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= 1,00,000/20,000
= 5years.
ii) If annual cash inflows are not uniform
If cash flows are not uniform, the pay back period takes
cumulative form.
In this case, pay back period can be found out by adding
up the figure of net cash inflows until the total is equal to
the initial investment.
Excercies 3:
A project requires an initial investment of Rs 20,000 and annual cash inflows
for 5 years are Rs 8,000 Rs 7,000 Rs 5,000 Rs 6,000 and Rs 4,000 respectively.
Calculate pay back period.
Year Cash inflows (Rs) cumulative cash Inflows
1 8,000 -
2 7,000 15,000
3 5,000 20,000
4 6,000 26,000
5 4,000 30,000
Pay Back Period is 3 years.
But if there are two projects, the project which has a shorter pay back period
will be chosen.
Exercise 4:
• Calculate pay back period for a project whcih requires a cash outlays
of Rs 10,000 and generates cash inflows of Rs 2,000,Rs.4000,
Rs 3,000 Rs 2,000 in the first, second, third and fourth year
respectively.
Solution
year Cash inflows cumulative CF
1 2,000 2,000
2 4,000 6,000
3 3,000 9,000
4 2,000 11,000
1 6,000 12,000 -
4 to 10 6,000(p.a) - 12,000(p.a)
Pay back period
Project A(plant-A): Cash flows are uniform:
Pay back period = Initial investment/Annual cash inflow
=20,000/6,000= 3 yr& 4 months
Project B&C(plant B&C) : Cash inflows are not uniform.Hence
cumulative. Cashflows are to be considered for finding out the pay back
period.
year Project B Project C
Cash inflows Cum.CF Cash Inflows Cum.CF
1 12,000 12,000 - -
2 14,000 26,000 15,000 15,000
3 14,000 40,000 15,000 30,000
4 - 40,000 12,000 42,000
***
For project B:Investment is Rs 20,000
Rs 12,000 is recovered in the first year.The remaining Rs 8000 is to be recovered in
the second year.
For recovery of Rs 14,000 time is required =12 months , for recovery of Rs 8,000
time required =12/14,000X 8000= 6.85 months i.e 7 months
Pay back period of Project B=1 year 7 months.
For Project C: Investment is Rs 40,000.
For recovery of Rs 30,000 is recovered in 3 years.The remaining Rs 10,000 is to be
recovered in the fourth year.
for recovery of Rs12,000=12 month, Remaining Rs 10,000 time is required :
12/12,000X10000=10 months
Pay back period of Project C =3 years and 10 months.
Plant B is shoter pay back period which is preferable tan others.
Exercise 8
• An organization has a cut off pay back period of 3 years and 6 months.
Advise the company with regard to the following exclusive projects
project Total Invest(Rs) Annual CF(Rs) Period of Inflow(yr)
A 50,000 15,000 4
B 80,000 24,000 5
C 80,000 20,000 6
D 40,000 12,000 5
E 10,000 1800 7
Solution
Note: Cash inflows of ech projects are uniform
Pay back period = Initial investment/Annual cash Inflows
A=50,000/15,000 = 3Y 4M
B=80,000/24,000 =3Y4M
C=80,000/20,000 =4Y
D=40,000/12,000 =3Y4M
E=10,000/1800 =5Y7M
ADVISE OF THE COMPANY:
The cut off pay back period is 3 years and 6 months.
Project A,B &D may be considered as they have a shorter pay-back period of 3years and 4
months. but Of these D& B are better as post -pay back cash inflows is available for 1 year and 8
months (5-3y&4m) But in case of A, post pay back cash inflow is available only for 8 months
(4y- 3y&4m).
Excercise 8
A company proposed to expand its production can go in either for an
automatic machine costing Rs 2,24,000 with an estimated life of 5 and
half years or an ordinary machine costing Rs 60,000 having an estimated
life of 8 years. The annual sales and costs are estimated as follows:
Automatic machine(Rs) Ordinary machine(Rs)
Sales 1,50,000 1,50,000
Costs:
Maerial 50,000 50,000
Labour 12,000 60,000
Variable OH 24,000 20,000
Compute the comparative profitability of the proposals under pay- back
period Method. Ignore Taxation.
Solution
Annual cash inflows i.e Profit= Sale - Cost
Profitability statement
Automatic Machine(Rs) Ordinary Machine(Rs)
Cost of the Machine 2,24,000 60,000
Sales 1,50,000 1,50,000
Less Costs: (maerial,Labour,OH) 86,000 1,30,000
Annual Cash inflows 64,000 20,000
Pay back period = 2,24,000/64,000=3&Half yr 60,000/20,000= 3 years
Profitability beyond pay back:
Automatic machine = 64,000 X 2 (5y&6M - 3y&6m) =Rs 1,28,000
Ordinary machine = 20,000 X 5 ( 8y- 3y) =Rs. 1,00,000
Comments: From the view point of pay back period alone, ordinary machine having a shorter PBP
should be recommeded. But if we consider the full serviceable life of the asset, automatic machine is
preferable becauses it gives a surplus of Rs 1,28,000 in 5&Half years while the ordinary machine gives
a surplus of only Rs. 1,00,000 in 8 yeras.
Exercise 9
A Ltd is producing articles mostly by manual labour and is considering to replace it
by a new machine. There are two alternatives models X and Y of the new machine.
Prepare a statement of profitability showing the pay back period from the following
information.
Machines
X Y
Estimated life of machine 4 years 5 years
Cost of machine Rs. 9,000 18,000
Estimated saving in scrap Rs. 500 Rs. 800
Estimated saving in Direct wages Rs. 6,000 Rs. 8,000
Addtional cost of maintenance Rs. 800 Rs 1,000
Addtional cost of Supervision Rs. 1,200 Rs.1,800
Ignore taxation.
Solution: profitability statement
Particulars Machine X Machine Y
Estimated saving in scrap 500 800
estimated saving in direct wages 6,000 8000
Total Saving 6,5000 8,800
Addtional cost of Maintenence 800 1000
Addtional cost of supervision 1200 1800
Net cash inflow(saving -Cost) 4500 6000
Project A Project B
Investments Rs 20,000 Rs 30,000
Expected life(no salvage value) 4 years 5 years
Projected Net Income(after Interest,
dep and Taxes)
Years Project A Project B
1 2,000 3,000
2 1,500 3,000
3 1,500 2,000
4 1,000 1,000
5 - 1,000
If the required rate of return is 6,000 10,000
12% ,which project should be
undertaken?
Solution
Project A Project B
Total Profit 6,000 10,000
Life of the project 4 yrs 5 yrs
Average annual profit 6,000/4=Rs 1500 10,000/5= Rs. 2,000
ARR= AAP/OI X100= 1500/20,000X100=7.5% 2,000/30,000X100=6.67%
Aternatively,
ARR=AAP/AIX100
AI= Invetment at the beginning+Investment at the end/2
Project A :
AI= 20,000+ 0/2= 10,000 , project B = 30,000+0/2= 15,000
2 8,000 0.826
3 7,000 0.751
4 6,000 0.683
5 5,000 0.621
Taking the cut-off rate 10%, suggest whether the project should be accepted or not.
as
Calculation of NPV
Year Cashflows Present value Re 1 @10% PV of cash flows(Rs)
(Rs)
1 9,000 0.909 8,181
2 8,000 0.826 6,608
3 7,000 0.751 5,257
4 6,000 0.683 4,089
5 5,000 0.621 3,105
Total PV of Cash inflows 27,249
1 40,000 1,20,000
2 1,20,000 1,60,000
3 1,60,000 2,00,000
4 2,40,000 1,20,000
5 1,60,000 80,000
The comapny has a target of return on capital of 10% and on this basis, .You are
required to compare the profitability of the machines and state whcih alternative
you consider financially preferable? (PV @10% .91, .83, .75, .68, .62 from first to
fifth year respectively.
