# Chapter 18. Web Extension: Percentage Cost Analysis, Leasing Feedback, and Leveraged Leases

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1 Chapter 18 Web Extension: Percentage Cost Analysis, Leasing Feedback, and Leveraged Leases Percentage Cost Analysis Anderson s lease-versus-purchase decision from Chapter 18 could also be analyzed using the percentage cost approach. Here we know the after-tax cost of debt, 6.0 percent, so we can find the after-tax cost rate implied in the lease contract and compare it with the cost of the loan. Signing a lease is similar to signing a loan contract the firm has the use of equipment, but it must make a series of payments under either type of contract. We know the rate built into the loan; it is 6.0 percent after taxes for Anderson. There is an equivalent cost rate built into the lease. If the equivalent after-tax cost rate in the lease is less than the after-tax interest rate on the debt, then there is an advantage to leasing. Table 18E-1 sets forth the cash flows needed to determine the equivalent loan cost. Here is an explanation of the table: 1. The net cost to purchase the equipment, which is avoided if Anderson leases, is shown on Line 1 as a positive cash flow (an inflow) at Year 0. If Anderson leases, it avoids having to pay the net purchase price for the equipment the lessor pays that cost so Anderson saves \$10 million. That is a positive cash flow at Year Next, we must determine what Anderson must give up (or pay back ) if it leases. As we saw earlier, Anderson must make annual lease payments of \$2,750,000, which amount to \$1,650,000 on an after-tax basis. These amounts are reported as cash outflows on Line 2, Years 0 through If Anderson elects to lease, it will give up the right to depreciate the asset. The lost depreciation tax savings, which represent an opportunity cost of leasing, are shown as outflows on Line 3, Years 1 through If Anderson decides to lease rather than borrow and buy, it will avoid the maintenance cost of \$500,000 per year, or \$300,000 after taxes. This is shown on Line 4 as an inflow, or benefit of leasing. 5. Finally, if Anderson leases the equipment, it will give up the net aftertax residual value of \$840,000. This is also an opportunity cost of leasing, and it is shown on Line 5 as an outflow in Year 5.

2 18E-2 Chapter 18 Web Extension: Percentage Cost Analysis, Leasing Feedback, and Leveraged Leases Table 18E-1 Anderson Equipment Company: IRR Analysis (Thousands of Dollars) Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 1. Avoided net purchase price \$10, After-tax lease payment (1,650) (\$1,650) (\$1,650) (\$1,650) (\$1,650) 3. Lost depreciation tax savings (800) (1,280) (760) (480) (\$440) 4. Avoided after-tax maintenance cost Lost after-tax residual value (840) 6. Net cash flow \$ 8,650 (\$2,150) (\$2,630) (\$2,110) (\$1,830) (\$1,280) NPV a 5 t 0 NCF t (1 r L ) t 0 when r L IRR 5.5%. 6. Line 6 is a time line of the annual net cash flows. If Anderson leases, there is an inflow at Year 0 followed by outflows in Years 1 to 5. Note that the Line 6 net cash flows are simply the net cash flows of leasing rather than buying. By entering the cash flows on Line 6 into the cash flow register of a calculator and then pressing the IRR button, we can find the IRR for the stream; it is 5.5 percent, and this is the equivalent after-tax cost rate implied in the lease contract. If Anderson leases, it is using up \$10 million of its debt capacity, and the implied cost rate is 5.5 percent. Since this cost rate is less than the 6.0 percent after-tax cost of a regular loan, this IRR analysis confirms the NPV analysis: Anderson should lease rather than buy the equipment. The NPV and IRR approaches will always lead to the same decision. Thus, one method is as good as the other from a decision standpoint. 1 Feedback Effect on Capital Budgeting Up to now, we have assumed that the potential lessee has already made a firm decision to acquire the new equipment. Thus, the lease analysis was conducted only to determine whether the equipment should be leased or purchased. However, if the cost of leasing is less than the cost of debt, it is possible for projects formerly deemed unacceptable to become acceptable. To illustrate this point, assume that Anderson s target capital structure calls for 50 percent debt and 50 percent common equity, that Anderson s cost of debt, r d, is 10 percent, and that its cost of equity, r s, is 15 percent. Thus, Anderson s weighted average cost of capital is WACC 0.5(10%)(0.60) 0.5(15%) 0.5(6.0%) 0.5(15%) 10.5%. Further, assume that the firm s initial capital budgeting analysis on this equipment, using a 10.5 percent project cost of capital for average-risk projects, resulted in an NPV of \$50,000. As we saw in the preceding section, the after-tax cost of leasing for this project is 5.5 percent, compared with 1 Note that the net cash flows shown on Line 6 are the incremental cash flows to Anderson if it leases rather than borrows and buys. Thus, the NPV of these flows is the net advantage to leasing. When discounted at a rate of 6.0 percent, the NPV of the Line 6 flows is \$103,389, which, except for a rounding difference, is the same as we obtained in the Table 18-2 NPV analysis.

