Capital Budgeting:Theory and Practice

Pamela P. Peterson, Ph.D., CFA

Frank J. Fabozzi, Ph.D., CFA

JOHN WILEY & SONS

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Capital Budgeting:Theory and Practice

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ii

The Frank J. Fabozzi Series

Fixed Income Securities, Second Edition by Frank J. Fabozzi

Focus on Value: A Corporate and Investor Guide to Wealth Creationby James L. Grant and James A. Abate

The Handbook of Global Fixed Income Calculations by Dragomir Krgin

Real Options and Option-Embedded Securities by William T. Moore

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Capital Budgeting:Theory and Practice

Pamela P. Peterson, Ph.D., CFA

Frank J. Fabozzi, Ph.D., CFA

JOHN WILEY & SONS

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Copyright 2002 by Frank J. Fabozzi. All rights reserved.

Published by John Wiley & Sons, Inc.Published simultaneously in Canada.

No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permis-sion of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, 222 Rosewood Drive, Danvers, MA 01923, (978) 750-8400, fax (978) 750-4744. Requests to the Publisher for permis-sion should be addressed to the Permissions Department, John Wiley & Sons, Inc., 605 Third Avenue, New York, NY 10158-0012, (212) 850-6011, fax (212) 850-6008, E-Mail: PERMREQ@WILEY.COM.

This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering professional services. If professional advice or other expert assistance is required, the services of a competent professional person should be sought.

ISBN: 0471-218-332

Printed in the United States of America.

10 9 8 7 6 5 4 3 2 1

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PPP

To my kids, Erica and Ken

FJF

To my wife, Donna,and my children, Karly, Patricia, and Francesco

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About the Authors

Pamela P. Peterson, PhD, CFA

is a professor of finance at FloridaState University where she teaches undergraduate courses in corpo-rate finance and doctoral courses in empirical research methods.Professor Peterson has published articles in journals including the

Journal of Finance

, the

Journal of Financial Economics

, the

Jour-nal of Banking and Finance

,

Financial Management

, and the

Finan-cial Analysts Journal

. She is the coauthor of

Analysis of FinancialStatements

, published by Frank J. Fabozzi Associates, author of

Financial Management and Analysis

, published by McGraw-Hill,and co-author with David R. Peterson of the AIMR monograph

Company Performance and Measures of Value Added.

Frank J. Fabozzi

is editor of the

Journal of Portfolio Management

and an adjunct professor of finance at Yale Universitys School ofManagement. He is a Chartered Financial Analyst and CertifiedPublic Accountant. Dr. Fabozzi is on the board of directors of theGuardian Life family of funds and the BlackRock complex of funds.He earned a doctorate in economics from the City University ofNew York in 1972 and in 1994 received an honorary doctorate ofHumane Letters from Nova Southeastern University. Dr. Fabozzi isa Fellow of the International Center for Finance at Yale University.

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Preface

orporate financial managers continually invest funds in assets,and these assets produce income and cash flows that the firmcan then either reinvest in more assets or distribute to the own-

ers of the firm. Capital investment refers to the firms investment inassets, and these investments may be either short term or long term innature. Capital budgeting decisions involve the long-term commit-ment of a firms scarce resources in capital investments. When such adecision is made, the firm is committed to a current and possiblyfuture outlay of funds.

Capital budgeting decisions play a prominent role in determin-ing whether a firm will be successful. The commitment of funds to aparticular capital project can be enormous and may be irreversible.While some capital budgeting decisions are routine decisions that donot change the course or risk of a firm, there are strategic capital bud-geting decisions that will either have an effect on the firms futuremarket position in its current product lines or permit it to expand intonew product lines in the future. The annals of business history arereplete with examples of how capital budgeting decisions turned thetide for a company. For example, the producer of photographic copy-ing paper, the Haloid Corporation, made a decision to commit a sub-stantial portion of its capital to the development of xerography. Howimportant was that decision? Well, in 1958, the Haloid Corporationchanges its name to Haloid-Xerox. In 1961 it became Xerox.

In

Capital Budgeting: Theory and Practice

, we discuss andillustrate the different aspects of the capital budgeting decision pro-cess. In Section I we discuss the capital budgeting decision and cashflows. In Chapter 1 we explain the investment problem. In that chap-ter we describe the five stages in the capital budgeting processinvestment screening and selection, capital budgeting proposal, bud-geting approval and authorization, project tracking, and postcomple-tion auditand the classification of investment projectsaccordingto their economic life, according to their risk, and according to theirdependence on other projects. We discuss the critical task of cashflow estimation in Chapter 2 and offer two hypothetical examples toillustrate cash flow estimation in Chapter 3.

C

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Preface

In Section II, we cover the techniques for evaluating capitalbudgeting proposals and for selecting projects. We explain eachtechnique in terms of the maximization of owners wealth and howeach technique deals with the following: (1) Does the techniqueconsider all cash flows from the project? (2) Does the techniqueconsider the timing of cash flows? and (3) Does the technique con-sider the riskiness of cash flows? The techniques covered includethe payback and discounted payback, net present value, profitabilityindex, internal rate of return, and modified internal rate of return. InChapter 9 we conclude Section II with a discussion of severalissues: scale differences (including capital rationing), choosing theappropriate technique, capital budgeting in practice (including con-flicts with responsibility center performance evaluation measures),and the justification of new technology.

Capital budgeting projects typically involve risk. In SectionIII we explain how to incorporate risk into the capital budgetingdecision. This involves considering the following factors: futurecash flows, the degree of uncertainty of these cash flows, and thevalue of these cash flows given the level of uncertainty about realiz-ing them. In Chapter 10 we cover the measurement of project riskmeasuring a projects stand-alone risk, sensitivity analysis, simula-tion analysis, and measuring a projects market risk. In Chapter 11,we demonstrate how to incorporate risk into the capital budgetingprocess by adjusting the discount rate, describe how a project can beevaluated using certainty equivalents, and then discuss the treatmentof risk using real options. The real option approach applies the well-developed theory of options pricing to capital budgeting.

In the last section, we explain a common capital budgetingdecision: the decision to buy an asset with borrowed funds or leasethe same asset. This is the lease versus borrow-to-buy decision. Akey factor in the analysis is the ability of the firm to use the tax ben-efits associated with ownership of an assetdepreciation and taxcredits, if any. Several models have been proposed to assess whetherto buy or lease. A model to value a lease for a firm that is in a currenttaxpaying position is explained in Chapter 12. In Chapter 13 weexplain how uncertainty is incorporated into the lease valuationmodel. The model explained in Chapter 12 is generalized in Chapter

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14 to cases where the firm is currently in a nontaxpaying position butexpects to resume paying taxes at some specified future date. Weprovide the fundamentals of leasing in the appendix to the book.

Pamela P. PetersonFrank J. Fabozzi

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Contents

About the Authors vi

Preface vii

Section I: Making Investment Decisions

11. The Investment Problem and Capital Budgeting 32. Cash Flow Estimation 133. Integrative Examples and Cash Flow Estimation in Practice 33

Case for Section I 47Questions for Section I 49Problems for Section I 51

Section II: Capital Budgeting Evaluation Te