财务管理ch06资本预算课件.ppt

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1、Chapter 06,Capital Budgeting Techniques资本预算方法,Project Evaluation:Alternative Methods,Payback Period(PBP投资回收期)Internal Rate of Return(IRR内含报酬率)Net Present Value(NPV净现值)Profitability Index(PI获利指数),Proposed Project Data,Julie Miller is evaluating a new project for her firm,Basket Wonders(BW).She has de

2、termined that the after-tax cash flows for the project will be$10,000;$12,000;$15,000;$10,000;and$7,000,respectively,for each of the Years 1 through 5.The initial cash outlay will be$40,000.,Independent Project,Independent-A project whose acceptance(or rejection)does not prevent the acceptance of ot

3、her projects under consideration.,For this project,assume that it is independent of any other potential projects that Basket Wonders may undertake.,Payback Period(PBP),PBP is the period of time required for the cumulative expected cash flows from an investment project to equal the initial cash outfl

4、ow.,0 1 2 3 4 5,-40 K 10 K 12 K 15 K 10 K 7 K,(c),10 K 22 K 37 K 47 K 54 K,Payback Solution(#1),PBP=a+(b-c)/d=3+(40-37)/10=3+(3)/10=3.3 Years,0 1 2 3 4 5,-40 K 10 K 12 K 15 K 10 K 7 K,CumulativeInflows,(a),(-b),(d),Payback Solution(#2),PBP=3+(3K)/10K=3.3 YearsNote:Take absolute value of last negativ

5、e cumulative cash flow value.,CumulativeCash Flows,-40 K 10 K 12 K 15 K 10 K 7 K,0 1 2 3 4 5,-40 K-30 K-18 K-3 K 7 K 14 K,PBP Acceptance Criterion,Yes!The firm will receive back the initial cash outlay in less than 3.5 years.3.3 Years 3.5 Year Max.,The management of Basket Wonders has set a maximum

6、PBP of 3.5 years for projects of this type.Should this project be accepted?,PBP Strengths and Weaknesses,Strengths:Easy to use and understand Can be used as a measure of liquidity,Weaknesses:Does not account for TVM Does not consider cash flows beyond the PBP,Internal Rate of Return(IRR),IRR is the

7、discount rate that equates the present value of the future net cash flows from an investment project with the projects initial cash outflow.,CF1 CF2 CFn,(1+IRR)1(1+IRR)2(1+IRR)n,+.+,+,ICO=,$15,000$10,000$7,000,IRR Solution,$10,000$12,000,(1+IRR)1(1+IRR)2,Find the interest rate(IRR)that causes the di

8、scounted cash flows to equal$40,000.,+,+,+,+,$40,000=,(1+IRR)3(1+IRR)4(1+IRR)5,IRR Solution(Try 10%),$40,000=$10,000(PVIF10%,1)+$12,000(PVIF10%,2)+$15,000(PVIF10%,3)+$10,000(PVIF10%,4)+$7,000(PVIF10%,5)=$10,000(.909)+$12,000(.826)+$15,000(.751)+$10,000(.683)+$7,000(.621)=$9,090+$9,912+$11,265+$6,830

9、+$4,347=$41,444Rate is too low!,IRR Solution(Try 15%),$40,000=$10,000(PVIF15%,1)+$12,000(PVIF15%,2)+$15,000(PVIF15%,3)+$10,000(PVIF15%,4)+$7,000(PVIF15%,5)=$10,000(.870)+$12,000(.756)+$15,000(.658)+$10,000(.572)+$7,000(.497)=$8,700+$9,072+$9,870+$5,720+$3,479=$36,841Rate is too high!,.10$41,444.05IR

10、R$40,000$4,603.15$36,841($1,444)(0.05)$4,603,IRR Solution(Interpolate),$1,444,X,X=,X=.0157,IRR=.10+.0157=.1157 or 11.57%,X/.05=1444/4603,IRR Acceptance Criterion,No!The firm will receive 11.57%for each dollar invested in this project at a cost of 13%.IRR Hurdle Rate,The management of Basket Wonders

