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Chapter 11 Capital Budgeting Techniques: Certainty and Risk Lawrence J. Gitman Jeff Madura Introduction to Finance.

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Presentation on theme: "Chapter 11 Capital Budgeting Techniques: Certainty and Risk Lawrence J. Gitman Jeff Madura Introduction to Finance."— Presentation transcript:

1 Chapter 11 Capital Budgeting Techniques: Certainty and Risk Lawrence J. Gitman Jeff Madura Introduction to Finance

2 11-1 Copyright © 2001 Addison-Wesley Capital Budgeting We will use one basic problem to illustrate all the techniques described in this chapter.  Onlab Company, a medium-sized metal fabricator is currently contemplating two projects: Project A requires an initial investment of $42,000, Project B an initial investment of $45,000. The projected relevant cash flows are presented in Table 11.1 and depicted on a time line in Figure 11.1 on the following slides.

3 11-2 Copyright © 2001 Addison-Wesley Capital Budgeting Techniques Table 11.1

4 11-3 Copyright © 2001 Addison-Wesley Capital Budgeting Techniques Figure 11.1

5 11-4 Copyright © 2001 Addison-Wesley Evaluation Techniques  Payback rule  net present value (NPV)  internal rate of return (IRR)  modified internal rate of return (MIRR)  profitability index

6 11-5 Copyright © 2001 Addison-Wesley The payback period simply measures how long (in years and/or months) it takes for a firm to recover its initial investment in a project. Decision Critera:  If the payback period is less than the maximum acceptable payback period, accept the project.  If the payback period is greater than the maximum acceptable payback period, reject the project. Payback Period

7 11-6 Copyright © 2001 Addison-Wesley Payback Period Pros and Cons of Payback  Widely used and simple to apply  It considers cash flows rather than accounting profits.  The appropriate payback requirement is a subjective number.  This approach fails to fully account for the time value of money.  It fails to recognize cash flows that occur after the required payback period

8 11-7 Copyright © 2001 Addison-Wesley Decision Criteria If NPV > 0, accept the project If NPV < 0, reject the project If NPV = 0, indifferent Net Present Value (NPV) Net present value is found by subtracting the present value of the after-tax outflows from the present value of the after-tax inflows.

9 11-8 Copyright © 2001 Addison-Wesley Net Present Value (NPV) Figure 11.2

10 11-9 Copyright © 2001 Addison-Wesley Using the Calculator - HP 10B Project B  clear the memory: [  ] [CLEAR ALL]  for CF 0, enter [45000] [+/-] [CF j ]  for CF 1, enter [28000] [CF j ]  repeat step 3 until all cash flows are entered  for the discount rate, enter [10] [I/YR]  to calculate NPV, enter [  ] [NPV]

11 11-10 Copyright © 2001 Addison-Wesley Using the Calculator – TI BA II Plus Project B  clear the memory: [CF] [2nd] [CLR Work]  CF 0 : [CF] [45000] [+/-] [ENTER] [  ]  CF 1 : [28000] [ENTER] [  ] [1] [ENTER] [  ]  repeat step 3 until all cash flows are entered  to enter discount rate: [NPV] [10] [ENTER] [  ]  To get the final answer [CPT] [NPV]

12 11-11 Copyright © 2001 Addison-Wesley Internal Rate of Return (IRR) The internal rate of return (IRR) is probably the most widely used capital budgeting technique. (IRR) is the discount rate that equates the present value of the outflows to the present value of the inflows. The IRR is the project’s intrinsic rate of return.

13 11-12 Copyright © 2001 Addison-Wesley Internal Rate of Return (IRR) Decision Criteria If IRR > k, accept the project If IRR < k, reject the project If IRR = k, indifferent

14 11-13 Copyright © 2001 Addison-Wesley Internal Rate of Return (IRR) Figure 11.3

15 11-14 Copyright © 2001 Addison-Wesley Using the Calculator - HP 10B Project B  clear the memory: [  ] [CLEAR ALL]  for CF 0, enter [200] [+/-] [CF j ]  for CF 1, enter [70] [CF j ]  repeat step 3 until all cash flows are entered  to calculate IRR, enter [  ] [IRR/YR]

16 11-15 Copyright © 2001 Addison-Wesley Using the Calculator – TI BA II Plus  clear the memory: [CF] [2nd] [CLR Work]  CF 0 : [CF] [200] [+/-] [ENTER] [  ]  CF 1 : [70] [ENTER] [  ] [1] [ENTER] [  ]  repeat step 3 until all cash flows are entered  to calculate IRR: [IRR] [CPT]  answer = 29%

