University 18 Lessons Financial Management. Unit 2: Capital Budgeting Decisions

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1 University 18 Lessons Financial Management Unit 2: Capital Budgeting Decisions

2 Nature of Investment Decisions The investment decisions of a firm are generally known as the capital budgeting, or capital expenditure decisions. The firm s investment decisions would generally include expansion, acquisition, modernisation and replacement of the long-term assets. Sale of a division or business (divestment) is also an investment decision. Decisions like the change in the methods of sales distribution, or an advertisement campaign or a research and development programme have long-term implications for the firm s expenditures and benefits, and therefore, they should also be evaluated as investment decisions.

3 Features of Investment Decisions The exchange of current funds for future benefits. The funds are invested in long-term assets. The future benefits will occur to the firm over a series of years.

4 Importance of Investment Decisions Growth Risk Funding Irreversibility Complexity

5 Types of Investment Decisions One classification is as follows: Expansion of existing business Expansion of new business Replacement and modernisation Yet another useful way to classify investments is as follows: Mutually exclusive investments Independent investments Contingent investments

6 Types of Investment Decisions Mutually Exclusive Investments: Mutually exclusive investments serve the same purpose and compete with each other. If one investment is undertaken, others will have to be excluded say using one particular type of machine while excluding another type Independent Investments: Independent investments serve different purposes and do not compete with each other. Contingent Investments: Contingent investments are dependent projects; the choice of one investment necessitates undertaking one or more other investments.

7 Investment Evaluation Criteria Three steps are involved in the evaluation of an investment: Estimation of cash flows Estimation of the required rate of return (the opportunity cost of capital) Application of a decision rule for making the choice

8 Investment Decision Rule It should maximise the shareholders wealth. It should consider all cash flows to determine the true profitability of the project. It should provide for an objective and unambiguous way of separating good projects from bad projects. It should help ranking of projects according to their true profitability. It should recognise the fact that bigger cash flows are preferable to smaller ones and early cash flows are preferable to later ones. It should choose among mutually exclusive projects that project which maximises the shareholders wealth. It should be a criterion which is applicable to any conceivable investment project independent of others.

9 Evaluation Criteria 1. Discounted Cash Flow (DCF) Criteria Net Present Value (NPV) Internal Rate of Return (IRR) Profitability Index (PI) 2. Non-discounted Cash Flow Criteria Payback Period (PB) Discounted Payback Period (DPB) Accounting Rate of Return (ARR)

10 Components of Cash Flows Initial Investment Net Cash Flows Revenues and Expenses Depreciation and Taxes Change in Net Working Capital Change in accounts receivable Change in inventory Change in accounts payable Change in Capital Expenditure Concept of Free Cash Flows

11 Free Cash Flows (FCF) NCF = EBIT (1-T) + DEP NWC CAPEX Net cash flows (NCF) is also known as FCF. It is the cash flow available to service both lenders and shareholders, who have provided, respectively debt and equity, funds to finance the firm s investments. It is this cash flow which should be discounted to find out an investment s NPV. According to conventional capital budgeting approach in which the discount rate is adjusted for financing effects, cash flows should not be adjusted for the financing effects. The firm should not treat the debt and equity proceeds as the investment s inflows nor should it recognise payments of interest, dividends and principal as outflows. Hence, the net cash flows of an investment do not incorporate interest charges and their tax shield.

12 Net Present Value Method Cash flows of the investment project should be forecasted based on realistic assumptions. Appropriate discount rate should be identified to discount the forecasted cash flows. The appropriate discount rate is the project s opportunity cost of capital. Present value of cash flows should be calculated using the opportunity cost of capital as the discount rate. The project should be accepted if NPV is positive (i.e., NPV > 0).

13 Net Present Value Method Net present value should be found out by subtracting present value of cash outflows from present value of cash inflows. The formula for the net present value can be written as follows: NPV NPV C C C C (1 k) (1 k) (1 k) (1 k) n Ct C t 0 (1 k) n 2 3 n t 1 C 0

14 Calculating Net Present Value Assume that Project X costs Rs 2,500 now and is expected to generate year-end cash inflows of Rs 900, Rs 800, Rs 700, Rs 600 and Rs 500 in years 1 through 5. The opportunity cost of the capital may be assumed to be 10 per cent. Rs 900 Rs 800 Rs 700 Rs 600 Rs 500 NPV Rs 2, (1+0.10) (1+0.10) (1+0.10) (1+0.10) (1+0.10) NPV [Rs 900(PVF ) + Rs 800(PVF ) + Rs 700(PVF ) 1, , , Rs 600(PVF 4, 0.10 ) + Rs 500(PVF5, 0. 10)] Rs 2,500 NPV [Rs Rs Rs Rs Rs ] Rs 2,500 NPV Rs 2,725 Rs 2,500 = + Rs 225

15 Acceptance Rule Accept the project when NPV is positive NPV > 0 Reject the project when NPV is negative NPV < 0 May accept the project when NPV is zero NPV = 0 The NPV method can be used to select between mutually exclusive projects; the one with the higher NPV should be selected.

