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Chapter 10 – More Capital Budgeting Key Sections: Guidelines for cash flows Classifications of cash flows –Explain why interest and depreciation not included Are different discount rates needed?
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Guidelines What will happen if the project is not carried out? Use after-tax cash flows, not accounting profits Only incremental cash flows count –Look at whole firm with and without project –Consider: sales captured from competitors, synergies and cannibalization
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More Guidelines Work in working capital requirements Incremental expenses – training, rearrangement Cash flows not affected by sunk costs Opportunity costs – give up something Are overhead costs incremental? Ignore interest expense
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Measuring Costs and Benefits Initial outlays – fully installed cost, less sale of old property and tax effect Differential cash flows – increased revenues/savings; adjusted for incremental tax effects; interest is excluded Terminal cash flows – cleanup, salvage, working capital recapture
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5 Initial Outlay Purchase price$30 Shipping 2 Installation 3 Employee training 2 Tax on sale of old machine 1 Increased inventory 5 Total outflows 43 Sale of old machine- 15 Initial outlay 28
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6 Differential Cash Flows Reduced salaries$10 Reduced fringe 1 Reduced defects 5 Increased maintenance -4 Increased depreciation NA Net savings 12 Less: tax effect -3 Annual cash flow 9
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7 Terminal Cash Flow Salvage Value $12 Tax impact-1 Cleanup/rearrangement-2 Reduced inventory 3 Terminal cash inflows +12
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Risk in Capital Budgeting Risk – potential variability in cash flows –Uncertain outcome but can apply judgmental probabilities Risk adjusted discount rate – adjusted upward to compensate for risk; lowers NPV IRR – cutoff rate increased
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Ford Motor Co. Approach “Normally, all investment proposals are expected to generate an after-tax, time- adjusted rate of return [= IRR] of at least __%. Proposals with higher than normal risk are expected to generate commensurately higher returns. For a number of overseas areas, the minimum return is higher than ___%.”
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