Investment Appraisal

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Investment Appraisal- ACCA F9

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<p>COPYRIGHT 2010 BY Mohammad Faizan Farooq</p> <p>FFQA 1</p> <p>INVESTMENT APPRAISAL THEORYLEARN ALL THE THEORIES OF THIS HANDOUT</p> <p>PRACTICALVISIT YOURS CLASS WORK REGISTER BEFORE 1 WEEK OF EXAM</p> <p>Before capital expenditure projects are undertaken, they should be assessed and evaluated. As a general rule, projects should not be undertaken unless: they are expected to provide a suitable financial return, and the investment risk is acceptable. Investment appraisal is the evaluation of proposed investment projects involving capital expenditure. The purpose of investment appraisal is to make a decision about whether the capital expenditure is worthwhile and whether the investment project should be undertaken.</p> <p>Prepared by: Mohammad Faizan Farooq Qadri Attari ACCA (Finalist)http://www.ffqacca.co.cc</p> <p>Contact: faizanacca@yahoo.com</p> <p>COPYRIGHT 2010 BY Mohammad Faizan Farooq</p> <p>FFQA 2</p> <p>Capital budgeting processCapital expenditure is often expensive and requires careful analysis. This chapter, and the following chapters, deal with financial analysis of proposed investment projects. However, this is only a part, albeit the main part, of the capital budgeting process. The main stages in the capital budgeting process are:</p> <p>Return on capital employed (ROCE)A traditional approach to evaluating investments is to evaluate the profit from the investment as a % of the amount invested. ROCE is also called accounting rate of return (ARR) and return on investment (ROI).</p> <p>Decision rule Accept all projects with an ROCE above the company's target. Advantages of ROCE (a) Consistent with methods used to evaluate the company as a whole (b) Relative score (%) is easy to understand (c) Considers the whole life of the project Disadvantages of ROCE (a) Ignores the timing of the cash flows (b) Worsens if a small amount of extra cash is earned in an extra year of the project (c) Profits can be affected by costs that are not relevant costs (see next section)</p> <p>Prepared by: Mohammad Faizan Farooq Qadri Attari ACCA (Finalist)http://www.ffqacca.co.cc</p> <p>Contact: faizanacca@yahoo.com</p> <p>COPYRIGHT 2010 BY Mohammad Faizan Farooq</p> <p>FFQA 3</p> <p>Relevant costsOnly the cash flows affected by the decision to invest should be taken into account when appraising investments, these are called relevant costs.</p> <p>Payback periodThis is a measure of how many years it takes for the cash flows affected by the decision to invest to repay the cost of the original investment. A long payback period is Considered risky because it relies on cash flows that are in the distant future Decision rule Accept all projects with a payback period within the company's target payback period. Advantages of payback (a) A simple way of screening out projects that look too risky (b) Useful when a company has cash flow problems Disadvantages of payback (a) Ignores the timing of the cash flows within the payback period (b) Ignores the cash flows outside the payback period</p> <p>Prepared by: Mohammad Faizan Farooq Qadri Attari ACCA (Finalist)http://www.ffqacca.co.cc</p> <p>Contact: faizanacca@yahoo.com</p> <p>COPYRIGHT 2010 BY Mohammad Faizan Farooq</p> <p>FFQA 4</p> <p>QUESTION FFQABrenda and Eddie are worried about the length of time it will take for the cash flows from the Parkway Diner to repay their total investment of 500,000 (350,000 to takeover the business and 150,000 to refurbish it). Cash flow projections from the project are reproduced below.</p> <p>After the sixth year, Brenda and Eddie confidently expect that they could sell the business for 350,000. Required Calculate the payback period for the project, and advise Brenda &amp; Eddie whether they are right to be concerned.</p> <p>Time value of moneyIf a project involved the outlay of 1000 today and provided a definite return of 1001 immediately, would you accept it? (b) If a project involved the outlay of 1000 today and provided a definite return of 1001 in 1 years time, would you accept it? It is common sense to reject 1,001 received in 1 years time but accept if 1,001 is received today. 1,001 in 1 years time is not as attractive as 1001 received today; this is the meaning of the term time value of money. The logic behind rejecting the 1,001 in 1 years time is that you would be better off if you put 1,000 into a bank account for a year. Many projects involve investing money now and receiving returns on the investment in the future; so the timing of a projects cash flows need to be analysed to see if they offer a better return than the return an investor could get if they invested their money in other ways. The process of adjusting a projects cash flows to reflect the return that investors could get elsewhere is called discounting.</p> <p>Prepared by: Mohammad Faizan Farooq Qadri Attari ACCA (Finalist)http://www.ffqacca.co.cc</p> <p>Contact: faizanacca@yahoo.com</p> <p>COPYRIGHT 2010 BY Mohammad Faizan Farooq</p> <p>FFQA 5</p> <p>Net present value (NPV)If the discounted value of the future cash flows are higher than the cost of setting up a project today, then the project has a + Net Present Value and should be accepted.