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Capital BudgetingFIN 461: Financial Cases & Modeling
George W. GallingerAssociate Professor of FinanceW. P. Carey School of Business
Arizona State University
W. P. Carey School of Business Slide 2
Typical Capital Budgeting System
W. P. Carey School of Business Slide 3
Calculating Accounting Rate of Return
W. P. Carey School of Business Slide 4
Calculating Payback Period
W. P. Carey School of Business Slide 5
Calculating Discounted Payback Period
W. P. Carey School of Business Slide 6
Calculating NPV
W. P. Carey School of Business Slide 7
Calculating NPV…
W. P. Carey School of Business Slide 8
Use Nominal or Real WACC?
Nominal return reflects the actual dollar return; real return measures the increase in purchasing power gained by holding a certain investment
Common in capital budgeting is the use of market rates of return at the time of the analysis
Market interest rates have embedded an assumption about inflation
Use nominal cash flows to reflect the same inflation rate as that embedded in discount rate.
1inf1
nom1rate real or,
rate), real(1rate)inflation (1rate) nominal1(
W. P. Carey School of Business Slide 9
Risk-Return Tradeoff for Projects
Projects plotting above the security market line (SML) have rates of return in excess of their required market rates
Positive NPVs Projects plotting below
the SML have rates of return less than their required market rates
Negative NPVs Projects plotting on the
SML earn their market rates
Zero NPVs.
W. P. Carey School of Business Slide 10
Calculating IRR
W. P. Carey School of Business Slide 11
Illustration for Calculating IRR
W. P. Carey School of Business Slide 12
IRR & Required Risk-Adjusted Rate
Appropriate rates for comparing project returns are those falling on the upward sloping market risk-return trade-off curve
Not the firm’s horizontal cost of capital line, WACC
WACC is only appropriate for evaluating projects with risk comparable to the level of risk of the firm
“Carbon copy” projects.
W. P. Carey School of Business Slide 13
Size Problem
W. P. Carey School of Business Slide 14
Cash Flow Pattern Problems
W. P. Carey School of Business Slide 15
Multiple IRR Solutions
W. P. Carey School of Business Slide 16
Undervaluation of Later Cash Flows
W. P. Carey School of Business Slide 17
Calculating the Profitability Index
W. P. Carey School of Business Slide 18
Comparison of Project Rankings
Project B is better than project A
Project B continues to earn cash flows longer
Project D is more desirable than project C
Although both projects generate the same amount of cash flows, project D does it earlier
Unanswered question: Is Project D better
than project B?
W. P. Carey School of Business Slide 19
Sunk Costs
W. P. Carey School of Business Slide 20
Salvage Value Comparisons
W. P. Carey School of Business Slide 21
Calculating Initial Investment
W. P. Carey School of Business Slide 22
Calculating Annual Operating Cash Flows
W. P. Carey School of Business Slide 23
Alternatively, Calculating Annual Operating Cash Flows…
W. P. Carey School of Business Slide 24
Calculating Terminal Cash Flows
W. P. Carey School of Business Slide 25
Salvage Value: Present vs. Future
W. P. Carey School of Business Slide 26
Another Topic:Competing Projects
Assume projects Mutually exclusive On-going Different economic lives
How do you select the correct project?
W. P. Carey School of Business Slide 27
Example There are times when application of the NPV rule
can lead to the wrong decision Consider a factory which must have an air
cleaner The equipment is mandated by law, so there is no
“doing without” There are two choices:
The “Cadillac cleaner” costs $4,000 today, has annual operating costs of $100 and lasts for 10 years
The “cheaper cleaner” costs $1,000 today, has annual operating costs of $500 and lasts for 5 years
Which one should we choose?
W. P. Carey School of Business Slide 28
Example … At first glance, the cheap cleaner has the “better” NPV (r = 10%):
46.614,4)10.1(
100$000,4$
10
1Cadillac
tt
NPV
39.895,2)10.1(
500$000,1$
5
1cheap
tt
NPV
Overlooks the fact that the Cadillac cleaner lasts twice as long
When we incorporate project life, the Cadillac cleaner is actually cheaper.
W. P. Carey School of Business Slide 29
Example … The Cadillac cleaner time line of cash flows:
-$4,000 –100 -100 -100 -100 -100 -100 -100 -100 -100 -100
0 1 2 3 4 5 6 7 8 9 10
-$1,000 –500 -500 -500 -500 -1,500 -500 -500 -500 -500 -500
0 1 2 3 4 5 6 7 8 9 10
The “cheaper cleaner” time line of cash flows over ten years:
20.693,4$)10.1(
500$
)10.1(
000,1$
)10.1(
500$000,1$
10
65
5
1cheap
tt
tt
NPV
46.614,4)10.1(
100$000,4$
10
1Cadillac
tt
NPV
W. P. Carey School of Business Slide 30
Investments of Unequal Lives Replacement Chain
Repeat the projects forever, find the PV of that perpetuity
Assumption: Both projects can and will be repeated Matching Cycle
Repeat projects until they begin and end at the same time—like we just did with the air cleaners
Compute NPV for the “repeated projects” The Equivalent Annual Annuity (EAA) Method.
W. P. Carey School of Business Slide 31
Equivalent Annual Cost Method
Equivalent Annual Annuity Method Provides the value of the level payment annuity that
has the same PV as the original set of cash flows NPV = EAA × Ar
T
For example, the EAA for the Cadillac air cleaner is $750.98
10
1
10
1 )10.1(
98.750$46.614,4
)10.1(
100$000,4$
tt
tt
The EAA for the cheaper air cleaner is $763.80, which confirms our earlier decision to reject it.
Annuity Table10%, 10 years
= 6.1446
W. P. Carey School of Business Slide 32
Another Example:Calculating EAA
W. P. Carey School of Business Slide 33
Human Face of Capital Budgeting
NPV of a project based on assumptions Managers must be aware of optimistic bias in these
assumptions made by supporters of the project Companies need control measures to remove bias
Analysis done by a group independent of individual or group proposing the project
Analysts must have a sense of what is reasonable when forecasting a project’s profit margin and its growth potential
Another side of determining which projects receive funding – storytelling
Best analysts not only provide numbers to highlight a good investment, but also can explain why this investment makes sense.
W. P. Carey School of Business Slide 34
The End