Capital Budgeting Decisions

Chapter 13

PowerPoint Authors:
Susan Coomer Galbreath, Ph.D., CPA
Charles W. Caldwell, D.B.A., CMA
Jon A. Booker, Ph.D., CPA, CIA
Cynthia J. Rooney, Ph.D., CPA
Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved.

13-2

Typical Capital Budgeting Decisions

Plant expansion

Equipment selection Equipment replacement

Lease or buy Cost reduction

 13-3

Typical Capital Budgeting Decisions

Capital budgeting tends to fall into two broad
categories.
1. Screening decisions. Does a proposed
project meet some preset standard of
acceptance?

2. Preference decisions. Selecting from

among several competing courses of action.

13-4

Time Value of Money

A dollar today is worth

more than a dollar a
year from now.

Therefore, projects that

promise earlier returns
are preferable to those
that promise later
returns.
 13-5

Time Value of Money

The capital
budgeting
techniques that best
recognize the time
value of money are
those that involve
discounted cash
flows.

13-6

Learning Objective 1

Evaluate the
acceptability of an
investment project using
the net present value
method.
 13-7

The Net Present Value Method

To determine net present value we . . .
▫ Calculate the present value of cash
inflows,
▫ Calculate the present value of cash
outflows,
▫ Subtract the present value of the
outflows from the present value of the
inflows.

13-8

The Net Present Value Method

If the Net Present
Value is . . . Then the Project is . . .
Acceptable because it promises
Positive . . . a return greater than the
required rate of return.

Acceptable because it promises

Zero . . . a return equal to the required
rate of return.

Not acceptable because it

Negative . . . promises a return less than the
required rate of return.
 13-9

The Net Present Value Method

Net present value analysis
emphasizes cash flows and not
accounting net income.
The reason is that
accounting net income is
based on accruals that
ignore the timing of cash
flows into and out of an
organization.

13-10

Typical Cash Outflows

Repairs and
maintenance

Working Initial
capital investment

Incremental
operating
costs
 13-11

Typical Cash Inflows

Salvage
value

Release of
Reduction
working
of costs
capital

Incremental
revenues

13-12

Recovery of the Original Investment

Depreciation is not deducted in computing
the present value of a project because . . .

▫ It is not a current cash outflow.

▫ Discounted cash flow methods automatically

provide for a return of the original investment.
 13-13

Recovery of the Original Investment

• Carver Hospital is considering the purchase of
an attachment for its X-ray machine.

No investments are to be made unless they

have an annual return of at least 10%.

Will we be allowed to invest in the attachment?

13-14

Recovery of the Original Investment

Present
Value of
Amount of 10% Cash
Item Year(s) Cash Flow Factor Flows
Initial investment (outflow) Now (3,170) 1.000 (3,170)
Annual cash inflows 1-4 $ 1,000 3.170 $ 3,170
Net present value $ -0-

Present Value of $1
Periods 10% 12% 14%
1 0.909 0.893 0.877 Present value
2 1.736 1.690 1.647 of an annuity
3 2.487 2.402 2.322
4 3.170 3.037 2.914 of $1 table
5 3.791 3.605 3.433
 13-15

Recovery of the Original Investment

(1) (2) (3) (4) (5)

Recovery of Unrecovered
Investment Investment Investment at
Outstanding Return on during the the end of the
during the Cash Investment year year
Year year Inflow (1)  10% (2) - (3) (1) - (4)
1 $ 3,170 $ 1,000 $ 317 $ 683 $ 2,487
2 2,487 1,000 249 751 1,736
3 1,736 1,000 173 827 909
4 909 1,000 91 909 0
Total investment recovered $ 3,170

This implies that the cash inflows are sufficient to recover the $3,170
initial investment (therefore depreciation is unnecessary) and to
provide exactly a 10% return on the investment.

13-16

Two Simplifying Assumptions

Two simplifying assumptions are usually made
in net present value analysis:

All cash flows other All cash flows

than the initial generated by an
investment occur at investment project
the end of periods. are immediately
reinvested at a rate of
return equal to the
discount rate.
 13-17

Choosing a Discount Rate

• The firm’s cost of capital is
usually regarded as the
minimum required rate of
return.

