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MANAGERIAL ECONOMICS 11 th Edition By Mark Hirschey

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Capital Budgeting Chapter 18

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Chapter 18 OVERVIEW Capital Budgeting Process Steps in Capital Budgeting Cash Flow Estimation Example Capital Budgeting Decision Rules Project Selection Cost of Capital Optimal Capital Budget

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Chapter 18 KEY CONCEPTS capital budgeting replacement projects cost reduction projects safety and environmental projects expansion projects incremental cash flows net present-value (NPV) cost of capital profitability index (PI) internal rate of return (IRR) payback period net present-value profile crossover discount rate component cost of debt component cost of equity risk-free rate of return (RF) risk premium (RP) beta coefficient weighted average cost of capital optimal capital structure optimal capital budget investment opportunity schedule (IOS) marginal cost of capital post-audit

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Capital Budgeting Process What Is Capital Budgeting? Planning expenditures that generate cash flows expected to stretch beyond one year. Project Classification Types Replacement projects are expenditures necessary to replace worn-out or damaged equipment. Cost reduction projects include expenditures to replace serviceable but obsolete plant and equipment. Safety and environmental projects are mandatory investments that may not produce revenues. Expansion projects increase the availability of existing products and services

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Steps in Capital Budgeting Sequence of Project Valuation Project cost must be determined. Management must estimate the expected cash flows. Risk of projected cash flows must be estimated. Given the risk of projected cash flows, the firm must determine an appropriate discount rate. Expected cash flows must be converted to present- values. Compare present-value of expected cash inflows with the required outlay. Cash Flow Estimation Expected cash inflows and outflows must be estimated within a consistent and unbiased framework.

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Capital Budgeting Decision Rules Net Present-value Analysis If NPV > 0, the project should be accepted. If NPV < 0, the project should be rejected. Profitability Index or Benefit/cost Ratio Analysis PI > 1 indicates a desirable investment. PI < 1 indicates an undesirable investment. Internal Rate of Return Analysis Accept when IRR > k; reject when IRR < k. Payback Period Analysis

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Project Selection Reasons for Decision Rule Conflict NPV analysis has large project bias. With scarce capital, PI method can lead a better project mix. IRR can overstate attractiveness if you can’t reinvest excess cash flows at the IRR. Ranking Reversal Problem Ranking reversal occurs when a switch in project standing follows an increase in the relevant discount rate. Crossover discount rate is an interest factor that equates NPV for two or more projects

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Making the Correct Investment Decision NPV ranking results in a value-maximizing selection of projects. With limited resources, PI approach allocates scarce resources to projects with the greatest relative effect on value.

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Cost of Capital Component Cost of Debt Financing After-tax cost of debt, k d = (Interest Rate) × (1.0 - Tax Rate). Component Cost of Equity Financing Cost of equity is a risk-free rate, R F, plus a risk premium, R P : k e = R F + R P. Weighted Average Cost of Capital Marginal cost of a composite dollar of debt and equity financing.

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Optimal Capital Budget Investment Opportunity Schedule IOS shows the pattern of returns for all potential investment projects Marginal Cost of Capital MCC is the extra financing cost necessary to fund an additional investment project. Post-audit Careful examination of actual and predicted results. Detailed reconciliation of any differences.

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Ch.11 Capital Budgeting 1. Goals: 1) After tax cash flow 2) Capital budgeting decision techniques 3) “Solver” to determine the firm’s optimal capital budgeting.

Ch.11 Capital Budgeting 1. Goals: 1) After tax cash flow 2) Capital budgeting decision techniques 3) “Solver” to determine the firm’s optimal capital budgeting.

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