Capital Budgeting: Presenter's Name Presenter's Title DD Month Yyyy

CHAPTER 2
CAPITAL BUDGETING
Presenters name
Presenters title
dd Month yyyy
1. INTRODUCTION
Capital budgeting is the allocation of funds to long-lived capital projects.
A capital project is a long-term investment in tangible assets.
The principles and tools of capital budgeting are applied in many different
aspects of a business entitys decision making and in security valuation and
portfolio management.
A companys capital budgeting process and prowess are important in valuing a
company.
Copyright 2013 CFA Institute
2. THE CAPITAL BUDGETING PROCESS
CLASSIFYING PROJECTS
3. BASIC PRINCIPLES OF CAPITAL BUDGETING
COSTS: INCLUDE OR EXCLUDE?

A sunk cost is a cost that has already occurred, so it cannot be part of the
incremental cash flows of a capital budgeting analysis.
An opportunity cost is what would be earned on the next-best use of the
assets.
An incremental cash flow is the difference in a companys cash flows with
and without the project.
An externality is an effect that the investment project has on something else,
whether inside or outside of the company.
- Cannibalization is an externality in which the investment reduces cash flows
elsewhere in the company (e.g., takes sales from an existing company
project).
CONVENTIONAL AND NONCONVENTIONAL

CASH FLOWS
Conventional Cash Flow (CF) Patterns
Today
CF
+CF
+CF
+CF
+CF
+CF
CF
CF
+CF
+CF
+CF
+CF
+CF
+CF
+CF
+CF
CF
CONVENTIONAL AND NONCONVENTIONAL

CASH FLOWS
Nonconventional Cash Flow Patterns
Today
CF
+CF
+CF
+CF
+CF
CF
CF
+CF
CF
+CF
+CF
+CF
CF
CF
+CF
+CF
+CF
CF
INDEPENDENT VS. MUTUALLY

EXCLUSIVE PROJECTS
When evaluating more than one project at a time, it is important to identify
whether the projects are independent or mutually exclusive
- This makes a difference when selecting the tools to evaluate the projects.
Independent projects are projects in which the acceptance of one project
does not preclude the acceptance of the other(s).
Mutually exclusive projects are projects in which the acceptance of one
project precludes the acceptance of another or others.
PROJECT SEQUENCING
Capital projects may be sequenced, which means a project contains an option
to invest in another project.
- Projects often have real options associated with them; so the company can
choose to expand or abandon the project, for example, after reviewing the
performance of the initial capital project.
10
CAPITAL RATIONING
Capital rationing is when the amount of expenditure for capital projects in a
given period is limited.
If the company has so many profitable projects that the initial expenditures in
total would exceed the budget for capital projects for the period, the companys
management must determine which of the projects to select.
The objective is to maximize owners wealth, subject to the constraint on the
capital budget.
- Capital rationing may result in the rejection of profitable projects.
11
4. INVESTMENT DECISION CRITERIA
12
NET PRESENT VALUE
13
EXAMPLE: NPV
Consider the Hoofdstad Project, which requires an investment of $1 billion
initially, with subsequent cash flows of $200 million, $300 million, $400 million,
and $500 million. We can characterize the project with the following end-of-year
cash flows:
Cash Flow
Period (millions)
0
$1,000
1
200
2
300
3
400
4
500
What is the net present value of the Hoofdstad Project if the required rate of
return of this project is 5%?
14
EXAMPLE: NPV
0
$1,000
$200
$300
$400
$500
15
INTERNAL RATE OF RETURN
16
EXAMPLE: IRR
Consider the Hoofdstad Project that we used to demonstrate the NPV
calculation:
Cash Flow
Period (millions)
0
$1,000
1
200
2
300
3
400
4
500
The IRR is the rate that solves the following:
17
A NOTE ON SOLVING FOR IRR

