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![Page 1: 8-1 Lecture 8: Net Present Value and Other Investment Criteria This lecture presents multiple valuation techniques used during the capital budgeting process.](https://reader035.fdocuments.us/reader035/viewer/2022062517/56649f325503460f94c4e5b5/html5/thumbnails/1.jpg)
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Lecture 8: Net Present Value and Other Investment Criteria
This lecture presents multiple valuation techniques used during the capital budgeting process.
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Net Present Value
Net Present Value - Present value of cash flows minus initial investments
Opportunity Cost of Capital - Expected rate of return given up by investing in a project
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Net Present Value
0
2
Terminology
Initial Cash Flow (often negative)
Cash Flow at time 1
Cash Flow at time 2
Cash Flow at time t
Time period of the investment
Opportunity cost of capital
l
t
C
C
C
C
t
r
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Net Present Value: Example 1Assume you plan to invest $1,000 today and will receive $600 each year for two years (assume the cash is received at the end of the year). What is the net present value if there is a 10% opportunity cost of capital?
C0 = $1,000
C1 = $600
C2 = $600
r = 0.10
1 2
$600 $600$1,000 $41.32
(1 .10) (1 .10)NPV
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Net Present Value: Example 2Assume you invest $1,000 today and will receive $1,200 in two years (assume the cash is received at the end of the 2nd year). What is the net present value if there is a 10% opportunity cost of capital?
C0 = ?
C1 = ?
C2 = ?
r = ?
1 2
$0 $1,200$1,000 $8.26
(1 .10) (1 .10)NPV
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Net Present Value Rule
Managers increase shareholders’ wealth by accepting all projects that are worth more than they cost. Therefore, managers should
accept all projects with a positive net present value.
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Using the NPV Rule to Chooseamong Projects
When choosing among mutually exclusive projects, calculate the NPV of each alternative and choose the highest positive-NPV project. Example: Consider two projects, assuming a 10% opportunity cost of capital.
Which project should be selected?
Challenges to the NPV Rule1.The Investment Timing Decision2.The Choice between Long and Short-Lived Equipment3.When to Replace an Old Machine
Project
Cash Flows
NPVC0 C1 C2
Project 1 - $1,000 $700 $500 $49.59
Project 2 - $1,000 $500 $700 $33.06
$49.59
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Investment TimingSometimes you have the ability to defer an investment and select a time that is more ideal at which to make the investment decision.
Example: A common example involves a tree farm. You may defer the harvesting of trees. By doing so, you defer the receipt of the cash flow, yet increase the cash flow. Assume an opportunity cost of capital of 10%.
Year Cost Sales Value NPV0 50 70 20 20.01 55 80 25 22.72 60 88 28 23.13 64 95 31 23.34 68 102 34 23.25 70 105 35 21.7
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Long- vs. Short-Lived Equipment: Equivalent Annual Annuity
The Choice between Long- and Short-lived Equipment:
Equivalent Annual Cost -
1 1(1 )
present value of cash flowsEAA =
annuity factort
Cash Flows
r r r
PV
• Equivalent Annual Annuity - The cash flow per period with the same present value as the cost of buying and operating a machine.
• Annuity Factor - The present value of $1 paid every year for each of t years.
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Equivalent Annual Annuity: Example
Given the following costs of operating two machines and an 8% cost of capital, select the lower-cost machine using the equivalent annual annuity method.
Project
Cash Flows
NPVC0 C1 C2 C3
Machine 1 - $3,000 -$800 -$800 -$800 -$5,062
Machine 2 - $2,000 -$1,300 -$1,300 -$4,318
Annuity Factor
2.577
1.783
EAA
-$1,964
-$2,422
Select Machine 1 because its EAA is less negative.
Equivalent Annual Annuity- The cash flow per period with the same present value as the cost of buying and operating a machine.
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Payback Method
Payback Period - Time until cash flows recover the initial investment of the project.
