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Chapter Three: Opportunity Cost of Capital and Capital Budgeting

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63 views20 pages

Chapter Three: Opportunity Cost of Capital and Capital Budgeting

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muudey sheikh
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© © All Rights Reserved
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Chapter Three

Opportunity Cost of Capital and Capital


Budgeting

McGraw-Hill/Irwin Copyright © 2009 by The McGraw-Hill Companies, Inc. All Rights Reserved.
Outline of Chapter 3
Opportunity Cost of Capital and Capital
Budgeting
 Opportunity Cost of Capital
 Interest Rate Fundamentals
 Capital Budgeting: The Basics
 Capital Budgeting: Some Complexities
 Alternative Investment Criteria

3-2
Opportunity Cost of Capital
Opportunity cost of capital: benefits of investing capital in a bank
account that is forgone when that capital is invested in some
other alternative.

Importance for decision making: when expected cash flows occur in


different time periods.

Capital budgeting: analysis of investment alternatives involving


cash flows received or paid over time.

Capital budgeting is used for decisions about replacing equipment,


lease or buy, and plant acquisitions.

3-3
Time Value of Money

A dollar today is worth more than a dollar tomorrow, because you could
invest the dollar today and have your dollar plus interest tomorrow.

Value at end
Alternative of one year
A. Invest $1,000 in bank account earning
5 percent per year $1,050
B. Invest $1,000 in project returning $1,000 in one year $1,000

Alternative B forgoes the $50 of interest that could have been earned
from the bank account. The opportunity cost of selecting
alternative B is $1,050.

3-4
Present Value Concept

Since investment decisions are being made now at beginning of


the investment period, all future cash flows must be converted
to their equivalent dollars now.

Beginning-of-year dollars  (1  Interest rate) = End-of-year dollars

Beginning-of-year dollars = End-of-year dollars(1  Interest rate)

3-5
Interest Rate Fundamentals

FV = Future Value
PV = Present Value
r = Interest rate per period (usually per year)
n = Periods from now (usually years)

Future Value of a single flow: FV = PV (1 + r)n

Present Value of a single flow: PV = FV(1 + r)n

Discount factor = 1 (1 + r)n


3-6
Interest Rate Fundamentals
Present value of a perpetuity (a stream of equal
periodic payments for infinite periods)
PV = FV r

Present value of an annuity (a stream of equal


periodic payments for a fixed number of years)
PV = (FV r ) { 1 – [1 (1 + r)n]}

Multiple cash flows per year - see text.


3-7
NPV Basics

1. Identify after-tax cash flows for each period


2. Determine discount rate
3. Multiply by appropriate present-value factor (single or annuity) for
each cash flow. PV factor is 1.0 for cash invested now
4. Sum of the present values of all cash flows = net present value (NPV)
5. If NPV 0, then accept project
6. If NPV < 0, then reject project

NPV is also known as discounted cash flow (DCF).

See examples.

3-8
Some Factors are Difficult to
Quantify, but Important to Consider
 Consider the example of Sue Koerner’s
considering returning to school to get an
MBA degree.
 How would you account for the additional
utility Sue would receive from the prestige
of earning an advanced degree?
 Could you apply the concept of an
indifference point?
 What other approaches might be helpful?
3-9
Capital Budgeting - Warnings

1. Discount after-tax cash flows, not accounting earnings


Cash can be invested and earn interest. Accounting earnings include
accruals that estimate future cash flows.

2. Include working capital requirements


Consider cash needed for additional inventory and accounts
receivable.

3. Include opportunity costs but not sunk costs


Sunk costs are not relevant to decisions about future alternatives.

4. Exclude financing costs


The firm’s opportunity cost of capital is included in the discount rate.

3-10
Adjustment for Risk

Discount risky projects at a higher discount rate than safe projects


= Risk-free rate of interest on government bonds
+ Risk premium associated with project i
= Risk-adjusted discount rate for project i

(Determining the appropriate discount rate is covered in a corporate


finance course. In most problems in the managerial accounting course,
the discount rate is given.)