• The cost of capital is the

average rate of return the
company must pay to its
long-term creditors and
stockholders for the use of
their funds.

13-18

The Net Present Value Method

Lester Company has been offered a five year contract
to provide component parts for a large manufacturer.
Cost and revenue information
Cost of special equipment $160,000
Working capital required 100,000
Relining equipment in 3 years 30,000
Salvage value of equipment in 5 years 5,000
Annual cash revenue and costs:
Sales revenue from parts 750,000
Cost of parts sold 400,000
Salaries, shipping, etc. 270,000
 13-19

The Net Present Value Method

At the end of five years the working capital will
be released and may be used elsewhere by
Lester.

Lester Company uses a discount rate of 10%.

Should the contract be accepted?

13-20

The Net Present Value Method

Annual net cash inflow from operations

Sales revenue $ 750,000

Cost of parts sold (400,000)
Salaries, shipping, etc. (270,000)
Annual net cash inflows $ 80,000
 13-21

The Net Present Value Method

Cash 10% Present
Years Flows Factor Value
Investment in equipment Now $ (160,000) 1.000 $ (160,000)
Working capital needed Now (100,000) 1.000 (100,000)

Net present value

13-22

The Net Present Value Method

Cash 10% Present
Years Flows Factor Value
Investment in equipment Now $ (160,000) 1.000 $ (160,000)
Working capital needed Now (100,000) 1.000 (100,000)
Annual net cash inflows 1-5 80,000 3.791 303,280

Net present value

Present value of an annuity of $1

factor for 5 years at 10%.
 13-23

The Net Present Value Method

Cash 10% Present
Years Flows Factor Value
Investment in equipment Now $ (160,000) 1.000 $ (160,000)
Working capital needed Now (100,000) 1.000 (100,000)
Annual net cash inflows 1-5 80,000 3.791 303,280
Relining of equipment 3 (30,000) 0.751 (22,530)

Net present value

Present value of $1
factor for 3 years at 10%.

13-24

The Net Present Value Method

Cash 10% Present
Years Flows Factor Value
Investment in equipment Now $ (160,000) 1.000 $ (160,000)
Working capital needed Now (100,000) 1.000 (100,000)
Annual net cash inflows 1-5 80,000 3.791 303,280
Relining of equipment 3 (30,000) 0.751 (22,530)
Salvage value of equip. 5 5,000 0.621 3,105

Net present value

Present value of $1
factor for 5 years at 10%.
 13-25

The Net Present Value Method

Cash 10% Present
Years Flows Factor Value
Investment in equipment Now $ (160,000) 1.000 $ (160,000)
Working capital needed Now (100,000) 1.000 (100,000)
Annual net cash inflows 1-5 80,000 3.791 303,280
Relining of equipment 3 (30,000) 0.751 (22,530)
Salvage value of equip. 5 5,000 0.621 3,105
Working capital released 5 100,000 0.621 62,100
Net present value $ 85,955

Accept the contract because the project has a

positive net present value.

13-26

Quick Check 
Denny Associates has been offered a four-year contract to
supply the computing requirements for a local bank.
Cash flow information
Cost of computer equipment $ 250,000
Working capital required 20,000
Upgrading of equipment in 2 years 90,000
Salvage value of equipment in 4 years 10,000
Annual net cash inflow 120,000

• The working capital would be released at the end of the

contract.
• Denny Associates requires a 14% return.
 13-27

Quick Check 
What is the net present value of the contract with
the local bank?
a. $150,000
b. $ 28,230
c. $ 92,340
d. $132,916

13-28

Quick Check 
What is the net present value of the contract with
the local bank?
a. $150,000
b. $ 28,230
c. $ 92,340 Cash 14% Present
Years Flows Factor Value
d. $132,916
Investment in equipment Now $ (250,000) 1.000 $ (250,000)
Working capital needed Now (20,000) 1.000 (20,000)
Annual net cash inflows 1-4 120,000 2.914 349,680
Upgrading of equipment 2 (90,000) 0.769 (69,210)
Salvage value of equip. 4 10,000 0.592 5,920
Working capital released 4 20,000 0.592 11,840
Net present value $ 28,230
 13-29

Learning Objective 2

Evaluate the
acceptability of an
investment project using
the internal rate of
return method.