</p> <p>Internal rate of return (IRR)Internal rate of return is a discounted cash flow technique of a project that calculates the % return given by a project. Step 1 calculate the NPV of the project at 5% If for example the NPV is +, we know that the project gives &gt;5% return Step 2 calculate the project at 10% If for example the project is negative we know that the project gives 2 years for reliability reasons. Required Using Naurfolds cost of capital of 15%, identify how often the van should be replaced. Ignore tax. The same technique is used to choose between a cheap asset with a short expected life and a more expensive asset with a longer expected life.</p> <p>Lease vs buyAfter deciding on the viability of an investment using NPV analysis, a separate decision may be needed to determine whether a lease would be better than an outright purchase There are two main types of leases, finance leases and operating leases.</p> <p>Prepared by: Mohammad Faizan Farooq Qadri Attari ACCA (Finalist)http://www.ffqacca.co.cc</p> <p>Contact: faizanacca@yahoo.com</p> <p>COPYRIGHT 2010 BY Mohammad Faizan Farooq The benefits of any type of lease to the lessee can be: (a) Availability; a firm that cannot get a bank loan to fund the purchase of an asset (capital rationing see next section for further discussion); the same bank that refused the loan will often be happy to offer a lease. (b) Avoiding tax exhaustion; if a firm cannot use all of their capital allowances (the lessor can use the capital allowances and then set a lease that transfer some of the benefit to the lessee). (c) Avoiding covenants; restricting future borrowing capability. Leases in the real world</p> <p>FFQA 17</p> <p>Numerical analysis The benefits of leasing vs purchasing (with a loan) can be assessed by an NPV approach: Step 1 the costs of leasing (payments, lost capital allowances and lost scrap revenue) Step 2 the benefits of leasing (savings on loan repayments = PV of loan = initial outlay) Step 3 discounting at the post tax cost of debt. Step 4 calculate the NPV if positive it means that the lease is cheaper than the post tax cost of a loan An alternative method is to evaluate the NPV of the cost of the loan and the NPV of the cost of the lease separately, and to choose the cheapest option. Note that the cost of the loan should not include the interest repayments on the loan eg the NPV of the repayments on a loan for 10,000 repayable in 1 year at 10% interest is 10,000 when discounted at 10% - so the cost of a loan is just its initial time 0 value, here 10,000.</p> <p>Prepared by: Mohammad Faizan Farooq Qadri Attari ACCA (Finalist)http://www.ffqacca.co.cc</p> <p>Contact: faizanacca@yahoo.com</p> <p>COPYRIGHT 2010 BY Mohammad Faizan Farooq In numerical questions you can assume that the lessee is not able to claim capital allowances unless told otherwise.</p> <p>FFQA 18</p> <p>QUESTION FFQAA company has decided to undertake an investment project which involves the acquisition of a machine which costs 10,000. The machine has a 5 year life with 0 scrap value, 20% straight line writing down allowances are available. It could finance the acquisition at with a bank loan at 7.143% pre tax and purchase the asset outright or make 5 equal lease payments of 2500 in arrears. Tax is 30% payable in the same year in which profits are made. Required (a) Evaluate the lease from the lessees viewpoint (b) Evaluate the lease from the lessors view point (pays tax at 30%). Benefits to the lessor Banks offer leases to exploit their ability to raise low cost capital Companies (eg IBM) offer leases to attract customers Profitable companies set up leasing subsidiaries to shelter their own profits from tax (eg M&amp;S, Tesco)</p> <p>Capital rationingCapital rationing arises when there is insufficient capital to invest in all available projects which have positive NPVs ie capital is a limiting factor. In this exam, you only need to be able to analyse how to analyse situations where this is a problem in a single year. Capital rationing arises for 2 main reasons: (a) Hard capital rationing a firm cannot get cash from the capital markets; typically this means that the firm is small or does not have an established trading record. (b) Soft capital rationing a firm can get the cash but decides not to; this is typical of a larger company that wants to keep its gearing under control.</p> <p>Prepared by: Mohammad Faizan Farooq Qadri Attari ACCA (Finalist)http://www.ffqacca.co.cc</p> <p>Contact: faizanacca@yahoo.com</p> <p>COPYRIGHT 2010 BY Mohammad Faizan Farooq Dealing with capital rationing</p> <p>FFQA 19</p> <p>Divisible projects Where a project can be done in part, the profitability index allows you to advise which projects are worth completing in full, which should be done in part and which should not be chosen.</p> <p>Non-divisible projects Where a project cannot be done in part, you need to explore the NPV of different affordable combinations. Practical methods of dealing with capital rationing Practical steps to deal with capital rationing include: (a) Leasing (b) Entering into a joint venture with a partner (c) Delaying one of then projects to a later period (d) Issuing new capital (if possible)</p> <p>Prepared by: Mohammad Faizan Farooq Qadri Attari ACCA (Finalist)http://www.ffqacca.co.cc</p> <p>Contact: faizanacca@yahoo.com</p>