Beruflich Dokumente
Kultur Dokumente
PAPER VII
SECTION I: FINANCIAL MANAGEMENT
INDEX
1. FINANCE
Sl. No.
1.
2.
3.
4.
TOPICS
Financial Management - An overview, an
understanding of basic terms / concept in
Finance.
Concept of Time Value of Money.
Capital Expenditure Decisions.
Project Appraisal and Control Techniques
making; and (ii) there. are key differences in viewpoints between them.
.
Accounting function is a necessary input into the finance function. That is,
accounting is a subfunction of finance. Accounting generates information/data
relating to operations/activities of the firm. The end-product of accounting
constitutes financial statements such as the balance sheet, the income statement
(profit and loss account) and the statement of changes in financial position/
sources and uses of funds statement/cash flow statement. The information
contained in these statements and reports assists financial managers in
assessing the past performance and future directions of the firm and in meeting
legal obligations, such as payment of taxes and so on. Thus, accounting and
finance are functionally closely related. Moreover, the finance (treasurer) and
accounting (controller) activities are typically within the control of the vicepresident/director (finance)/Chief financial officer (CFO) as shown in Fig. 1.2.
These functions are closely related and generally overlap; indeed, financial
management and accounting are often not easily distinguishable. In small firms
the controller often carries out the finance function and in large firms many
accountants are intimately involved in various finance activities.
But there are two key differences between finance and accounting. The first
difference relates to the treatment of funds, while the second relates to decision
making.
Treatment of Funds The viewpoint of accounting relating to the funds of the firm
is different from that of finance. The measurement of funds (income and
expenses) in accounting is based on the accrual principle/system. For instance,
revenue is recognised at the point of sale and not when collected. Similarly,
expenses are recognised when they are incurred rather than when actually paid.
The accrual-based accounting data do not reflect fully the financial
circumstances of the firm. A firm may be quite profitable in the accounting sense
in that it has earned profit (sales less expenses) but it may not be able to meet
current obligations owing to shortage of liquidity. due to uncollectable
receivables, for instance. Such a firm will not survive regardless of its levels of
profits.
,The viewpoint of finance relating to the treatment of funds is based on
cashflows. The revenues are recognised only when actually received in cash (Le.
cash inflow) and expenses are recognised on actual payment (Le. cash outflow).
This is so because the financial manager is concerned with maintaining solvency
of the firm by providing the cashflows necessary to satisfy its obligations and
acquiring and financing the assets needed to achieve the goals of the firm. Thus,
cashflow-based returns help financial managers avoid insolvency and achieve
the desired financial goals.
To illustrate, total sales of a trader during the year amounted to Rs 10,00,000
while the cost of sales was Rs 8,00,000. At the end of the year, it has yet to
collect Rs 8,00,000 from the customers. The accounting view and the financial
view of the firms performance during the year are given below.
Accounting View
View
(Income Statement)
Sales
Rs 2,00,000
Less: Cost
Rs 8,00,000
___________
Net Profit
outflow
Rs 6,00,000
Financial
Rs 10,00,000
Rs
8,00,000
_____________
Rs
2,00,000
Net cash
Financial
Primary Discipline
1. Investment analysis
2. Macroeconomics
2~ Working capital management:
3. Micro economics
3. Sources and cost of funds
4. Determination of capital structure
5. Dividend policy.
'
6. Analysis of risks and returns
Other Relates Discipline
Decision
Area
1. Accounting
Support
Support
1. Marketing
2. Production
3. Quantatative
method
Resulting in
Shareholders Wealth Maximisation
of funds such as investors, investment bankers and so on, that, is the outsiders.
It implies that no consideration was given to viewpoint of those who had to take
internal financial decisions. The traditional treatment was, in other words, the
outsider-looking-in approach. The limitation was that internal decision making (ie.
insider-looking-out) was completely ignored.
The second ground of criticism of the traditional treatment was that the focus
was on financing problems of corporate enterprise. To that extent the scope of
financial management was confirmed only to a segment of the industrial
enterprises, as non-corporate organisations lay outside its scope.
Yet another basis on which the traditional approach was challenged was that
the treatment was built too closely around episodic events, such as promotion,
incorporation, merger, consolidation, reorganisation and so on. Financial
management was' confirmed to a description of these infrequent happenings in
the life of an enterprise. As a logical corollary, the day-to-day financial problems
of a normal company did not receive much attention.
Finally, the traditional treatment was found to have a lacuna to the extent that
the focus was on long-term financing. Its natural implication was that the issues
involved in working capital management were not in the purview of the finance
function.
The limitations of the traditional approach were not entirely based on treatment
or emphasis of different aspects. In other words, its weaknesses were more
fundamental. The conceptual and analytical shortcoming of this approach arose
from the fact that it confirmed financial management to issues involved in
procurement of external funds, it did not consider the important dimension of
allocation of capital. The conceptual framework of the traditional treatment
ignored what Solomon aptly described as the central issues of financial
management. These issues were reflected in the following fundamental
questions which a finance manager should address. Should an enterprise
commit capital funds to certain purposes? Do the expected returns meet financial
standards of performance? How should these standards be set and what is the
cost of capital funds to the enterprises? How does the cost vary with the mixture
of financing methods used? In the absence of the coverage of these crucial
aspects, the traditional approach implied a very narrow scope for financial
management. The modem approach provides a solution to these shortcomings.
Modem Approach
The modern approach views the term financial management in a broad sense
and provides a conceptual and analytical framework for financial decision
making. According to it, the finance function covers both acquisition of funds as
well as their allocations. Thus, apart from the issues involved in acquiring
external funds, the main concern of financial management is the efficient and
wise allocation of funds to various uses. Defined in a broad sense, it is viewed as
an integral part of overall management.
The new approach is an analytical way of viewing the financial problems of a
firm. The main contents of this approach are: What is the total volume of funds
an enterprise should commit? What specific assets should an enterprise acquire?
How should the funds required be financed? Alternatively, the principal contents
of the modem approach to financial management can be said to be: (0 how large
should an enterprise be, and how fast should it grow? (ii) In what form should it
hold assets? and (Hi) what should be the composition of its liabilities?
The three questions posed above cover between them the major' financial
problems of a firm. In other words, the financial management, according to the
new approach, is concerned with the solution of three major problems relating to
the financial operations of a firm, corresponding to the three questions of
investment, financing and dividend decisions. Thus, financial management in
modern sense of a firm can be broken down into three major decisions as
functions of finance: (D The investment decision, (ii) the financing decision, and
(iii) the dividend policy decision.
