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Fanfm12 121202021344 Phpapp02
Fanfm12 121202021344 Phpapp02
Chapter 12
Capital budgeting: process by which
organization evaluates and selects long-term
investment projects
Ex. Investments in capital equipment, purchase or
lease of buildings, purchase or lease of vehicles,
etc.
There are various techniques used to make
capital budgeting decisions.
Payback
Small businesses use this method because it is
simple
Requires calculation of number of years required
to pay back original investment
Payback-based decisions:
Between two mutually exclusive investment projects,
choose project with shortest payback period
Set a predetermined standard
Ex. Accept all projects with payback of less than 5 years and
reject all others
Payback
Poor method on which to rely for allocation of scarce capital
resources because:
1. Payback ignores time value of money
2. Payback ignores expected cash flows beyond payback period.
Ex.: PROJECT A PROJECT B
Cost = $100,000 Cost = $100,000
Expected Future Cash Flow: Expected Future Cash Flow:
Year 1 $50,000 Year 1 $100,000
Year 2 $50,000 Year 2 $5,000
Year 3 $110,000 Year 3 $5,000
Year 4 and thereafter: None Year 4 and thereafter: None
Total = $210,000 Total = $110,000
Payback = 2 years Payback = 1 year
-Payback period for Project B is shorter, but Project A provides higher return
-Project A is superior to Project B.
Net Present Value
Difference between present value of expected
future benefits of project to present value of
expected cost of project
If NPV is positive (if present value of benefits exceeds
present value of cost), then project is accepted.
If NPV is negative (if present value of costs exceeds
present value of benefits), then project is rejected.
NPV = PVB PVC
Where NPV = net present value
PVB = present value of benefits
PVC = present value of costs
Net Present Value
Between two mutually exclusive projects, choose project
with highest net present value.
Ex.: Consider Project A and Project B and 12% discount rate