The IRR is the rate that causes the NPV to be equal to zero.
The problem is that we cannot solve directly for IRR, but rather must either
iterate (trying different values of IRR until the NPV is zero) or use a financial
calculator or spreadsheet program to solve for IRR.
In this example, IRR = 12.826%:
18
PAYBACK PERIOD
The payback period is the length of time it takes to recover the initial cash
outlay of a project from future incremental cash flows.
In the Hoofdstad Project example, the payback occurs in the last year, Year 4:
Period
0
1
2
3
4
Cash Flow
(millions)
$1,000
200
300
400
500
Accumulated
Cash flows
$1,000
$800
$500
$100
+400
19
PAYBACK PERIOD: IGNORING CASH FLOWS

For example, the payback period for both Project X and Project Y is three years,
even through Project X provides more value through its Year 4 cash flow:
Year
Project X
Cash Flows
Project Y
Cash Flows
100
100
20
20
50
50
45
45
60
20
DISCOUNTED PAYBACK PERIOD

The discounted payback period is the length of time it
takes for the cumulative discounted cash flows to equal the
initial outlay.
- In other words, it is the length of time for the project to reach NPV = 0.
21
EXAMPLE: DISCOUNTED PAYBACK PERIOD

Consider the example of Projects X and Y. Both projects have a discounted
payback period close to three years. Project X actually adds more value but is
not distinguished from Project Y using this approach.
Cash Flows
Year
0
1
2
3
4
Project X
100.00
20.00
50.00
45.00
60.00
Project Y
100.00
20.00
50.00
45.00
0.00
Discounted
Cash Flows
Accumulated
Discounted
Cash Flows
Project X Project Y Project X Project Y

100.00 100.00 100.00 100.00
19.05
19.05
80.95
80.95
45.35
45.35
35.60
35.60
38.87
38.87
3.27
3.27
49.36
0.00
52.63
3.27
22
AVERAGE ACCOUNTING RATE OF RETURN
23
PROFITABILITY INDEX
24
EXAMPLE: PI
Period
0
1
2
3
4
Cash Flow
(millions)
-$1,000
200
300
400
500
25
NET PRESENT VALUE PROFILE

The net present value profile is the graphical illustration of the NPV of a project
at different required rates of return.
26
NPV PROFILE: HOOFDSTAD CAPITAL PROJECT
27
NPV PROFILE: HOOFDSTAD CAPITAL PROJECT
28
RANKING CONFLICTS: NPV VS. IRR

The NPV and IRR methods may rank projects differently.
- If projects are independent, accept if NPV > 0 produces the same result as
when IRR > r.
- If projects are mutually exclusive, accept if NPV > 0 may produce a different
result than when IRR > r.
The source of the problem is different reinvestment rate assumptions
- Net present value: Reinvest cash flows at the required rate of return
- Internal rate of return: Reinvest cash flows at the internal rate of return
The problem is evident when there are different patterns of cash flows or
different scales of cash flows.
29
EXAMPLE: RANKING CONFLICTS

Consider two mutually exclusive projects, Project P and Project Q:
End of Year Cash Flows
Year
Project P
Project Q
100
100
33
33
33
142
33
Which project is preferred and why?

Hint: It depends on the projects required rates of return.
30
DECISION AT VARIOUS REQUIRED

RATES OF RETURN
Project P
Project Q
Decision
NPV @ 0%
$42
$32 Accept P, Reject Q
NPV @ 4%
$21
$20 Accept P, Reject Q
NPV @ 6%
$12
$14 Reject P, Accept Q
NPV @ 10%
$3
$5 Reject P, Accept Q
NPV @ 14%
$16
$4 Reject P, Reject Q
IRR
9.16%
12.11%
31
NPV PROFILES: PROJECT P AND PROJECT Q
32
THE MULTIPLE IRR PROBLEM

If cash flows change sign more than once during the life of the project, there
may be more than one rate that can force the present value of the cash flows
to be equal to zero.
- This scenario is called the multiple IRR problem.
- In other words, there is no unique IRR if the cash flows are nonconventional.
33
EXAMPLE: THE MULTIPLE IRR PROBLEM

Consider the fluctuating capital project with the following end of year cash flows,
in millions:
Year
Cash Flow
0
550
1
490
2
490
3
490
4
940
What is the IRR of this project?
34
EXAMPLE: THE MULTIPLE IRR PROBLEM
35
POPULARITY AND USAGE OF CAPITAL