Investment Decision The investment decision relates to the selection of assets
in which funds will be invested by a firm. The assets which can be acquired fall
into two broad groups: (I) long-term assets which yield a return over a period of
time in future, (ii) short-term or current assets, defined as those assets which in
the normal course of business are convertible into cash without diminution in
value, usually within a year. The first of these involving the first category of
assets is popularly known in financial literature as capital budgeting. The aspect
of financial decision making with reference to current assets or short-term assets
is popularly termed as working capital management.
Capital Budgeting Capital budgeting is probably the most crucial financial
decision of a firm. It relates to the selection of an asset or investment proposal or
course of action whose benefits are likely to be available in future over the
lifetime of the project. The long-term assets can be either new or old/existing
ones. The first aspect of the capital budgeting decision relates to the choice of
the new asset out of the alternatives available or the reallocation of capital when
an existing asset fails to justify the funds committed. Whether an asset will be
accepted or not will depend upon the relative benefits and returns associated
with it. The measurement of the worth of the investment proposals is, therefore, a
major element in the capital budgeting exercise. This implies a discussion of the
methods of appraising investment proposals.
The second element of the capital budgeting decision is the analysis of risk and
uncertainty. Since the benefits from the investment proposals extend into the
future, their accrual is uncertain. They have to be estimated under various
assumptions of the physical volume of sale and the level of prices. An element of
risk in the sense of uncertainty of future' benefits is, thus, involved in the
exercise. The returns from capital budgeting decisions should, therefore, be
evaluated in relation to the risk associated with it.
Finally, the evaluation of the worth of a long-term project implies a certain norm
or standard against which the benefits are to be judged. The requisite norm is
known by different names such as cut-off rate, hurdle rate, required rate,
minimum rate of return and so on. This standard is broadly expressed in terms
of the cost of capital. The concept and measurement of the cost of capital is,
thus, another major aspect of capital budgeting decision. In brief, the main
elements of capital budgeting decisions are: (I) the long-term assets and their
composition, (ii) the business risk complexion of the firm, and (Hi) the concept
and measurement of the cost of capital.
Working Capital Management Working capital management is concerned
with the management of current assets. It is an important and integral part of
financial management as short-term survival is a prerequisite for long-term
success. One aspect of working capital management is the trade-off between
profitability and risk (liquidity). There is a conflict between profitability and
liquidity. If a firm does not have adequate working capital, that is, it does not
invest sufficient funds in current assets, it may become illiquid and consequently
may not have the ability to meet its current obligations and, thus, invite the risk of
bankruptcy.. If the current assets are too large, profitability is adversely affected.
The key strategies and considerations in ensuring a trade-off between profitability
and liquidity is one major dimension of working capital management. In addition,
the individual current assets should be efficiently managed so that neither
inadequate nor unnecessary funds are locked up. Thus, the management of
working capital has two basic ingredients: (1) an overview of working capital
management as a whole, and (2) efficient management of the individual current
assets such as cash, receivables and inventory.
Financing Decision the second major decision involved in financial
management is the financing decision. The investment decision is broadly
concerned with the asset-mix or the composition of the assets of a firm. The
concern of the financing decision is with the financing-mix or capital structure or
leverage. The term capital structure refers to the proportion of debt (fixedinterest sources of financing) and equity capital (variable-dividend
securities/source of funds). The financing decision of a firm relates to the choice
of the proportion of these sources to finance the investment requirements. There
are two aspects of the financing decision. First, the theory of capital structure
which shows the theoretical relationship between the employment of debt and
the return to the shareholders. The use of debt implies a higher return to the
shareholders as also the financial risk. A proper balance between debt and equity
to ensure a trade-off between risk and return to the shareholders is necessary. A
capital structure with a reasonable proportion of debt and equity capital is called
the optimum capital structure. Thus, one dimension of the financing decision
whether there is an optimum capital structure and in what proportion should
funds be raised to maximise the return to the shareholders? The second aspect
of the financing decision is the determination of to an appropriate capital
structure, given the facts of a particular case. Thus, the financing decision covers
two interrelated aspects: (1) the capital structure theory, and (2) the capital
structure decision.
Dividend Policy Decision The third major decision area of financial
management is the decision relating to the dividend policy. The dividend decision
should be analysed in' relation to the financing decision of a firm. Two
alternatives are available in dealing with the profits of a firm: (0 they can be
distributed to the shareholders in the form of dividends or (i0 they can be retained
in the business itself. The decision as to which course should be followed
depends largely on a significant element in the dividend decision, the dividendpayout ratio, that is, what proportion of net profits should be paid out to the
shareholders. The fmal decision will depend upon the preference of the
shareholders and investment opportunities available within the firm. The second
major aspect of the. dividend decision is the factors determining dividend policy
of a firm in practice. .
To conclude, the traditional approach to the functions of financial management
had a very narrow perception and was devoid of an integrated conceptual and
analytical framework. It had rightly been discarded in the ac:ldemic literature. The
modem approach to the scope of financial management has broadened its scope
which involves the solution of three major decisions, namely, investment,
fmancing and dividend. These are interrelated and should be jointly taken so that
financial decision making is optimal. The conceptual framework for optimum
financial decisions is the objective of financial management. In other words, to
ensure an optimum decision in respect of these three areas, they should be
related to the objectives of financial management.
Key Activities of the Financial Manager
The primary activities of a financial manager are: (i) performing financial
analysis and planning, (i0 making investment decisions and (HO making
financing decisions.
Performing Financial Analysis and Planning The concern of financial analysis
The gross present worth of a course of action is equal to the capitalised value of the flow of
futUre expected benefit, discounted (or captialised) at a rate which reflects their certainty or
uncertainty. Wealth or net present worth is the difference between gross present worth and the
amount of capital investment required to achieve the benefits being discussed. Any financial
action which creates wealth or which has a net present worth above zero is a desirable one and
should be undertaken. Any financial action which does not meet this test should be rejected. If
two or more desirable courses of action are mutUally exclusive (Le. if only one can be
undertaken), then the decision should be to do
and planning is with (a) transforming financial data into a form that can be used to
monitor financial condition, (b) evaluating the need for increased (reduced) productive
capacity and (c) determining the additional/reduced financing required. Although this
activity relies heavily on accrual-based financial statements, its underlying objective is to
assess cash flows and develop plans to ensure adequate cash flows to support
achievement of the firm's goals
Making Investment Decisions Investment decisions determine both the mix
and the type of assets held by a firm. The mix refers to the amount of current
assets and fixed assets. Consistent with the mix, the financial manager must
determine and maintain certain optimal levels of each type of current assets. He
should 211so decide the best fixed assets to acquire and when existing fixed
assets need to be modified/replaced/liquidated. The success of a firm in
achieving its goals depends on these decisions.
