1. Capital Budgeting Decisions

2. What is Capital Budgeting? The process of identifying, analyzing, and selecting investment projects whose returns (cash flows) are expected to extend beyond one year.

3. Capital Expenditure includes:  Cost of acquisition of permanent assets as land and building, plant and machinery, goodwill etc.  Cost of addition, expansion, improvement or alteration in fixed assets.  Cost of replacement of permanent assets.  Research and development project cost, etc.

4. Few Definitions on CB: Charles T. Horngreen “ Capital Budgeting is long term planning for making and financing proposed capital outlays”. Richard and Greenlaw “ Capital Budgeting as acquiring inputs with long term returns”.

5. Need and Importance of Investment Decisions Larger Investments Long Term Commitments of Funds Irreversible Nature Long term effect on profitability Difficulties of Investment Decisions National Importance

6. Process

7. Capital Budgeting Process Identification of Investment Proposal Screening of Investment Proposal Evaluation of various proposals – Independent proposals – Contingent or dependent proposals – Mutually exclusive proposals Fixing Priorities Final Approval and Preparation of capital Expenditure Budget Implementing Proposal Performance Review

8. Types of Investment/Cap Budgeting Decisions One classification is as follows: – Expansion of existing business – Expansion of new business – Replacement and modernisation Yet another useful way to classify investments is as follows: – Mutually exclusive investments – Capital Rationing Decisions – Accept and Reject Decisions (Independent)

9. Investment Evaluation Criteria Three steps are involved in the evaluation of an investment: – Estimation of cash flows – Estimation of the required rate of return (the opportunity cost of capital) – Application of a decision rule for making the choice

10. Investment Decision Rule It should maximise the shareholders’ wealth. It should consider all cash flows to determine the true profitability of the project. It should provide for an objective and unambiguous way of separating good projects from bad projects. It should help ranking of projects according to their true profitability. It should recognise the fact that bigger cash flows are preferable to smaller ones and early cash flows are preferable to later ones. It should be a criterion which is applicable to any conceivable investment project independent of others.

11. Evaluation Criteria or Methods of Capital Budgeting Non-discounted (Traditional Methods): – Payback Period (PB) – Discounted Payback Period (DPB) – Accounting Rate of Return (ARR) Discounted (Time-adjusted Methods): – Net Present Value (NPV) – Internal Rate of Return (IRR) – Profitability Index (PI)

12. Payback Method Payback is the number of years required to recover the original cash outlay invested in a project If the project generates constant annual cash inflows, the payback period can be computed by dividing cash outlay by the annual cash inflow. That is:

13. Formula Assume that a project requires an outlay of Rs 50,000 and yields annual cash inflow of Rs 12,500 for 7 years. The payback period for the project is: Payback=50000/12500 = 4 years

14. Payback Method Unequal cash flows In case of unequal cash inflows, the payback period can be found out by adding up the cash inflows until the total is equal to the initial cash outlay.

15. Acceptance Rule The project would be accepted if its payback period is less than the maximum or standard payback period set by management. As a ranking method, it gives highest ranking to the project, which has the shortest payback period and lowest ranking to the project with highest payback period.

16. Discounted Payback Period The discounted payback period is the number of periods taken in recovering the investment outlay on the present value basis. The discounted payback period still fails to consider the cash flows occurring after the payback period.

17. Accounting Rate of Return Method The accounting rate of return is the ratio of the average after-tax profit divided by the average investment. The average investment would be equal to half of the original investment if it were depreciated constantly. A variation of the ARR method is to divide average earnings after taxes by the original cost of the project instead of the average cost.

18. Acceptance Rule This method will accept all those projects whose ARR is higher than the minimum rate established by the management and reject those projects which have ARR less than the minimum rate. This method would rank a project as number one if it has highest ARR and lowest rank would be assigned to the project with lowest ARR.

19. Net Present Value (NPV) Cash flows of the investment project should be forecasted based on realistic assumptions. Appropriate discount rate should be identified to discount the forecasted cash flows. The appropriate discount rate is the project’s opportunity cost of capital. Present value of cash flows should be calculated using the opportunity cost of capital as the discount rate. The project should be accepted if NPV is positive (i.e., NPV > 0).

