Chapter 10 Learning Objectives

Slides:



Advertisements
Similar presentations
Chapter 7 Learning Objectives
Advertisements

McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.
Chapter 13 Learning Objectives
1 PowerPointPresentation by PowerPoint Presentation by Gail B. Wright Professor Emeritus of Accounting Bryant University © Copyright 2007 Thomson South-Western,
Copyright © 2002 Pearson Education, Inc. Slide 1.
Cost volume profit analysis
Chapter 19 Financing and Valuation Principles of Corporate Finance
Cost Behavior, Operating Leverage, and Profitability Analysis
Introduction to Management Science, Modeling, and Excel Spreadsheets
McGraw-Hill/Irwin © 2006 The McGraw-Hill Companies, Inc., All Rights Reserved. 1.
Analysis of Cost, Volume, and Pricing to Increase Profitability
Chapter 1 The Study of Body Function Image PowerPoint
Copyright © 2011, Elsevier Inc. All rights reserved. Chapter 5 Author: Julia Richards and R. Scott Hawley.
1 Copyright © 2010, Elsevier Inc. All rights Reserved Fig 2.1 Chapter 2.
Jeopardy Q 1 Q 6 Q 11 Q 16 Q 21 Q 2 Q 7 Q 12 Q 17 Q 22 Q 3 Q 8 Q 13
Jeopardy Q 1 Q 6 Q 11 Q 16 Q 21 Q 2 Q 7 Q 12 Q 17 Q 22 Q 3 Q 8 Q 13
1 Options. 2 Options Financial Options There are Options and Options - Financial options - Real options.
Financial and Managerial Accounting
Operations Management For Competitive Advantage © The McGraw-Hill Companies, Inc., 2001 C HASE A QUILANO J ACOBS ninth edition 1 Strategic Capacity Management.
Chapter 9 Capital Budgeting Techniques
Introduction to Cost Behavior and Cost-Volume Relationships
Chapter 10 Project Cash Flows and Risk
Cost-Volume-Profit Relationships
Capacity Planning For Products and Services
Capacity Planning For Products and Services
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter Eleven Cost Behavior, Operating Leverage, and CVP Analysis.
Fundamental Managerial Accounting Concepts
1 Financiering Jeroen E. Ligterink 2001.
Chapter McGraw-Hill/Irwin Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. 4 Long-Term Financial Planning and Growth.
Chapter 5 Test Review Sections 5-1 through 5-4.
25 seconds left…...
Week 1.
We will resume in: 25 Minutes.
1 Chapter 13 Weighing Net Present Value and Other Capital Budgeting Criteria McGraw-Hill/Irwin Copyright © 2012 by The McGraw-Hill Companies, Inc. All.
Chapter 14 Short-Term Financial Planning. Copyright ©2014 Pearson Education, Inc. All rights reserved.14-1 Learning Objectives 1.Use the percent of sales.
Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved. McGraw-Hill/Irwin Management Accounting: A Business Partner Chapter 16.
Capital Budgeting. Cash Investment opportunity (real asset) FirmShareholder Investment opportunities (financial assets) InvestPay dividend to shareholders.
Chapter 9 Project Analysis Chapter Outline
CORPORATE FINANCIAL THEORY Lecture 3. Interest Rate Cash Flow Interest Rate and Cash Flow - REALITY Is not guaranteed Has many different sources.
Incremental Cash Flows
A Project Is Not a Black Box Chapter 10. Topics Covered  Sensitivity Analysis  Break Even Analysis  Monte Carlo Simulation  Decision Trees.
The McGraw-Hill Companies, Inc., 2000
10- 1 McGraw Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All rights reserved Fundamentals of Corporate Finance Sixth Edition Richard.
4. Project Investment Decision-Making
Chapter 10 Project Analysis
Project Analysis and Evaluation
Chapter McGraw-Hill/Irwin Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved. 11 Project Analysis and Evaluation.
Copyright © 2003 McGraw Hill Ryerson Limited 8-1 prepared by: Carol Edwards BA, MBA, CFA Instructor, Finance British Columbia Institute of Technology Fundamentals.
McGraw-Hill/Irwin Copyright © 2008 by The McGraw-Hill Companies, Inc. All rights reserved. 11 Project Analysis and Evaluation.
Ch11. Project Analysis and Evaluation. 1) Scenario and other what-if analyses Actual cash flows and projected cash flows. Forecasting risks (estimation.
© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Project Analysis and Evaluation Chapter Eleven.
© 2003 The McGraw-Hill Companies, Inc. All rights reserved. Project Analysis and Evaluation Chapter Eleven Prepared by Anne Inglis, Ryerson University.
1 Practical Problems in Capital Budgeting Lecture 3 Fall 2010 Advanced Corporate Finance FINA 7330 Ronald F. Singer.
Chapter 9 Project Analysis Fundamentals of Corporate Finance
Risk Analysis, Real Options, and Capital Budgeting
Chapter 10 Principles of Corporate Finance Eighth Edition A Project is Not A Black Box Slides by Matthew Will Copyright © 2006 by The McGraw-Hill Companies,
CORPORATE FINANCE III ESCP-EAP - European Executive MBA 24 Nov a.m. London Project Appraisal-Dealing with uncertainty I. Ertürk Senior Fellow in.
A Project Is Not a Black Box Principles of Corporate Finance Sixth Edition Richard A. Brealey Stewart C. Myers Lu Yurong Chapter 10 McGraw Hill/Irwin.
Chapter 11 Project Analysis and Evaluation McGraw-Hill/Irwin Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.
© 2012 McGrawHill Ryerson Ltd.Chapter ..and Possible Solutions ◦ Sensitivity Analysis  Analysis of the effects of changes in sales, costs, etc.
9-1 Copyright  2007 McGraw-Hill Australia Pty Ltd PPTs t/a Fundamentals of Corporate Finance 4e, by Ross, Thompson, Christensen, Westerfield & Jordan.
Chapter 11 Principles PrinciplesofCorporateFinance Ninth Edition Project Analysis Slides by Matthew Will Copyright © 2008 by The McGraw-Hill Companies,
10 Project analysis McGraw-Hill/Irwin
Lecture 03.0 Project analysis Copyright © 2006 by The McGraw-Hill Companies, Inc. All rights reserved McGraw-Hill/Irwin.
Using Discounted Cash Flow Analysis to Make Investment Decisions Project Analysis By : Else Fernanda, SE.Ak., M.Sc. ICFI.
Chapter 9 Principles of Corporate Finance Eighth Edition Capital Budgeting and Risk Slides by Matthew Will, adopted by Craig Mayberry Copyright © 2006.
Unless otherwise noted, the content of this course material is licensed under a Creative Commons Attribution-Noncommercial-Share Alike 3.0 License.
Project Analysis Slides by Matthew Will.
Fundamentals of Corporate Finance
The McGraw-Hill Companies, Inc., 2000
Presentation transcript:

