cash flows. 2. Explain how a projects benefits and costs that is, its free cash flows are calculated. 3. Explain the importance of options or flexibility in capital budgeting. 4. Explain what the appropriate measure of risk is for capital-budgeting purposes. 2011 Pearson Prentice Hall. All rights reserved. 11-2 Learning Objectives
5. Determine the acceptability of a new project
using the risk-adjusted discount method of adjusting for risk. 6. Explain the use of simulating for imitating the performance of a project under evaluation. 7. Explain why a multinational firm faces a more difficult time estimating cash flows along with increased risks. 2011 Pearson Prentice Hall. All rights reserved. 11-3 Slide Contents
Guidelines for Capital Budgeting
Free Cash Flow calculations Options in Capital Budgeting Risk and the Investment Decision Measurement of Systematic Risk The Multinational Firm
2011 Pearson Prentice Hall. All rights
reserved. 11-4 1. Guidelines for Capital Budgeting
To evaluate investment proposals, we
must first set guidelines by which we measure the value of each proposal. In effect, we are deciding what is and what isnt relevant cash flow.
2011 Pearson Prentice Hall. All rights
reserved. 11-5 Guidelines for Capital Budgeting
1. Use free cash flows, not accounting profits
2. Think Incrementally 3. Beware of cash flows diverted from existing products 4. Look for incidental or synergistic effects 5. Work in working-capital requirements
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reserved. 11-6 Guidelines for Capital Budgeting
6. Consider incremental expenses
7. Sunk costs are not incremental cash flows 8. Account for opportunity costs 9. Decide if overhead costs are truly incremental cash flows 10. Ignore interest payments and financing flows 2011 Pearson Prentice Hall. All rights reserved. 11-7 Use Free Cash Flows
Free cash flow accurately reflects the
timing of benefits and costswhen money is received, when it can be reinvested, and when it must be paid out. Accounting profits do not reflect actual money in hand. 2011 Pearson Prentice Hall. All rights reserved. 11-8 Incremental Cash Flows
After-tax free cash flows must be
measured incrementally. Determining incremental free cash flow involves determining the cash flows with and without the project. Incremental is the additional cash flows (inflows or outflows) that occur due to the project. 2011 Pearson Prentice Hall. All rights reserved. 11-9 Beware of Diverted Cash Flows
Not all incremental free cash flow is relevant.
Thus new product sales achieved at the cost of losing sales from existing product line are not considered a benefit. However, if the new product captures sales from competitors or prevents loss of sales to new competing products, it would be a relevant incremental free cash flows. 2011 Pearson Prentice Hall. All rights 11- reserved. 10 Incidental or Synergistic Effects
Although some projects may take sales
away from a firms current projects, in other cases new products may add sales to the existing line. This is called synergistic effect and is a relevant cash flow.
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reserved. 11 Working Capital Requirement
New projects require infusion of working
capital (such as inventory to stock the shelves), which would be an outflow. Generally, when the project terminates, working capital is recovered and there is an inflow of working capital.
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reserved. 12 Sunk Costs
Sunk costs are cash flows that have already
occurred (such as marketing research) and cannot be undone. Sunk costs are considered irrelevant to decision making. Managers need to ask two basic questions: Will this cash flow occur if the project is accepted? Will this cash flow occur if the project is rejected? If the answer is Yes to #1 and No to #2, it will be an incremental cash flow. 2011 Pearson Prentice Hall. All rights 11- reserved. 13 Opportunity Costs
Opportunity cost refers to cash flows
that are lost because of accepting the current project. For example, using the building space for the project will mean loss of potential rental revenue.
