Capital budgeting

Investment decisions
 Capital budgeting decisions
 Evaluation criteria DCF –NPV-IRR
 Reinvestment assumption
 Modified IRR
 Investment decision under inflation
 Complex investment decisions
 Investment decisions under capital rationing
 Is the process of making investment
decisions in capital expenditures
 A capital expenditure may be defined as an
expenditure the benefits of which are
expected to be received over a period of time
exceeding one year.
 The main characteristic of capital
expenditure is that expenditure is incurred at
one point of time where as benefits of
expenditure are realized at different points
of time in future.
 Cost of acquisition of permanent assets
land & buildings, Plant & machinery,
goodwill etc
 Cost of addition, expansion, improvement
or alteration in the fixed assets
 Cost of replacement of permanent assets
 Research and development project cost
 According to CharlesT.Horngreen “ capital
budgeting is long term planning for making
finance proposed capital outlays”.
 Large investments
 Long – term commitment of funds
 Irreversible in nature
 Long – term effect on profitability
 Difficulties of investment decisions
 National importance
 Identification of investment proposals
 Screening the proposals
 Evaluation of various proposals
 Fixing priorities
 Final approval and preparation of capital
expenditure budget
 Implementing proposal
 Performance review
 Accept or reject decisions
 Mutually Exclusive project decisions
 Capital rationing decisions
 Traditional or Non-discounted methods
 (i) Pay back period
 (ii) Accounting rate of return
 Modern or Discounted Cash flow
 (i) Net present value
 (ii) Internal rate of return
 (iii) Profitability index
 A project costs Rs.1,00,000 and yields an
annual cash inflow of Rs.20,000 for 8
years. Calculate its payback.
 Pay back period = Initial investment /
Annual cash flows
 1,00,000/20,000 = 5 years
 Accept less than cut off point or standard
point
 Reject if the pay back period is greater
than cut off point or standard point
 XYZ ltd is considering two projects. Each
projects requires an investment of
Rs.10,000. The firm’s cost of capital is 10%.
The net cash inflows from investments in
two projects X and Y are as follows:
 The company has fixed 3 years PBP as cut
off point. State which project should be
accepted?
Years Cash flows Cumulative cash flows
1 5,000 5,000
2 4,000 9,000
3 3,000 12,000
4 1,000
5 -
Years 1 2 3 4 5
X 5,000 4,000 3,000 1,000 -
Y 1,000 2,000 3,000 4,000 5,000
 2+ 10,000 – 9,000 / 3,000 = 2+ 0.33
 2.33 years
 This method takes into consideration the
time value of money and attempts to
calculate the return on investments by
introducing the factor of time element.
 The net present values of all inflows and
outflows of cash occurring during the
during the entire life of the project is
determined separately for each year by
discounting these flows cost of capital or
pre-determined rate.
 Accept when it is positive
 Reject when it is negative
 NPV = Present value of cash inflows –
Present value of cash outflows
 No project is acceptable unless the yield is
10%. Cash inflows of a certain project
along with cash outflows are given below:
 The salvage value at the end of 5th year is
40,000. Calculate NPV
Years 0 1 2 3 4 5
Cash flow 1,50,000 30,000 - - - -
Cash flow - 20,000 30,000 60,000 80,000 30,000
 Calculation of present value of cash
outflows
Years Cash flow PV factor @
10%
Pv of cash flow
0 1,50,000 1 1,50,000
1 30,000 0.909 27,270
Total 1,77,270
Years Cash flow PV factor @ 10% Pv of cash inflows
1 20,000 0.909 18,180
2 30,000 0.826 24,780
3 60,000 0.751 45,060
4 80,000 0.683 54,640
5 30,000 0.621 18,630
5 40,000(scrap value) 0.621 24,840
Total 1,86,130
NPV = 1,86,130 – 1,77,270 = 8,860
2. From the following information calculate
the net present value of the two projects
and suggest which of the two projects
should be accepted assuming a discount
rate of 10%.
 The profits before depreciation and after
taxes (cash flows) are as follows:
Particulars year1 year2 year3 year4 year5
Project X 5,000 10,000 10,000 3,000 2,000
ProjectY 20,000 10,000 5,000 3,000 2,000
Particulars Project X ProjectY
Initial investment 20,000 30,000
Estimated life 5 years 5 years
Scrap value 1,000 2,000
 It is e net present valuknown as time
adjusted rate of return, discounted cash flow,
yield method. The cash flows of a project are
discounted at a suitable rate by trial and
error method.
