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CAPITAL BUDGETING
DR
IRR
DCF
AAR
PI
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CB = Capital Budgeting
NPV = Net Present Value
CF = After Tax Cash flows at
Time t
r
= Required Rate of Return
Discount Rate
Internal Rate of Return
Discounted Cash Flows
Average Accounting Rate of Return
Profitability Index
1. INTRODUCTION
CB is a process of decision making on capital projects (project with a life of a
year or more).
Classification of CB Projects
Replacement Projects
Expansion Projects
Other Projects
If replacement is
to just maintain
business, no
careful analysis is
required.
If replacement is to
enhance efficiency,
very detailed
analysis.
size of business.
More uncertainties
than replacement
decisions.
Decisions
considered more
carefully.
More uncertain
than expansion
projects.
More complex &
involve more
people in decision
making.
Required by a govt.
agency, insurance
company or some
other external
party.
May generate no
revenue.
Some projects
escape capital
budgeting analysis.
These are either
pet projects or so
risky that these are
difficult to analyze.
NPV =
()
outlay.
DR that makes PV of future after-tax CF equal to that of investment outlay (one investment outlay).
IRR =
(
= outlay.
No. of years required to recover the original investment in a project (based on CF).
It ignores time value of money, risk of project & CF after payback period is reached.
Measure of payback & liquidity & not profitability.
Simple and very easy to explain.
No decision rule like NPV or IRR.
No. of years it takes for cumulative DCF from a project to equal the original investment.
If project has negative NPV, usually no discounted payback period.
It considers time value of money & risk within discounted payback period.
Ignores CF after discounted payback period I reached.
Not a good measure of profitability & possibility of negative CF after discounted payback period.
Advantage easy to understand & calculate.
Disadvantages based on accounting numbers, not CF, does not account for time value of
money & no sound cutoff that distinguishes b/w profitable & unprofitable investments.
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= 1 +
PI is ratio of PV of future CF & initial investment while NPV is difference b/w these two.
Investment decision rule = invest if PI 1.0
Also called benefit-cost ratio in govt & not-for- profit organizations.
4.7 NPV Profile
Single & independent conventional projects no conflict b/w decision rule for NPV & IRR.
Mutually exclusive projects criteria sometimes disagree (choose project based on NPV).
NPV assumes more realistic reinvestment rate assumption.
NPV shows amount of gain as currency amount while IRR gives a rate of return.
Several other methods in 4 stead of NPV & IRR are heavily used (e.g. in European countries, payback period).
U.S. companies are larger and companies prefer NPV & IRR over payback period.
Private companies use payback period more frequently.
Companies managed by an MBA preference for DCF techniques.
NPV criterion most directly related to stock prices.
Value of company = value of existing investment + PV of future investments.
Impact of investment on stock price depends on whether profitability is more or less than expected.
CB process demonstrates two things about quality of management.
Degree to which management purses goal of shareholders wealth maximization.
Effectiveness in pursuing that goal.