20. Net Present Value Method Net present value should be found out by subtracting present value of cash outflows from present value of cash inflows. The formula for the net present value can be written as follows

21. Present value of Rupee one Year6 % 7 %8 %9 %10 %11 %12 %13%14 % 1.9434.9345.9259.917409090.90090.8928.8850.8772 2.89000.8734.8573.8417.8265.8116.7972.7831.7695 3.8397.8163.7938.7722.7512.7318.7118.6930.6750 4.7920.7629.7350.7084.6830.6587.6355.6133.5921 5.7472.7130.6806.6499.6209.5934.5674.5428.5194

22. Calculating Net Present Value Assume that Project X costs Rs 2,500 now and is expected to generate year-end cash inflows of Rs 900, Rs 800, Rs 700, Rs 600 and Rs 500 in years 1 through 5. The opportunity cost of the capital may be assumed to be 10 per cent.

23. Acceptance Rule Accept the project when NPV is positive NPV > 0 Reject the project when NPV is negative NPV < 0 May accept the project when NPV is zero NPV = 0 The NPV method can be used to select between mutually exclusive projects; the one with the higher NPV should be selected.

24. Problem : A company has to consider the following project: Cash inflows: – Year 1 1000 – Year 2 1000 – Year 32000 – Year 410000 Compute the net present value if the opportunity cost is 14 %

25. Calculation of NPV YearCash inflowsPresent valuePV of inflows 110000.877877 210000.769769 320000.6751350 4100000.5925920 Total PV of inflows 8916 Less: outflows10000 NPV- 1084

26. A Firm whose cost of capital is 10 % is considering 2 mutually exclusive projects X and Y. the details of which are as follows: Compute the net present value at 10 %, profitability index and IRR of the two projects. YearProject XProject Y Cost0100000 Cash inflows11000050000 22000040000 33000020000 44500010000 56000010000

27. Delhi machinery manufacturing company wants to replace the manual operations by new machine. There are two alternative models X and Y of the new machine. Using payback period, suggest the most profitable investment. Ignore taxation. Machine XMachine Y Original investment900018000 Estimated life45 Estimated savings in cost500800 Estimated savings in wages60008000 Additional cost of maintenance 8001000 Additional cost of supervision 12001800

28. Solution: Machine XMachine Y Estimated savings in cost500800 Wages60008000 Total savings65008800 Additional cost of maintenance 8001000 Supervision12001800 Total cost20002800 Net inflows (annual)45006000 Outflows900018000 Payback period2 Years3 Years

29. Solution Cash flowsPVF(10 %,n)Total PV YearProject XProject Y.XY 110000500000.909909045450 22000040000.8271652033040 33000020000.7512253015020 44500010000.683307356830 56000010000.621372606210 Total PV116135106550 Less: Cash Inflows 100000 Net Present Value 161356550 `

30. Machine A costs Rs 100000 payable immediately. Machine B costs 120000 half payable immediately and half payable in one year’s time. The cash receipts are as follows: At 7 % opportunity cost, which machine should be selected on the basis of NPV. YearMachine AMachine B 120000- 260000 34000060000 43000080000 520000-

31. Solution (machine B is better) Machine A Machine B YearCash flowsPVF(7%)PV(rs)Cash flowsPVF(7%)PV(rs) 0-1000001.000-100000-600001.000-60000 1200000.93518700-600000.93556100 2600000.87352380600000.87352380 3400000.81632640600000.81648960 4300000.76322890800000.76361040 5200000.71314260--- NPV4087046280

32. NPV Strengths: Time Value Time Value Considers all cash flows Considers all cash flows Based on cash flows Based on cash flows Weaknesses: Discount rate difficult to determine Discount rate difficult to determine Ignores the difference in initial cash outflows Ignores the difference in initial cash outflows Difficult calculation Difficult calculation

33. Internal Rate of Return Method The internal rate of return (IRR) is the rate that equates the investment outlay with the present value of cash inflow received after one period. This also implies that the rate of return is the discount rate which makes NPV = 0.

34. IRR Solution Minimum Rate + NPV at lower rate Diff of both rates NPV at higher –NPV at lower X

35. Internal Rate of Return Strengths: – Accounts for TVM – Considers all cash flows – Less subjectivity Weaknesses: Weaknesses: Assumes all cash flows reinvested at the IRR – Difficulties with project rankings and Multiple IRRs

36. Profitability Index Method It is also called as Benefit-Cost Ratio. It is the relationship between present value of cash inflows and the present value of cash outflows. Profitability Index = Present Value of Cash Inflows Present Value of Cash Outflows