BUDGETING METHODS
In terms of consistency with owners wealth maximization, NPV and IRR are
preferred over other methods.
Larger companies tend to prefer NPV and IRR over the payback period
method.
The payback period is still used, despite its failings.
The NPV is the estimated added value from investing in the project; therefore,
this added value should be reflected in the companys stock price.
36
5. CASH FLOW PROJECTIONS

The goal is to estimate the incremental cash flows of the firm for each year in the
projects useful life.
0
Investment
Outlay
After-Tax
Operating
Cash Flow
After-Tax
Operating
Cash Flow
After-Tax
Operating
Cash Flow
After-Tax
Operating
Cash Flow
After-Tax
Operating
Cash Flow
+
Terminal
Nonoperating
Cash Flow
= Total After- = Total After- = Total After- = Total After- = Total After- = Total AfterTax Cash Flow Tax Cash Flow Tax Cash Flow Tax Cash Flow Tax Cash Flow Tax Cash Flow
37
INVESTMENT OUTLAY
Start with
Capital expenditure
Subtract
Increase in working
capital
Equals
Initial outlay
38
AFTER-TAX OPERATING CASH FLOW

Start with
Sales
Subtract
Cash operating expenses
Subtract
Depreciation
Equals
Operating income before taxes
Subtract
Taxes on operating income
Equals
Operating income after taxes
Plus
Depreciation
Equals
After-tax operating cash flow
39
TERMINAL YEAR AFTER-TAX

NONOPERATING CASH FLOW
Start with
After-tax salvage value
Add
Return of net working capital
Equals
Nonoperating cash flow
40
FORMULA APPROACH
Initial outlay
Outlay = FCInv + NWCInv Sal0 + T(Sal0 B0)
(6)
After-tax operating
cash flow
CF = (S C D)(1 T) + D
(7)
CF = (S C)(1 T) + TD
(8)
TNOCF = SalT + NWCInv T(SalT BT)
(9)
Terminal year after-tax

nonoperating cash flow
(TNOCF)
FCINV =
Investment in new fixed capital
S=
Sales
NWCInv = Investment in working capital
C=
Sal0 =
Cash proceeds
D=
Depreciation
B0 =
Book value of capital
T=
Tax rate
41
EXAMPLE: CASH FLOW ANALYSIS

Suppose a company has the opportunity to bring out a new product, the VitaminBurger. The initial cost of the assets is $100 million, and the companys working
capital would increase by $10 million during the life of the new product. The new
product is estimated to have a useful life of four years, at which time the assets
would be sold for $5 million.
Management expects company sales to increase by $120 million the first year,
$160 million the second year, $140 million the third year, and then trailing to $50
million by the fourth year because competitors have fully launched competitive
products. Operating expenses are expected to be 70% of sales, and depreciation
is based on an asset life of three years under MACRS (modified accelerated cost
recovery system).
If the required rate of return on the Vitamin-Burger project is 8% and the
companys tax rate is 35%, should the company invest in this new product? Why
or why not?
42

Pieces:
Investment outlay = $100 $10 = $110 million.
Book value of assets at end of four years = $0.
- Therefore, the $5 salvage represents a taxable gain of $5 million.
- Cash flow upon salvage = $5 ($5 0.35) = $5 1.75 = $3.25 million.
43

Year
Investment outlays
Fixed capital
Net working capital
Total
0
$100.00
10.00
$110.00
44

Year
Annual after-tax operating cash flows
Sales
Depreciation
Operating income before taxes
Taxes on operating income
Operating income after taxes
Add back depreciation
$120.00 $160.00 $140.00 $50.00

84.00 112.00
98.00 35.00
33.33
44.45
14.81
7.41
$2.67
$3.55 $27.19 $7.59
0.93
1.24
9.52
2.66
$1.74
$2.31 $17.67 $4.93
33.33
44.45
14.81
7.41
$35.07 $46.76 $32.48 $12.34
45

Year
Terminal year after-tax nonoperating cash flows

After-tax salvage value
$3.25
Return of net working capital
10.00
Total terminal after-tax non-operating cash flows
$13.25
46

Year
Total after-tax cash flow
0
1
2
3
4
$110.00 $35.07 $46.76 $32.48 $25.59
Discounted value, at 8%
$110.00 $32.47 $40.09 $25.79 $18.81
Net present value

Internal rate of return
$7.15
11.068%
47
6. MORE ON CASH FLOW PROJECTIONS
48
RELEVANT DEPRECIATION
The relevant depreciation expense to use is the expense allowed for tax
purposes.
- In the United States, the relevant depreciation is MACRS, which is a set of
prescribed rates for prescribed classes (e.g., 3-year, 5-year, 7-year, and 10year).
- MACRS is based on the declining balance method, with an optimal switch to
straight-line and half of a year of depreciation in the first year.
49
EXAMPLE: MACRS
Suppose a U.S. company is investing in an asset that costs $200 million and is
depreciated for tax purposes as a five-year asset. The depreciation for tax
purposes is (in millions):
Year
1
2
3
4
5
6
Total
MACRS Rate
20.00%
32.00%
19.20%
11.52%
11.52%
5.76%
100.00%
Depreciation
$40.00
64.00
38.40
23.04
23.04
11.52
$200.00
50
PRESENT VALUE OF DEPRECIATION

TAX SAVINGS
The cash flow generated from the deductibility of depreciation (which itself is a
noncash expense) is the product of the tax rate and the depreciation expense.
- If the depreciation expense is $40 million, the cash flow from this expense is
$40 million Tax rate.
- The present value of these cash flows over the life of the project is the
present value of tax savings from depreciation.
51
PRESENT VALUE OF DEPRECIATION

TAX SAVINGS
Continuing the example with the five-year asset, the companys tax rate is 35%
and the appropriate required rate of return is 10%.Therefore, the present value of
the tax savings is $55.89 million.
(in millions)
Year
1
2
3
4
5
6
MACRS Rate
20.00%
32.00%
19.20%
11.52%
11.52%
5.76%
Depreciation Tax Savings

$40.00
$14.00
64.00
22.40
38.40
13.44
23.04
8.06
23.04
8.06
11.52
4.03
$200.00
$69.99
Present Value
of Depreciation
Tax Savings
$12.73
18.51
10.10
5.51
5.01
4.03
$55.89
52
CASH FLOWS FOR A REPLACEMENT PROJECT

When there is a replacement decision, the relevant cash flows expand to
consider the disposition of the replaced assets:
- Incremental depreciation expense (old versus new depreciation)
- Other incremental operating expenses
- Nonoperating expenses
Key: The relevant cash flows are those that change with the replacement.
53
SPREADSHEET MODELING
We can use spreadsheets (e.g., Microsoft Excel) to model the capital budgeting
problem.
Useful Excel functions:
- Data tables
- NPV
- IRR
A spreadsheet makes it easier for the user to perform sensitivity and simulation
analyses.
54
EFFECTS OF INFLATION ON CAPITAL

BUDGETING ANALYSIS
Issue: Although the nominal required rate of return reflects inflation
expectations and sales and operating expenses are affected by inflation,
- The effect of inflation may not be the same for sales as operating expenses.
- Depreciation is not affected by inflation.
- The fixed cost nature of payments to bondholders may result in a benefit or a
cost to the company, depending on inflation relative to expected inflation.
55
7. PROJECT ANALYSIS AND EVALUATION
56
MUTUALLY EXCLUSIVE PROJECTS

WITH UNEQUAL LIVES
When comparing projects that have different useful lives, we cannot simply
compare NPVs because the timing of replacing the projects would be different,
and hence, the number of replacements between the projects would be
different in order to accomplish the same function.
Approaches
1. Determine the least common life for a finite number of replacements and
calculate NPV for each project.
2. Determine the annual annuity that is equivalent to investing in each project
ad infinitum (that is, calculate the equivalent annual annuity, or EAA).
57
EXAMPLE: UNEQUAL LIVES

Consider two projects, Project G and Project H, both with a required rate of
return of 5%:
End-of-Year
Cash Flows
Year
0
1
2
3
4
Project G
$100
30
30
30
30
Project H
$100
38
39
40
NPV
$6.38
$6.12
Which project should be selected, and why?
58

