projects of different size, NPV is a better cost of capital. Hence it alternative in measuring the reflects better the profitability contribution of each project to of a project. the value of the firm.
The
PI is the ratio of the discounted cash inflows, at the required rate of return, to the initial cash outflow of the investment. It is used as a mean of ranking projects in descending order of attractiveness, especially when resources are limited. known as benefit- cost ratio.
Also
Formulation of PI
The formula for calculating PI is as follows: PV of cash inflows PV(CFt) PI= ------------------------- = ------------Initial cash outlay Co CFt = ------------- / CFo t=1 (1 + k)t n
Acceptance Rules of PI
PI> 1.0 PI< 1.0 PI= 1.0 Accept Reject Indifferent (+) (-) ()
Calculation of PI
The Profitability Index of project A will be: PI= Tk. 1,77,627/ Tk. 1,65,000 = Tk. 0.077 / Since this project generates Tk. 0.077 for each Taka invested and its PI< 1, the project should be rejected.
Drawbacks
It provides no means for aggregating several smaller projects into a package that can be compared with a large project. When cash outflows occur beyond the current period, the PI criterion is unsuitable as a selection criterion.
NPV vs. PI
The NPV and PI yield same accept or reject rules, because PI can be grater than one only when the projects NPV is positive. In case of marginal projects, NPV will be zero and PI will be equal to one. The NPV method should be preferred, except under capital rationing, because the NPV reflects the net increase in the firms wealth. But a conflict may arise between the methods if a choice between mutually exclusive projects has to be made. In this case between projects with same NPV, the one with lower initial cost or higher PI will be selected.
Payback period
The payback period is
the length of time required for a firm to recover its original investment ,it tells how long it will take a project to break even. Calculated by: Estimating the cash flows, and Subtracting the future cash flows from the initial cost until the initial investment has been recovered.
would be accepted if its payback period is less than the maximum or standard payback period set by management. payback period gives highest ranking to a project, where lowest ranking is given to a project with highest payback period. two mutually exclusive projects, the project with shorter payback period will be selected. a payback period of 3 years or less is preferred.
Shortest
Between
Generally
According
to some advisors, project with payback period of less than a year should be considered essential.
Drawbacks
Ignores the time
to understand.
value of
money.
Adjusts for
uncertainty of later Requires an arbitrary cutoff cash flows. point. towards liquidity.
Ignores cash
Biased
cutoff date.
Biased
against long-term projects, such as research and development, and new projects.
the present value of each cash flow and then determine how long it takes to pay back on a discounted basis. to a specified required period.
Compares
Acceptance Rule
The project should be accepted if it pays back on a discounted basis within the specified time.
answer to the first two questions is Yes. answer to the third question is No because of the arbitrary cut-off date. Since the rule does not indicate whether or not we are creating value for the firm, it should not be the primary decision rule.
at the profit generated by the investment compared to the cost of the investment. the business a percentage figure showing the average rate of return.
This gives
Businesses
can then compare this figure to how much they would get with alternative investments or the bank. known as Average Rate of Return, and Return on Investment (ROI).
Also
Formulation of ARR
ARR can be determined by the following equation: Average income ARR= ----------------------------------Average investment Or, it can be defined in terms of earnings after taxes without an adjustment for interest i.e. EBIT(1-T). Thus:
n
EBITt( 1-T) /n
t=1
ARR= -----------------------------(Io+ In)/2 Where, EBIT= earnings before interest & taxes, T= tax rate, Io= BV of investment in the beginning, In= BV of investment at the end of n number of years.
those projects are to be accepted whose ARR is higher than the minimum rate established by the management and projects are to be rejected which have ARR less than that preset rate. with highest ARR will be ranked as number one and lower rank would be assigned to the project with lowest ARR.
Project
Calculation of ARR
Assuming a 50% tax rate for project A and, a straight- line depreciation method is also assumed to be used here. We also assume that, an average return of 15% from project A is required. Shall we accept or reject the project?
Calculation of ARR
Year 1 EBDIT Depreciation EBIT Taxes at 50% [EBIT(1-T)] Book value of investment: Beginning Ending Average 1,65,000 1,10,000 1,37,500 1,10,000 55,000 82,500 55,000 27,500 82,500 63,120 55,000 8,120 4,060 4,060 Year 2 70,800 55,000 15,800 7,900 7,900 Year 3 91,080 55,000 36,080 18,040 18,040 (Tk.) Average 75,000 55,000 20,000 10,000 10,000
answer to all of these questions is No. In fact, this rule is even worse than the payback rule in that it doesnt even use cash flows for the analysis. Only a few large firms employ the payback and/or ARR methods exclusively.
Drawbacks
Not a
to calculate.
true rate of return; time value of money is ignored. an arbitrary benchmark cutoff rate. on accounting net income and book values, not cash flows and market values.
Uses
usually be available.
Based
to understate the IRR for earlier years and overstate it for later years.
the IRR can be the same only if the depreciation schedule is equal to the economic depreciation schedule.
Inflation
and creative accounting tend to create a discrepancy between the ARR and the IRR.
making and management performance evaluation persists when a company uses. NPV method for capital budgeting decisions and ARR method to evaluate performance or ARR for both purposes Inconsistency means managers are tempted to make capital budgeting decisions on the basis of the method by which they are being evaluated. This conflict can be reduced by evaluating managers on a project-by-project basis and by the amount and timing of forecasted cash flows.
