1. U8-1 UNIT 8 Project Valuation Should we build this plant?

2. U8-2 What is capital budgeting? Analysis of potential additions to fixed assets. Long-term decisions; involve large expenditures. Very important to firm’s future.

3. U8-3 Steps to capital budgeting 1. Estimate CFs (inflows & outflows). 2. Assess riskiness of CFs. 3. Determine the appropriate cost of capital. 4. Find NPV and/or IRR. 5. Accept if NPV > 0 and/or IRR > WACC.

4. U8-4 What is the difference between independent and mutually exclusive projects? Independent projects – if the cash flows of one are unaffected by the acceptance of the other. Mutually exclusive projects – if the cash flows of one can be adversely impacted by the acceptance of the other.

5. U8-5 Net Present Value (NPV) Sum of the PVs of all cash inflows and outflows of a project:

6. U8-6 What is Project L’s NPV? Year CF t PV of CF t 0-100 -$100 1 10 9.09 2 60 49.59 3 80 60.11 NPV L = $18.79 NPV S = $19.98

7. U8-7 Rationale for the NPV method NPV= PV of inflows – Cost = Net gain in wealth If projects are independent, accept if the project NPV > 0. If projects are mutually exclusive, accept projects with the highest positive NPV, those that add the most value. In this example, accept S if mutually exclusive (NPV s > NPV L ), and accept both if independent.

8. U8-8 Internal Rate of Return (IRR) IRR is the discount rate that forces PV of inflows equal to cost, and the NPV = 0: Use Excel’s IRR function.

9. U8-9 Rationale for the IRR method If IRR > WACC, the project’s return exceeds its costs and there is some return left over to boost stockholders’ returns. If IRR > WACC, accept project. If IRR < WACC, reject project. If projects are independent, accept both projects, as both IRR > WACC = 10%. If projects are mutually exclusive, accept S, because IRR s > IRR L.

10. U8-10 Comparing the NPV and IRR methods If projects are independent, the two methods always lead to the same accept/reject decisions. If projects are mutually exclusive … If WACC > crossover rate, the methods lead to the same decision and there is no conflict. If WACC < crossover rate, the methods lead to different accept/reject decisions.

11. U8-11 Reinvestment rate assumptions NPV method assumes CFs are reinvested at the WACC. IRR method assumes CFs are reinvested at IRR. Assuming CFs are reinvested at the opportunity cost of capital is more realistic, so NPV method is the best. NPV method should be used to choose between mutually exclusive projects. Perhaps a hybrid of the IRR that assumes cost of capital reinvestment is needed.

12. U8-12 What is the payback period? The number of years required to recover a project’s cost, or “How long does it take to get our money back?” Calculated by adding project’s cash inflows to its cost until the cumulative cash flow for the project turns positive.

13. U8-13 Calculating payback Payback L = 2 + / = 2.375 years CF t -100 10 60 Cumulative -100 -90 50 012 3 = 3080 -30 Project L’s Payback Calculation Payback L = 2.375 years Payback S = 1.600 years

14. U8-14 Strengths and weaknesses of payback Strengths Provides an indication of a project’s risk and liquidity. Easy to calculate and understand. Weaknesses Ignores the time value of money. Ignores CFs occurring after the payback period.

15. U8-15 Should a $50,000 improvement cost from the previous year be included in the analysis? No, the building improvement cost is a sunk cost and should not be considered. This analysis should only include incremental investment.

16. U8-16 If the facility could be leased out for $25,000 per year, would this affect the analysis? Yes, by accepting the project, the firm foregoes a possible annual cash flow of $25,000, which is an opportunity cost to be charged to the project. The relevant cash flow is the annual after- tax opportunity cost. A-T opportunity cost = $25,000 (1 – T) = $25,000(0.6) = $15,000

17. U8-17 What is real option analysis? Real options exist when managers can influence the size and riskiness of a project’s cash flows by taking different actions during the project’s life. Real option analysis incorporates typical NPV budgeting analysis with an analysis for opportunities resulting from managers’ decisions.

18. U8-18 What are some examples of real options? Investment timing options Abandonment/shutdown options Growth/expansion options Flexibility options