Making Financing Decisions Financing decisions involve two major areas:
first, the most appropriate mix of short-term and long-term financing; second, the
best individual short-term or long-term sources of financing at a given point of
time. Many of these decisions are dictated by necessity, but some require an indepth analysis of the available financing alternatives, their costs and their longterm implications
OBJECTIVES OF FINANCIAL MANAGEMENT
To make wise decisions a clear understanding of the objectives which are sought
to be achieved is necessary. The objective provide a framework for optimum
financial decision making. In other words, they are concerned with designing a
method of operating the internal investment and financing of a firm. The term
'objective' is used in the sense of a goal or decision criterion for the three
decisions involved in financial management. It implies that what is relevant is not
the overall objective or goal of a business but a operationally useful criterion by
which to judge a specific set of mutually interrelated business decisions, namely,
investment, financing and dividend policy. Moreover, it provides a nOffi'lative
framework. That is, the focus in financial literature is on what a firm should try to
achieve and on policies that should b~ followed if certain goals are to be
achieved. The implication is that these are not necessarily followed by firms in
actual practice. They are rather employed to serve as a basis for theoretical
analysis and do not reflect contemporary empirical industry practices. Thus, the
term is used in a rather narrow sense of what a finn should anempt to achieve
with its investment, fmancing and dividend policy decisions.
Firms in practice state their vision, mission and values in broad terms and are
also concerned about technology, leadership, productivity, market standing,
image, profitability, financial resources, employees satisfaction and so on.
We discuss in this Section the alternative approaches in financial literature,
There are two widely-discussed approaches: (0 Profit (total)/Earning Per Share
(EPS) maximisation approach, and (i0 Wealth maximisation approach.
Profit/EPS
Maximisation
Decision
Criterion
According to this approach, actions that increase profits (total)/EPS should be
undertaken and those that decrease profits/EPS are to be avoided, In specific
operational terms, as applicable to financial management, the profit maximisation
criterion implies that the investment, financing and dividend policy decisions of a
firm should be oriented to the maximisation of profits/EPS.
The term 'profit' can be used in two senses. As a owner-oriented concept, it
refers to the amount and share of national income which is paid to the owners of
business, that is, those who supply equity capital. As a variant, it is described as
profitability. It is an operational concept and signifies economic efficiency. In other
words, profitability refers to a situation where output exceeds input, that is, the value
created by the use of resources is more than the total of the input resources. Used in this
sense, profitability maximisation would imply that a firm should be guided in financial
decision making by one test; select assets, projects and decisions which are profitable and
reject those which are not. In the current financial literature, there is a general agreement
that profit maximisation is used in the second sense.
The rationale behind profitability maximisation, as a guide to financial decision
making, is simple. Profit is a test of economic efficiency. It provides the yardstick
by which economic performance can be judged. Moreover, it leads to efficient
allocation of resources, as resources tend to be directed to uses which in terms
of profitability are the most desirable. Finally, it ensures maximum social welfare.
The individual search for maximum profitability provides the famous 'invisible
hand' by which total economic welfare is maximised. Financial management is
concerned with the efficient use of an important economic resource (jnput) ,
namely, capital. It is, therefore, argued that profitability maximisation should
serve as the basic criterion for financial" management decisions.
The profit maximisation criterion has, however, been questioned and criticised
on several grounds. The reasons for the opposition in academic literature fall into
two broad groups: (1) those that are based on misapprehensions about the
workability and fairness of the private enterprise itself, and (2) those that arise
out of the difficulty of applying this criterion in actual situations. It would be
recalled that the term objective, as applied to financial management, refers to an
explicit operational guide for the internal investment and financing of a firm and
not the overall goal of business operations. We, therefore, focus on the second
type of limitations to profit maximisation as an objective of financial
management.7 The main tecbnical flaws of this criterion are ambiguity, timing
of benefits, and quality of benefits.
Ambiguity One practical difficulty with profit maximisation criterion for financial
decision making is that the term profit is a vague and ambiguous concept. It has
no precise connotation. It is amenable to different interpretations by different
people. To illustrate, profit may be short-term or long-term; it may be total profit or
rate of profit; it may be before-tax or after-tax; it may return on total capital
employed or total assets or shareholders' equity and so on. If profit maximisation
is taken to be the objective, the question arises, which of these variants of profit
should a firm try to maximise? Obviously, a loose expression like profit cannot
form the basis of operational criterion for financial management.
Timing of Benefits A more important technical objection to profit maximisation,
as a guide to financial decision making, is that it ignores the differences in the
time pattern of the benefits received over the working life of the asset,
irrespective of when they were received. Consider Table 1.1.
Profit(Rs
crore)
__________________________________________
State of Economy
Benefits
Recession (Period I)
Normal (Period II)
Alternate A
0
10
10
Boom (Period III)
20
Total
30
11
30
It is clear from Table 1.2 that the total returns associated with the two
alternatives are identical in a normal situation but the range of variations is very
wide in case of alternative B, while it is narrow in respect of alternative A. To put It
differently, the earnings associated with alternative B are more uncertain (risky)
as they fluctuate widely depending on the state of the economy. Obviously,
alternative A is beuer in terms of risk and uncertainty. The profit maximisation
criterion fails to reveal this.
To conclude, the profit maximisation criterion is inappropriate and unsuitable as
an operational objective of investment, financing and dividend decisions of a firm.
It is not only vague and ambiguous but it also ignores two important dimensions
of financial analysis, namely, risk, and time value of money. It follows from the
above that an appropriate operational decision criterion for financial management
should (j) be precise and exact, (ij) be based on the 'bigger the better' principle,
(iij) consider both quantity and quality dimensions of benefits, and (iv) recognise
the time value of money. The alternative to profit maxirnisation, that is, wealth
maximisation is one such measure.
Wealth Maximisation Decision Criterion
This is also known as value maximisation or net present worth maximisation. In
current academic literature value maximisation is almost universally accepted as
an appropriate operational decision criterion for financial management decisions
as it removes the technical limitations which characterise the earlier profit
maximisation criterion. Its operational features satisfy all the three requirements
of a suitable operational objective of financial course of action, namely,
exactness, quality of benefits and the time value of money.
