Chapter 7. Net Present Value and Other Investment Criteria

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1 Chapter 7 Net Present Value and Other Investment Criteria

2 7-2 Topics Covered Net Present Value Other Investment Criteria Mutually Exclusive Projects Capital Rationing

3 7-3 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

4 7-4 Net Present Value Example Suppose we can invest \$50 today & receive \$60 later today. What is our increase in value? Profit = - \$50 + \$60 = \$10 \$10 \$50 Added Value Initial Investment

5 7-5 Net Present Value Example Suppose we can invest \$50 today and receive \$60 in one year. What is our increase in value given a 10% expected return? Profit = = \$4.55 Initial Investment This is the definition of NPV \$4.55 \$50 Added Value

6 7-6 Net Present Value NPV = PV - required investment NPV = C + 0 C t ( 1 + r) t NPV = C + 0 C C C t ( 1+ r) 1 ( 1+ r) 2 ( 1+ r) t

7 7-7 Net Present Value Terminology C = Cash Flow t = time period of the investment r = opportunity cost of capital The Cash Flow could be positive or negative at any time period

8 7-8 Net Present Value Net Present Value Rule Managers increase shareholders wealth by accepting all projects that are worth more than they cost. Therefore, they should accept all projects with a positive net present value.

9 7-9 Net Present Value Example You have the opportunity to purchase an office building. You have a tenant lined up that will generate \$16,000 per year in cash flows for three years. At the end of three years you anticipate selling the building for \$450,000. How much would you be willing to pay for the building?

10 7-10 Net Present Value Example - continued \$466,000 \$450,000 \$16,000 \$16,000 \$16,000 Present Value ,953 13, ,395 \$409,323

11 7-11 Net Present Value Example - continued If the building is being offered for sale at a price of \$350,000, would you buy the building and what is the added value generated by your purchase and management of the building?

12 7-12 Net Present Value Example - continued If the building is being offered for sale at a price of \$350,000, would you buy the building and what is the added value generated by your purchase and management of the building? NPV NPV 16, , 000 = 350, (. 107) (. 107) = \$59, , (. 107)

13 7-13 Payback Method Payback Period - Time until cash flows recover the initial investment of the project. The payback rule specifies that a project be accepted if its payback period is less than the specified cutoff period. The following example will demonstrate the absurdity of this statement.

14 7-14 Payback Method Example The three project below are available. The company accepts all projects with a 2 year or less payback period. Show how this policy will impact our decision. Cash Flows Project C 0 C 1 C 2 C 3 Payback A ,249 B C

15 7-15 Payback Method The limitation of payback method: Payback does not consider any cash flows that arrive after the payback period Payback gives equal weight to all cash flows arriving before the cutoff period (an improved method is to calculate the discounted payback period) Usually the large construction projects inevitably have long payback periods * Therefore, payback method is most commonly used when the capital investment is small when the merits of the project is so obvious that formal analysis is unnecessary.

16 7-16 Internal Rate of Return Rate of Return Rule - Invest in any project offering a rate of return that is higher than the opportunity cost of capital. Rate of Return= C -investment 1 investment Internal Rate of Return (IRR) An average discount rate at which NPV = 0.

17 7-17 Internal Rate of Return Example You can purchase a building for \$350,000. The investment will generate \$16,000 in cash flows (i.e. rent) during the first three years. At the end of three years you will sell the building for \$450,000. What is the IRR on this investment?

18 7-18 Internal Rate of Return Example You can purchase a building for \$350,000. The investment will generate \$16,000 in cash flows (i.e. rent) during the first three years. At the end of three years you will sell the building for \$450,000. What is the IRR on this investment? 0 = 350, , , , ( 1 + IRR) ( 1 + IRR) ( 1 + IRR) IRR = 12.96%

19 7-19 Internal Rate of Return Calculating IRR by using a spreadsheet Year Cash Flow Formula 0 (350,000.00) IRR = 12.96% =IRR(B3:B7) 1 16, , ,000.00

20 7-20 Internal Rate of Return Calculating the IRR can be a laborious task. Fortunately, financial calculators can perform this function easily. Note the previous example. HP-10B EL-733A BAII Plus -350,000 CFj -350,000 CFi CF 16,000 CFj 16,000 CFi 2nd {CLR Work} 16,000 CFj 16,000 CFi -350,000 ENTER 466,000 CFj 466,000 CFi 16,000 ENTER {IRR/YR} IRR 16,000 ENTER All produce IRR= ,000 ENTER IRR CPT

21 7-21 Internal Rate of Return 200 NPV (,000s) Discount rate (%) IRR=12.96%

22 7-22 IRR and NPV The rate of return rule will give the same answer as the NPV rule as long as the NPV of a project declines smoothly (as the case in the previous slide) as the discounted rate increases

23 7-23 IRR vs. Opportunity Cost of Capital Internal Rate of Return measures the profitability of the project and only depends on the project s own cash flows The opportunity cost of capital is the standard for deciding whether to accept the project and is equal to the return offered by equivalent-risk investments in the capital market