13-30

Internal Rate of Return Method

• The internal rate of return is the rate of return
promised by an investment project over its
useful life. It is computed by finding the
discount rate that will cause the net present
value of a project to be zero.

• It works very well if a project’s cash flows are

identical every year. If the annual cash flows
are not identical, a trial and error process
must be used to find the internal rate of
return.
 13-31

Internal Rate of Return Method

General decision rule . . .
If the Internal Rate of Return is . . . Then the Project is . . .

Equal to or greater than the minimum

Acceptable.
required rate of return . . .

Less than the minimum required rate

Rejected.
of return . . .

When using the internal rate of return,

the cost of capital acts as a hurdle rate
that a project must clear for acceptance.

13-32

Internal Rate of Return Method

• Decker Company can purchase a new
machine at a cost of $104,320 that will
save $20,000 per year in cash operating
costs.
• The machine has a 10-year life.
 13-33

Internal Rate of Return Method

Future cash flows are the same every year in this

example, so we can calculate the internal rate of
return as follows:

PV factor for the Investment required

=
internal rate of return Annual net cash flows

$104, 320 = 5.216

$20,000

13-34

Internal Rate of Return Method

Using the present value of an annuity of $1 table . . .
Find the 10-period row, move
across until you find the factor
5.216. Look at the top of the column
and you find a rate of 14%.

Periods 10% 12% 14%

1 0.909 0.893 0.877
2 1.736 1.690 1.647
. . . . . . . . . . . .
9 5.759 5.328 4.946
10 6.145 5.650 5.216
 13-35

Internal Rate of Return Method

• Decker Company can purchase a new machine
at a cost of $104,320 that will save $20,000 per
year in cash operating costs.
• The machine has a 10-year life.

The internal rate of return on

this project is 14%.

If the internal rate of return is equal to

or greater than the company’s required
rate of return, the project is acceptable.

13-36

Quick Check 
The expected annual net cash inflow from a
project is $22,000 over the next 5 years. The
required investment now in the project is
$79,310. What is the internal rate of return on
the project?
a. 10%
b. 12%
c. 14%
d. Cannot be determined
 13-37

Quick Check 
The expected annual net cash inflow from a
project is $22,000 over the next 5 years. The
required investment now in the project is
$79,310. What is the internal rate of return on
the project?
a. 10% $79,310/$22,000 = 3.605,
b. 12% which is the present value factor
c. 14% for an annuity over five years
when the interest rate is 12%.
d. Cannot be determined

13-38

Comparing the Net Present Value and

Internal Rate of Return Methods

• NPV is often simpler to

use.

• Questionable assumption:
▫ Internal rate of return
method assumes cash
inflows are reinvested at the
internal rate of return.
 13-39

Comparing the Net Present Value and

Internal Rate of Return Methods

• NPV is often simpler to

use.

• Questionable assumption:
▫ Internal rate of return
method assumes cash
inflows are reinvested at the
internal rate of return.

13-40

Expanding the Net Present Value

Method
To compare competing investment projects
we can use the following net present value
approaches:
1. Total-cost
2. Incremental cost
 13-41

The Total-Cost Approach

White Company has two alternatives:
1. remodel an old car wash or,
2. remove the old car wash and install a new one.
The company uses a discount rate of 10%.