The value of an asset should be viewed in terms of the benefits it can produce.
The worth of a course of action can similarly be judged in terms of the value of
the benefits it produces less the cost of undertaking it. A significant element in
computing the value of a financial course of action is the precise estimation of
the benefits associated with it. The wealth maximisation criterion is based on the
concept of cash flows generated by the decision rather than accounting profit
which is the basis of the measurement of benefits in the case of the profit
maximisation criterion. Cash flow is a precise concept with a definite connotation.
Measuring benefits in terms of cash flows avoids the ambiguity associated with
accounting profits. This is the first operational feature of the net present worth
maximisation criterion
The second important feature of the wealth maximisation criterion is that it
considers both the quantity and quality dimensions of benefits. At the same time,
it also incorporates the time value of money. The operational implication of the
uncertainty and timing dimensions of the benefits emanating from a financial
decision is that adjustments should be made in the cash-flow pattern, firstly, to
incorporate risk and, secondly, to make an allowance for differences in the timing
of benefits. The value of a stream of cash flows with value maximisation criterion
is calculated by discounting its element back to the present at a capitalisation
rate that reflects both time and risk. The value of a course of action must be
viewed in terms of its worth to those providing the resources necessary for its
undertaking. In applying the value maximisation criterion, the term value is used
in terms of worth to the owners, that is, ordinary shareholders. The
capitaIisation (discount) rate that is employed is, therefore, the rate that
reflects the time and risk preferences of the owners or suppliers of capital. As a
measure of quality (risk) and timing, it is expressed in decimal notation. A
discount rate of, say, 15 per cent is written as 0.15. A large capitalisation rate is
the result of higher risk and longer time period. Thus, a stream of cash flows that
is quite certain might be associated with a rate of 5 per cent, while a very risky
stream may carry a 15 per cent discount rate.
For the above reasons, the net present value maximisation is superior to the
profit maximisation as an operational objective. As a decision criterion, it involves
a comparison of value to cost. An action that has a discounted value-reflecting
both time and risk-that exceeds its cost can be said to create value. Such actions
should be undertaken. Conversely, actions, with less value than cost, reduce
wealth and should be rejected. In the case of mutually exclusive alternatives,
when only one has to be chosen the alternative with the greatest net present
value should be selected. In the words of Ezra Solomon,
The gross present worth of a course of action is equal to the capitalised
value of the flow of futUre expected benefit, discounted (or captialised) at a rate
which reflects their certainty or uncertainty. Wealth or net present worth is the
difference between gross present worth and the amount of capital investment
required to achieve the benefits being discussed. Any financial action which
creates wealth or which has a net present worth above zero is a desirable one
and should be undertaken. Any financial action which does not meet this test
should be rejected. If two or more desirable courses of action are mutually
exclusive (Le. if only one can be undertaken), then the decision should be to do
that which creates most wealth or shows the greatest amount of net present
worth.
Using Ezra Solomon's symbols and methods, the net present worth can
be calculated as shown below: .
(i)
w= v- C
(1.1)
Where W = Net present worth
V = Gross present worth
C = Investment (equity capital) required to acquire the asset or to purchase
the course of action
(ii)
V = FJ K
(1.2)
Where E = Size of future benefits available to the suppliers of the input capital
K = The capitalisation (discount) rate reflecting the quality
(certainty/uncertainty)and timing of benefits attached to E
(iii) E = G - (M + 1+ 1) (1.3)
Where G = Average future flow of gross annual earnings expected from the
course of action, before maintenance charges, taxes and interest and other prior
charges like preference dividend
M = Average annual reinvestment required to maintain G at the projected level
T= Expected annual outflow on account of taxes and other prior charges.
The operational objective of financial management is the maximisation of W in
Eq. (1.1). Alternatively, W can be expressed symbolically by a short-cut method
as in Eq. (1.4). Net present value (worth) or wealth is
(1.4)
A1
------------
W =
(1+K)
(1+K)
A2
2
A3
++
----------(1+K)
--------------
where ~, A1 A2, ... An represents the stream of cash flows expected to occur
have a direct link to the firm. The implication of the focus on stakeholders is that
a firm should avoid actions detrimental to them through the transfer of their
wealth to the firm arid, thus, damage their wealth. The goal should be preserve
the well-being of the stakeholders and not to maximise it.
The focus on the stakeholders does not, however, alter the shareholders'
wealth maximisation goal. It tends to limit the firm's actions to preserve the
wealth of the stakeholders. The stakeholders view is considered part of its "social
responsibility" and is expected to provide maximum long term benefit to the
shareholders by maintaining positive stakeholders relationship which would
minimize stakeholder turnover, conflict and litigation. In brief, a firm can better
achieve its goal of shareholders' wealth maximisation with the cooperation of,
rather than conflict with, its other stakeholders.
Shareholder Orientation in India Traditionally, the corporate industrial sector in
India was
. dominated by group companies with close links with the promoter groups. Their
funding primarily was through institutional borrowings from public development
finance institutions like IFCI, ICICI, IDBI! and so on. There was preponderance
of loan capital in their financial structure and shareholders equity played a rather
marginal role. It was no wonder, therefore, that corporate India paid scant
attention to shareholders' wealth maximisation with few exceptions such as
Reliance Industries Ltd. In the post-90 liberalisation era, the goal of
shareholders' wealth maximisation has emerged almost at the centre-stage. The
main contributory factors have been (0 greater dependence on capital market,
(ii) growing importance of institutional investors, (iii) tax concessions/ incentives
to shareholders and (iv) foreign exposure.
With the gradual decline in the significance of the development/public
term/term lending institutions over the years and their disappearance from the
Indian financial scene recently (as a result of their conversion/proposed
conversion into banks) and the consequent emergence of the capital market as
the main source of corporate financing, shareholders' wealth maximisation is
emerging as the prime goal of corporate financial management. Secondly, as a
result of the institutionalisation of savings, institutional investors such as mutual
funds, insurance organisations, foreign institutional investors and so on
dominate the structure of the Indian capital market. To cater to the requirements
of these institutional investors, corporates are pursuing more shareholder friendly policies as reflected in their efforts to focus on shareholders' wealth
maximisation. Thirdly, the abolition of wealth tax on equity shares and other
financial assets coupled with tax. exemption on dividends in recent years has
provided an incentive to corporates to enhance share prices and, thus, focus on
shareholders' wealth. Finally, the family-owned corporate are also undergoing
major transformation. The scions of most business families are acquiring higher
professional education in India and abroad. With the foreign exposure, they also
appreciate the importance of shareholders' wealth. Thus, shareholder
orientation is unmistakably visible in the corporate India.