11、has determined that the hurdle rate is 13%for projects of this type.Should this project be accepted?,IRR Strengths and Weaknesses,Strengths:Accounts for TVM Considers all cash flows Less subjectivity,Weaknesses:Assumes all cash flows reinvested at the IRR Difficulties with project rankings and Multi

12、ple IRRs,Net Present Value(NPV),NPV is the present value of an investment projects net cash flows minus the projects initial cash outflow.,CF1 CF2 CFn,(1+k)1(1+k)2(1+k)n,+.+,+,-ICO,NPV=,Basket Wonders has determined that the appropriate discount rate(k)for this project is 13%.,$10,000$7,000,NPV Solu

13、tion,$10,000$12,000$15,000,(1.13)1(1.13)2(1.13)3,+,+,+,-$40,000,(1.13)4(1.13)5,NPV=,+,NPV Solution,NPV=$10,000(PVIF13%,1)+$12,000(PVIF13%,2)+$15,000(PVIF13%,3)+$10,000(PVIF13%,4)+$7,000(PVIF13%,5)-$40,000NPV=$10,000(.885)+$12,000(.783)+$15,000(.693)+$10,000(.613)+$7,000(.543)-$40,000NPV=$8,850+$9,39

14、6+$10,395+$6,130+$3,801-$40,000=-$1,428,NPV Acceptance Criterion,No!The NPV is negative.This means that the project is reducing shareholder wealth.Reject as NPV 0,The management of Basket Wonders has determined that the required rate is 13%for projects of this type.Should this project be accepted?,N

15、PV Strengths and Weaknesses,Strengths:Cash flows assumed to be reinvested at the hurdle rate.Accounts for TVM.Considers all cash flows.,Weaknesses:May not include managerial options embedded in the project.See Chapter 14.,Net Present Value Profile,Discount Rate(%),0 3 6 9 12 15,IRR,NPV13%,Sum of CFs

16、,Plot NPV for eachdiscount rate.,Three of these points are easy now!,Net Present Value,$000s,15,10,5,0,-4,Profitability Index(PI),PI is the ratio of the present value of a projects future net cash flows to the projects initial cash outflow.,CF1 CF2 CFn,(1+k)1(1+k)2(1+k)n,+.+,+,ICO,PI=,PI=1+NPV/ICO,M

17、ethod#2:,Method#1:,PI Acceptance Criterion,No!The PI is less than 1.00.This means that the project is not profitable.Reject as PI 1.00,PI=$38,572/$40,000=.9643(Method#1,13-34)Should this project be accepted?,PI Strengths and Weaknesses,Strengths:Same as NPV Allows comparison of different scale proje

18、cts,Weaknesses:Same as NPV Provides only relative profitability Potential Ranking Problems,Evaluation Summary,Basket Wonders Independent Project,Other Project Relationships,Mutually Exclusive-A project whose acceptance precludes the acceptance of one or more alternative projects.,Dependent-A project

19、 whose acceptance depends on the acceptance of one or more other projects.,Potential Problems Under Mutual Exclusivity,A.Scale of InvestmentB.Cash-flow PatternC.Project Life,Ranking of project proposals may create contradictory results.,A.Scale Differences,Compare a small(S)and a large(L)project.,NE

20、T CASH FLOWS,Project S Project L,END OF YEAR,0-$100-$100,000,1 0 0,2$400$156,250,Scale Differences,Calculate the PBP,IRR,NPV10%,and PI10%.Which project is preferred?Why?Project IRR NPV PI,S 100%$231 3.31 L 25%$29,132 1.29,B.Cash Flow Pattern,Let us compare a decreasing cash-flow(D)project and an inc