Yes Yes No No
No Yes No Yes
No Yes No Yes
? Yes Perhaps No
Role of Judgement
The opportunities and constraints of selecting a project, its evaluation of qualitative and quantitative factors, and the weightage on every bit of pros and cons, cost-benefit analysis, etc., are essential elements of judgement. Judgement and intuition should definitely be used when a decision of choice has to be made between two or more, closely beneficial projects, or when it involves changing the long-term strategy of the company. For routine matters, liquidity and profits should be preferred over judgement. It plays a very important role in determining the reliability of figures with the help of qualitative methods as well as other known financial matters affecting the projects. Capital investment decisions that are strategic in nature require managers to consider a broad range of factors that may be difficult to estimate.
Corporate Risk
Reflects the projects effect on corporate earnings stability. Considers firms other assets (diversification within firm). Depends on: projects W, and its correlation with returns on firms other assets. Measured by the projects corporate beta.
Market Risk
Reflects the projects effect on a well-diversified stock portfolio. Takes account of stockholders other assets. Depends on projects s and correlation with the stock market. Measured by the projects market beta.
Capital Rationing
It occurs any time there is a budget ceiling, or constraints, on the amount of funds that can be invested during a specific period, such as a year. capital is rationed over multiple periods; several alternative methods can be applied to the capital rationing problem.
When
If capital is to be rationed for only the current period, selecting projects by descending order of profitability index generally leads to a selection of a project mix that adds most of firm value.
Sensitivity Analysis
Shows how changes in a variable such as unit sales affect NPV or IRR. Each variable is fixed except one. Change this one variable to see the effect on NPV or IRR. what if questions, e.g. What if sales decline by 30%?
Answers
$78 80 81 82 83 84 85
$105 97 89 82 74 67 61
82 k
Salvage
-30
-20
30
Steeper sensitivity lines show greater risk. Small changes result in large declines in NPV. Unit sales line is steeper than salvage value or k, so for this project, should worry most about accuracy of sales forecast.
Drawbacks
Does Says
idea of stand-
alone risk.
Identifies dangerous
variables.
nothing about the likelihood of change in a variable, i.e. a steep sales line is not a problem if sales wont fall. variables.
Gives some
breakeven information.
Scenario Analysis
Examines
several possible situations, usually worst case, most likely case, and best case. a range of possible outcomes.
Provides
Simulation Analysis
A computerized version of scenario analysis which
shown graphically.
Monte Carlo simulation of capital budgeting projects is often viewed as a step beyond either sensitivity analysis or scenario analysis. Interactions between the variables are explicitly specified in Monte Carlo simulation; so, at least theoretically, this methodology provides a more complete analysis. the pharmaceutical industry has pioneered applications of this methodology, its use in other industries is far from widespread.
While
we talk about a project we have to keep full attention on the cash flows of that project . It is the most critical step. Because the cost and revenue forecasting of a large complex project often shows a big forecasting error. Suitable example may be Padma bridge.
Before
making cash flow analysis, we should keep in mind some relevant Issues.
Interest Payment: Common mistakes made by many students and financial analysts is that they subtracts interest payment in estimating project cash flows .the cost of the debt is already embedded in the WACC(weighted average cost of capital).so subtracting interest payment from the project cash flow would amount to double counting interest costs.
Inflation Adjustment: inflation is a fact of life in Bangladesh. Recently it has been touched two digit. In the absence of inflation the real rate (rr) would be equal to nominal rate. Moreover , the real & nominal expected cash flow RCFt & NCFt would also be equal .But when the expected rate of inflation is positive then all of the projects cash flow including depreciation related items also should be rise at the rate i. in this case the nominal net cash flow NCFt will increase at the rate of i percent, result will be , NCFt =RCFt (1+i)^t Thus the cost of capital which is used as the discount rate calculation formula will be: (1+rn) = (1+rr) X (1+i)
FCF =EBIT(1-t)+ depreciation- gross fixed expenditure- in net operating working capital
asset
The main effect of depreciation is-higher depreciation expense results in lower taxes in the early years that shows a higher net present value in cash flow analysis.
A Popular Survey
Author JOHN GRAHAM,Associate Professor of Finance at Duke Universitys Fuqua School of Business. & CAMPBELL HARVEY , J. Paul Sticht Professor of Finance at Duke Universitys Fuqua School of Business. This survey conducted in 1998 published in 2001 in the journal of financial economics & it won the best best JFE paper in 2001. The 3- page long survey was conducted on all of the Fortune-500 company CFOs . It represented a wide verity of companies , ranging from small(26% has sales less then $100 million) to very large(42% had sales at least $1 billion.) 40% of them was manufacturing firm,15% was financial ,11% retailers & 9% high tech firms. they also asked a number of questions to the CEOs because they are the ultimate decision.
Summary
In this chapter we have discussed about the following issues: Capital budgeting or project appraisal is the process of selecting investment projects whose returns or cash flows are expected to extend beyond one year. Project appraisal techniques aim to assess the financial feasibility of investment options and based on a number of assumptions. NPV, IRR and PI are the discounted cash flow criteria and PB, Discounted PB and ARR are the non discounted criteria for appraising the worth of an investment project. Payback method looks at how long it will take to pay back the cost of the initial investment.
rate of return looks at the percentage rate of return on the investment. Discounted cash flow (NPV) looks at the present values of any future revenues from the investment. For small sized projects payback method & ARR are preferred to be used. Capital rationing occurs when a company chooses not to fund all positive NPV projects. NPV method is the most superior investment criterion as it always consistent with the wealth maximization principle. But for larger projects IRR appears to be the most commonly used method as the end result of the computations is expressed in percentage.
ID No.
13055 13062 13089 13132 13149
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