1 chapter 13 weighing net present value and other capital budgeting criteria mcgraw-hill/irwin...
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Chapter 13Chapter 13 Weighing Net Present Value and Other Capital Budgeting Criteria
McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Capital Budgeting Techniques
Project evaluation methods
• Net Present Value (NPV) is preferred method
• Internal Rate of Return (IRR)
• Payback (PB)
13-2
Capital Budgeting Techniques
Project evaluation methods
• Discounted Payback (DPB)
• Modified Internal Rate of Return (MIRR)
• Profitability Index (PI)
13-3
Choice of Decision Statistic Format
• Financial decisions primarily driven by
– Currency
– Time
– Rate of return
13-4
Capital Budgeting Decisions
• Deciding on single project acceptance
– Compute statistic
– Compare with benchmark
13-5
Capital Budgeting Decisions
• Deciding on mutually exclusive projects – Compute statistic
– Conduct “runoff” between mutually exclusive projects
– Compare winning project with benchmark
13-6
Payback and Discounted Payback
• Payback statistic– Break-even calculation for costs of financing
new project
13-7
Payback Benchmark
• Benchmark can vary• Based on relevant external constraint
13-8
Discounted Payback Statistic
• Compensates for time value of money
13-9
Discounted Payback Benchmark
• Not recommended to compare Discounted Payback Benchmark (DPB) with Payback Benchmark (PB)
• DPB will be larger than regular PB
13-10
Payback and Discounted Payback Strengths
• Strengths– Easy to calculate– Intuitive
• Weaknesses– accept/reject benchmarks are arbitrary– ignore cash flows after the payback period– PB ignores the time value of money
13-11
Net Present Value
• Measures value created by the project
13-12
NPV Benchmark
• Includes all cash flows – both inflows and outflows
13-13
NPV Strengths and Weaknesses
• Strengths– Not a ratio– Works well for both independent projects and
mutually-exclusive projects
• Weaknesses– Managers can misinterpret the results
• May compare NPV to cost even though cost already incorporated into the NPV
13-14
Internal Rate of Return and Modified Internal Rate of Return
• IRR most popular technique• IRR gives same accept/reject decision as
NPV when used with normal cash-flow projects
13-15
NPV vs. IRR
• NPV and IRR are closely related
13-16
Internal Rate of Return Statistic
• To calculate IRR, solve the NPV formula for interest rate that makes NPV equal zero
13-17
IRR Benchmark
– Calculate the IRR and compare cost of capital (investors’ required return) to see if the project is acceptable
13-18
Problems with IRR
• IRR will be consistent with NPV as long as project:– has normal cash flows– is independent
13-19
IRR and NPV with Non-normal Cash Flows
• Recommended not to use IRR with non-normal cash flows
• Modified Internal Rate of Return is better
13-20
Differing Reinvestment Rate Assumptions of NPV and IRR
• NPV and IRR assume cash flows are reinvested in firm
• NPV’s reinvestment rate assumption is considered superior to IRR’s
13-21
Modified Internal Rate of Return
• “Fixes” IRR reinvestment rate problem • Modification to IRR
– Uses cost of capital to move cash flows
• MIRR not appropriate for mutually exclusive projects
13-22
IRR, MIRR, NPV Mutually Exclusive Projects
• Rate-based statistics cause problems when project cash flows have differences in– scale
– timing
13-23
MIRR Strengths and WeaknessStrengths:• Corrects IRR’s reinvestment rate assumption• Fixes non-normal cash flows problem
Weakness:• Does not correct IRR issues with choosing
the wrong mutually exclusive project for range of rates
13-24
Profitability Index
• Based on NPV • Use when firm has resource constraints on
capital available for new project
13-25