____________________________
DESCRIPTION
Dealing with Cash Flows at different points of time can be made easier using a
time line that shows both the value and timing of cash flows. The following
figure shows a cash flow of Rs 100 at the end of five years.
In the figure above '0' time on the time line depicts now, at the present
moment or today. Thus a cash flow or rupees received by you today has the
same value today. Thus it need not be adjusted for time value. Now a distinction
should be made between a period in time and a point in time. The portion of the
time line between 0 and 1 and 2 and 3, etc. refers to period 1 and period 3 which
in this example is the first year and third year. The cash flow that occurs in a
point in time -1- refers to the cash flow that occurs at the end of period 1. Finally
the discount rate which is 10 per cent in this example is specified in each period
of the time line and may be different for each period. Had the cash flows been
at
0
1 yr Rs 100
2 yrs Rs 100 3 yrs Rs 100 4 yrs Rs 100
5 yrs Rs 100
10%
10%
10%
10%
10%
Fig 1 (a) A Time Line for Cash Flows- End of Each Period
0 Rs 100 1 yr Rs 100
2 yrs Rs 100
3 yrs Rs 100
4 yrs Rs 100
5 yrs
10%
10%
10%
10%
10%
Fig 1.1(b) A Time Line for cash Flows- Beginning of Each Period
the beginning of each year instead of the end of each year, the time line would
be as redrawn above. Please note that the beginning of year 2 is the end of
year 1. It depends how you look at it.
Positive and negatives cash flows: Cash flows can neither be negative or
positive.Cash inflows are called Positive Cash Flows and Csh outflows are
called Negative Cash flows.
Notations
Notation
PV
FV
Cf
A
r
g
n
Meaning
Present Value
Future Value
Cash flow at the end of period t
Annuity-Constant Cash Flows over several periods
Discount Rate
Expected growth rate in cash flows
Number of periods over which cash flows are
received or paid
3.3
A cash flow in the future is worthless than a. similar cash flow today
because:
People prefer present consumption to future consumption.
People would have to be offered more in the future to give up present
consumption.
Due to inflation the value of money/currency depreciates or erodes over a
period of time. This happens due to inflation. The greater the inflation the
greater is the erosion in the value of the rupee today and in the future.
Due to the uncertainty of receiving the cash flow in the future the value of
the cash flow in the future reduces further. This means there is a risk
associated with receiving the cash flow in future and this reduces the, value
associated with the cash flow. The greater the risk the greater the erosion in
value.
The process by which future cash flows are adjusted to reflect these factors is
called discounting, and the magnitude of these factors is reflected in the
discount rate.
It incorporates
rate).
A higher discount rate will lead to a lower present value for future cash flows.
1.4
The process of discounting future cash flows converts them into cash flows in
present value terms. Conversely the process of compounding converts present
cash flows into future cash flows.
Cash flows at different points to time cannot be compared and aggregated
unless they are all brought to the same point in time before we can compare or
aggregate them.
There are five types of cash flows:
1. Simple cash flows
2. Annuities
3. Growing Annuities
4. Perpetuities and
5. Growing Perpetuities
This cash flow can be discounted back to the present discount rate that reflects
the uncertainty of the cash flow. Conversely,cash flows in the present can be
compounded to arrive at an expected future cash flow.
Discounting: is the process by which a cash flow which is expected to occur in
the future is brought to its present value.
Compounding: is the process by which a cash flow today is converted into its
expected future value.
= 5,00,000 = Rs 458715.59
1.09
NPV= C 0
C1
+_____
1+r
Remember that Co the cash flow at time 0 (that is today), will usually be a
negative number. In other words, Co is an investment and therefore a cash
outflow. In our example Co is - Rs 4,00,000.
is akin to Government security. Thus if you were asking someone else to invest in
this property along with you they may not agree to give you the present value
amount but something less than that. Thus we invoke another financial principal
that a safe rupee is worth more than a risky one. Thus we do not use the same
discount factor while comparing alternative investment avenues. The discount
rate for PPF may be 9 per cent OR 0.09 but the discount rate for the building
property may be 11 per cent or 0.11. Only after the present values are calculated
using these two different discount rates is the best investment avenue or project
decided.
Most investors avoid risk when they can do so without sacrificing return.
However, the concepts of present value and the opportunity cost of capital still
make sense for risky investments. It is still proper to discount the payoff by the
rate of return offered by an equivalent investment. But we have to think of
Expected payoffs and the expected rates of returns on other investments. You
will learn more about expected payoffs when you do Capital Budgeting Later.
For now it will be enough if you think of an expected payoff and the expected
rates of returns on other investments. You will learn more about expected
payoffs when you do Capital Budgeting Later. For now it will be enough if you
think of an expected payoff as a realistic forecast,neither pessimistic nor
optimistic.
Concept check: India has a low savings rate as compared to Japan. This
leads to greater budget and trade deficits. How does a low saving rate affect
discount rates?
Effect of Inflation on Discount Rate: The effect of inflation on present value is
evident because it reduces the purchasing power of future cash flows. This
adjustment reduces the value of future cash flows, but these real cash flows, will
have to be reduced further to reflect real returns (i.e. the trade offs between
current and future consumption) and any uncertainty associated with the cash
flows to arrive at the present value. Thus, an investor who expects to make 10.5
million Mexican pesos a year from now will have to reduce this expected cash
flow to arrive at the present value. Thus, an investor who expects 1 million Italian
Lire a year from now will have to reduce this expected cash flow to 1 reflect the
expected inflation rate in Mexico. If that inflation rate is 25 per cent,for instance,
the real cash flow will be only 0.8 million Italian lire.
The general formula for converting nominal cash flows at a future period t' to real
cash flows is Real Cash Flow = (Nominal cash flow)/(1 + inflation rate).
Effect of Risk on Discount Rate: Although both the preference for current
consumption, and expected inflation affect the present value of all cash flows not
all cash flows are equally predictable. A promised cash might not be delivered for
a number of reasons: the promisor (lnterest and investment not received as
company winds up) might default on the payment- the promisee might not be
around to receive payment - (might have died) or some other contingency or
some happening may intervene to prevent the promised payment or to reduce it.