18 Internal Rate of Return Method The internal rate of return (IRR) is the rate that equates the investment outlay with the present value of cash inflow received after one period. This also implies that the rate of return is the discount rate which makes NPV = 0. C C C C C Cn (1 r) (1 r) (1 r) (1 r) n t 1 n t 1 C t (1 r) C t (1 r) t t C 0 0 n

19 Calculation of IRR Uneven Cash Flows: Calculating IRR by Trial and Error The approach is to select any discount rate to compute the present value of cash inflows. If the calculated present value of the expected cash inflow is lower than the present value of cash outflows, a lower rate should be tried. On the other hand, a higher value should be tried if the present value of inflows is higher than the present value of outflows. This process will be repeated unless the net present value becomes zero. Otherwise Excel function can be used

20 Internal Rate of Return Year Cash Inflow DF 14% PV DF16% PV 1 16, , , , , , , , ,692 32,898 31,886 Less Capital Outlay 32,400 32, Sum of the absolute values of the net present values obtained above = = 1012 Therefore, the IRR = 14% + (498/1012) x2 = 14% % = 14.98%

21 Acceptance Rule Accept the project when r > k. Reject the project when r < k. May accept the project when r = k. In case of independent projects, IRR and NPV rules will give the same results if the firm has no shortage of funds.

22 Evaluating the NPV method Recognises the time value of money Considers the total benefits arising out of the proposal over its life time A changing discount rate can be built in to the NPV calculation For mutually exclusive choice problems the NPV method is the best decision criterion This method of asset selection achieves the objective of maximizing of share holders wealth The discount rate that is used to convert future benefits into present values is the minimum rate required by the investors.

23 Evaluating the NPV method When the NPV is greater than 0, the return would be higher then expected by the investors. The main difficulty in calculating the NPV, is the calculation of the discount rate to be used. Another difficulty is that between two projects it will choose the project which has the higher NPV. However, that project may have a higher initial outlay. The present value method may not provide satisfactory results in the case of two projects having different effective lives. In general, the project with the shorter economic life would be preferable, other things being equal.

24 Evaluating the IRR method It considers the time value of money It takes into account the cash outflows and inflows It is easy to understand for business executives It does not have to calculate the required return of capital It is consistent with the overall objective of maximizing share holders wealth It is a trial and error system

25 Evaluating the IRR method In evaluating mutually exclusive projects, the project with the highest IRR would be selected. However, this may not be the project which is the most consistent with the objective of the firm Under the IRR method it is assumed that all intermediate cash flows are re-invested at the IRR. This is not a proper assumption. A portion of cash inflows may be paid out as dividends. Similarly, a portion may be tied up in current assets. Other projects may not yield the same return.

26 Profitability Index Profitability index is the ratio of the present value of cash inflows, at the required rate of return, to the initial cash outflow of the investment.

27 Profitability Index The initial cash outlay of a project is Rs 100,000 and it can generate cash inflow of Rs 40,000, Rs 30,000, Rs 50,000 and Rs 20,000 in year 1 through 4. Assume a 10 per cent rate of discount. The PV of cash inflows at 10 per cent discount rate is: PV Rs 40,000(PVF1, 0.10 ) + Rs30,000(PVF2, 0.10 ) + Rs50,000(PVF3, 0.10 ) + Rs20,000(PVF4, 0.10 ) NPV Rs112,350 Rs100,000 = Rs12,350 PI = Rs 40, Rs30, Rs50, Rs20, Rs1,12, Rs1,00,000

28 Acceptance Rule The following are the PI acceptance rules: Accept the project when PI is greater than one. PI > 1 Reject the project when PI is less than one. PI < 1 May accept the project when PI is equal to one. PI = 1 The project with positive NPV will have PI greater than one. PI less than one means that the project s NPV is negative.

29 Evaluation of PI Method It recognises the time value of money. It is consistent with the shareholder value maximisation principle. A project with PI greater than one will have positive NPV and if accepted, it will increase shareholders wealth. In the PI method, since the present value of cash inflows is divided by the initial cash outflow, it is a relative measure of a project s profitability. Like NPV method, PI criterion also requires calculation of cash flows and estimate of the discount rate. In practice, estimation of cash flows and discount rate pose problems.