Chapter 10 Learning Objectives 1. Appreciate the practical problems of capital budgeting in large corporations. 2. Use sensitivity, scenario, and break-even analyses to see how project profitability would be affected by an error in your forecasts. 3. Understand why an overestimate of sales is more serious for projects with high operating leverage. 4. Recognize the importance of managerial flexibility in capital budgeting.

Project Analysis Chapters 8 and 9 develop a framework for project analysis. This chapter analyzes the robustness of a project’s value by asking some “What If” Questions. Chapter 10 Outline How Firms Organize the Investment Process Some “What If” Questions Sensitivity Analysis Scenario Analysis Break Even Analysis Real Options and the Value of Flexibility 2

Capital Budget Capital Budget – A list of planned investment projects. Capital Budget - The list of planned investment projects. 4

Capital Budgeting: The Decision Process Stage 1: The Capital Budget Stage 2: Project Authorization Outlays required by law or company policy Maintenance or cost reduction Capacity expansion in existing business Investment for new products Capital Budget - The list of planned investment projects. 4

Potential Capital Budgeting Problems Ensuring forecasts are consistent Eliminating conflicts of interest Reducing forecast bias Proper selection criteria (NPV and others) 5

What-if Testing Sensitivity Analysis - Analysis of the effects on project profitability of changes in sales, costs, etc. Scenario Analysis – Analysis given a particular combination of assumptions. Simulation Analysis - Estimation of the probabilities of different possible outcomes. Break-Even Analysis - Analysis of the level of sales at which the company breaks even. Sensitivity Analysis - Analysis of the effects on project profitability of changes in sales, costs, etc. Scenario Analysis - Project analysis given a particular combination of assumptions. Simulation Analysis - Estimation of the probabilities of different possible outcomes. Break-Even Analysis - Analysis of the level of sales at which the company breaks even. 6

Why is sensitivity analysis useful? Analysis of the effects on project profitability of changes in sales, costs, etc. Why is sensitivity analysis useful? Sensitivity Analysis - Analysis of the effects on project profitability of changes in sales, costs, etc. 6