Ram&Co Ltd statement of NPV
Year Doscoun Machine A Machine B
t Factor Cash inflows Present Value(Rs) Cash inflows(Rs) PV(Rs)
1 0.91 40,000 36,400 1,20,000 1,09,200
2 0.83 1,20,000 99,600 1,60,000 1,32,800
3 0.75 1,60,000 1,20,000 2,00,000 1,50,000
4 0.68 2,40,000 1,63,000 1,20,000 81,600
5 0.62 1,60,000 99,200 80,000 49,600
Toatl NP value of Inflows 5,18,400 5,23,200
LESS Total NP vlue of ourflows 4,18,200 4,18,200
( 4,00,000+(20,000X.91))
Net present value 1,00,200 1,05,000
Machine B is positive as it has a higher net pesent value
b. EXCESS PRESENT VALUE INDEX METHOD
One of the major disadvantage of the PV method is that it is not
easy to rank the projects on the basis of NPV when the cost of the
project may differ. To compare such project the present value index
is prepared. It can be calculated with the help of the following
formula.
• Excess P V Index=
Total present value of cash inflows X100
Total present value of cash outflows
Higher the profitability index , more desirable the investment.
Excercise14
• REFER PREVIOUS EXERCISE***
1 25,000 10,000
2 15,000 12,000
3 10,000 18,000
4 Nil 25,000
5 12,000 8,000
6 6,000 4,000
The cost of capital of the company is 10% .The PV factor @ 10% p.a .909,.826, .751,.683, .621, .564 respectively
from the first year to sixth years.
Evaluate the project proposals under i)Pay back period ,ii) Discounted cash flow method
and Excess present value index method.
Solution
i) Pay back epriod :(project I preferable)
Project I: 3 years Project II- 3yrs 5ms (40,000 -3 year 10,000- 5 months)
IRR is the rate at which the NPV becomes zero. The project
with higher IRR is usually selected.
Excercise 1:
i. When cashflows are uniform: i.e locating the present factor with reference to annuity table.
PVF=60,000/20,000=3
18%= 3.127
20% = 2.89
IRR =20%(nearest to 3 )
ii.When cash flows are not uniform(Trial and Error method)
Year Annual PVF PV(Rs) PVF@ PV(Rs) PVF@ PV(Rs) PVF PV(Rs)
CF (Rs) F@10 12% 14% @15
• Once the capital budget is nearing completion and a variety of different projects
has been identified, the firm must select the projects it will finance.Among
problems that arise are the following:
1. Mutually Exclusive Projects: If the firm accept one project, it may rule out the
need for another.There are called mutually exclusive projects. An example of this
kind of project would be the need to transport supplies from a loading dock/harbour
to the warehouse.The firm may be considering two proposals-Forklifts to pick up
the goods and move them, or a conveyor belt connecting the dock and warehouse. If
the firm accept one proposal, it eliminates the need for the other.
2. Contingent Projects: The utility of some proposals is contingent upon the
acceptance of others. For example, a firm may be considering the construction of
new headquarters building and a new employee parking lot. If it decides not to build
the headquarters,the need for the lot is gone. At the same time, if the firm builds the
headquarters and not the lot, the employees will have no place to park. These are
contingent policies.
***
• 3. Capital Rationing: Firms normally have more proposals than can be
funded properly. In this case, only one desirable, projects receive
approval. Capital Rationing occurs when the firm has more acceptable
proposals than it can finance.
• In this sitation, the firm should rank the projects from higest to lowest
priority. Then, a cut off point is selected. Proposals above the cut-off
will be funded, those below will be rejected or delayed. The cuttoff
point is selected after carefully considering the number of projects,the
goals of the firm, and the availability of capital for finance the capital
budget.
