Chapter - 3

Principles of Corporate
Finance
Session 17 & 18
Unit III: Capital Budgeting
And its Practices
Introduction
Capital Budgeting is the process of identifying,

evaluating, and implementing a firms investment
opportunities.
It seeks to identify investments that will enhance a
firms competitive advantage and increase
shareholder wealth.
The typical capital budgeting decision involves a large
up-front investment followed by a series of smaller
cash inflows.
Poor capital budgeting decisions can ultimately result
in company bankruptcy.
Key Motives for Capital Investments
Examples
Replacing worn out or obsolete assets
improving business efficiency
acquiring assets for expansion into new
products or markets
acquiring another business
complying with legal requirements
satisfying work-force demands
environmental requirements
The Capital Budgeting Process

Step 1: Identify Investment Opportunities
- How are projects initiated?
- How much is available to spend?
Step 2: Project Development

- Preliminary project review
- Technically feasible?
- Compatible with corporate strategy?
Step 3: Evaluation and Selection

Our Focus
- What are the costs and benefits?

- What is the projects return?
- What are the risks involved?
Step 4: Post Acquisition Control

- Is the project within budget?
- What lessons can be drawn?
Independent versus Mutually Exclusive

Investments
Mutually Exclusive Projects are investments that
compete in some way for a companys resources. A
firm can select one or another but not both.
Independent Projects, on the other hand, do not
compete with the firms resources. A company can
select one, or the other, or both -- so long as they
meet minimum profitability thresholds.
Relevant Cash Flows

Incremental cash flows
only cash flows associated with the investment
effects on the firms other investments (both positive
and negative) must also be considered
For example, if a day-care center decides to
open another facility, the impact of customers
who decide to move from one facility to the
new facility must be considered.
Relevant Cash Flows

Incremental cash flows
only cash flows associated with the investment
effects on the firms other investments (both positive
and negative) must also be considered
Note that cash outlays already made (sunk costs) are
irrelevant to the decision process.
However, opportunity costs, which are cash flows that
could be realized from the best alternative use of the
asset, are relevant.
Relevant Cash Flows

Examples of relevant cash flows:
cash inflows, outflows, and opportunity
costs
changes in working capital
installation, removal and training costs
terminal values
depreciation
sunk costs
existing asset affects
Relevant Cash Flows

Categories of Cash Flows:
Initial Cash Flows are cash flows resulting initially
from the project. These are typically net negative
outflows.
Operating Cash Flows are the cash flows generated
by the project during its operation. These cash
flows typically net positive cash flows.
Terminal Cash Flows result from the disposition of
the project. These are typically positive net cash
flows.
Example
Operating Cash Flow Calculation
Existing Hoist
After-Tax Operating Cash Flows: Existing Hoist
Profits before
Year
Profits before
Dep & Taxes
Deprec.
14,000
$ 5,440
14,000
Taxes
$
Profits After
After Tax
Taxes
Inflow s
Taxes
8,560
$ 3,424
1,600
12,400
14,000
14,000
5
6
5,136
10,576
4,960
7,440
9,040
14,000
5,600
8,400
8,400
14,000
5,600
8,400
8,400
14,000
14,000
5,600
8,400
8,400
Example
Operating Cash Flow Calculation
Calculation of Incremental Operating Cash Flows
Increm ental Cash Flow
Year
1
Hoist A
$
16,440
Hoist B
$
18,000
Existing
$
10,576
Hoist A
$
5,864
Hoist B
$
7,424
18,744
22,080
9,040
9,704
13,040
16,248
20,160
8,400
7,848
11,760
14,904
18,480
8,400
6,504
10,080
14,904
18,480
8,400
6,504
10,080
960
1,200
960
1,200
Example
Terminal Cash Flow Calculation
Terminal Cash Flow (Year 5)
Hoist A
Proceeds from sale of New
12,000
Hoist B
$
20,000
Book Value of New
2,400
3,000
Capital Gain (New )
9,600
17,000
Tax on sale of New
(3,840)
(6,800)
Net Proceeds (New )
8,160
13,200
Proceeds from sale of Old
1,000
1,000
Tax on sale of Old
(400)
(400)
Net proceeds (Old)
600
600
Change in NWC
4,000
6,000
Terminal Cash Flow
12,760
19,800
Example
Terminal Cash Flow Calculation
Year 5 Relevant Cash Flow

Hoist A
Operating Cash Flow
Terminal Cash Flow

Net Cash Flow
6,504
Hoist B
$
12,760
$
19,264
10,080
19,800
29,880
Example
Incremental Cash Flow Summary
East Coast Drydock

