Capital Budgeting Capital Budgeting: How managers plan significant outlays on projects that have long-term implications (such as the purchase of new equipment.

Slides:



Advertisements
Similar presentations
Chapter 20 Capital budgeting Decisions What is a Capital Expenditure? n A long-term decision of whether or not to make an investment today which will.
Advertisements

PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright.
Planning for Capital Investments Chapter 10. Copyright © 2003 McGraw-Hill Ryerson Limited, Canada 10-2 Capital Investment Decisions The purchase of long-term.
26-1 C APITAL B UDGETING LONG-RANGE PLANNING CHAPTER 26.
Capital Budgeting Decisions
Capital Budgeting Decisions
Capital Investments Chapter 12. Capital Budgeting How managers plan significant outlays on projects that have long-term implications such as the purchase.
© Mcgraw-Hill Companies, 2008 Farm Management Chapter 17 Investment Analysis.
Capital Budgeting Decisions
International Center For Environmental Finance.
11-1 Typical Capital Budgeting Decisions Plant expansion Equipment selection Equipment replacement Lease or buy Cost reduction.
McGraw-Hill /Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 12 Capital Budgeting Decisions.
PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright.
© The McGraw-Hill Companies, Inc., 2005 McGraw-Hill/Irwin 26-1 CAPITAL BUDGETING Chapter 26.
11-1 Lecture 8: Capital Budgeting Decisions Chapter 12 in Brewer.
Investment Analysis Lecture: 9 Course Code: MBF702.
Capital Budgeting and Cost Analysis
McGraw-Hill /Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. May 31 Capital Budgeting Decisions.
McGraw-Hill/Irwin 16-1 Noncash Expenses Not all expenses require cash outflows. The most common example is depreciation. Recall that High Country’s proposal.
Financial and Managerial Accounting
Capital Budgeting Decisions Chapter 14. Capital Budgeting How managers plan significant outlays on projects that have long-term implications such as the.
©The McGraw-Hill Companies, Inc. 2006McGraw-Hill/Irwin Chapter Ten Planning for Capital Investments.
PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright.
4 C H A P T E R Capital Investment Decisions.
Capital Budgeting Decisions
Capital Expenditure Decisions Chapter 16 Copyright © 2011 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin.
Principles of Managerial Accounting Chapter 14. Time Value of Money A dollar today is worth more than a dollar received in the future.
Capital Budgeting and Investment Analysis
Capital Budgeting Net Present Value (NPV)
Chapter 21 Capital Budgeting and Cost Analysis. Project and Time Dimensions of Capital Budgeting.
Copyright © The McGraw-Hill Companies, Inc 2011 CAPITAL BUDGETING DECISIONS Chapter 13.
Typical Capital Budgeting Decisions Plant expansion Equipment selection Equipment replacementLease or buy Cost reduction 12-1.
PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright.
Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Capital Expenditure Decisions Chapter 16.
Capital Budgeting Decisions
Long-Term (Capital Investment) Decisions
Capital Budgeting and Cost Analysis
Capital Budgeting Decisions
ACCT 2302 Fundamentals of Accounting II Spring 2011 Lecture 19 Professor Jeff Yu.
C H A P T E R 4 Capital Investment Decisions Capital Investment Decisions.
0 CHAPTER 10 Long-Term (Capital Investment) Decisions © 2009 Cengage Learning.
Chapter 6 Time Value of Money. Introduction Why money has a time value –The opportunity cost of capital concept Time value of money and risk –Typically.
Chapter 8 Long-Term (Capital Investment) Decisions.
McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc., All Rights Reserved. 1-1 McGraw-Hill/Irwin © 2008 The McGraw-Hill Companies, Inc., All Rights.
Chapter 14 Capital Budgeting Decisions Part A. Typical Capital Budgeting Decisions Capital budgeting tends to fall into two broad categories...  Screening.
Capital Budgeting. Typical Capital Budgeting Decisions Capital budgeting tends to fall into two broad categories...  Screening decisions. Does a proposed.
Chapter 15 Capital Budgeting. Typical Capital Budgeting Decisions Capital budgeting tends to fall into two broad categories...  Screening decisions.
PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Charles W. Caldwell, D.B.A., CMA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright.
Capital Budgeting Decisions Chapter 14. © The McGraw-Hill Companies, Inc., 2003 McGraw-Hill/Irwin Capital Budgeting How managers plan significant outlays.
© The McGraw-Hill Companies, Inc., 2007 McGraw-Hill /Irwin Capital Budgeting Decisions Chapter 12.
CAPITAL BUDGETING DECISIONS CHAPTER Typical Capital Budgeting Decisions Plant expansion Equipment selection Equipment replacement Lease or buy Cost.
Capital Budgeting Decisions Chapter 11
26-1 Preview of Chapter 26 Financial and Managerial Accounting Weygandt Kimmel Kieso.
Copyright © 2006, The McGraw-Hill Companies, Inc.McGraw-Hill/Irwin BNFO 621: Business and Entrepreneurship : ACCOUNTING Roxanne M. Spindle Associate Professor.
11-1 PowerPoint Authors: Susan Coomer Galbreath, Ph.D., CPA Jon A. Booker, Ph.D., CPA, CIA Cynthia J. Rooney, Ph.D., CPA Copyright © 2016 by McGraw-Hill.
Capital Budgeting Decisions
Chapter 26 CAPITAL BUDGETING Chapter 26: Capital Budgeting.
Capital Budgeting Decisions
© 2008 The McGraw-Hill Companies, Inc., All Rights Reserved.
Capital Expenditure Decisions
Lecture: 6 Course Code: MBF702
Planning for Capital Investments
Long-Term (Capital Investment) Decisions
Capital Budgeting Decisions
Capital Budgeting Decisions
Capital Budgeting Decisions Chapter 11
Capital Budgeting Decisions
Capital Budgeting Decisions
Capital Budgeting Decisions Chapter 11
AMIS 3300 Capital Budgeting.
Presentation transcript:

Capital Budgeting Capital Budgeting: How managers plan significant outlays on projects that have long-term implications (such as the purchase of new equipment or introduction of new products). Next Page Click Here

Methods for Capital Budgeting Decisions Methods which do not consider the time value of money: * Payback Method * Simple Rate of Return Method that does consider the time value of money: * Net Present Value (NPV) Method covered here Next Page Click Here

Time Value of Money Business investments extend over long periods of time. Investments that promise returns earlier in time are preferable to those that promise returns later in time. As such, the time value of money must be considered. A dollar today is worth more than a dollar a year from now since a dollar received today can be invested - yielding more than a dollar a year from now. Next Page Click Here

Typical Cash Outflows Repairs and maintenance Incremental operating costs Initial investment Working capital Next Page Click Here

Typical Cash Inflows Reduction of costs Salvage value Incremental revenues Release of working capital Next Page Click Here

The Net Present Value Method To determine net present value: * Calculate the present value of cash inflows, * Calculate the present value of cash outflows, * Subtract the present value of the outflows from the present value of the inflows. * Apply the general decision rule. Next Page Click Here

The Net Present Value Method General decision rule... Next Page Click Here

Choosing a Discount (or Hurdle)Rate The firms cost of capital is usually regarded as the most appropriate choice for the discount (or hurdle) rate. The cost of capital is the average rate of return the company must pay to its long-term creditors and stockholders for the use of their funds. Next Page Click Here

Simple Illustration of the NPV Method Carver Hospital is considering the purchase of an attachment for its X-ray machine. No investments are made unless they have an annual return of at least 10%. Next Page Click Here

Present Value of Initial Investment Since the initial investment takes place immediately, the present value of the initial investment equals the outflow. Start with the present value of the initial investment(s): Next Page Click Here

Present Value of Cash Inflows Present value of an annuity of $1 table Present value of an annuity of $1 table An annuity Calculate the present value(s) of the other cash flows: x = Discount (or Hurdle) Rate Next Page Click Here

Illustration of the NPV Method Because the net present value is equal to zero, the investment provides exactly a 10% return. Determine the NPV of the cash flows (subtract the present value(s) of the cash outflow(s) from the present value(s) of the cash inflow(s)): Next Page Click Here Apply general decision rule:

Another Illustration Lester Company has been offered a five year contract to provide component parts for a large manufacturer: At the end of year 5, the working capital will be released for use elsewhere. Lester Company uses a discount (or hurdle) rate of 10%. Next Page Click Here

Present Value of Initial Investments Start with the present value of the initial investment(s): Since the initial investments (the investment in the equipment and the working capital needed) take place immediately, the present values equal those outflows. Next Page Click Here

Present Values of Other Cash Flows Present value of an annuity of $1 factor for 5 years at 10%. Annual net cash inflows from operations: Calculate the present value of the other cash flows: Next Page Click Here An annuity x =

Present Value of Other Cash Flows Present value of $1 factor for 3 years at 10%. Calculate the present value of the other cash flows, continued: Cash outflow to reline equipment at end of year 3 Next Page Click Here A single payment x =

Present Value of Other Cash Flows Present value of $1 factor for 5 years at 10%. Calculate the present value of the other cash flows, continued: Cash inflows from sale of equipment and release of working capital at end of year 5 Next Page Click Here Single payments x = x =

Apply General Decision Rule The project has a positive net present value (that is, its return is greater than 10%); accept the project. Determine the NPV of the cash flows (subtract the present value(s) of the cash outflow(s) from the present value(s) of the cash inflows)): Next Page Click Here Apply general decision rule: