1. Copyright © 2009 Pearson Prentice Hall. All rights reserved. Chapter 9 Capital Budgeting Techniques: Certainty & Risk

2. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-2 Learning Goals 1.interpret, and evaluate the payback period. 2.Apply net present value (NPV) and internal rate of return (IRR). 3.Use net present value profiles to compare NPV and IRR techniques. 4.Discuss two additional considerations in capital budgeting – recognizing real options and choosing projects under capital rationing.

3. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-3 Learning Goals (cont.) 5. 6.Understand the calculation and practical aspects of risk-adjusted discount rates (RADRs).

4. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-4 Bennett Company is a medium sized metal fabricator that is currently contemplating two projects: Project A requires an initial investment of $42,000, project B an initial investment of $45,000. The relevant operating cash flows for the two projects are presented in Table 9.1 and depicted on the time lines in Figure 9.1. Capital Budgeting Techniques Chapter Problem

5. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-5 Capital Budgeting Techniques (cont.) Table 9.1 Capital Expenditure Data for Bennett Company

6. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-6 Capital Budgeting Techniques (cont.) Figure 9.1 Bennett Company’s Projects A and B

7. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-7 Payback Period The payback method simply measures how long (in years and/or months) it takes to recover the initial investment. The maximum acceptable payback period is determined by management. If the payback period is less than the maximum acceptable payback period, accept the project. If the payback period is greater than the maximum acceptable payback period, reject the project.

8. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-8 Pros and Cons of Payback Periods The payback method is widely used by large firms to evaluate small projects and by small firms to evaluate most projects. It is simple, intuitive, and considers cash flows rather than accounting profits. It also gives implicit consideration to the timing of cash flows and is widely used as a supplement to other methods such as Net Present Value and Internal Rate of Return.

9. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-9 Pros and Cons of Payback Periods (cont.) One major weakness of the payback method is that the appropriate payback period is a subjectively determined number. It also fails to consider the principle of wealth maximization because it is not based on discounted cash flows and thus provides no indication as to whether a project adds to firm value. Thus, payback fails to fully consider the time value of money.

10. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-10 Pros and Cons of Payback Periods (cont.) Table 9.2 Relevant Cash Flows and Payback Periods for DeYarman Enterprises’ Projects

11. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-11 Pros and Cons of Payback Periods (cont.) Table 9.3 Calculation of the Payback Period for Rashid Company’s Two Alternative Investment Projects

12. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-12 Net Present Value (NPV): Net Present Value is found by subtracting the present value of the after-tax outflows from the present value of the after-tax inflows. Net Present Value (NPV)

13. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-13 Decision Criteria If NPV > 0, accept the project If NPV < 0, reject the project If NPV = 0, technically indifferent Net Present Value (NPV) (cont.) Net Present Value (NPV): Net Present Value is found by subtracting the present value of the after-tax outflows from the present value of the after-tax inflows.

14. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-14 Using the Bennett Company data from Table 9.1, assume the firm has a 10% cost of capital. Based on the given cash flows and cost of capital (required return), the NPV can be calculated as shown in Figure 9.2 Net Present Value (NPV) (cont.)

15. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-15 Net Present Value (NPV) (cont.) Figure 9.2 Calculation of NPVs for Bennett Company’s Capital Expenditure Alternatives

16. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-16 Net Present Value (NPV) (cont.)

17. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-17 Internal Rate of Return (IRR) The Internal Rate of Return (IRR) is the discount rate that will equate the present value of the outflows with the present value of the inflows. The IRR is the project’s intrinsic rate of return.

18. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-18 Decision Criteria If IRR > cost of capital, accept the project If IRR < cost of capital, reject the project If IRR = cost of capital, technically indifferent Internal Rate of Return (IRR) (cont.) The Internal Rate of Return (IRR) is the discount rate that will equate the present value of the outflows with the present value of the inflows. The IRR is the project’s intrinsic rate of return.

19. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-19 Figure 9.3 Calculation of IRRs for Bennett Company’s Capital Expenditure Alternatives

20. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-20 To prepare NPV profiles for Bennett Company’s projects A and B, the first step is to develop a number of discount rate-NPV coordinates and then graph them as shown in the following table and figure. Net Present Value Profiles NPV Profiles are graphs that depict project NPVs for various discount rates and provide an excellent means of making comparisons between projects.

21. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-21 Net Present Value Profiles (cont.) Table 9.4 Discount Rate–NPV Coordinates for Projects A and B

22. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-22 Net Present Value Profiles (cont.) Figure 9.4 NPV Profiles

23. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-23 Conflicting Rankings Conflicting rankings between two or more projects using NPV and IRR sometimes occurs because of differences in the timing and magnitude of cash flows. This underlying cause of conflicting rankings is the implicit assumption concerning the reinvestment of intermediate cash inflows—cash inflows received prior to the termination of the project. NPV assumes intermediate cash flows are reinvested at the cost of capital, while IRR assumes that they are reinvested at the IRR.

24. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-24 Bennett Company’s projects A and B were found to have conflicting rankings at the firm’s 10% cost of capital as depicted in Figure 9.4. If we review the project’s cash inflow pattern as presented in Table 9.1 and Figure 9.1, we see that although the projects require similar investments, they have dissimilar cash flow patterns. Table 9.5 on the following slide indicates that project B, which has higher early-year cash inflows than project A, would be preferred over project A at higher discount rates. Conflicting Rankings (cont.)

25. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-25 Conflicting Rankings (cont.) Table 9.5 Preferences Associated with Extreme Discount Rates and Dissimilar Cash Inflow Patterns

26. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-26 Which Approach is Better? On a purely theoretical basis, NPV is the better approach because: –NPV assumes that intermediate cash flows are reinvested at the cost of capital whereas IRR assumes they are reinvested at the IRR, –Certain mathematical properties may cause a project with non-conventional cash flows to have zero or more than one real IRR. Despite its theoretical superiority, however, financial managers prefer to use the IRR because of the preference for rates of return.

27. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-27 Recognizing Real Options Real options are opportunities that are embedded in capital projects that enable managers to alter their cash flows and risk in a way that affects project acceptability (NPV). Real options are also sometimes referred to as strategic options. Some of the more common types of real options are described in the table on the following slide.

28. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-28 Recognizing Real Options (cont.) Table 9.6 Major Types of Real Options

29. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-29 Capital Rationing Firm’s often operate under conditions of capital rationing— they have more acceptable independent projects than they can fund. In theory, capital rationing should not exist—firms should accept all projects that have positive NPVs. However, research has found that management internally imposes capital expenditure constraints to avoid what it deems to be “excessive” levels of new financing, particularly debt. Thus, the objective of capital rationing is to select the group of projects within the firm’s budget that provides the highest overall NPV or IRR.

30. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-30 Tate Company, a fast growing plastics company with a cost of capital of 10%, is confronted with six projects competing for its fixed budget of $250,000. The initial investment and IRR for each project are shown below: Capital Rationing

31. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-31 Capital Rationing: IRR Approach Figure 9.5 Investment Opportunities Schedule

32. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-32 Capital Rationing: NPV Approach Table 9.7 Rankings for Tate Company Projects

33. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-33 International Risk Considerations (cont.) Political risk is much harder to protect against once a project is implemented. A foreign government can block repatriation of profits and even seize the firm’s assets. Accounting for these risks can be accomplished by adjusting the rate used to discount cash flows—or better—by adjusting the project’s cash flows.

34. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-34 Risk-Adjusted Discount Rates Risk-adjusted discount rates are rates of return that must be earned on given projects to compensate the firm’s owners adequately—that is, to maintain or improve the firm’s share price. The higher the risk of a project, the higher the RADR— and thus the lower a project’s NPV.

35. Copyright © 2009 Pearson Prentice Hall. All rights reserved. 9-35 Risk-Adjusted Discount Rates: RADRs in Practice Table 9.9 Bennett Company’s Risk Classes and RADRs