21、reasing cash-flow(I)project.,NET CASH FLOWS,Project D Project I,END OF YEAR,0-$1,200-$1,200,1 1,000 100,2 500 600,3 100 1,080,D 23%$198 1.17 I 17%$198 1.17,Cash Flow Pattern,Calculate the IRR,NPV10%,and PI10%.Which project is preferred?Project IRR NPV PI,?,Examine NPV Profiles,Discount Rate(%),0 5 1

22、0 15 20 25,-200 0 200 400 600,IRR,NPV10%,Plot NPV for eachproject at variousdiscount rates.,Net Present Value($),Project I,Project D,Fishers Rate of Intersection,Discount Rate($),0 5 10 15 20 25,-200 0 200 400 600,Net Present Value($),At k10%,I is best!,Fishers Rate ofIntersection,At k10%,D is best!

23、,C.Project Life Differences,Let us compare a long life(X)project and a short life(Y)project.,NET CASH FLOWS,Project X Project Y,END OF YEAR,0-$1,000-$1,000,1 0 2,000,2 0 0,3 3,375 0,X 50%$1,536 2.54 Y 100%$818 1.82,Project Life Differences,Calculate the PBP,IRR,NPV10%,and PI10%.Which project is pref

24、erred?Why?Project IRR NPV PI,?,Another Way to Look at Things,1.Adjust cash flows to a common terminal year if project“Y”will NOT be replaced.Compound Project Y,Year 1 10%for 2 years.Year 0 1 2 3CF-$1,000$0$0$2,420Results:IRR*=34.26%NPV=$818*Lower IRR from adjusted cash-flow stream.X is still Best.,R

25、eplacing Projects with Identical Projects,2.Use Replacement Chain Approach(Appendix B)when project“Y”will be replaced.,0 1 2 3,-$1,000$2,000,-1,000$2,000,-1,000$2,000,-$1,000$1,000$1,000$2,000,Results:IRR=100%NPV*=$2,238.17*Higher NPV,but the same IRR.Y is Best.,Capital Rationing（资本配给）,Capital Ratio

26、ning occurs when a constraint(or budget ceiling)is placed on the total size of capital expenditures during a particular period.（对总支出有限制）,Example:Julie Miller must determine what investment opportunities to undertake for Basket Wonders(BW).She is limited to a maximum expenditure of$32,500 only for th

27、is capital budgeting period.,Available Projects for BW,Project ICO IRR NPV PIA$500 18%$50 1.10 B 5,000 25 6,500 2.30 C 5,000 37 5,500 2.10 D 7,500 20 5,000 1.67 E12,500 26 500 1.04 F15,000 28 21,000 2.40 G17,500 19 7,500 1.43 H25,000 15 6,000 1.24,Choosing by IRRs for BW,Project ICO IRR NPV PIC$5,00

28、037%$5,500 2.10 F15,000 28 21,000 2.40 E12,50026 500 1.04 B 5,00025 6,500 2.30 Projects C,F,and E have the three largest IRRs.The resulting increase in shareholder wealth is$27,000 with a$32,500 outlay.,Choosing by NPVs for BW,Project ICO IRR NPV PI F$15,000 28%$21,000 2.40 G17,50019 7,500 1.43 B 5,

29、00025 6,500 2.30Projects F and G have the two largest NPVs.The resulting increase in shareholder wealth is$28,500 with a$32,500 outlay.,Choosing by PIs for BW,Project ICO IRR NPV PI F$15,000 28%$21,000 2.40B 5,000 25 6,500 2.30 C 5,000 37 5,500 2.10 D 7,500 20 5,000 1.67 G 17,500 19 7,500 1.43Projec

30、ts F,B,C,and D have the four largest PIs.The resulting increase in shareholder wealth is$38,000 with a$32,500 outlay.,Summary of Comparison,Method Projects Accepted Value Added PI F,B,C,and D$38,000 NPV F and G$28,500 IRRC,F,and E$27,000PI generates the greatest increase in shareholder wealth when a limited capital budget exists for a single period.,谢谢,