Complex Investment decisions
• The simple accept or reject investment decisions with conventional cash flows
may not be quite common in practice. Generally, a firm faces complex
investment situations and has to choose among alternatives. The use of the
NPV rule can be extended to handle complicated investment decisions.
• The choice between mutually exclusive projects is a simple example of project
interaction. The following important complex investment problems,
i. How shall choice be made between investments with different lives?
ii. Should a firm make investment now or should it wait and invest later?
iii.When should an existing asset be replaced?
iv. How shall choice be made between investments under capital Rationing?
Project Decisions with different lives
• The correct way of choosing between mutually exclusive
projects with the same lives is to compare their NPVs and
choose the project with a higher NPV.The two mutually
exclusive projects being compared, however, may have
different lives.The use of the NPV rule without accounting
for the difference in the projects' lives may fail to indicate
correct choice.
• In analysing such projects, we should choice between
projects with different lives should be made by evaluating
them for equal periods of time.
Example:
• A firm has to choose between two projects X&Y, Which are designed
differently but perform essentially the same function. X would
involves an Initial cash outlay of Rs.1,20,000 and operating cash
expenses of Rs 30,000 per year for 4 years. On otherhand, Y would
involve an initial cash outlay of Rs.60,000 and operating cash
expenses of Rs 40,000 per year for 2 years. Since the two projects do
exactly the same job, we can choose between them on the basis of cost
comparision. Cash flows of projects are in real terms, and the real
discount rate is 10% .
0 1 2 3 4
• The present value of costs are shown below: ('000) NPV.10%
X Cash flows
120 30 (Rs'000)
30 30 30 215.10
Y 60 40 40 - - 129.42
***
• If the difference in the projects' life is disregarded/ignore, One may choose project
Y since it has a lower present value of costs. But this need not necessarily be the
best decision for them. X will perform the job for 4 years. If Y is chosen, it will
expire after 2 years and therefore, it will have to be replaced at the end of year.
• Let us call Y undertaken today as Y1 and Y replaced after 2 years as Y2.The
comparision should be between the PV of costs of Y1+Y2(i.e PV (Y1+Y2)) and
the PV of costs of X.Thus, the cash flows of two alternative investments would be
as follows:
Cash flows (Rs'000)
0 1 2 3 4 NPV,10%
Y1 60 40 40 00 00 129.42
Y2 0 0 60 40 40 106.96
Y=Y1+Y2 60 40 100 40 40 236.38
X 120 30 30 30 30 215.10
***
• By the end of 4th year, Project X wears out while Project Y wears out
twice. At this point, a decision has to be made to choose between X
and Y(or other versions) regardless of the initial choice of X or Y.
When we compare the PV of costs of X with that of the chain of Y
lasting same period of time as X, we would choose X since the PV of
its costs is lower.
• Thus, the use of simple NPV rule would give incorrect results in the
case of projects with different lives. The correct procedure is compare
NPVs of the projects for equal periods of time.
Investment decision under capital rationing
• Firms may have to choose among profitable investment opportunities
because of the limited financial resources. The method of solving
Capital budgeting problems under capital rationing,we shall show that
the NPV is the most valid selection rule even under capital rationing
situations.
• A firm should accept all investment projects with positive. NPV in
order to maximise the wealth of sharholders. The NPV rule tells us to
spend funds in the projects until the NPV of the last(marginal) project
is Zero.
Capital rationing under profitability Index(PI)
• Under capital rationing ,we need a method of selecting that portfolio
of projects which yields highest possible NPV within the available
funds.Let us consider PI, a firm investment with 10% Cost of capital.
• There is a budget limit of Rs 50,000 in year . Project M&N have first
and second rank in terms of PI.They together have highest NPV(Rs
15,870) and also exhaust the budget in year 0, so, the firm would
choose them. Thus, decision choices today are as follows:
Cash flows (Rs'000)
Project C0 C1 C2 C3 NPV, 10% PI Rank