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Payback Rule
Says a project should be accepted if its payback period is less than a specified cutoff period.
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Example:
The three projects below are available. The company accepts all projects with a 2 year or less payback period. Show how this will impact your decision.
Payback Method: Example
Project
Cash Flows
Payback PeriodC0 C1 C2 C3
Project 1 - $1,000 $700 $500 1.6 years
Project 2 - $1,000 $500 $700 1.7 years
Project 3 - $1,000 $500 $700 $700 1.7 years
NPV (@ 10%)
$49.59
$33.06
$558.98
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Drawback of Payback Rule
1. Though Projects 1, 2 and 3 have payback periods less than 2 years, notice the differences in NPV.
2. The Payback Rule ignores the time value of money.
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Other Investment Criteria: IRRInternal Rate of Return (IRR) -
0
2
Terminology
Initial Cash Flow (typically negative)
Cash Flow at time 1
Cash Flow at time 2
Cash Flow at time t
Time period of the investment
Internal Rate of Return
l
t
C
C
C
C
t
IRR
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Internal Rate of Return: Example*
Project
Cash Flows
NPV (@ 10%)C0 C1 C2
Project 1 - $1,000 $700 $500 $49.59
Project 2 - $1,000 $500 $700 $33.06
IRR
13.90%
12.32%
1 2
Project 1
700 5000 1,000
(1 ) (1 )
13.90%
IRR IRR
IRR
1 2
Project 2
500 7000 1,000
(1 ) (1 )
12.32%
IRR IRR
IRR
* Calculating the IRR can be a laborious task. Fortunately, financial calculators and spreadsheets can perform this function easily. See Appendix A.
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Internal Rate of Return Rule
Managers increase shareholders’ wealth by accepting all projects which offer a rate of return that is higher than the opportunity cost of capital.
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NPV and Internal Rate of Return
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IRR vs. NPVLending or Borrowing?
Pitfall 1 - Lending or Borrowing?
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IRR vs. NPV:Mutually Exclusive Projects
Pitfall 2 - Mutually Exclusive Projects
Project C0 C1 C2 C3 IRR NPV@7%Initial Proposal -350,000 400,000 14.29% 23,832$
Revised Proposal -350,000 16,000 16,000 466,000 12.96% 59,323$
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IRR vs. NPVMultiple Rates of Return
Pitfall 3 – Multiple Rates of Return
This problem can be corrected using MIRR (modified internal rate of return). See Chapter 8 appendix for details.
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Other Investment Criteria:Profitability Index
NPVProfitability Index
Initial Investment
Project
Cash Flows
NPV (@ 10%)C0 C1 C2
Project 1 - $1,000 $700 $500 $49.59
Project 2 - $1,000 $500 $700 $33.06
Profitability Index
.0496
.0331
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Capital Rationing
Limit set on the amount of funds available for investment.
Soft Rationing – Limits on funds imposed by
management.
Hard Rationing – Limits on funds imposed by the lack of available funds in the capital market.
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Appendix A: IRR -- Financial Calculators and Excel
Calculating the IRR can be a laborious task. Fortunately, financial calculators and spreadsheets can perform this function easily. Consider the example “Project 1”:
HP-10B BAII Plus
-1,000 CFj CF
700 CFj 2nd{CLR Work}
500 CFj -1,000 ENTER
{IRR/YR} 700 ENTER
500 ENTER
IRR CPT
Calculating IRR by using a spreadsheet
Year Cash Flow Formula0 (1,000) IRR = 13.90% =IRR(B4:B6)1 700 2 500
All three methods generate an IRR of 13.90%.
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Appendix B: Capital Budgeting Techniques
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Appendix C: Valuation Technique Usage
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Project
Cash Flows
C0 C1 C2
Project A - 500 TL 400 TL 300 TL
Project B 1000 TL 500 TL 900 TL
Given the following structure of the project and an 10% cost of capital please select a more attractive project
NPV?Payback period?IRR?Profitability Index?