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reserved. 14 Overhead Costs
Must include incremental overhead
costs or costs that were incurred as a result of the project and relevant to capital budgeting Note, not all overhead costs may be relevant (example, utilities bill may have been the same with or without the project) 2011 Pearson Prentice Hall. All rights 11- reserved. 15 Interest Payments and Financing Costs
Interest payments and other financing
cash flows that might result from raising funds to finance a project are not relevant cash flows. Reason: Required rate of return implicitly accounts for the cost of raising funds to finance a new project. 2011 Pearson Prentice Hall. All rights 11- reserved. 16 2. Free Cash Flow Calculations
Three components of free cash flows:
The Initial outlay The differential flows over the projects life The Terminal cash flow
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reserved. 17 2.1 Initial Cash Outlay
The initial cash outlay is the immediate cash
outflow necessary to purchase the asset and put it in operating order. This includes: (1) Purchase cost, Set-up cost, Installation, Shipping/Freight (2) increased working-capital requirements (3) sale of existing asset and tax implications (if the project replaces an existing project/asset)
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reserved. 18 Sale and Taxes
If Sale = Book Value ==> No tax effect
If sale > BV (but less than cost) ==> recaptured depreciation, taxed as ordinary income If sale > BV (greater than cost) ==> anything above cost, taxed as capital gain, rest taxed as recaptured depreciation If sale < BV ==> capital loss ==> tax savings 2011 Pearson Prentice Hall. All rights 11- reserved. 19 2.2 Annual Free Cash Flows
Annual free cash flows is the incremental
after-tax cash flows resulting form the project being considered. Free Cash flow considers the following: Cash flow from operations Cash flows from working capital requirements Cash flows from capital spending
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reserved. 20 Calculating Operating Cash Flows
Step 1: Measure the projects change in
after-tax operating cash flows Operating cash flows = Changes in EBIT Changes in taxes + Change in depreciation
Note, depreciation is a non-cash expense but
influences the cash flows through impact on taxes (see next two slides). 2011 Pearson Prentice Hall. All rights 11- reserved. 21 Depreciation and Cash Flow
Earnings before Tax and Dep. 40,000
Depreciation 25,000 Earnings before tax (EBT) 15,000 If the corporation is taxed at 30%, taxes = .3*15000 = $4,500 If the depreciation was $0, EBT = $40,000 and taxes = .3*40000 = $12,000 2011 Pearson Prentice Hall. All rights 11- reserved. 22 Depreciation and Cash Flow
==> Depreciation is a non-cash
expense BUT affects Cash Flow through its impact on taxes; Depreciation ==> in Expense ==> in taxes => CF
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reserved. 23 Change in Net Working Capital
Step 2: Calculate the cash flows from
the change in net working capital
This refers to additional investment in
current assets minus any additional short-term liabilities that were generated.
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reserved. 24 Steps in Calculating Operating Cash Flows
Step 3: Determine the cash flows from
the change in capital spending
This refers to any capital spending
requirements during the life of the project.
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reserved. 25 Putting it all together
Step 4: Project free cash flows
= change in EBIT changes in taxes + change in depreciation change in net working capital change in capital spending
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reserved. 26 2.3 Terminal Cash Flow
Terminal cash flows are flows
associated with the project at termination. It may include: Salvage value of the project Any taxable gains or losses associated with the sale of any asset 2011 Pearson Prentice Hall. All rights 11- reserved. 27 Refer to Example 11.2
Initial outlay = $200,000 + $30,000 = $230,000
Operating cash flow = EBIT + Depreciation = $155,600 (see Tables 11-1, 11-2) Terminal free cash flows = Operating cash flow + net working capital = $185,600 (See Table 11-3) 2011 Pearson Prentice Hall. All rights 11- reserved. 28 Table 11-1
2011 Pearson Prentice Hall. All rights 11-
reserved. 29 Table 11-2
2011 Pearson Prentice Hall. All rights 11-
reserved. 30 Table 11-3
2011 Pearson Prentice Hall. All rights 11-
reserved. 31 3. Options in Capital Budgeting
Options add value to capital budgeting
project by being able to modify the project based on future developments (that are currently unknown). Some common options are: Option to delay a project Option to expand a project Option to abandon a project 2011 Pearson Prentice Hall. All rights 11- reserved. 32 Option to Delay
Almost every project has a mutually exclusive
alternativewaiting and pursuing at a later time. It is conceivable that a project with a negative NPV now may have a positive NPV if undertaken later on. This could be due to various reasons such as favorable changes in fashion, technology, economy, or borrowing costs.
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reserved. 33 Option to Expand
Even if a project is currently
unprofitable, it may be useful to determine whether the profitability of the project will change if the company is able to expand in the future. Example: Firms investing in negative NPV projects to gain access to new markets 2011 Pearson Prentice Hall. All rights 11- reserved. 34 Option to Abandon
It may be necessary to abandon the project
before its estimated life due to inaccurate project analysis models or cash flow forecasts or due to changes in market conditions. When comparing two projects with similar NPVs, project that is easier to abandon may be more desirable (example, temporary versus permanent workers, lease versus buy)
2011 Pearson Prentice Hall. All rights 11-
reserved. 35 4. Risk and the Investment Decision
Two main issues:
What is risk and how should it be measured? How should risk be incorporated into a capital budgeting analysis?
that much of the risk will be diversified away as the project is combined with other projects and assets. This is an inappropriate measure of risk for capital budgeting projects.