New Car Old Car

Wash Wash
Annual revenues $ 90,000 $ 70,000
Annual cash operating costs 30,000 25,000
Annual net cash inflows $ 60,000 $ 45,000

13-42

The Total-Cost Approach

If White installs a new washer . . .
Cost $ 300,000
Productive life 10 years
Salvage value $ 7,000
Replace brushes
at the end of 6 years $ 50,000
Salvage of old equip. $ 40,000

Let’s look at the present value

of this alternative.
 13-43

The Total-Cost Approach

Install the New Washer
Cash 10%
Year Flows Factor Present Value
Initial investment Now $ (300,000) 1.000 $ (300,000)
Replace brushes 6 (50,000) 0.564 (28,200)
Annual net cash inflows 1-10 60,000 6.145 368,700
Salvage of old equipment Now 40,000 1.000 40,000
Salvage of new equipment 10 7,000 0.386 2,702
Net present value $ 83,202

If we install the new washer, the

investment will yield a positive net
present value of $83,202.

13-44

The Total-Cost Approach

If White remodels the existing washer . . .

Remodel costs $175,000

Replace brushes at
the end of 6 years 80,000

Let’s look at the present value

of this second alternative.
 13-45

The Total-Cost Approach

Remodel the Old Washer
Cash 10%
Year Flows Factor Present Value
Initial investment Now $ (175,000) 1.000 $ (175,000)
Replace brushes 6 (80,000) 0.564 (45,120)
Annual net cash inflows 1-10 45,000 6.145 276,525
Net present value $ 56,405

If we remodel the existing washer, we

will produce a positive net present
value of $56,405.

13-46

The Total-Cost Approach

Both projects yield a positive
net present value.
Net
Present
Value
Invest in new washer $ 83,202
Remodel existing washer 56,405
In favor of new washer $ 26,797

However, investing in the new washer will

produce a higher net present value than
remodeling the old washer.
 13-47

The Incremental-Cost Approach

Under the incremental-cost approach, only those

cash flows that differ between the two alternatives
are considered.

Let’s look at an analysis of the White Company

decision using the incremental-cost approach.

13-48

The Incremental-Cost Approach

Cash 10% Present
Year Flows Factor Value
Incremental investment Now $(125,000) 1.000 $(125,000)
Incremental cost of brushes 6 $ 30,000 0.564 16,920
Increased net cash inflows 1-10 15,000 6.145 92,175
Salvage of old equipment Now 40,000 1.000 40,000
Salvage of new equipment 10 7,000 0.386 2,702
Net present value $ 26,797

We get the same answer under either the

total-cost or incremental-cost approach.
 13-49

Quick Check 
Consider the following alternative projects. Each project
would last for five years.
Project A Project B
Initial investment $80,000 $60,000
Annual net cash inflows 20,000 16,000
Salvage value 10,000 8,000

The company uses a discount rate of 14% to evaluate

projects. Which of the following statements is true?

a. NPV of Project A > NPV of Project B by $5,230

b. NPV of Project B > NPV of Project A by $5,230
c. NPV of Project A > NPV of Project B by $2,000
d. NPV of Project B > NPV of Project A by $2,000

13-50

Cash 14% Present

Differences in cash flows Years Flows Factor Value

Quick Check 
Investment in equipment
Annual net cash inflows
Now
1-5
$ (20,000)
4,000
1.000
3.433
$ (20,000)
13,732
Salvage value of
Consider equip.
the 5
following alternative 2,000 0.519
projects. Each project 1,038
Difference in net present value $ (5,230)
would last for five years.
Project A Project B
Initial investment $80,000 $60,000
Annual net cash inflows 20,000 16,000
Salvage value 10,000 8,000

The company uses a discount rate of 14% to evaluate

projects. Which of the following statements is true?

a. NPV of Project A > NPV of Project B by $5,230

b. NPV of Project B > NPV of Project A by $5,230
c. NPV of Project A > NPV of Project B by $2,000
d. NPV of Project B > NPV of Project A by $2,000
 13-51

Least Cost Decisions

In decisions where revenues are not directly
involved, managers should choose the
alternative that has the least total cost from a
present value perspective.

Let’s look at the Home Furniture Company.

13-52

Least Cost Decisions

Home Furniture Company is trying to decide

whether to overhaul an old delivery truck now or
purchase a new one.

The company uses a discount rate of 10%.

