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Chapter 7: The Basics of Capital Budgeting: Evaluating Cash Flows
Chapter 7: The Basics of Capital Budgeting: Evaluating Cash Flows
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CFt
-100
Cumulative -100
PaybackL
= 2
10
-90
+
30/80
2.4
60 100
-30
0
3
80
50
= 2.375 years
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-100
Cumulative -100
PaybackS
1.6 2
70 100 50
20
-30
40
0 20
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Strengths of Payback:
1. Provides an indication of a
projects risk and liquidity.
2. Easy to calculate and understand.
Weaknesses of Payback:
1. Ignores the TVM.
2. Ignores CFs occurring after the
payback period.
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10%
10
60
80
CFt
-100
PVCFt
-100
9.09
49.59
60.11
Cumulative -100
-90.91
-41.32
18.79
Discounted
= 2
payback
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CFt
NPV
.
t
t 0 1 r
Cost often is CF0 and is negative.
n
CFt
NPV
CF0 .
t
t 1 1 r
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10%
10
60
80
9.09
49.59
60.11
18.79 = NPVL
NPVS = $19.98.
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Calculator Solution
Enter in CFLO for L:
-100
CF
0
10
CF1
60
CF2
80
CF3
10
NPV
= 18.78 = NPVL
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CF0
Cost
CF1
CF2
Inflows
3
CF3
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CFt
NPV .
t
t 0 1 r
t
t 0 1 IRR
n
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IRR = ?
-100.00
PV1
PV2
PV3
0 = NPV
10
60
80
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IRR = ?
-100
INPUTS
40
40
40
3
N
OUTPUT
I/YR
-100
40
PV
PMT
FV
9.70%
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NPVL
0
5
10
15
20
50
33
19
7
(4)
NPVS
40
29
20
12
5
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NPV ($)
60
0
5
10
15
20
50
Crossover
Point = 8.7%
40
30
20
NPVS
50
33
19
7
(4)
40
29
20
12
5
10
IRRS = 23.6%
0
0
-10
NPVL
10
15
20
23.6
IRRL = 18.1%
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r > IRR
and NPV < 0.
Reject.
IRR
r (%)
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NPV
L
S
r
8.7
IRRS
%
IRRL
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10%
-100.0
10.0
60.0
80.0
10%
10%
MIRR = 16.5%
-100.0
PV outflows
$158.1
$100 =
(1+MIRRL)3
MIRRL = 16.5%
66.0
12.1
158.1
TV inflows
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NN
NN
NN
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r = 10%
5,000
-5,000
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NPV
IRR2 = 400%
450
0
-800
100
IRR1 = 25%
400
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STO
IRR = 25% = lower IRR
STO
IRR = 400% = upper IRR
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1
5,000,000
2
-5,000,000
7 - 39
Accept Project P?
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Project S:
(100)
60
60
Project L:
(100)
33.5
33.5
33.5
33.5
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CF0
CF1
Nj
I
NPV
S
-100,000
60,000
2
10
L
-100,000
33,500
4
10
4,132
6,190
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Project S:
(100)
60
(100)
60
NPV = $7,547.
60
(100)
(40)
60
60
60
60
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1
10%
4,132
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Project S:
(100)
60
60
(105)
(45)
60
60
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CF
($5,000)
2,100
2,000
1,750
Salvage Value
$5,000
3,100
2,000
0
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0
(5)
1
2.1
2
2
2.1
3. Terminate 1 year
5.2
1. No termination
(5)
3
1.75
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NPV(no) = -$123.
NPV(2) = $215.
NPV(1) = -$273.
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Conclusions
The project is acceptable only if
operated for 2 years.
A projects engineering life does not
always equal its economic life.
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Capital Rationing
Capital rationing occurs when a
company chooses not to fund all
positive NPV projects.
The company typically sets an
upper limit on the total amount
of capital expenditures that it will
make in the upcoming year.
(More...)
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