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reserved. 38 Contribution-to-Firm Risk
This is the amount of risk that the project
contributes to the firm as a whole; This measure considers the fact that some of the projects risk will be diversified away as the project is combined with the firms other projects and assets but ignores the effects of diversification of the firms shareholders.
2011 Pearson Prentice Hall. All rights 11-
reserved. 39 Systematic Risk
Risk of the project from the viewpoint of a
well-diversified shareholder; This measure takes into account that some of the risk will be diversified away as the project is combined with the firms other projects and in addition, some of the remaining risk will be diversified away by the shareholders as they combine this stock with other stocks in their portfolios.
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reserved. 40 Relevant risk
Theoretically, the only risk of concern to
shareholders is systematic risk. Since the projects contribution-to-firm risk affects the probability of bankruptcy for the firm, it is a relevant risk measure. Thus we need to consider both the projects contribution-to-firm risk and the projects systematic risk. 2011 Pearson Prentice Hall. All rights 11- reserved. 41 Incorporating Risk into Capital Budgeting
We know that investors demand higher
returns for more risky projects. As the risk of a project increases, the required rate of return is adjusted upward to compensate for the added risk. This risk adjusted discount rate is then used for discounting free cash flows (in NPV model) or as the benchmark required rate of return (in IRR model) 2011 Pearson Prentice Hall. All rights 11- reserved. 42 5. Measurement of Systematic Risk
Estimating risk of a project can be difficult
Historical stock return data relates to an entire firm, rather than a specific project or division. Risk must be estimated. Options to estimate risk include: Accounting Beta Pure Play Method Simulation Scenario Analysis Sensitivity Analysis 2011 Pearson Prentice Hall. All rights 11- reserved. 43 Beta
Accounting Beta Method
Can be estimated via time-series regression on a divisions return on assets on the market index Pure Play Method Identifies publicly traded firms engaged solely in the same business as the project, using that firms return data to judge the project. 2011 Pearson Prentice Hall. All rights 11- reserved. 44 Simulation
Involves the process of imitating the
performance of the project under evaluation (See Figure 11-6) Done by randomly selecting observations from each of the distributions that affect the outcome of the project and continuing with this process until a representative record of the projects probable outcome is assembled. 2011 Pearson Prentice Hall. All rights 11- reserved. 45 Scenario Analysis
Identifies the range of possible
outcomes under the worst, best, and most likely cases.
2011 Pearson Prentice Hall. All rights 11-
reserved. 46 Sensitivity Analysis
Determining how the distribution of
possible net present values or internal rate of return for a particular project is affected by a change in one particular input variable while holding all other input variables constant (also known as what-if analysis).
2011 Pearson Prentice Hall. All rights 11-
reserved. 47 6. The Multinational Firm
Process of measuring the incremental
after-tax cash flows to the company as a whole gets more difficult when dealing with competition from abroad. Calculating the right base case (i.e. incremental cash flows if project not taken) is difficult International opportunities come with risks such as currency fluctuations that can distort cash flow projections. 2011 Pearson Prentice Hall. All rights 11- reserved. 48 Figure 11-1
2011 Pearson Prentice Hall. All rights 11-
reserved. 49 Figure 11-2
2011 Pearson Prentice Hall. All rights 11-
reserved. 50 Figure 11-3
2011 Pearson Prentice Hall. All rights 11-
reserved. 51 Figure 11-4
2011 Pearson Prentice Hall. All rights 11-
reserved. 52 Figure 11-5
2011 Pearson Prentice Hall. All rights 11-
reserved. 53 Figure 11-6
2011 Pearson Prentice Hall. All rights 11-
reserved. 54 Figure 11-6 (cont.)
2011 Pearson Prentice Hall. All rights 11-
reserved. 55 Figure 11-7
2011 Pearson Prentice Hall. All rights 11-
reserved. 56 Table 11-4
2011 Pearson Prentice Hall. All rights 11-
reserved. 57 Table 11-5
2011 Pearson Prentice Hall. All rights 11-
reserved. 58 Table 11-5 (cont.)
2011 Pearson Prentice Hall. All rights 11-
reserved. 59 Key Terms
Contribution-to-firm risk Incremental after-tax free cash flows Initial outlay Project standing alone risk Pure play method