Net Incremental After Tax Cash Flows
Year
0
Existing
$
Hoist A
$
(37,488) $
Hoist B
(51,488)
9,936
6,504
8,064
9,936
8,808
12,144
9,040
7,208
11,120
8,400
6,504
10,080
8,400
19,264
29,880
Finance
Session 19 & 20
And its Practices
Project Evaluation:
Alternative Methods
Payback Period (PBP)

Internal Rate of Return (IRR)
Net Present Value (NPV)
Profitability Index (PI)
Proposed Project Data

Julie Miller is evaluating a new project for
her firm, Basket Wonders (BW). She
has determined that the after-tax cash
flows for the project will be $10,000;
$12,000; $15,000; $10,000; and $7,000,
respectively, for each of the Years 1
through 5. The initial cash outlay will be
$40,000.
Independent Project
For this project, assume that it is
independent of any other potential
projects that Basket Wonders may
undertake.
Independent A project whose
acceptance (or rejection) does not
prevent the acceptance of other
projects under consideration.
Payback Period (PBP)

0
40 K
10 K
12 K
15 K
4
10 K
PBP is the period of time required

for the cumulative expected cash
flows from an investment project
to equal the initial cash outflow.
5
7K
Payback Solution (#1)

0
40 K (-b)
Cumulative
Inflows
3 (a)
10 K
10 K
12 K
22 K
15 K
37 K (c)
10 K (d) 7 K
47 K
54 K
PBP = a + ( b c ) / d =
3 + (40 37) / 10 = 3 +
(3) / 10 = 3.3 Years
Payback Solution (#2)

0
40 K
40 K
10 K
30 K
12 K
18 K
15 K
3 K
10 K
7K
7K
14 K
PBP
Cumulative
Cash Flows
= 3 + ( 3K ) / 10K
= 3.3 Years
Note: Take absolute value of last negative

cumulative cash flow value.
PBP Acceptance Criterion

The management of Basket Wonders
has set a maximum PBP of 3.5 years
for projects of this type.
Should this project be accepted?
Yes! The firm will receive back the initial
cash outlay in less than 3.5 years. [3.3
Years < 3.5 Year Max.]
PBP Strengths
and Weaknesses
Strengths:
Easy to use and
Weaknesses:
Does not account
understand
for TVM
Can be used as a
Does not consider
measure of
cash flows beyond
liquidity
the PBP
Easier to forecast ST Cutoff period is
than LT flows
subjective
Finance
Session 20
And its Practices
Net Present Value (NPV)

NPV is the present value of an
investment projects net cash flows
minus the projects initial cash
outflow.
CF1
NPV =
(1+k)1
CF2
+
(1+k)2
CFn
ICO
+...+
(1+k)n
NPV Solution
Basket Wonders has determined that the
appropriate discount rate (k) for this project
is 13%.
NPV = $10,000 +$12,000 +$15,000 +
(1.13)1 (1.13)2 (1.13)3
$10,000 $7,000
$40,000
4 +
5
(1.13)
(1.13)
NPV Solution
NPV = $10,000(PVIF13%,1) + $12,000(PVIF13%,2) +
$15,000(PVIF13%,3) + $10,000(PVIF13%,4) +
$ 7,000(PVIF13%,5) $40,000
NPV = $10,000(0.885) + $12,000(0.783) +
$15,000(0.693) + $10,000(0.613) +
$ 7,000(0.543) $40,000
NPV = $8,850 + $9,396 + $10,395 +
$6,130 + $3,801 $40,000
= - $1,428
NPV Acceptance Criterion

has determined that the required rate
is 13% for projects of this type.
No! The NPV is negative. This means that
the project is reducing shareholder wealth.
[Reject as NPV < 0 ]
NPV Strengths
and Weaknesses
Strengths:
Weaknesses:
Cash flows
May not include
assumed to be
managerial
reinvested at the
options embedded
hurdle rate.
in the project. See
Accounts for TVM. Chapter 14.
Considers all
cash flows.
Net Present Value Profile

Net Present Value
$000s
15
Sum of CFs
Thre
e of
10
5
Plot NPV for each

discount rate.
thes
e po
ints
IRR
are
NPV@13%
0
-4
6
9
12
Discount Rate (%)
eas
y
15
now
Profitability Index (PI)

PI is the ratio of the present value of a
projects future net cash flows to the
projects initial cash outflow.
Method #1:
CF1
PI =
(1+k)1
CF2
+
(1+k)2
CFn
+...+
(1+k)n
<< OR >>
Method #2:
PI = 1 + [ NPV / ICO ]
ICO
PI Acceptance Criterion
PI
= $38,572 / $40,000
= .9643 (Method #1, previous slide)

No! The PI is less than 1.00. This
means that the project is not profitable.
[Reject as PI < 1.00 ]
PI Strengths
and Weaknesses
Strengths:
Same as NPV
Allows
comparison of
different scale
projects
Weaknesses:
Same as NPV
Provides only
relative profitability
Potential Ranking
Problems
Finance
Session 23
And its Practices
Internal Rate of Return (IRR)