17 11-16 Copyright © 2001 Addison-Wesley Problems with IRR Provides multiple IRRs when CF signs change more than once Assumes reinvestment rate equals IRR May provide incorrect results for mutually exclusive projects

18 11-17 Copyright © 2001 Addison-Wesley Decision Criteria  Independent: provides same result as NPV accept if IRR > RRR (cost of capital)  Mutually exclusive: may provide different results from NPV use NPV results

19 11-18 Copyright © 2001 Addison-Wesley Comparing NPV and IRR Conflicting Rankings  Ranking is important when projects are mutually exclusive or when capital rationing is necessary.  When projects are mutually exclusive, ranking enables a firm to determine which project is best from a financial viewpoint.  When capital rationing is necessary, ranking projects will provide a logical starting point for determining what group of projects to accept.

20 11-19 Copyright © 2001 Addison-Wesley Comparing NPV and IRR Table 11.3 Net Present Value Profile

21 11-20 Copyright © 2001 Addison-Wesley Comparing NPV and IRR Conflicting Rankings  This can be illustrated by graphically depicting the NPV profile as shown in Figure 11.4 below. Figure 11.4

22 11-21 Copyright © 2001 Addison-Wesley Behavioral Approaches for Dealing with Risk Sensitivity Analysis  Bigpaw Tire Company has a 10% cost of capital and is considering investing in one of two mutually exclusive projects A or B. Each project has a $10,000 initial cost and a useful life of 15 years.  As financial manager, you have provided pessimistic, most-likely, and optimistic estimates of the equal annual cash inflows for each project as shown in Table 11.5.

23 11-22 Copyright © 2001 Addison-Wesley Behavioral Approaches for Dealing with Risk Sensitivity Analysis Table 11.5

24 11-23 Copyright © 2001 Addison-Wesley Behavioral Approaches for Dealing with Risk Simulation  Simulation is a statistically based behavioral approach that applies predetermined probability distributions and random numbers to estimate risky outcomes.  By tying the various cash flow components together in a mathematical model and repeating the process, the financial manager can develop a probability distribution of projected returns as shown in Figure 11.5.

25 11-24 Copyright © 2001 Addison-Wesley Behavioral Approaches for Dealing with Risk Simulation Figure 11.5

26 11-25 Copyright © 2001 Addison-Wesley Behavioral Approaches for Dealing with Risk International Risk Considerations  Exchange rate risk refers to the danger that an unexpected change in the exchange rate between the dollar and the currency in which a project’s cash flows are denominated can reduce the value of the project.  Short-term exchange rate risk can be managed by hedging using instruments such as currency futures and options.  Long-term exchange rate risk can be minimized by financing the project in the local currency.

27 11-26 Copyright © 2001 Addison-Wesley Behavioral Approaches for Dealing with Risk International Risk Considerations  Political risk is much more difficult to protect against.  Therefore, it is important for managers to account for this risk before making an investment by adjusting project cash inflows or using risk-adjusted discount rates.  Other considerations in international capital budgeting include taxes and transfer pricing.  Finally, it is important that firms view international investments from a strategic view, rather than from a strictly financial perspective.

28 11-27 Copyright © 2001 Addison-Wesley Risk-Adjusted Discount Rates (RADR) The risk-adjusted discount rate (RADR) is the rate of return that must be earned on a given project to compensate the firm’s owners adequately. The higher the risk of a project, the higher the RADR, and therefore the lower the NPV for a given project.

29 11-28 Copyright © 2001 Addison-Wesley Risk-Adjusted Discount Rates (RADR) Onlab Company wishes to use the risk-adjusted discount rate approach to determine, according to NPV, whether to implement project A or B. Onlab’s management after much analysis has assigned a “risk index” of 1.6 to project A and 1.0 to project B. The associated RADR for Onlab’s various risk index measures is given on the following slide. Calculation and results are depicted in Figure 11.6.

30 11-29 Copyright © 2001 Addison-Wesley Risk-Adjusted Discount Rates (RADR)

31 11-30 Copyright © 2001 Addison-Wesley Risk-Adjusted Discount Rates (RADR) Figure 11.6

32 11-31 Copyright © 2001 Addison-Wesley Risk-Adjusted Discount Rates (RADR) The popularity of RADRs stems from two facts:  They are consistent with the general disposition of financial decision makers toward rates of return.  They are easily estimated and applied. In practice, firms often establish a number of risk classes with RADRs assigned to each class as illustrated in Table 11.6.

33 11-32 Copyright © 2001 Addison-Wesley Risk-Adjusted Discount Rates (RADR) Table 11.6

34 Chapter 11 End of Chapter Lawrence J. Gitman Jeff Madura Introduction to Finance

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