FINC-220 Lecture Notes - Lecture 8: Capital Budgeting, Net Present Value, Payback Period
Chapter 9- Net present value and other investment criteria
Chapter outline
• Capital budgeting process
• Net present value
• Payback
• Discounted payback
• The internal rate of return
• Profitability index
• The practice of capital budgeting
Uses of capital budgeting
Replace
Expand
Maintenance or obsolescence
Current product or current service
Cost reduction
New product or new service
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Comparison valuations
Net present value
• Definition: The difference between the present value of the future cash flows (i. e. market
value) of a project and its cost
• Computation:
o Estimate the future cash flows
o Estimate the required return for projects of this risk level.
o Find the present value of the cash flows and subtract the initial investment.
NPV- decision rule
• A positive NPV means that the project is expected to add value to the firm and will
therefore increase the wealth of the owners.
• Since our goal is to increase owner wealth, NPV is a direct measure of how well this
project will meet our goal, as measured in dollar terms.
o If the NPV is positive (NPV > $0), then we ACCEPT the project.
o Conversely, if the NPV is negative, then we REJECT the project.
Project example information
ď‚— You are reviewing a new project and have estimated the following cash flows:
ď‚— Year 0: CF = -165,000
ď‚— Year 1: CF = 63,120
ď‚— Year 2: CF = 70,800
ď‚— Year 3: CF = 91,080
ď‚— Your required return for assets of this risk level is 12%.
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Net present value computation
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Document Summary
Chapter 9- net present value and other investment criteria. Chapter outline: capital budgeting process, net present value, payback, discounted payback, the internal rate of return, profitability index, the practice of capital budgeting. Payback decision: we need to know a management"s number. Required rate of return is 15% and cutoff payback is 2 years. Discounted payback: advantages, includes time value of money, easy to understand, biased towards liquidity, disadvantages, requires an arbitrary cutoff point, ignores cash flows beyond the cutoff point, biased against long-term projects, such as r&d and new products. Internal rate of return: this is the most important alternative to npv, definition: it is the discount rate (or required return) that will bring all of the cash flows. It is often used in practice and is intuitively appealing into present value time and total the exact value of the cost of the project: said another way, it is the return that will yield a npv =sh.