The greater the uncertainty associated with a cash flow in the future, the higher
the discount rate used to calculate the present value of this cash flow will be and
the present value of that cash flow will consequently be lower.
Example
You have decided to invest in a construction of an office building as it is worth
more than it costs- it has positive net present value. To calculate how much it is
worth- would have to pay to achieve the same pay off by investing directly in
securities. The project's future value is equal to its future income discounted at
the rate of return offered by these securities.
We can say this another way. Our building venture is worth undertaking
because its rate of return exceeds its cost of capital. The rate of return is simply
the profit as a proportion of the initial outlay.
Return = Profit/Investment =(5,00,000-4,30,000)/4,30,000
=(70,000) /(4,30,000)
= 0.163 about 16 per cent
The cost of capital is once again the return foregone by not investing in
securities. If the office building is as risky as investing in stock market securities
where the expected return is 14 per cent then the return forgone is 14 per cent.
Since the 16 per cent return on the office building exceeds the 14 per cent
opportunity cost, you should go ahead with the project.
Hence we have two equivalent decision rules for capital investment.
Net present value rule. Accept investments that have positive net present
values.
Rate of return rule. Accept investments that offer rates of return in excess of
their opportunity costs of capital
Other things remaining equal, the present value of a cash flow will decrease as
the discount rate increases and continue to decrease the further into the future
the cash flow occurs. Thus present value is a decreasing function of the discount
rate.
Stocks
112.40
5
10
179.40
321.86
T. Bonds
105.20
128.85
166.02
T. Bills
103.60
119.34
142.43
20
1035.92
30
3334.18
40
10731.30
275.62
457.59
759.68
202.86
288.93
411.52
Concept Check
Most pension funds allow individuals to decide where their pension funds
will be invested- stocks (equity), bonds (debt) or money market accounts,
etc. Where would you choose to invest your pension fund? Do you think
your allocation should change as you get older ? Why?
The Rule of 72- A shortcut to estimating the Compounding effect
In a pinch, the rule of 72 provides an approximate answer to the question
"How quickly will this amount double in value?" by dividing 72 by the
discount on interest rate used in the analysis. Thus, a cash flow growing at 6
per cent will, double in value in approximately 12 years, while a cash flow
growing at 9 percent will double in value in approximately 8 years.
For Instance, a 10 per cent annual interest rate, if there is semi annual
compounding works out to an effective interest rate of
Effective Interest Rate = (1.052 - 1) =(1.1025 - 1.0) = 10.25 per cent
As compounding becomes continuous, the effective interest rate can be
computed as follows:
Effective Interest Rate = (exp )r - 1
where exp = exponential function
r = stated annual interest rate
The Table below provides the effective rates as a function of the compoundin!g
frequency.
Rate(% )
Annual
10
Semi-Annual
Monthly
10
10
2
12
Formula
Effective Annual
Rate(%)
.10
10
(1 +.10/2)2 -1
10.25
(1 +.10112)12 - 1
10.47,
(1 +.10/365)365 Daily
10
365
10.5156
1
Continuous
10
continuous e,10 - 1
1 O5171
As you can see, as compounding becomes more frequent, the effective rate
increases, and the present value of future cash flows decreases.
For example the home loans which various companies offer you require
monthly repayments and may have monthly compounding. Thus the interest rate
quoted to you may be too low and actually quite deceptive. To get the effective
Annual rate you should use the formula above and see what the actual effective
interest rate is.
Annuity
An annuity is a constant cash flow occurring at regular intervals of time.
Annuities
An annuity is a constant cash flow that occurs at regular intervals at fixed period
of time. Defining A to be the annuity time, the time line for an annuity may be
drawn as follows:
A
A
A
A
0
4
An annuity can occur at the end of each period, as in this time line, or at the,;
beginning of each period.
( 1 - -------)
(
5)
= 90,000
( (1.12)
= 3,24,429.75
0.12)
Obviously it is better to take the auto loan rather than pay cash down and
naturally no auto loan company or bank will come up with such a scheme. The
present values of your instalments versus cash down will always be higher but if
you do not have the money right now or you can get a higher return by using this
loan then it is worthwhile taking the loan. Thus you will also have to look 'into
your inflows by hiring out the carls in your rent-a-car business.
When the present values of your instalment payments exceed the cash down
price it is better to pay cash down and acquire the asset.
Alternatively above you could have discounted each instalment separately land
added up the present values for all five and arrived at the same figure. Nowadays
spreadsheets like excel are used to calculate the values of different annuities or
using advanced programme calculators which all insurance company agents use.
Thus using the formulas programmed in the spreadsheet and changing the
variables like amount, time and rate of interest/discount factor you can calculate
the present value of different annuities and take financial decisions both personal
and commercial.
Concept Check
Often you have a choice of buying an asset like a car, computer, plane,
etc. Is it appropriate to compare the present value of just your lease
payments to your purchase price? Why or why not?
Future Value of End-of-the-Period Annuities
n some cases, an individual may plan to set aside a fixed annuity each period for
a number of periods and will want to know how much he or she will have at the
end of the period. The future value of an end-of-the-period annuity can be
calculated as follows
FV of an annuity = FV(A, r ,n)= A{ (1+r)n - 1}
r
Thus the standard notation widely practiced for Future Value of an annuity is FV(
A, r , n)
Concept Check
Knowing the future value formula can you calculate the future value of Rs 5000
tax exempted PPF you deposit every year for twenty years? Or for forty yean
Assume you start at age 25 years.
Concept Check
Do Insurance Companies and Pension Funds provide for sinking funds? When
insurance is only a contingent/uncertain liability why do these companies also
provide for sinking funds?
Effect of Annuities at the Beginning of Each Year
The annuities we talked about till now are end of the period cash flows. Both the
present and future values are affected if the cash flow occurs at the beginning of
each period instead of the end. To illustrate this effect, consider an annuity of Rs
100 at the end of each year for the next four years,with a discount rate of 10%.
Rs 100
Rs 100
Rs 100
Rs
100
0
4
10%
10%
10%
10%
Rs 100
Rs 100
Rs 100
Rs 100
4
Rs 100
Fig 1.4
Because the first of these annuities occurs right now, and the remaining cash flows
take the form of an end-of-the-period annuity over three years. The present value of
this annuity can be written as follows:
PV of Rs 100 at beginning = 100 + 100[1- 1___
3
of each of next four year
1.10__
0.10
In general, the present value of a beginning of- a- period annuity over an year
can be written as follows
PV of Period Annuities at beginning = A + A [1-__1_
of each of next n years
(1+r) n-1
_________
r
This present value will be higher than the present value of an equivalen to
annuity at the end of each period.