30 Payback Payback is the number of years required to recover the original cash outlay invested in a project. If the project generates constant annual cash inflows, the payback period can be computed by dividing cash outlay by the annual cash inflow. That is: Initial Investment Payback = = Annual Cash Inflow Assume that a project requires an outlay of Rs 50,000 and yields annual cash inflow of Rs 12,500 for 7 years. The payback period for the project is: PB = Rs 50,000 Rs 12,000 = 4 years C 0 C

31 Payback Unequal cash flows In case of unequal cash inflows, the payback period can be found out by adding up the cash inflows until the total is equal to the initial cash outlay. Suppose that a project requires a cash outlay of Rs 20,000, and generates cash inflows of Rs 8,000; Rs 7,000; Rs 4,000; and Rs 3,000 during the next 4 years. What is the project s payback? 3 years + 12 (1,000/3,000) months 3 years + 4 months

32 Acceptance Rule The project would be accepted if its payback period is less than the maximum or standard payback period set by management. As a ranking method, it gives highest ranking to the project, which has the shortest payback period and lowest ranking to the project with highest payback period.

33 Evaluation of Payback Certain virtues: Simplicity Cost effective Short-term effects Risk shield Liquidity Serious limitations: Cash flows after payback ignored Cash flow patterns Inconsistent with shareholder value maximisation

34 Discounted Payback Period The discounted payback period is the number of periods taken in recovering the investment outlay on the present value basis. The discounted payback period still fails to consider the cash flows occurring after the payback period. 3 DISCOUNTED PAYBACK I LLUSTRATED Cash Flows (Rs) C0 C1 C2 C3 C4 Simple PB Discounted PB P -4,000 3,000 1,000 1,000 1,000 2 yrs NPV at 10% PV of cash flows -4,000 2, yrs 987 Q -4, ,000 1,000 2,000 2 yrs PV of cash flows -4, , , yrs 1,421

35 Accounting Rate of Return Method The accounting rate of return is the ratio of the average after-tax profit divided by the average investment. The average investment would be equal to half of the original investment if it were depreciated constantly. Average income ARR = Average investment A variation of the ARR method is to divide average earnings after taxes by the original cost of the project instead of the average cost.

36 Acceptance Rule This method will accept all those projects whose ARR is higher than the minimum rate established by the management and reject those projects which have ARR less than the minimum rate. This method would rank a project as number one if it has highest ARR and lowest rank would be assigned to the project with lowest ARR.

37 Evaluation of ARR Method The ARR method may claim some merits Simplicity Accounting data Accounting profitability Serious shortcomings Cash flows ignored Time value ignored Arbitrary cut-off

38 Conventional and Non-conventional Cash Flows A conventional investment has cash flows the pattern of an initial cash outlay followed by cash inflows. Conventional projects have only one change in the sign of cash flows; for example, the initial outflow followed by inflows, i.e., A non-conventional investment, on the other hand, has cash outflows mingled with cash inflows throughout the life of the project. Non-conventional investments have more than one change in the signs of cash flows; for example,

39 NPV Versus IRR Conventional Independent Projects: In case of conventional investments, which are economically independent of each other, NPV and IRR methods result in same accept-or-reject decision if the firm is not constrained for funds in accepting all profitable projects.

40 Case of Ranking Mutually Exclusive Projects Investment projects are said to be mutually exclusive when only one investment could be accepted and others would have to be excluded. Two independent projects may also be mutually exclusive if a financial constraint is imposed. The NPV and IRR rules give conflicting ranking to the projects under the following conditions: The cash flow pattern of the projects may differ. That is, the cash flows of one project may increase over time, while those of others may decrease or vice-versa. The cash outlays of the projects may differ. The projects may have different expected lives.

41 Project Life Span Cash Flows (Rs) Project C 0 C 1 C 2 C 3 C 4 C 5 NPV at 10% IRR X 10,000 12, % Y 10, ,120 2,495 15%

42 Reinvestment Assumption The IRR method is assumed to imply that the cash flows generated by the project can be reinvested at its internal rate of return, whereas the NPV method is thought to assume that the cash flows are reinvested at the opportunity cost of capital. Under a number of situations, the IRR rule can give a misleading signal for mutually exclusive projects. The use of NPV rule is recommended.

43 Varying Opportunity Cost of Capital There is no problem in using NPV method when the opportunity cost of capital varies over time. If the opportunity cost of capital varies over time, the use of the IRR rule creates problems, as there is not a unique benchmark opportunity cost of capital to compare with IRR.

44 NPV Versus PI A conflict may arise between the two methods if a choice between mutually exclusive projects has to be made. The NPV method should be preferred, except under capital rationing, because the NPV represents the net increase in the firm s wealth. Project C Project D PV of cash inflows 100,000 50,000 Initial cash outflow 50,000 20,000 NPV 50,000 30,000 PI

WEEK 7 Investment Appraisal -1

WEEK 7 Investment Appraisal -1 Learning Objectives Understand the nature and importance of investment decisions. Distinguish between discounted cash flow (DCF) and nondiscounted cash flow (non-dcf) techniques