NPV WITH A FINITE NUMBER OF REPLACEMENTS
Project G: Two replacements
Project H: Three replacements
Project G
Project H
10
11
12
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
|
$6.38
$6.12
$6.38
$6.12
$6.38
$6.12
$6.12
NPV of Project G: original, plus two replacements = $17.37

NPV of Project H: original, plus three replacements = $21.69
59

EQUIVALENT ANNUAL ANNUITY
Project G
Project H
PV = $6.38
PV = $6.12
N=4
N=3
I = 5%
I = 5%
Solve for PMT
Solve for PMT
PMT = $1.80
PMT = $2.25
Therefore, Project H is preferred (higher equivalent annual annuity).
60
DECISION MAKING UNDER

CAPITAL RATIONING
When there is capital rationing, the company may not be able to invest in all
profitable projects.
The key to decision making under capital rationing is to select those projects
that maximize the total net present value given the limit on the capital budget.
61
EXAMPLE: CAPITAL RATIONING

Consider the following projects, all with a required rate of return of 4%:
Project
One
Two
Three
Four
Five
Initial
Outlay
$100
$300
$400
$500
$200
NPV
$20
$30
$40
$45
$15
PI
1.20
1.10
1.10
1.09
1.08
IRR
15%
10%
8%
5%
5%
Which projects, if any, should be selected if the capital budget is:

1.$100?
2.$200?
3.$300?
4.$400?
5.$500?
62
EXAMPLE: CAPITAL RATIONING

Possible decisions:
Budget
$100
$200
$300
$400
$500
Choices
One
One
One + Five
One + Two
One + Three
NPV
$20
$20
$35
$50
$60
Choices NPV
Choices
Two
Two
Three
Four
Two + Five
$15
$15
$40
$45
NPV
$45
Optimal choices
Key: Maximize the total net present value for any given budget.
63
RISK ANALYSIS: STAND-ALONE METHODS

Sensitivity analysis involves examining the effect on NPV of changes in one
input variable at a time.
Scenario analysis involves examining the effect on NPV of a set of changes
that reflect a scenario (e.g., recession, normal, or boom economic
environments).
Simulation analysis (Monte Carlo analysis) involves examining the effect on
NPV when all uncertain inputs follow their respective probability distributions.
- With a large number of simulations, we can determine the distribution of
NPVs.
64
RISK ANALYSIS: MARKET RISK METHODS

The required rate of return, when using a market risk method, is the return that a
diversified investor would require for the projects risk.
- Therefore, the required rate of return is a risk-adjusted rate.
- We can use models, such as the CAPM or the arbitrage pricing theory, to
estimate the required return.
Using CAPM,
ri = RF + i [E(RM) RF]
(10)
where
ri
=
required return for project or asset i
RF
=
risk-free rate of return
i
=
beta of project or asset i
[E(RM) RF] =
market risk premium, the difference between the expected
market return and the risk-free rate of return
65
REAL OPTIONS
A real option is an option associated with a real asset that allows the company
to enhance or alter the projects value with decisions some time in the future.
Real option examples:
- Timing option: Allow the company to delay the investment
- Sizing option: Allow the company to expand, grow, or abandon a project
- Flexibility option: Allow the company to alter operations, such as changing
prices or substituting inputs
- Fundamental option: Allow the company to alter its decisions based on
future events (e.g., drill based on price of oil, continued R&D depending on
initial results)
66
ALTERNATIVE TREATMENTS FOR ANALYZING

PROJECTS WITH REAL OPTIONS
67
COMMON CAPITAL BUDGETING PITFALLS
Not incorporating economic responses into the investment analysis

Misusing capital budgeting templates
Pet projects
Basing investment decisions on EPS, net income, or return on equity
Using IRR to make investment decisions
Bad accounting for cash flows
Overhead costs
Not using the appropriate risk-adjusted discount rate
Spending all of the investment budget just because it is available
Failure to consider investment alternatives
Handling sunk costs and opportunity costs incorrectly
68
8. OTHER INCOME MEASURES AND VALUATION

MODELS
In the basic capital budgeting model, we estimate the incremental cash flows
associated with acquiring the assets, operating the project, and terminating the
project.
Once we have the incremental cash flows for each period of the capital
projects useful life, including the initial outlay, we apply the net present value or
internal rate of return methods to evaluate the project.
Other income measures are variations on the basic capital budgeting model.
69
ECONOMIC AND ACCOUNTING INCOME
70
ECONOMIC PROFIT, RESIDUAL INCOME,