Sensitivity Analysis - Example Base Case: Expected cash flows from a new project (with 8% Opportunity Cost of Capital; 40% average tax rate; variable costs are a constant 80% of sales; all numbers in $000s) Calculate: NPV = $1,382.47 IRR = 12.7% Payback Period = 6 years Profitability Index = .256 NPV = IRR = Payback Period = Profitability Index = 8

Sensitivity Analysis - Example Possible Range of Variables 9

Sensitivity Analysis: Changing Sales (with 8% Opportunity Cost of Capital; 40% average tax rate; variable costs are a constant 80% of sales; all numbers in $000s) Pessimistic Case—Sales = $14,000 Optimistic Case—Sales = $18,000         Note: It is recommended for practice that students calculate the other valuation techniques learned in Chapter 8 (IRR, etc)                 NPV = -$426 NPV = $3,191 8

Sensitivity Analysis: Changing Fixed Costs (with 8% Opportunity Cost of Capital; 40% average tax rate; variable costs are a constant 80% of sales; all numbers in $000s) Pessimistic Case—Fixed Costs = $2,500 Optimistic Case—Fixed Costs = $1,500         Note: It is recommended for practice that students calculate the other valuation techniques learned in Chapter 8 (IRR, etc)                 NPV = -$878 NPV = $3,643 8

Limits to Sensitivity Analysis Ambiguous How do you consistently define “optimistic” or “pessimistic”? Interrelatedness of variables 6

Scenario Analysis Scenario Analysis – Project analysis given a particular combination of assumptions. Why is it useful? Simulation Analysis – Estimation of the probabilities of different possible outcomes, e.g., from an investment project. Scenario Analysis - Project analysis given a particular combination of assumptions. Simulation Analysis –Estimation of the probabilities of different possible outcomes, e.g., from an investment project. Why is it useful? 6

Scenario Analysis: Introducing Competition Assume that it will take two years for competition to enter the market. At this time, sales drop 10% and variable costs increase to 82% (increased labor demand). What happens to NPV under this scenario? Base Case – No Competition Scenario – Introduce Competition 14,400             NPV = $1,382 NPV = -$717 8

Break-Even Analysis Break-Even Analysis - Analysis of the level of sales at which the project breaks even. Why is this useful? Break-even Analysis – Analysis of the level of sales at which the project breaks even. 12

Break-Even Analysis – Example (with 8% Opportunity Cost of Capital; 40% average tax rate; variable costs are a constant 80% of sales; all numbers in $000s) Determine the number of units that must be sold in order to break even, on an NPV basis. Suppose each unit has a price point of $45,000 All other variables are at their base case levels 13

Break-Even Point: Accounting Break-Even Point (Accounting) - The break-even point is the number of units sold where net profits = $0. What does the accounting break-even point not account for? 14

Break-Even Point: Finance NPV Break-Even Point (Finance): How can we find the present value of future cash flows? As long as cash flows are equal each year, we can use the Annuity Factor. NPV break-even point – Level of sales at which project net present value becomes positive. 14

Break-Even Analysis Recall: the break-even point is the number of units sold where NPV = $0. Note: Think back to discussion of economic value added (EVA) in Chapter 4. A project that breaks even on a present value basis will have a positive accounting profit but zero economic value added. In other words, it will just cover all its costs, including the cost of capital. Note: The NPV break-even level of sales will be greater than the accounting break-even level of sales. Why? 14

Operating Leverage Operating Leverage - Degree to which costs are fixed. Degree of Operating Leverage (DOL) - Percentage change in profits given a 1% change in sales. Operating Leverage – Degree to which costs are fixed. Degree of Operating Leverage (DOL) – Percentage change in profits given a 1% change in sales. 16

Operating Leverage: Why is it useful? Operating Leverage – Degree to which costs are fixed. Degree of Operating Leverage (DOL) – Percentage change in profits given a 1% change in sales. 6

Degree of Operating Leverage: Example Operating Leverage – Degree to which costs are fixed. Degree of Operating Leverage (DOL) – Percentage change in profits given a 1% change in sales. 18

Real Options Option to expand Option to abandon Timing option Flexible production facilities Real Options – Options to invest in, modify or dispose of a capital investment project 19

Real Options & the Value of Flexibility Decision Trees – Diagram of sequential decisions and possible outcomes. Decision trees help companies determine their options by showing various choices and outcomes. The option to avoid a loss or produce extra profit has value. The ability to create an option has value that can be bought or sold. Decision Trees – Diagram of sequential decisions and possible outcomes. 19

Decision Trees: Example Success Test New Product (Invest $200,000) Pursue project NPV=$2million Failure Stop project NPV=0 Decision Trees – Diagram of sequential decisions and possible outcomes. Don’t Test New Product NPV=0