Download presentation

Published byAngie Wiman Modified over 3 years ago

1
Capabilities 1. Discuss the difficulty encountered in finding profitable projects in competitive markets and the importance of the search. 2. Determine whether or not a new project should be accepted or rejected using the payback period, the net present value, the profitability index, and the internal rate of return. 3. Explain how the capital-budgeting decision process changes when a dollar limit is placed on the dollar size of the capital budget. 4. Discuss the problems encountered in project ranking. 5. Explain the importance of ethical considerations in capital-budgeting decisions. 6. Discuss the trends in the use of different capital-budgeting criteria.

2
**● Finding Profitable Projects**

● Capital-Budgeting Decision Criteria ● Capital Rationing ● Problems in Project Ranking—Capital Rationing, Mutually Exclusive Projects, and Problems with the IRR ● Ethics in Capital Budgeting A Glance at Actual Capital-Budgeting Practices

3
**Objective 1 FINDING PROFITABLE PROJECTS**

to evaluate profitable projects or investments in fixed assets, a process referred to as capital budgeting, Axiom 5: The Curse of Competitive Markets—Why It’s Hard to Find Exceptionally Profitable Projects.

4
**The payback period is the number of years needed to recover the initial cash outlay.**

5
**Objective 2 CAPITAL-BUDGETING DECISION CRITERIA**

A B Initial cash outlay －$10, －$10,000 Annual net cash inflows Year $ 6, $ 5,000 , ,000 , , ,

6
Net Present Value The net present value (NPV) of an investment proposal is equal to the present value of its annual net cash flows after taxes less the investment’s initial outlay.

7
NPV = - IO

8
**NPV ACFt = the annual after-tax cash flow in time period t .**

k = the appropriate discount rate; that is, the required rate of return or cost of capital IO = the initial cash outlay n = the project’s expected life

9
Principal NPV ≥ 0.0 : accept NPV ＜ 0.0 : reject

10
**NPV Illustration of Investment in New Machinery AFTER-TAX CASH FLOW **

Inflow year ,000 ,000 ,000 ,000 ,000 Initial outlay －$40,000

11
**Calculation for NPV Illustration of Investment in New Machinery **

PRESENT VALUE AFTER-TAX FACTOR AT PRESENT CASH FLOW PERCENT VALUE , ,158 , ,256 , ,632 , ,237 Initial outlay －40,000 Inflow year , $13,395 Present value of cash flows $ 47,678 Net present value $ 7,678

12
**Profitability Index (Benefit-Cost Ratio)**

The profitability index (PI), or benefit-cost ratio, is the ratio of the present value of the future net cash flows to the initial outlay.

13
PI =

14
**ACFt = the annual after-tax cash flow in time**

ACFt = the annual after-tax cash flow in time period t (this can take on either positive or negative values ) k = the appropriate discount rate; that is, the required rate of return or cost of capital IO = the initial cash outlay n = the project’s expected life

15
Principale PI ≥ 1.0 : accept PI ＜ 1.0 : reject

16
**AFTER-TAX FACTOR AT PRESENT CASH FLOW 10 PERCENT VALUE **

PRESENT VALUE AFTER-TAX FACTOR AT PRESENT CASH FLOW PERCENT VALUE Inflow year , ,635 , ,608 , ,510 , ,196 , ,694 , ,024 Initial outlay －$50, －$50,000

17
=

18
**Internal Rate of Return**

The internal rate of return (IRR) the discount rate that equates the present value of the project’s future net cash flows with the project’s initial cash outlay.