24 7-24 Internal Rate of Return Pitfall 1 - Mutually Exclusive Projects IRR sometimes ignores the magnitude of the project The following two projects illustrate that problem

25 7-25 Internal Rate of Return Example You have two proposals to choice between. The initial proposal has a cash flow that is different than another one, which the cash inflow is brought by selling the building for \$400,000 at the end of the first year. Using IRR, which do you prefer? NPV = (1 + IRR) (1 + IRR) (1 + IRR) 3 = 0 = 12.96% NPV 400 = (1 + IRR) = 0 = 14.29%

26 7-26 Internal Rate of Return Example You have two proposals to choice between. The initial proposal has a cash flow that is different than another one, which the cash inflow is brought by selling the building for \$400,000 at the end of the first year. Using IRR, which do you prefer? Project C0 C1 C2 C3 IRR initial % -\$8000 \$59000 another % \$770 \$24000

27 7-27 Internal Rate of Return 50 NPV \$, 1,000s initial proposal another proposal IRR= 12.26% IRR= 12.96% IRR= 14.29% Discount rate, %

28 7-28 Internal Rate of Return If you want to maximize the value of your firm, projects that earn a good rate of return for a long time often have higher NPVs than those offer high percentage rates of return but die young

29 7-29 Internal Rate of Return Pitfall 2 - Lending or Borrowing? With some cash flows (ex. for borrowing) the NPV of the project increases as the discount rate increases, that is contrary to the normal relationship between NPV and discount rates Project C0 C1 IRR Lending % \$36.4 Borrowing % -\$36.4 * When NPV is higher as the discount rate increases, a project is acceptable only if its internal rate of return is less than the opportunity cost of capital

30 7-30 Internal Rate of Return Pitfall 3 - Multiple Rates of Return Certain cash flows can generate NPV=0 at two different discount rates The following cash flow generates NPV=0 at both 6% and 28% (p.194 Figure 7-4) C0 C1 C2 C3 C4 C5 IRR NPV % \$ % \$0 *When there are multiple changes in the sign of the cash flows, the IRR rule does not work, but the NPV rule always does

31 7-31 Mutually Exclusive Projects When you need to choose between mutually exclusive projects, the decision rule is simple. Calculate the NPV of each project, and from those options that have a positive NPV, choose the one whose NPV is highest.

32 7-32 Mutually Exclusive Projects Example Select one of the two following projects, based on highest NPV. System Faster C C C C NPV Slower assume 7% discount rate

33 7-33 Investment Timing Sometimes you have the ability to defer an investment and select a time that is more ideal at which to make the investment decision. 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.

34 7-34 Investment Timing Example You may purchase a computer anytime within the next five years. While the computer will save your company money, the cost of computers continues to decline. If your cost of capital is 10% and given the data listed below, when should you purchase the computer?

35 7-35 Investment Timing Example You may purchase a computer anytime within the next five years. While the computer will save your company money, the cost of computers continues to decline. If your cost of capital is 10% and given the data listed below, when should you purchase the computer? Year Cost PV Savings* NPV at Purchase NPV Today Date to purchase * The PV of the savings for the company at the time of purchase

36 7-36 Long- vs. Short-Lived Equipment Equivalent Annual Annuity - The cash flow per period which is with the same present value as the cost of buying and operating a machine. Equivalent annual annuity = present value of cash flows annuity factor

37 7-37 Equivalent Annual Annuity Example Given the following costs of operating two machines and a 6% cost of capital, select the lower cost machine using the lowest equivalent annual annuity method. Year Mach EAA D => E =>

38 7-38 Equivalent Annual Annuity Example (with a twist) Select one of the two following projects, based on highest equivalent annual annuity (r=9%). Project C0 C1 C2 C3 C4 A B NPV EAA

39 7-39 Capital Rationing Capital Rationing - Limit set on the amount of funds available for investment. Soft Rationing - Limits on available funds imposed by management. Hard Rationing - Limits on available funds imposed by the unavailability of funds in the capital market.

40 7-40 Profitability Index Profitability Index Ratio of present value to initial investment (NPV per dollar spent) Project C0 (Investment) C1 C2 Profitability Index L /3 =.33 M /5 =.20 N /7 =.43 O /6 =.33 P /4 =.25 * N O (=L) P M * If there is no soft or hard capital rationing, more NPVs will be preferred even when more dollars are spent * This rule cannot rank mutually exclusive projects

41 7-41 Summary A Comparison of Investment Decision Rules (p.201 Table 7-3) A recent survey found that 75% of firms either always or almost always use both NPV and IRR to evaluate projects Just over half of corporations will always or almost always compute a project s payback period Profitability index is routinely computed by about 12 % of firms

Net Present Value and Other Investment Criteria

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1. To calculate the payback period, we need to find the time that the project has recovered its initial investment. After three years, the project has created: \$1,300 + 1,500 + 1,900 = \$4,700 in cash flows.

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