Capital Budgeting Decision Models Ii 2z6v31

LECTURE 4 Capital Budgeting Decision Models II Chapter 9

9-1

Business istration and Economics Department

Learning Objectives 1. Calculate the most popular capital budgeting alternative to the NPV, the internal rate of return (IRR). 2. Show the relationship between net present value and internal rate of return 3. Understand the ‘Opportunity cost of capital’ 4. Explain how the modified internal rate of return (MIRR) model attempts to address the IRR’s problems. 5. Understand the profitability index (PI) as a modification of the NPV model. 6. Compare and contrast the strengths and weaknesses of each decision model in a holistic way. 9-2

Internal Rate of Return • The Internal Rate of Return (IRR) is the discount rate which forces the sum of all the discounted cash flows from a project to equal 0, as shown below:

• The decision rule that would be applied is as follows: • IRR > discount rate  NPV > 0  Accept project • The IRR is measured as a percent while the NPV is measured in dollars. 9-3

Internal rate of return Outlay = Future cash flows discounted at rate r CF0 =

CF1

1+r

+

CF2

(1 + r)2

+

CF3

….

(1 + r)3

CFn

(1 + r)n

The internal rate of return, r, is the discount rate at which the net present value is zero CF0 +

9-4

CF1

1+r

+

CF2

(1 + r)2

+

CF3

….

(1 + r)3

CFn

=0 (1 + r)n

Investors’ opportunity cost •The purpose of allocating money to a particular project is to generate cash inflows in the future, significantly greater than the amount invested •The time value of money: investors have alternative uses for their funds and they therefore have an opportunity cost if money is invested in a corporate project •The investor’s opportunity cost: the sacrifice of the return available on the best forgone alternative •Investments must generate at least enough cash for all investors to obtain their required returns. If they produce less than the investor’s opportunity cost then the wealth of shareholders will decline

9-5

Appropriate Discount Rate or Hurdle Rate • Discount rate or hurdle rate is the minimum acceptable rate of return that should be earned on a project given its riskiness. • For a firm, it would typically be its weighted average cost of capital. • Sometimes, it helps to draw an NPV profile – i.e. A graph plotting various NPVs for a range of incremental discount rates, showing at which discount rates the project would be acceptable and at which rates it would not.

9-6

Appropriate Discount Rate or Hurdle Rate (continued) NPVs for Copier A with Varying Risk Levels

The point where the NPV line cuts the Xaxis is the IRR of the project i.e. the discount rate at which the NPV = 0. Thus, at rates below the IRR, the project would have a positive NPV and would be acceptable and vice-versa.

Net present value profile of copier A.

9-7

How can we calculate the IRR? • Trial and error approach • Start with a realistic rate, find the NPV • If NPV positive, continue and try a higher rate, so that you end up with a negative NPV. • Then…INTERPOLATION (pay attention to the exercise!) • DECISION RULE: If r > k ACCEPT If r < k REJECT 9-8

Net present value of a project CF1

NPV = (1 + k)n CF0 + Where k=15%, CF0 = cash flow at time zero (t0) = -11 million 12 at time one (t1), 1 year after time zero=12 CF1 = cash flow NPV = –11 + = –11 + 10.43 = – million 1 + 0.15£0.565m Decision rules for net present value: NPV ≥ 0

Accept

NPV < 0

Reject

An investment proposal’s net present value is derived by discounting the future net cash receipts at a rate which reflects the value of the alternative use of the funds, summing them over the life of the proposal and deducting the initial outlay.

9-9

 Internal rate of return TRIAL & ERROR CF0 + – 11

+

CF1 1+r 12 1+r

=0

=0

•Try 10 per cent: – 11

+

12 1 + 0.1

= –0.0909 or –£90,909

•Try 9 per cent: – 11

9-10

12 + 1+ 0.09

= +0.009174 or + £9,174

Interpolation to find the IRR

A-B A+C

IRR:

= 0.0917

9,174 + 90,909

(

= 9+

9-11

9,174 – 0

=

9,174

100,08 3

)

× (10 – 9) = 9.0917 per cent

Internal rate of return •If k > r reject •If k < r accept

Since 15% (k) > 9.0917%(r ), I reject the project on the basis of IRR 9-12

The relationship between NPV and the discount rate for Project proposal

The relationship between NPV and the discount rate for the Project 9-13

Problems with the Internal Rate of Return • In most cases, NPV decision = IRR decision – That is, if a project has a positive NPV, its IRR will exceed its hurdle rate, making it acceptable. Similarly, the highest NPV project will also generally have the highest IRR.  

• However, there are some cases when the IRR method leads to ambiguous decisions or is problematic. In particular, we can have 2 problems with the IRR approach: 1. Multiple IRRs; and 2. An unrealistic reinvestment rate assumption.  9-14

Multiple Internal Rates of Return Projects which have non-normal cash flows (as shown below) i.e. multiple sign changes during their lives often end up with multiple IRRs.

multiple internal rates of return.

9-15

Multiple Internal Rates of Return (continued) • Typically happens when a project has non-normal cash flows, i.e. the cash inflows and outflows are not all clustered together i.e. all negative cash flows in early years followed by all positive cash flows later, or vice-versa. • If the cash flows have multiple sign changes during the project’s life, it leads to multiple IRRs and therefore ambiguity as to which one is correct. • In such cases, the best thing to do is to draw an NPV profile and select the project if it has a positive NPV at our required discount rate and vice-versa. 9-16

Reinvestment & Crossover Rates • Another problem with the IRR approach is that it inherently assumes that the cash flows are being reinvested at the IRR, which if unusually high, can be highly unrealistic. • In other words, if the IRR was calculated to be 40%, this would mean that we are implying that the cash inflows from a project are being reinvested at a rate of return of 40%, for the IRR to materialize. 9-17

•

Reinvestment & Crossover Rates (continued) A related problem arises when in the case of mutually exclusive

projects we have either significant cost differences, and/or significant timing differences, leading to the NPV profiles crossing over.