19
IO =

20
IRR ACFt = the annual after-tax cash flow in time period t (this can take on either positive or negative values ) IO = the initial cash outlay n = the project’s expected life IRR = the project’s internal rate of return

21
$45,555 = $45,555 = ,000

22
$45,555 = $15,000 (PVIFA i , 4yr ) Dividing both sides by $15,000, this becomes 3.037 = PVIFA i, 4yr

23
**IRR for Uneven Cash Flows**

Present Value Net Cash Flows Factor at 15 Percent Present Value Inflow year $1, $ 870 Inflow year , ,512 Inflow year , ,974 Present value of inflows $ 4,356 Initial outlay －$ 3,817 2. TRY i = 20 PERCENT:

25
**Present value of inflows $ 3,958 Initial outlay －$ 3,817 **

Net Cash Flows Factor at 20 Percent Present Value Inflow year $1, $ 833 Inflow year , ,388 Inflow year , ,737 Present value of inflows $ 3,958 Initial outlay －$ 3,817 3. TRY i = 22 PERCENT:

26
**Present value of inflows $ 3,817 Initial outlay －$ 3,817**

Net Cash Flows Factor at 22 Percent Present Value Inflow year $1, $ 820 Inflow year , ,344 Inflow year , ,653 Present value of inflows $ 3,817 Initial outlay －$ 3,817

27
**Three IRR Investment A B C Initial outlay －$10,000 －$10,000 －$10,000**

Inflow year , ,000 Inflow year , ,000 Inflow year , ,000 Inflow year , , ,000

28
**15% Inflow year 1 $1,000 .870 $ 870 Inflow year 2 3,000 .756 2,268**

Present Value Net Cash Flows Factor at 15 Percent Present Value Inflow year $1, $ 870 Inflow year , ,268 Inflow year , ,948 Inflow year , ,004 Present value of inflows $11,090 Initial outlay －$ 10,000

29
**Net Cash Flows Factor at 19 Percent Present Value**

Inflow year $1, $ 840 Inflow year , ,118 Inflow year , ,558 Inflow year , ,493 Present value of inflows $10,009 Initial outlay －$ 10,000

31
**Objective 4 1 Size disparity 2 Time disparity 3 Unequal live**

PROBLEMS IN PROJECT RANKING-CAPITAL RATIONING, MUTUALLY EXCLUSIVE PROJECTS, AND PROBLEMS WITH THE IRR. 1 Size disparity 2 Time disparity 3 Unequal live

32
**Capital-Rationing Example of Five Indivisible Projects**

Project Initial Outlay Profitability Index Net Present Value A $200, $280,000 B , ,000 C , ,000 D , ,000 E , ,000

33
**Internal rate of return 88% 11% 99% Net present value 63% 22% 85% **

Investment Evaluation A Primary A Secondary Total Using Methods Used: Method Method This Method Payback period % % % Internal rate of return % % % Net present value % % % Profitability index % % %

34
** Very small Up to $100,000 Plant Small $100,000 to $1 million Division**

Project Size and Decision-Making Authority Project Size Typical Boundaries Primary Decision Site Very small Up to $100, Plant Small $100,000 to $1 million Division Medium $1 million to $10 million Corporate investment committee Large Over $10 million CEO & board

35
**KEY TERMS Benefit-Cost Ratio (see Profitability Index)**

Capital Budgeting Capital Rationing Equivalent Annual Annuity (EAA) Internal Rate of Return (IRR) Mutually Exclusive Projects Net Present Value (NPV) Payback period Profitability Index (PI or Benefit-Cost Ratio)

Similar presentations

OK

Capital Budgeting Decisions. What is Capital Budgeting? The process of identifying, analyzing, and selecting investment projects whose returns (cash flows)

Capital Budgeting Decisions. What is Capital Budgeting? The process of identifying, analyzing, and selecting investment projects whose returns (cash flows)

© 2018 SlidePlayer.com Inc.

All rights reserved.

To ensure the functioning of the site, we use **cookies**. We share information about your activities on the site with our partners and Google partners: social networks and companies engaged in advertising and web analytics. For more information, see the Privacy Policy and Google Privacy & Terms.
Your consent to our cookies if you continue to use this website.

Ads by Google

Ppt on water activity for kids Ppt on condition monitoring of transformers Ppt on food trucks Ppt on water activity definition Ppt on pre ignition Ppt on waxes poetic Marketing mix ppt on sony dvd Ppt on cloud services Download ppt on child rights in india Musculoskeletal system anatomy and physiology ppt on cells