3 Chapter 18 Web Extension: Percentage Cost Analysis, Leasing Feedback, and Leveraged Leases 18E-3 Anderson s after-tax cost of debt of 6.0 percent. Thus, this project can be financed at a lower cost than other projects that involve equipment that cannot be leased. What should we do now? There are two possible polar positions, depending on Anderson s opportunity to substitute lease financing for regular debt financing: 1. The debt component of all projects can be financed by leasing on similar terms. In this case, Anderson should never borrow all debt financing should come from leasing. If it had a capital budget of \$100 million, and if its optimal capital structure called for 50 percent debt, then it should lease assets with a cost of \$50 million and finance the remainder with equity. All projects should be evaluated at a WACC based on the debt cost implied in the lease contracts, 5.5 percent in our example. Thus for all average-risk projects, WACC for use in capital budgeting 0.5(5.5%) 0.5(15%) 10.25%. Anderson s capital budgeting director should now recalculate the project s NPV using a cost of capital of percent versus the average project cost of capital, ignoring leasing, of 10.5 percent. Assume that the project s NPV is now \$20,000. The availability of lease financing has made the project acceptable. 2. The project under consideration is unique it is the only one for which favorable lease terms are available. In this case, with the further assumption that the cost of the project does not exceed the company s incremental debt capacity, the NPV of the project for capital budgeting purposes should be determined as follows: Adjusted NPV NPV based on regular WACC NAL from Table 18-2, \$50,000 \$104,000 \$54,000. Here the firm has enough debt capacity to finance the project entirely by leasing, so the firm will get the entire NAL. (If all projects were suitable for leasing, they still could not all be leased because some equity would be required. Therefore, under the conditions of the preceding paragraph, this procedure would not be appropriate.) The entire NAL should be allocated to this project. All other projects should be evaluated on the basis of the WACC with regular debt. If neither polar position holds, or if different projects can be leased on different lease terms with different equivalent loan rates, then no simple rule can be used. Note, though, that as a practical matter we rarely need to go into the feedback effects of leasing on capital budgeting in the first place, because few projects that are not acceptable under one financing method would be acceptable under another. Given all the uncertainties about capital budgeting cash flows, few managers would change their minds about the acceptability of a project as a result of a few basis points change in the WACC. Still, for certain types of businesses the availability of lease financing could make the difference in the go/no-go decision. Therefore, it is important for financial managers to know how leasing might affect capital budgeting analysis.