 13-53

Least Cost Decisions

Here is information about the trucks . . .
Old Truck
Overhaul cost now $ 4,500
Annual operating costs 10,000
Salvage value in 5 years 250
Salvage value now 9,000

New Truck
Purchase price $ 21,000
Annual operating costs 6,000
Salvage value in 5 years 3,000

13-54

Least Cost Decisions

Buy the New Truck
Cash 10% Present
Year Flows Factor Value
Purchase price Now $ (21,000) 1.000 $ (21,000)
Annual operating costs 1-5 (6,000) 3.791 (22,746)
Salvage value of old truck Now 9,000 1.000 9,000
Salvage value of new truck 5 3,000 0.621 1,863
Net present value (32,883)

Keep the Old Truck

Cash 10% Present
Year Flows Factor Value
Overhaul cost Now $ (4,500) 1.000 $ (4,500)
Annual operating costs 1-5 (10,000) 3.791 (37,910)
Salvage value of old truck 5 250 0.621 155
Net present value (42,255)
 13-55

Least Cost Decisions

Home Furniture should purchase the new truck.

Net present value of costs

associated with purchase
of new truck $(32,883)
Net present value of costs
associated with overhauling
existing truck (42,255)
Net present value in favor of
purchasing the new truck $ 9,372

13-56

Quick Check 
Bay Architects is considering a drafting
machine that would cost $100,000, last four
years, provide annual cash savings of
$10,000, and considerable intangible
benefits each year. How large (in cash
terms) would the intangible benefits have to
be per year to justify investing in the
machine if the discount rate is 14%?
a. $15,000
b. $90,000
c. $24,317
d. $60,000
 13-57

Quick Check 
Cash 14% Present
Bay Architects isYears considering
Flows
a drafting
Factor Value
machine
Investment that would
in machine Now cost $100,000,
$ (100,000) last four
1.000 $ (100,000)
Annualyears,
net cashprovide
inflows annual
1-4 cash savings
10,000 2.914of 29,140
Annual intangible benefits 1-4 ? 2.914 ?
$10,000,
Net present value
and considerable intangible $ (70,860)
benefits each year. How large (in cash
terms)$70,860/2.914 = $24,317
would the intangible benefits have to
be per year to justify investing in the
machine if the discount rate is 14%?
a. $15,000
b. $90,000
c. $24,317
d. $60,000

13-58

Learning Objective 3

Evaluate an investment
project that has
uncertain cash flows.
 13-59

Uncertain Cash Flows – An Example

Assume that all of the cash flows related to an
investment in a supertanker have been
estimated, except for its salvage value in 20
years.
Using a discount rate of 12%, management has
determined that the net present value of all the
cash flows, except the salvage value is a
negative $1.04 million.

How large would the salvage value need to be to

make this investment attractive?

13-60

Uncertain Cash Flows – An Example

Net present value to be offset $1,040,000
= $ 10,000,000
Present value factor 0.104

This equation can be used to determine that

if the salvage value of the supertanker is at
least $10,000,000, the net present value of the
investment would be positive and therefore
acceptable.
 13-61

Real Options
Delay the start of Expand a project
a project. if conditions are
favorable.
Cut losses if
conditions are
unfavorable.
The ability to consider these real options adds value to many
investments. The value of these options can be quantified
using what is called real options analysis, which is beyond
the scope of the book.

13-62

Learning Objective 4

Rank investment
projects in order of
preference.
 13-63

Preference Decision – The Ranking of

Investment Projects
Screening Decisions Preference Decisions

Pertain to whether or Attempt to rank

not some proposed acceptable
investment is alternatives from the
acceptable; these most to least
decisions come first. appealing.

13-64

Internal Rate of Return Method

When using the internal rate of return
method to rank competing investment
projects, the preference rule is:

The higher the internal

rate of return, the
more desirable the
project.
 13-65

Net Present Value Method

The net present value of one project cannot
be directly compared to the net present
value of another project unless the
investments are equal.

