1. Chapter 6 Capital Budgeting Criteria

2. Capital Budgeting: The process of planning for purchases of long-term assets. For example: Suppose our firm must decide whether to purchase a new plastic molding machine for $125,000. How do we decide? Will the machine be profitable? Will our firm earn a high rate of return on the investment?

3. Decision-making Criteria in Capital Budgeting How do we decide if a capital investment project should be accepted or rejected?

4. The ideal evaluation method should: a) include all cash flows that occur during the life of the project, b) consider the time value of money, and c) incorporate the required rate of return on the project. Decision-making Criteria in Capital Budgeting

5. Payback Period How long will it take for the project to generate enough cash to pay for itself? Payback period = 3.33 years 012345 8 6 7 (500) 150 150 150 150 150 150 150 150

6. Is a 3.33 year payback period good? Is it acceptable? Firms that use this method will compare the payback calculation to some standard set by the firm. If our senior management had set a cut-off of 5 years for projects like ours, what would be our decision? Accept the project. Payback Period

7. Drawbacks of Payback Period Firm cutoffs are subjective. Does not consider time value of money. Does not consider any required rate of return. Does not consider all of the project’s cash flows.

8. Drawbacks of Payback Period Does not consider all of the project’s cash flows. Consider this cash flow stream! 012345 8 6 7 (500) 150 150 150 150 150 150 150 150

9. Drawbacks of Payback Period Does not consider all of the project’s cash flows. This project is clearly unprofitable, but we would accept it based on a 4-year payback criterion! 012345 8 6 7 (500) 150 150 150 150 150 150 150 150

10. Discounted Payback Discounts the cash flows at the firm’s required rate of return. Payback period is calculated using these discounted net cash flows. Problems: Cutoffs are still subjective. Still does not examine all cash flows.

11. Discounted Payback 0 123 45 (500) 250 250 250 250 250 Discounted Year Cash FlowCF (14%) 0-500-500.00 1 250 219.30 1 year 280.70 2 250 192.37 2 years 88.33 3 250 168.74.52 years

12. Discounted Payback 0 123 45 (500) 250 250 250 250 250 Discounted Year Cash FlowCF (14%) 0-500-500.00 1 250 219.30 1 year 280.70 2 250 192.37 2 years 88.33 3 250 168.74.52 years The Discounted Payback is 2.52 years

13. Other Methods 1) Net Present Value (NPV) 2) Profitability Index (PI) 3) Internal Rate of Return (IRR) Consider each of these decision- making criteria: All net cash flows. The time value of money. The required rate of return.

14.  NPV = the total PV of the annual net cash flows - the initial outlay. NPV = - IO FCF t FCF t (1 + k) t nt=1  Net Present Value

15. Decision Rule:  If NPV is positive, accept.  If NPV is negative, reject.

16. NPV Example 0 1 2 3 4 5 (250,000) 100,000 100,000 100,000 100,000 100,000 Suppose we are considering a capital investment that costs $250,000 and provides annual net cash flows of $100,000 for five years. The firm’s required rate of return is 15%.

17. Net Present Value NPV is just the PV of the annual cash flows minus the initial outflow. Using TVM: P/Y = 1 N = 5 I = 15 PMT = 100,000 PV of cash flows = $335,216 - Initial outflow: ($250,000) = Net PV $85,216

18. NPV with the HP10B: -250,000 CFj 100,000 CFj 5 shift Nj 15 I/YR shift NPV You should get NPV = 85,215.51.

19. NPV with the HP17BII: Select CFLO mode. FLOW(0)=? -250,000 INPUT FLOW(1)=? 100,000 INPUT #TIMES(1)=1 5 INPUT EXIT CALC 15 I% NPV You should get NPV = 85,215.51

20. NPV with the TI BAII Plus: Select CF mode. CFo=? -250,000 ENTER C01=? 100,000 ENTER F01= 1 5 ENTER NPV I= 15 ENTER CPT You should get NPV = 85,215.51

21. Profitability Index PI = IO FCF t (1 + k) n t=1  t NPV = - IO FCF t (1 + k) t n t=1 

22.  Decision Rule:  If PI is greater than or equal to 1, accept.  If PI is less than 1, reject. Profitability Index

23. PI with the HP10B: -250,000CFj 100,000 CFj 5 shift Nj 15 I/YR shift NPV Add back IO:+ 250,000 Divide by IO:/ 250,000 = You should get PI = 1.34

24. Internal Rate of Return (IRR) IRR: The return on the firm’s invested capital. IRR is simply the rate of return that the firm earns on its capital budgeting projects.

25. Internal Rate of Return (IRR) NPV = - IO FCF t (1 + k) t n t=1  n t=1  IRR: = IO FCF t (1 + IRR) t

26. Internal Rate of Return (IRR) IRR is the rate of return that makes the PV of the cash flows equal to the initial outlay. This looks very similar to our Yield to Maturity formula for bonds. In fact, YTM is the IRR of a bond. n t=1  IRR: = IO FCF t (1 + IRR) t

27. Calculating IRR Looking again at our problem: The IRR is the discount rate that makes the PV of the projected cash flows equal to the initial outlay. 0 1 2 3 4 5 (250,000) 100,000 100,000 100,000 100,000 100,000

28. IRR with your Calculator IRR is easy to find with your financial calculator. Just enter the cash flows as you did with the NPV problem and solve for IRR. You should get IRR = 28.65%!

29. IRR Decision Rule:  If IRR is greater than or equal to the required rate of return, accept.  If IRR is less than the required rate of return, reject.

30. IRR is a good decision-making tool as long as cash flows are conventional. (- + + + + +) Problem: If there are multiple sign changes in the cash flow stream, we could get multiple IRRs. (- + + - + +) 0 1 2 3 4 5 (500) 200 100 (200) 400 300 1 2 3

31. Summary Problem Enter the cash flows only once. Find the IRR. Using a discount rate of 15%, find NPV. Add back IO and divide by IO to get PI. 0 1 2 3 4 5 (900) 300 400 400 500 600

32. Summary Problem IRR = 34.37%. Using a discount rate of 15%, NPV = $510.52. PI = 1.57. 0 1 2 3 4 5 (900) 300 400 400 500 600