4 18E-4 Chapter 18 Web Extension: Percentage Cost Analysis, Leasing Feedback, and Leveraged Leases Leveraged Lease Analysis When leasing began, only two parties were involved in a lease transaction the lessor, who put up the money, and the lessee. In recent years, however, a new type of lease, the leveraged lease, has come into widespread use. Under a leveraged lease, the lessor arranges to borrow part of the required funds, generally giving the lender a first mortgage on the plant or equipment being leased. The lessor still receives the tax benefits associated with accelerated depreciation. However, the lessor now has a riskier position, because of the use of financial leverage. Such leveraged leases, often with syndicates of wealthy individuals seeking tax shelters acting as owner-lessors, are an important part of the financial scene today. Incidentally, whether or not a lease is leveraged is not important to the lessee; from the lessee s standpoint, the method of analyzing a proposed lease is unaffected by whether or not the lessor borrows part of the required capital. The example in Table 18E-1 is not set up as a leveraged lease. However, it would be easy enough to modify the analysis if the lessor borrows all or part of the required \$10 million, making the transaction a leveraged lease. First, we would add a set of lines to Table 18E-1 to show the financing cash flows. The interest component would represent another tax deduction, while the loan repayments would constitute additional cash outlays. The initial cost of the asset would be reduced by the amount of the loan. With these changes made, a new NPV and IRR could be calculated and used to evaluate whether or not the lease represents a good investment. To illustrate, assume that the lessor can borrow \$5 million of the \$10 million net purchase price at a rate of 9 percent on a five-year simple interest loan. Table 18E-2 contains the lessor s leveraged lease NPV analysis. The NPV of the leveraged lease investment based on the net cash flows shown on Line 3 is \$26,000, which is the same as the \$26,000 NPV for the unleveraged lease. Note, though, that the lessor has spent only \$3.65 million on this lease. Therefore, the lessor could invest in a total of 2.37 similar leveraged leases for the same \$8.65 million investment required to finance a single unleveraged lease, producing a total net present value of 2.37(\$26,000) \$61,620. The effect of leverage on the lessor s return is also reflected in the leveraged lease s IRR. The IRR is that discount rate which equates the sum of the present values of the Line 3 cash flows to zero. We find the IRR of the lever- Table 18E-2 Leveraged Lease Analysis (Thousands of Dollars) Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 1. Net cash flow from Table 18E-1 (\$8,650) \$2,150 \$2,630 \$2,110 \$1,830 \$1, Leveraging cash flows a 5,000 (270) (270) (270) (270) (5,270) 3. Net cash flow (\$3,650) \$1,880 \$2,360 \$1,840 \$1,560 (\$3,990) NPV a 5 t 0 NCFt t \$26 when r 5.4%. (1 r) a The lessor borrows \$5 million at t 0 and repays it at t 5. Interest expense, payable at the end of each year, is 0.09(\$5,000) \$450, but it is tax deductible, so the after-tax interest cash flow is \$450(1 T) \$450(0.6) \$270.

5 Chapter 18 Web Extension: Percentage Cost Analysis, Leasing Feedback, and Leveraged Leases 18E-5 aged lease to be about 8.5 percent, which is substantially higher than the 5.5 percent after-tax return on the unleveraged lease. 2 Typically, leveraged leases provide lessors with higher expected rates of return (IRRs) and higher NPVs per dollar of invested capital than unleveraged leases. However, such leases are also riskier for the same reason that any leveraged investment is riskier. Because leveraged leases are a relatively new development, no standard methodology has been developed for analyzing them in a risk/return framework. However, sophisticated lessors are now developing Monte Carlo simulations similar to those described in Chapter 12. Then, given the apparent riskiness of the lease investment, the lessor can decide whether the returns built into the contract are sufficient to compensate for the risk involved. 2 Note two additional points concerning the leveraged lease analysis. First, in this situation, leveraging had no impact on the lessor s per-lease NPV. This is because the cost of the loan to the lessor (5.4 percent after taxes) equals the discount rate, and hence the leveraging cash flows are netted out on a present value basis. Second, the leveraged lease has multiple IRRs, one at 0.0 percent and another at approximately 8.5 percent. Leveraged leases frequently have two IRRs.

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