The future value of a beginning-of-a-period annuity typically can be estimated
by allowing for one additional period of compounding for each cash flow:
PV of Period Annuities at beginning = A (1+r) (1+r) n-1
of each of next n years
_________
r
This future value will be higher than the future value of an equivalent annuity at
the end of each period. Thus if you invest your annuity at the beginning of each
year instead of the end of each year, your future value will be higher.
Growing Annuities
A growing annuity is a cash flow that grows at a constant rate for a specified
period of time. If A is the current cash flow, and g is the expected growth rate,;
the time line for a growing annuity is as follows:
A(1+ g)1
A(1+ g) 2
A(1+ g)3
A(1+
g)4
Note that to qualify as a growing annuity, the growth rate in each period ha~ to
be the same as the growth rate in the prior period.
Perpetuity
A perpetuity is a constant cash flow paid (or received) at regular time intervals
forever.
Growing Perpetuties
A growing perpetuity is a cash flow that is expected to grow at a constant rate.
forever. The present value of a growing perpetuity can be-written as
PV of Growing Perpetuity =
C___
(r - g)
Recommended Readings
Financial Management By Khan & Jain
Importance
Capital expenditure decisions often represent the most important decisions taken
by a firm. Their importance stems from three inter-related reasons:
Long-term effects: The consequences of capital expenditure decisions extend far
into the future. The scope of current manufacturing activities of a firm is
governed largely by capital expenditures in the past. Likewise current capital
expenditure decisions provide the framework for future activities. Capital
investment decisions have an enormous bearing on the basic character of a firm.
Irreversibility: The market for used capital equipment in general is iIlorganised. Further, for some types of capital equipments,custom made to
meet specific requirement, the market may virtually be non-existent. Once
such an equipment is acquired, reversal of decision may mean scrapping
the capital equipment. Thus, a wrong capital investment decision, often
cannot be reversed without incurring a substantial loss
Substantial outlays: Capital expenditures usually involve substantial
outlays. An integrated steel plant, for example, involves an outlay of
several thousand millions. Capital costs tend to increase with
advanced.
Difficulties
While capital expenditure decisions are extremely important, they also post
difficulties which stem from three principal sources:
.
Capital budgeting is a complex process which may be divided into five broad
phases: planning, analysis, selection, implementation, and review. Exhibit
11.1portrays the relationship among these phases. The solid arrows reflect the
main sequence: planning precedes analysis; analysis precedes selection; and
so on. The dashed arrows indicate that the phases of capital budgeting are not
related in a simple, sequential manner. Instead, there are several feedback
loops reflecting the iterative nature of the process.
Planning
The planning phase of a firm's capital budgeting process is concerned with the
articulation of its broad investment strategy and the generation and preliminary
screening of project proposals. The investment strategy of the firm delineates
the broad areas or types of investments the firm plans to undertake. This
provides the framework which shapes, guides, and circumscribes the
identification of individual project opportunities.
Analysis
If the preliminary screening suggests that the project is prima facie worthwhile,
detailed analysis of the marketing, technical, financial, economic, and ecological
aspects is undertaken. The questions and issues raised in such a detailed
analysis are described in the following section. The focus of this phase of capital
expenditure decisions is on gathering, preparing, and summarising relevant
information about various project proposals which are being considered for
inclusion in the capital budget. Based on the information developed in this
analysis, the stream of costs and benefits associated with the project can be
defined.
Selection
Selection follows, and often overlaps, analysis. It addresses the question-Is the
project worthwhile? A wide range of appraisal criteria have been suggested to
judge the worthwhileness of a project. They are divided into two broad categories,
viz., non-discounting criteria and discounting criteria. The principal non-discounting
criteria are the payback period and the accounting rate of return. The key
discounting criteria are the net present value, the internal rate of return, and the
benefit cost ratio. The selection rules associated with these criteria are as
follows:
________________________________________________________________
_
Criterion
Accept
Reject
Payback period(PBP)
PBP< target period
Accounting rate of return(ARR) ARR>target rate
rate
NPV>0
NPV<0
BCR>1
BCR<1
________________________________________________________________
_
To apply the various appraisal criteria suitable cut-off values (hurdle rate target
function of
the mix of financing and the level of project risk. While the former can be defined
with relative ease, the latter truly tests the ability of the project evaluator. Indeed
despite a wide range of tools and techniques for risk analysis (sensitivity
analysis, scenario analysis, Monte Carlo simulation, decision tree analysis
portfolio theory, capital asset pricing model, and so on), risk analysis remains the
most intractable part of the project evaluation exercise.
Implementation
The implementation phase for an industrial project, which involves setting of
manufacturing facilities, consists of several stages: (i) project and engineering
designs, (ii) negotiations and contracting, (iii) construction, (iv) training, and (v)
plant commissioning. What is done in these stages is briefly described below
_
_______________________________________________________________
_
Stages
Concerned with
Training
Plant commissioning
Translating an investment proposal into a concrete project is a complex timeconsuming, and risk-fraught task. Delays in implementation,which is common,
can lead to substantial cost overruns. For expeditious implementation at a
reasonable cost, the following are helpful.
Review
Once the project is commissioned the review phase has to be set in motion.
Performance review should be done periodically to compare actual performance
with projected performance. A feedback device is useful in several ways: (i) It
throws light on how realistic were the assumptions underlying the project; (ii)
It provides a documented log of experience that is highly valuable in future
decision-making; (iii) It suggests corrective action to be taken in the light of
actual performance; (iv) It helps in uncovering judgemental biases; (v) It induces
a desired caution among project sponsors.
LEVELS OF DECISION-MAKING
Operating
Administrative
decisions
Strategic
decisions
Lower level
Middle level
taken
management
management
management
Routine
Semi-structured
decision
Top level
Unstructured
decision
What is the level of
resource
Minor resource
resource commitment
commitment
commitment
Medium term
commitment
Long-term
The three levels (operating, administrative, and strategic) of decision making can
be readily applied to capital expenditure budgeting decision. Examples are given
below:
Operating capital budgeting decision
Administrative capital budgeting decision
: Diversification project
While the methods and techniques covered in this book are applicable to all
levels of capital budgeting decision. Our discussion will mainly be oriented
towards administrative and strategic budgeting decisions.