IRR is the discount rate that equates the
present value of the future net cash flows
from an investment project with the
projects initial cash outflow.
CF1
ICO = (1 + IRR)1
CF2
(1 + IRR)
+...+
CFn
(1 + IRR)n
IRR Solution
$10,000
$12,000
$40,000 =
+
+
(1+IRR)1 (1+IRR)2
$15,000
$10,000
$7,000
+
+
(1+IRR)3 (1+IRR)4 (1+IRR)5
Find the interest rate (IRR) that causes the
discounted cash flows to equal $40,000.
IRR Solution (Try 10%)

$40,000 = $10,000(PVIF10%,1) + $12,000(PVIF10%,2) +
$15,000(PVIF10%,3) + $10,000(PVIF10%,4) +
$ 7,000(PVIF10%,5)
$40,000 = $10,000(0.909) + $12,000(0.826) +
$15,000(0.751) + $10,000(0.683) +
$ 7,000(0.621)
$40,000 = $9,090 + $9,912 + $11,265 +
$6,830 + $4,347
= $41,444
[Rate is too low!!]
IRR Solution (Try 15%)

$40,000 = $10,000(PVIF15%,1) + $12,000(PVIF15%,2) +
$15,000(PVIF15%,3) + $10,000(PVIF15%,4) +
$ 7,000(PVIF15%,5)
$40,000 = $10,000(0.870) + $12,000(0.756) +
$15,000(0.658) + $10,000(0.572) +
$ 7,000(0.497)
$40,000 = $8,700 + $9,072 + $9,870 +
$5,720 + $3,479
= $36,841
[Rate is too high!!]
IRR Solution (Interpolate)

0.05
X
0.05
0.10 $41,444
IRR $40,000
0.15 $36,841
$1,444
$4,603
$1,444
$4,603

0.05
X
0.05
0.10 $41,444
IRR $40,000
0.15 $36,841
$1,444
$4,603
$1,444
$4,603

0.05
0.10 $41,444
IRR $40,000
0.15 $36,841
($1,444)(0.05)
$4,603
X=
$1,444
$4,603
X = 0.0157
IRR = 0.10 + 0.0157 = 0.1157 or 11.57%
IRR Acceptance Criterion

has determined that the hurdle rate is
13% for projects of this type.
No! The firm will receive 11.57% for
each dollar invested in this project at a
cost of 13%. [ IRR < Hurdle Rate ]
IRR Strengths
and Weaknesses
Strengths:
Accounts for
TVM
Considers all
cash flows
Less
subjectivity
Weaknesses:
Assumes all cash
flows reinvested at
the IRR
Difficulties with
project rankings and
Multiple IRRs
Evaluation Summary
Basket Wonders Independent Project
Method Project Comparison Decision

PBP
3.3
3.5
Accept
IRR
11.47%
13%
Reject
NPV
-$1,424
$0
Reject
PI
.96
1.00
Reject

Chapter - 3

Uploaded by

Copyright:

Available Formats

Chapter - 3

Uploaded by

Document Information

Original Description:

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Chapter - 3

Uploaded by

Copyright:

Available Formats

Principles of Corporate

Capital Budgeting is the process of identifying,

Key Motives for Capital Investments

The Capital Budgeting Process

Step 2: Project Development

Step 3: Evaluation and Selection

- What are the costs and benefits?

Step 4: Post Acquisition Control

Independent versus Mutually Exclusive

Relevant Cash Flows

Relevant Cash Flows

Relevant Cash Flows

Relevant Cash Flows

Dep & Taxes

Book Value of New

Capital Gain (New )

Tax on sale of New

Net Proceeds (New )

Proceeds from sale of Old

Tax on sale of Old

Net proceeds (Old)

Terminal Cash Flow

Year 5 Relevant Cash Flow

Terminal Cash Flow

East Coast Drydock

Payback Period (PBP)

Proposed Project Data

Payback Period (PBP)

PBP is the period of time required

Payback Solution (#1)

Payback Solution (#2)

Note: Take absolute value of last negative

PBP Acceptance Criterion

Net Present Value (NPV)

NPV Acceptance Criterion

Net Present Value Profile

Plot NPV for each

Profitability Index (PI)

Should this project be accepted?

Internal Rate of Return (IRR)

IRR Solution (Try 10%)

IRR Solution (Try 15%)

IRR Solution (Interpolate)

IRR Solution (Interpolate)

IRR Solution (Interpolate)

IRR = 0.10 + 0.0157 = 0.1157 or 11.57%

IRR Acceptance Criterion

Method Project Comparison Decision

You might also like