13-66

Ranking Investment Projects

Project Net present value of the project
=
profitability Investment required
index
Project A Project B
Net present value (a) $ 1,000 $ 1,000
Investment required (b) $ 10,000 $ 5,000
Profitability index (a) ÷ (b) 0.10 0.20

The higher the profitability index, the

more desirable the project.
 13-67

Other Approaches to
Capital Budgeting Decisions

Other methods of making capital budgeting

decisions include:
1. The Payback Method.
2. Simple Rate of Return.

13-68

Learning Objective 5

Determine the payback

period for an
investment.
 13-69

The Payback Method

The payback period is the length of time that it
takes for a project to recover its initial cost out
of the cash receipts that it generates.

When the annual net cash inflow is the same

each year, this formula can be used to compute
the payback period:
Investment required
Payback period =
Annual net cash inflow

13-70

The Payback Method

Management at The Daily Grind wants to install
an espresso bar in its restaurant that
1. Costs $140,000 and has a 10-year life.
2. Will generate annual net cash inflows of
$35,000.

Management requires a payback period of 5 years

or less on all investments.

What is the payback period for the espresso bar?

 13-71

The Payback Method

Investment required
Payback period =
Annual net cash inflow

$140,000
Payback period = $35,000

Payback period = 4.0 years

According to the company’s criterion,

management would invest in the espresso bar
because its payback period is less than 5 years.

13-72

Quick Check 
Consider the following two investments:
Project X Project Y
Initial investment $100,000 $100,000
Year 1 cash inflow $60,000 $60,000
Year 2 cash inflow $40,000 $35,000
Year 14-10 cash inflows $0 $25,000
Which project has the shortest payback period?
a. Project X
b. Project Y
c. Cannot be determined
 13-73

Quick Check 
Consider the following two investments:
Project X Project Y
Initial investment $100,000 $100,000
Year 1 cash inflow $60,000 $60,000
Year 2 cash inflow $40,000 $35,000
Year 14-10 cash inflows $0 $25,000
Which project has the shortest payback period?
a. Project X
b. Project Y
c. Cannot be determined
• Project X has a payback period of 2 years.
• Project Y has a payback period of slightly more than 2 years.
• Which project do you think is better?

13-74

Evaluation of the Payback Method

Ignores the
time value
of money.

Short-comings
of the payback
period. Ignores cash
flows after
the payback
period.
 13-75

Evaluation of the Payback Method

Serves as
screening
tool.
Identifies
Strengths investments that
of the payback recoup cash
period. investments
quickly.
Identifies
products that
recoup initial
investment
quickly.

13-76

Payback and Uneven Cash Flows

When the cash flows associated with an
investment project change from year to year,
the payback formula introduced earlier cannot
be used.
Instead, the un-recovered investment must be
tracked year by year.
$1,000 $0 $2,000 $1,000 $500

1 2 3 4 5
 13-77

Payback and Uneven Cash Flows

For example, if a project requires an initial
investment of $4,000 and provides uneven net
cash inflows in years 1-5 as shown, the
investment would be fully recovered in year 4.

$1,000 $0 $2,000 $1,000 $500

1 2 3 4 5

13-78

Learning Objective 6

Compute the simple rate

of return for an
investment.
 13-79

Simple Rate of Return Method

Does not focus on cash flows -- rather it focuses on
accounting net operating income.

The following formula is used to calculate the simple

rate of return:
-
Simple rate Annual incremental net operating income
of return =
Initial investment*
*Should be reduced by any salvage from the sale of the old equipment

13-80

Simple Rate of Return Method

Management of The Daily Grind wants to install an
espresso bar in its restaurant that:
1. Cost $140,000 and has a 10-year life.
2. Will generate incremental revenues of
$100,000 and incremental expenses of
$65,000 including depreciation.

What is the simple rate of return on the investment

project?
 13-81

Simple Rate of Return Method

Simple rate $35,000

= = 25%
of return $140,000

13-82

Criticism of the Simple Rate of Return

Ignores the
time value
of money.

Short-comings
of the simple
The same project
rate of return.
may appear
desirable in some
years and
undesirable
in other years.
 13-83

Postaudit of Investment Projects

A postaudit is a follow-up after the project
has been completed to see whether or not
expected results were actually realized.