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Why Net Present Value Leads to Better Investment Decisions than Other Criteria Principles of Corporate Finance Seventh Edition Richard A. Brealey Stewart.

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Presentation on theme: "Why Net Present Value Leads to Better Investment Decisions than Other Criteria Principles of Corporate Finance Seventh Edition Richard A. Brealey Stewart."— Presentation transcript:

1 Why Net Present Value Leads to Better Investment Decisions than Other Criteria Principles of Corporate Finance Seventh Edition Richard A. Brealey Stewart C. Myers Slides by Matthew Will Chapter 5 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved

2 5- 2 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Topics Covered  NPV and its Competitors  The Payback Period  The Book Rate of Return  Internal Rate of Return  Capital Rationing

3 5- 3 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved NPV and Cash Transfers  Every possible method for evaluating projects impacts the flow of cash about the company as follows. Cash Investment opportunity (real asset) FirmShareholder Investment opportunities (financial assets) InvestAlternative: pay dividend to shareholders Shareholders invest for themselves

4 5- 4 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Payback  The payback period of a project is the number of years it takes before the cumulative forecasted cash flow equals the initial outlay.  The payback rule says only accept projects that “payback” in the desired time frame.  This method is very flawed, primarily because it ignores later year cash flows and the present value of future cash flows.

5 5- 5 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Payback Example Examine the three projects and note the mistake we would make if we insisted on only taking projects with a payback period of 2 years or less.

6 5- 6 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Payback Example Examine the three projects and note the mistake we would make if we insisted on only taking projects with a payback period of 2 years or less.

7 5- 7 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Book Rate of Return Book Rate of Return - Average income divided by average book value over project life. Also called accounting rate of return. Managers rarely use this measurement to make decisions. The components reflect tax and accounting figures, not market values or cash flows.

8 5- 8 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Aufgabe in der Vorlesung Q2: a)Payback-Perioden? b)Projektwahl bei PBP 2 Jahre? c)Projektwahl bei PBP 3 Jahre? d)PBP bei r=10% (dynamisch)? e)Projektwahl mit NBW-Methode?

9 5- 9 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved f) „Bei einer einheitlichen PBP-Vorgabe für alle Projekte wählt U zu viele kfr. Projekte.“ g)Akzeptiert man bei der dyn. PB-Methode Projekte mit negativem NBW? Lehnt man Projekte mit positivem NBW ab? Aufgaben zu Hause Q1 PQ2, 5

10 5- 10 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return Example You can purchase a turbo powered machine tool gadget for $4,000. The investment will generate $2,000 and $4,000 in cash flows for two years, respectively. What is the IRR on this investment?

11 5- 11 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return Example You can purchase a turbo powered machine tool gadget for $4,000. The investment will generate $2,000 and $4,000 in cash flows for two years, respectively. What is the IRR on this investment?

12 5- 12 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return Example You can purchase a turbo powered machine tool gadget for $4,000. The investment will generate $2,000 and $4,000 in cash flows for two years, respectively. What is the IRR on this investment?

13 5- 13 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return IRR=28%

14 5- 14 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return Pitfall 1 - Lending or Borrowing?  With some cash flows (as noted below) the NPV of the project increases as the discount rate increases.  This is contrary to the normal relationship between NPV and discount rates.

15 5- 15 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return Pitfall 1 - Lending or Borrowing?  With some cash flows (as noted below) the NPV of the project increases s the discount rate increases.  This is contrary to the normal relationship between NPV and discount rates. Discount Rate NPV

16 5- 16 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return Pitfall 2 - Multiple Rates of Return  Certain cash flows can generate NPV=0 at two different discount rates.  The following cash flow generates NPV=0 at both (-50%) and 15.2%.

17 5- 17 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return Pitfall 2 - Multiple Rates of Return  Certain cash flows can generate NPV=0 at two different discount rates.  The following cash flow generates NPV=0 at both (-50%) and 15.2%. 1000 NPV 500 0 -500 -1000 Discount Rate IRR=15.2% IRR=-50%

18 5- 18 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return Pitfall 3 - Mutually Exclusive Projects  IRR sometimes ignores the magnitude of the project.  The following two projects illustrate that problem.

19 5- 19 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return Pitfall 3 - Mutually Exclusive Projects

20 5- 20 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return Pitfall 4 - Term Structure Assumption  We assume that discount rates are stable during the term of the project.  This assumption implies that all funds are reinvested at the IRR.  This is a false assumption.

21 5- 21 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return Calculating the IRR can be a laborious task. Fortunately, financial calculators can perform this function easily. Note the previous example.

22 5- 22 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Internal Rate of Return Calculating the IRR can be a laborious task. Fortunately, financial calculators can perform this function easily. Note the previous example. HP-10BEL-733ABAII Plus -350,000CFj-350,000CFiCF 16,000CFj16,000CFfi2nd{CLR Work} 16,000CFj16,000CFi -350,000 ENTER 466,000CFj466,000CFi 16,000 ENTER {IRR/YR}IRR16,000 ENTER 466,000 ENTER IRRCPT All produce IRR=12.96

23 5- 23 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Profitability Index  When resources are limited, the profitability index (PI) provides a tool for selecting among various project combinations and alternatives  A set of limited resources and projects can yield various combinations.  The highest weighted average PI can indicate which projects to select.

24 5- 24 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Profitability Index Example We only have $300,000 to invest. Which do we select? ProjNPV InvestmentPI A230,000200,0001.15 B141,250125,0001.13 C194,250175,0001.11 D162,000150,0001.08

25 5- 25 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Profitability Index Example - continued ProjNPV InvestmentPI A230,000200,0001.15 B141,250125,0001.13 C194,250175,0001.11 D162,000150,0001.08 Select projects with highest Weighted Avg PI WAPI (BD) = 1.13(125) + 1.08(150) + 0.0 (25) (300) (300) (300) = 1.01

26 5- 26 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Profitability Index Example - continued ProjNPV InvestmentPI A230,000200,0001.15 B141,250125,0001.13 C194,250175,0001.11 D162,000150,0001.08 Select projects with highest Weighted Avg PI WAPI (BD) = 1.01 WAPI (A) = 0.77 WAPI (BC) = 1.12

27 5- 27 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Linear Programming  Maximize Cash flows or NPV  Minimize costs Example Max NPV = 21Xn + 16 Xb + 12 Xc + 13 Xd subject to 10Xa + 5Xb + 5Xc + 0Xd <= 10 -30Xa - 5Xb - 5Xc + 40Xd <= 12

28 5- 28 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Vegetron Case Table 5.1

29 5- 29 McGraw Hill/Irwin Copyright © 2003 by The McGraw-Hill Companies, Inc. All rights reserved Vegetron Case Table 5.2

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