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Capital Budgeting In Practice We should consider several investment criteria when making decisions NPV and IRR are the most commonly used primary investment criteria Payback is a commonly used secondary investment criteria 1* These slides are background slides and most useful for the first two mini-problems

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Project Example Information You are looking at a new project and you have estimated the following cash flows: – Year 0:CF = -165,000 – Year 1:CF = 63,120 – Year 2:CF = 70,800 – Year 3:CF = 91,080 Your required return for assets of this risk is 12%.

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Payback Period How long does it take to get the initial cost back in a nominal sense? Computation – Estimate the cash flows – Subtract the future cash flows from the initial cost until the initial investment has been recovered Decision Rule – Accept if the payback period is less than some preset limit 3

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Computing Payback For The Project Assume we will accept the project if it pays back within two years. – Year 1: 165,000 – 63,120 = 101,880 still to recover – Year 2: 101,880 – 70,800 = 31,080 still to recover – Year 3: 31,080 – 91,080 = -60,000 project pays back in year 3 Do we accept or reject the project?

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Net Present Value The difference between the market value of a project and its cost How much value is created from undertaking an investment? – The first step is to estimate the expected future cash flows. – The second step is to estimate the required return for projects of this risk level. – The third step is to find the present value of the cash flows and subtract the initial investment. 5

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NPV – Decision Rule If the NPV is positive, accept the project A positive NPV means that the project is expected to add value to the firm and will therefore increase the wealth of the owners. Since our goal is to increase owner wealth, NPV is a direct measure of how well this project will meet our goal. 6

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Computing NPV for the Project Using the formula: NPV = 63,120/(1.12) + 70,800/(1.12) 2 + 91,080/(1.12) 3 – 165,000 = 12,627.42 Do we accept or reject the project?

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Internal Rate of Return This is the most important alternative to NPV It is often used in practice and is intuitively appealing It is based entirely on the estimated cash flows and is independent of interest rates found elsewhere 8

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IRR – Definition and Decision Rule Definition: IRR is the return that makes the NPV = 0 Decision Rule: Accept the project if the IRR is greater than the required return IRR for the example = 16.13% > 12% required return Do we accept or reject the project? 9

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Relevant Cash Flows The cash flows that should be included in a capital budgeting analysis are those that will only occur if the project is accepted These cash flows are called incremental cash flows The stand-alone principle allows us to analyze each project in isolation from the firm simply by focusing on incremental cash flows 10

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Asking the Right Question You should always ask yourself “Will this cash flow occur ONLY if we accept the project?” – If the answer is “yes”, it should be included in the analysis because it is incremental – If the answer is “no”, it should not be included in the analysis because it will occur anyway – If the answer is “part of it”, then we should include the part that occurs because of the project 11

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Common Types of Cash Flows Sunk costs – costs that have accrued in the past Opportunity costs – costs of lost options Side effects – Positive side effects – benefits to other projects – Negative side effects – costs to other projects Changes in net working capital Financing costs Taxes 12

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Pro Forma Statements and Cash Flow Capital budgeting relies heavily on pro forma accounting statements, particularly income statements Computing cash flows – Operating Cash Flow (OCF) = EBIT + depreciation – taxes – Free Cash Flow (FCF) = OCF + [(-/+) net capital spending] + [(-/+) change in NWC]. 13

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McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Making Capital Investment Decisions Chapter 9.

McGraw-Hill © 2004 The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Making Capital Investment Decisions Chapter 9.

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