Use expected cash flows rather than highest or lowest cash flow that could
occur
Example: If cash flow could be $100 or $200 with equal probability,
then expected cash flow is $150.

3-11
Adjustment for Inflation

If inflation exists in the economy, then the discount rate should


be adjusted for inflation.
rnominal = nominal interest rate with inflation
i = inflation rate
rreal = real interest rate if no inflation = riskless rate + risk
premium
(1 + rnominal ) = (1 + rreal ) (1 + i)
Solving: rnominal = rreal + i + (rreal  i )

1. Restate future cash flows into nominal dollars (after inflation)


2. Discount cash flows with nominal interest rate
3-12
After-Tax Cash Flow(ATCF) -
Concept
Determine cash flows after taxes

On the firm’s income tax return, they cannot fully deduct the
cost of a capital investment in the year purchased. Instead
firms depreciate the investment over several years at the
rate allowed by the tax law.

Time Cash flow


Beginning of project Cash to acquire assets

Future years Depreciation deduction on tax return


reduces future tax payments
(depreciation tax shield)
3-13
ATCF - Definitions

t = Tax rate (tax refund rate if negative income)


R = Revenue in one year (assume all cash)
E = All cash expenses in one year (excludes depreciation)
D = Depreciation allowed in one year on income tax return

Tax expense for one year


TAX= (R - E - D)  t

After-tax cash flow for year


ATCF = R - E - Tax
= R - E - (R - E - D)  t = (R - E)(1 - t) + Dt

3-14
ATCF - Equivalent Methods

1. Separate tax computation


ATCF = (Cash flow before tax) - TAX
= ( R - E ) - (R - E - D)  t

2. Depreciation tax shield


ATCF = (After-tax cash flow without depreciation) + Depreciation
tax shield
= ( R - E ) (1 - t) + D  t

3. Financial accounting income after tax and add back non-cash


expenses
ATCF = (Accounting income after tax) + (Non-cash expenses)
= (R - E - D) (1 - t) + D
3-15
Alternative Capital Budgeting
Methods
Methods that consider time value of money:
1. Discounted cash flow (DCF), also known as
net present value (NPV) method
2. Internal rate of return (IRR)
Methods that do not consider time value of
money:
3. Payback method
4. Accounting rate of return on investment (ROI)
3-16
Alternative: Payback Method

Payback = the time required until cash inflows from a project


equal the initial cash investment.
Rank projects by payback and accept those with shortest
payback period

Advantages of payback method:


 Simple to explain and compute

Disadvantages of payback method:


 Ignores time value of money (when is cash received within
payback period)
 Ignores cash flows beyond end of payback period

3-17
Alternative: Accounting Return
(ROI)
Average annual accounting income from project
 Average annual investment in the project
= Return on investment (ROI)

Average annual investment = (Initial investment + Salvage


value at end) 2

Advantages of ROI method:


 Simple to explain and compute using financial statements

Disadvantages of payback method:


 Ignores time value of money (when is cash received within
payback period)
 Accounting income is often not equal to cash flow

3-18
Alternative: Internal Return (IRR)

Internal rate of return (IRR) is the interest rate that equates the present
value of future cash flows to the cash outflows.
By definition: PV = FV (1 + irr)
Solution for a single cash flow: irr = (FV PV) - 1

Comparison of IRR and DCF/NPV methods


 Both consider time value of cash flows
 IRR indicates relative return on investment
 DCF/NPV indicates magnitude of investment’s return
 IRR can yield multiple rates of return
 IRR assumes all cash flows reinvested at project’s constant IRR
 DCF/NPV discounts all cash flows with specified discount rate

3-19
Capital Budgeting in Practice

See Table 3-11.

DCF/NPV has become the most commonly used


capital budgeting method for evaluating new and
replacement projects in large US corporations.

“Urgency,” such as governmental mandates, is still a


significant cause for approving replacement
projects.
3-20

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