Mutually exclusive projects and their crossover rates.

Notice that Project B’s IRR is higher than Project A’s IRR, making it the preferred choice based on the IRR approach. However, at discount rates lower than the crossover rate, Project A has a higher NPV than Project B, making it more acceptable since it is adding more value 9-18

Reinvestment & Crossover Rates (continued) If the discount rate is exactly equal to the crossover rate both projects would have the same NPV.  To the right of the crossover point, both methods would select Project B.  The fact that at certain discount rates, we have conflicting decisions being provided by the IRR method vis-à-vis the NPV method is the problem.  So, when in doubt go with the project with the highest NPV, it will always be correct.   9-19

Reinvestment & Crossover Rates (continued) Example: Calculating the crossover rate of two projects  Listed below are the cash flows associated with two mutually exclusive projects, A and B. Calculate their crossover rate.

First calculate the yearly differences in the cash flows i.e. (A-B) Next, calculate the IRR of the cash flows in each column, e.g. IRR for A, IRR for B and IRR for (A-B) 9-20

Reinvestment & Crossover Rates (continued) Answer IRR(10, {-3000, -4000, 2000, 7000} 12.04% IRRA = 42.98% ; IRRB = 77.79%; IRR(A-B) = 12.04%  Now, to check this calculate the NPVs of the two projects at: 0%, 10%, 12.04%, 15%, 42.98%, and 77.79%.

From 0% to 12.04%, NPVA > NPVB For I >12.04%, NPVB > NPVA NPV profiles cross-over at 12.04% 9-21

Modified Internal Rate of Return (MIRR) • Despite several shortcomings, managers like to use IRR since it is expressed as a % rather than in dollars.  • The MIRR was developed to get around the unrealistic reinvestment rate criticism of the traditional IRR  • Under the MIRR, all cash outflows are assumed to be reinvested at the firm’s cost of capital or hurdle rate, which makes it more realistic. • We calculate the future value of all positive cash flows at the terminal year of the project, the present value of the cash outflows at time 0; using the firm’s hurdle rate; and then solve for the relevant rate of return that would be implied using the following equation:  

9-22

Modified Internal Rate of Return (MIRR) (continued) Example: Calculating MIRR.   Using the cash flows given in Example 8 above, and a discount rate of 10%; calculate the MIRRs for Projects A and B. Which project should be accepted? Why?

9-23

Modified Internal Rate of Return (MIRR) (continued) Example Answer Project A: PV of cash outflows at time 0 = $10,000 FV of cash inflows at year 3, @10% = 5,000*(1.1) 2 + $7,000*(1.1)1 + $9,000 $6,050 + $7,700 + $9,000 = $22,750   MIRRA = (22750/10000)1/3 – 1 = 31.52%  Project B: PV of cash outflows at time 0 = $7,000 FV of cash inflows at year 3, @10% = $9,000*(1.1) 2 + $5,000*(1.1)1 + $2,000 $8,470+$5,500+$2,000=$15,970   MIRRB = (15970/7000)1/3 – 1 = 31.64%  So, accept Project B since its MIRR is higher. 9-24

Profitability Index • If faced with a constrained budget choose projects that give us the best “bang for our buck.” • The Profitability Index can be used to calculate the ratio of the PV of benefits (inflows) to the PV of the cost of a project as follows:

•  In essence, it tells us how many dollars we are getting per dollar invested.

9-25

Profitability Index (continued) Example 10: PI calculation. 

Using the cash flows listed in the previous example, and a discount rate of 10%, calculate the PI of each project Which one should be accepted, if they are mutually exclusive? Why?

Answer PIA= (NPV + Cost)/Cost = ($17,092.41/$10,000) = $1.71  PIB = (NPV + Cost)/Cost = ($13,816.68/$7,000) = $1.97  PROJECT B, HIGHER PI

9-26

Overview of Six Decision Models 1. Payback period

– simple and fast, but economically unsound. – ignores all cash flow after the cutoff date – ignores the time value of money.

2. Discounted payback period

– incorporates the time value of money – still ignores cash flow after the cutoff date.

3. Net present value (NPV)

– economically sound – properly ranks projects across various sizes, time horizons, and levels of risk, without exception for all independent projects.

  9-27

Overview of Six Decision Models (continued) 4. Internal rate of return (IRR)

– provides a single measure (return), – has the potential for errors in ranking projects. – can also lead to an incorrect selection when there are two mutually exclusive projects or incorrect acceptance or rejection of a project with more than a single IRR.

 5. Modified internal rate of return (MIRR)

– corrects for most of, but not all, the problems of IRR and gives the solution in of a return. – the reinvestment rate may or may not be appropriate for the future cash flows, however.

 6. Profitability index (PI)

– incorporates risk and return, – but the benefits-to-cost ratio is actually just another way of expressing the NPV.

9-28

Overview of Six Decision Models (continued) Summary of Six Decision Models

9-29

Corporate Use of Different Decision Models: What Capital Budgeting Decision Models Do You Use?

9-30