Economic analysis
Ecological analysis
Market Analysis
Market analysis is concern with primarily two questions:
What would be the aggregate demand of the proposed product/service in
future
What would be the market share of the project under appraisal?
Structure of competition
Cost structure
Elasticity of demand
Technical Analysis
Analysis of the technical and engineering aspects of a project needs to be done
continually when a project is formulated. Technical analysis seeks to determine
whether the prerequisites for the successful commissioning of the Project have
been considered and reasonably good choices have been made with respect to
Whether the preliminary tests and studies have been done or provided
for?
Whether the availability of raw materials, power, and other inputs has
been established?
Whether the selected scale of operation is optimal?
Whether the production process chosen is suitable?
Whether the equipment and machines chosen are appropriate?
Whether the auxiliary equipments and supplementary engineering
works
have been provided for ?
Whether provision has been made for the treatment of effluents?
Whether the proposed layout of the site, buildings, and plant is sound?
Whether work schedules have been realistically drawn up?
Whether the technology proposed to be employed is appropriate from
the social point of view?
Financial Analysis
Financial analysis seeks to ascertain whether the proposed project will be
financially viable in the sense of being able to meet the burden of servicing debt
and whether the proposed project will satisfy the return expectations of those
who provide the capital. The aspects which have to be looked into while
conducting financial appraisal are:
Investment outlay and cost of project
Means of financing
Cost of capital
Projected profitability
Break-even point
Cash flows of the project
Investment worthwhileness judged in terms of various criteria of merit
Projected financial position
Level of risk
Economic Analysis
Economic analysis, also referred to as social cost benefit analysis, is concerned
with judging a project from the larger social point of view. In such an
evaluation the focus is on the social costs and benefits of a project which may
often be different from its monetary costs and benefits. The questions sought
to be answered in social cost benefits analysis are:
What are the direct economic benefits and costs of the project
measured in terms of shadow (efficiency) prices and not in terms of
market prices?
What would be the impact of the project on the distribution of income
in the society?
What would be the impact of the project on the level of savings and
investment in the society?
What would be the contribution of the project towards the fulfillment of
certain merit wants like self-sufficiency, employment, and social
order?
Ecological Analysis
In recent years, environmental concerns have assumed a great deal of
significance-and rightly so. Ecological analysis should be done particularly
for major projects which have significant ecological implications like power
plants and irrigation schemes, and environmental-polluting industries (like
bulk drugs, chemicals, and leather processing-). The key questions r~sed
in ecological analysis are:
. What is the likely damage caused by the project to the environment?
. What is the cost of restoration measures required to ensure that the
damage to the environment is contained within acceptable limits?
Exhibit 11.2 summarises the key issues considered indifferent types of
analysis:
Exhibit 11.2 Key Issues in Project Analysis
Market Analysis
________Potential Market
Market Share
Technical Analysis
_________Technical Viability
Sensible Choices
Financial Analysis
___________Risk Return
Economics Analysis
Ecological Analysis
Financial theory, in general, rests on the premise that the goal of financial
management (which subsumes investment decision-making) should be
to maximise the present wealth of the firm's equity shareholders. For a
firm whose equity shares are actively traded on the stock market, the
wealth of the equity shareholders is reflected in the market value of the
equity shares. Hence, the goal of financial management for such firms
should be to maximise the market value of equity shares.
The pursuit of the welfare of equity shareholders is justified on the
grounds that it contributes to an efficient allocation of capital in the
economy. The bases for allocation of savings in the economy are
expected return and risk. Since equity share prices are based on
expected return and risk, efforts to maximise equity share prices would
result in an efficient allocation of resources. Another justification may be
provided for the goal of shareholder wealth maximisation.
Equity shareholders provide the venture (risk) capital required to start
a business firm and appoint the management of the firm indirectly
through the board of directors. Hence, it behoves on corporate
managements to promote the welfare of equity shareholders.
What about a public sector firm the equity stock of which, being fully
owned, by the government, is not traded on the stock market? In such a
case, the goal of financial management should be to maximise the
present value of the stream of equity returns. Of course, in determining
the present value of the stream of equity returns, an appropriate
discount rate has to be applied. A similar observation may be made with
respect to other companies whose equity shares are either not traded or
very poorly traded.
Alternatives
Are there other goals, besides the goal of maximum shareholder wealth
expressing the shareholders viewpoint? Several alternatives have bee,n
suggested: maximisation of profit, maximisation of earnings per share,
for
comparing profit now with profit in future or for comparing profit
streams
of different durations.
It glosses over the factor of risk. It cannot, for example, discriminate
between an investment. project which generates a certain profit of Rs
50,000 and an investment project which has a variable profit outcome
with an expected value of Rs 50,000.
The goals of maximisation of earnings per share and maximisation
of retum on equity do not suffer from the first limitation mentioned above.
They, however suffer from the other limitations and hence are not suitable.
In view of the shortcomings of the alternatives discussed above,
maximisation of the wealth of equity shareholders (as reflected in the
market price of equity) appears to be the most appropriate goal for
financial decision-making. Though the strict validity of this goal rests on
certain rigid assumptions about capital markets, it can be reasonably
defined as a guide for financial decision making under fairly plausible
assumptions.
Investment
Decision
Financing
Decision
Market Value of
the Firm
Risk
Let Us Sum Up
Essentially a capital project represents a scheme for investing
resources that can be analysed and appraised reasonably
independently.
The basic characteristic of a capital project is that it typically involves a
current outlay (or current and future outlays) of funds in the
expectation of a stream of benefits extending far into future.
Capital expenditure decisions often represent the most important
decisions taken by a firm. Their importance stems from three interrelated reasons: long-term effects, irreversibility, and substantial
outlays.
Keywords
Accounting rate of return method: A selection criterion using average net
income and investment outlay to compute a rate of return for a project. The
method ignores the time value of money and cash flows.
Capital budget: The schedule of investment project selected to be
undertaken over some interval of time.
Internal rate of return method: A selection method using the compounding
rate of return on the cash flow of a project.
Net present value: A selection method using the difference between the
present value of the cash inflows of the project and the investment outlay.
The method evaluates differential cash flow between proposals.
Payback method: A selection method in which a firm sets a maximum
pay. back period during which cash inflow must be sufficient to recover
the initial outlay. This method ignores the time value of money and cash
flows beyond the pay back period.
Recommended reading:
Financial Management by Khan and Jain
Financial Management by I M Panday