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N
T
k
t
1
) 1 (
1
DF =
the amount by which cash flows received in the
future lose value
DISCOUNT FACTOR
Discount Factor for cash flows discounted for one year at 10%
DF=1/1.10 =.909
Discount Factor for cash flows discounted for two years at 5%
DF=1/(1.05)
2
= .952
NPV- EXAMPLE
PV= (CFAT)/(1+R)
N
+ (CFAT)/(1+R)
N+1
PV =(100)/(1.10)
1
+ (100)/(1.10)
2
PV= (100)(.909) + (100)(.826)
PV= 173.50
SUBTRACT NET
INVESTMENT
Net investment is the initial cash outlay for
the project
Discounted Cash Flow - I nvestment= NPV
Decision Rule: If NPV> 0, Accept Project
NPV - EXAMPLE
IF NINV IS $150, THEN;
NPV = $173.50 - 150 = $23.50
INTERNAL RATE OF
RETURN
NINV
R
CFAT
N
T
T
1
) 1 (
The interest rate that equates DCF with Net Investment
$100/(1+ R)
1
+ $100/(1+R)
2
= $150
IRR = .10
PAYBACK PERIOD (PB)
PB = NET INVESTMENT/ANNUAL CASH FLOWS
PB = $150/$100 = 1.50 YEARS
PROFITABILITY INDEX
PI= PV of CASH FLOWS
NINV
PI = $90.90 + $82.60
$150
= 1.16
Management 290
business policy
exercise
Calculate the net present value of a project with a net investment
of $20,000 for equipment and an additional net working capital
investment of $5,000 at time zero.
The project is expected to generate net cash flows of $7,000 per
year over a 10 year period. In addition the working capital will be
recovered at the end of the tenth year.
The required rate of return on the project is 11%. What is the
meaning of the computed net present value figure.
SOLUTION TO CAPITAL
BUDGETING PROBLEM
NET INVESTMENT = $20,000 + $5,000 = $25,000
CASH FLOW AFTER TAX = $7,500/year
THEREFORE; CFAT for ten years =
N
) 11 . 1 ( / 7500 $
10
1
= $7500(5.889) = $44168
AND, Recovery of Working Capital is; $5000/(1.11)
10
= $5000(.352) = $1760
NPV = -$25000 + $44168 + $1760 = $20,928
CLUB MED
THE BUSINESS THEY ARE IN;
They operated more than 100 villages in 36 countries
The 1970s image- a round trip ticket to sun,sea,, and sex
1997 loss was more than $230 million
They had lost family and younger segments
THE STRATEGIC PLAN -Three year, $580 million outlay;
Advertising campaign aimed at families
offer off-peak prices and packages
close unprofitable villages
renovate two-thirds of the remaining ones
CLUB MED
THE $58 MILLION PLAN;
$330 million in renovations (26 villages)
$180 million for marketing and advertising
$70 million for working capital
THE FINANCING;
Issue $70 million in common stock
Borrow $270 million in short term notes (from bank)
Issue $140 million in debt (bonds)
CLUB MED
THE RESULTS;
European revenues rose 9.7% to $1 billion
Canned 70 of Club Meds middle managers
Fired 13 of 14 top managers
Cut $15 million from operating budget
Closed eight villages
In 1998, earned $30 million on revenues of $1.5 billion
Stock price recovered to $103 from $70 (1997)