AND CLAIMS VALUATION
Economic profit (EP) is the difference between net operating profit after tax
(NOPAT) and the cost of capital (in monetary terms).
EP = NOPAT $WACC
(12)
Residual income (RI) is the difference between accounting net income and an
equity charge.
- The equity charge reflects the required rate of return on equity (re) multiplied
by the book value of equity (Bt-1).
RIt = NIt reBt1
(15)
Claims valuation is the division of the value of assets among security holders
based on claims (e.g., interest and principal payments to bondholders).
71
EXAMPLE:
ECONOMIC VS. ACCOUNTING INCOME
Consider the Hoofdstad Project again, with the after-tax cash flows as before,
plus additional information:
Year
Beginning market value (project)
Ending market value (project)
Debt
Book equity
Market value of equity
1
$35.07
$10.00
$15.00
$50.00
$47.74
$55.00
2
$46.76
$15.00
$17.00
$50.00
$46.04
$49.74
3
$32.48
$17.00
$19.00
$50.00
$59.72
$48.04
4
$12.34
$19.00
$20.00
$50.00
$60.65
$60.72
What is this projects economic and accounting income?
72
EXAMPLE:
ECONOMIC VS. ACCOUNTING INCOME
Solution:
Year
Economic income
Accounting income
1
$40.07
$2.26
2
$48.76
$1.69
3
$34.48
$13.67
4
$13.34
$0.93
73
RESIDUAL INCOME METHOD

The residual income method requires:
- Estimating the return on equity;
- Estimating the equity charge, which is the product of the return on equity and
the book value of equity; and
- Subtracting the equity charge from the net income.
RIt = NIt reBt1
(15)
where
RIt
= Residual income during period t
NIt
= Net income during period t
reBt1 = Equity charge for period t, which is the required rate of return on
equity, re, times the beginning-of-period book value of equity, Bt1
74
EXAMPLE: RESIDUAL INCOME METHOD

Suppose the Boat Company has the following estimates, in millions:
Year
Net income
Book value of equity
Required rate of return on equity
The residual income for each year, in millions:
Year
Step 1
Start with Book value of equity
Multiply by Required rate of return on equity
Required earnings on equity
Equals
1
2
3
4
$46 $49 $56 $56
$78 $81 $84 $85
12% 12% 12% 12%
$78 $81 $84 $85

12% 12% 12% 12%
$9 $10 $10 $10
Step 2
Start with
Subtract
Equals
Net income
Required earnings on equity
Residual income
$46 $49 $56 $56

9 10 10 10
$37 $39 $46 $46
75
EXAMPLE: RESIDUAL METHOD

The present value of the residual income, discounted using the 12% required
rate of return, is $126 million.
This is an estimate of how much value a project will add (or subtract, if
negative).
76
CLAIMS VALUATION
The claims valuation method simply divides the claims of the suppliers of
capital (creditors and owners) and then values the equity distributions.
- The claims of creditors are the interest and principal payments on the debt.
- The claims of the owners are the anticipated dividends.
77
EXAMPLE: CLAIMS VALUATION

Suppose the Portfolio Company has the following estimates, in millions:
Year
Cash flow before interest and taxes
Interest expense
Cash flow before taxes
Taxes
Operating cash flow
1
$80
4
$76
30
$46
2
3
4
$85 $95 $95
3
2
1
$82 $93 $94
33
37
38
$49 $56 $56
Principal payments
$11 $12 $13 $14
1.What are the distributions to owners if dividends are 50% of earnings after
principal payments?
2.What is the value of the distributions to owners if the required rate of return is
12% and the before-tax cost of debt is 8%?
78

1.
Distributions to Owners:
Year
Start with Interest expense

Add
Equals
Principal payments
Total payments to bondholders
Start with Operating cash flow

Subtract
Equals
Multiply
by
Equals
Principal payments to bondholders

Cash flow after principal payments
Portion of cash flow distributed
Equity distribution
$4 $3 $2 $1
11 12 13 14
$15 $15 $15 $15
$46 $49 $56 $56
11 12 13 14
$35 $37 $43 $42
50% 50% 50% 50%
$17 $19 $21 $21
79

2.
Value of Claims
Present value of debt claims = $50
Present value of equity claims = $59
Therefore, the value of the firm = $109
80
COMPARISON OF METHODS
Issue
Uses net
income or
cash flow?
Is there an
equity charge?
Traditional
Capital
Budgeting
Economic
Profit
Residual
Income
Claims
Valuation
Cash flow
Cash flow
Net income
Cash flow
In the cost of
capital
In the cost of
capital in
dollar terms
Using the
required rate
of return
No
No
No
No
Yes
Based on
actual
distributions to
debtholders
and owners?
81
9. SUMMARY
Capital budgeting is used by most large companies to select among available
long-term investments.
The process involves generating ideas, analyzing proposed projects, planning
the budget, and monitoring and evaluating the results.
Projects may be of many different types (e.g., replacement, new product), but
the principles of analysis are the same: Identify incremental cash flows for each
relevant period.
Incremental cash flows do not explicitly include financing costs, but are
discounted at a risk-adjusted rate that reflects what owners require.
Methods of evaluating a projects cash flows include the net present value, the
internal rate of return, the payback period, the discounted payback period, the
accounting rate of return, and the profitability index.
82
SUMMARY (CONTINUED)
The preferred capital budgeting methods are the net present value, internal
rate of return, and the profitability index.
- In the case of selecting among mutually exclusive projects, analysts should
use the NPV method.
- The IRR method may be problematic when a project has a nonconventional
cash flow pattern.
- The NPV is the expected added value from a project.
We can look at the sensitivity of the NPV of a project using the NPV profile,
which illustrates the NPV for different required rates of return.
We can identify cash flows relating to the initial outlay, operating cash flows,
and terminal, nonoperating cash flows.
- Inflation may affect the various cash flows differently, so this should be
explicitly included in the analysis.
83
SUMMARY (CONTINUED)
When comparing projects that have different useful lives, we can either assume
a finite number of replacements of each so that the projects have a common
life or we can use the equivalent annual annuity approach.
We can use sensitivity analysis, scenario analysis, or simulation to examine a
projects attractiveness under different conditions.
The discount rate applied to cash flows or used as a hurdle in the internal rate
of return method should reflect the projects risk.
- We can use different methods, such as the capital asset pricing model, to
estimate a projects required rate of return.
Most projects have some form of real options built in, and the value of a real
option may affect the projects attractiveness.
There are valuation alternatives to traditional capital budgeting methods,
including economic profit, residual income, and claims valuation.
84

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CHAPTER 2

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2. THE CAPITAL BUDGETING PROCESS

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3. BASIC PRINCIPLES OF CAPITAL BUDGETING

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COSTS: INCLUDE OR EXCLUDE?

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CONVENTIONAL AND NONCONVENTIONAL

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CONVENTIONAL AND NONCONVENTIONAL

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INDEPENDENT VS. MUTUALLY

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4. INVESTMENT DECISION CRITERIA

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NET PRESENT VALUE

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INTERNAL RATE OF RETURN

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A NOTE ON SOLVING FOR IRR

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PAYBACK PERIOD: IGNORING CASH FLOWS

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DISCOUNTED PAYBACK PERIOD

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EXAMPLE: DISCOUNTED PAYBACK PERIOD

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Project X Project Y Project X Project Y

AVERAGE ACCOUNTING RATE OF RETURN

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NET PRESENT VALUE PROFILE

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NPV PROFILE: HOOFDSTAD CAPITAL PROJECT

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NPV PROFILE: HOOFDSTAD CAPITAL PROJECT

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RANKING CONFLICTS: NPV VS. IRR

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EXAMPLE: RANKING CONFLICTS

Which project is preferred and why?

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DECISION AT VARIOUS REQUIRED

$32 Accept P, Reject Q

$20 Accept P, Reject Q

$14 Reject P, Accept Q

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NPV PROFILES: PROJECT P AND PROJECT Q

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THE MULTIPLE IRR PROBLEM