 It equates the net present value so calculated
to the amount of the investment.
 Since the discount rate is determined
internally, this method is called as internal
rate of return
 Initial outlay / Annual cash flow
 Problem:
 Initial outlay : 50,000
 Life of the asset : 5 years
 Estimated annual cash flow: 12,500
 Calculate the internal rate of return.
 50,000/12,500 = 4
 Decision rule :
 Accept if the IRR is greater than cost of
capital
 Reject if the IRR is lesser than cost of capital
 Initial investment : 60,000
 Life of the asset : 4 years
 Estimated net annual cash flows:
 1 year : 15,000
 2 year : 20,000
 3 year : 30,000
 4 year : 20,000
 Calculate internal rate of return
Years Cash flows Discount rate @
14%
PV cashflows
1 15,000 0.877 13,155
2 20,000 0.769 15,380
3 30,000 0.674 20,220
4 20,000 0.592 11,840
Total 60,595
Years Cash flows Discount rate @
15%
PV cashflows
1 15,000 0.869 13,035
2 20,000 0.756 15,120
3 30,000 0.657 19,710
4 20,000 0.571 11,420
TOTAL 59,285
 IRR = LDR + (Initial investment – cash flows of
lower discount rate /( Initial investment – cash
flows of lower discount rate +Initial
investment -cash flows of higher discount
rate ) * (HDR –LDR)
 14%+ 595/595+715 * (15%-14%) = 14.45%
 It is also called as Benefit cost ratio, it is
the relationship between present value of
cash inflows and the present value of cash
outflows.
 PI = PV of cash inflows/ PV of Outflows
 Decision rule:
 Accept when it is greater than 1
 Reject if it is lesser than 1
 Differences between the NPV and IRR
 The net present value method and the
Internal rate of return method are similar
in the sense that both are modern
techniques of capital budgeting and both
take into account the time value of money.
 There are certain basic differences
between these two methods of capital
budgeting.
 Conflicting ranking: is conflict in ranking of a
given project by NPV or IRR resulting from
differences in magnitude or timing of cash
flows.
 Differences in ranking by the these two
methods will arise in case of mutually
exclusive projects.
 The differences can be illustrated under the
following heads:
 Size disparity problem
 Time disparity problem
 Unequal expected lives
 Size disparity problem:This arises when the
initial investment in projects under
consideration that is mutually exclusive
projects is different.The cash outlay of some
projects is larger than that of others. In such a
situation the NPV and IRR will give a different
ranking.
 A and B are mutually exclusive investments
involving different outlays:

Particulars Project A Project B Project B-A
Cash outtlays (5,000) (7,500) (2,500)
Cash inflows at
the end of year 1
6,250 9,150 2,900
IRR% 25 22 16
Cost of capital 10
NPV 681.25 817.35
 The mutually exclusive proposals may differ
on the basis of the pattern of cash flows
generated, although their initial investment
may be the same.This may be called the time
disparity problem.
 It may be the conflict arising because of
conflict in ranking of proposals by NPV and
IRR which have different cash flow patterns.
In such cases NPV method would give
superior results than IRR.
 Another situation in which the IRR and the
NPV methods would give conflicting ranking
to mutually exclusive projects is when the
projects have different expected lives.
 The conflict in the ranking by the two
methods in such cases may be resolved by
adopting a modified procedure.
 There are two approaches to do this(i)
Common time horizon (ii) equivalent annual
value or cost
 Common time horizon:This approach makes
a comparison between projects that extends
over multiples of the each.
 Equivalent annual value: Evaluates unequal
lived projects that converts the net present
value of unequal lived mutually exclusive
projects into an equivalent (in NPV terms)
annual amount.
 The conflict between these two methods is
mainly due to different assumptions with
regard to reinvestment rate on funds
released from the proposal.
 The assumption underlying the IRR method
seems to be incorrect and deficient.
 The IRR method implicitly assumes that the
cash flows generated by the projects will be
reinvested at the internal rate of return I,e the
same rate as the proposal itself offers.
 With the NPV method the assumption is that
funds released can be reinvested at the rate
equal to the cost of capital I,e required rate of
return.
 The assumption of the NPV method is
considered to be theoretically superior
because it has the virtue of having a rate
which is consistently be applied to all
investment proposals.
 In contrast to NPV method,The IRR method
assumes a high reinvestment rate of
investment proposals having a high IRR and a
low investment proposals having a low IRR.
 The implicit reinvestment rate will differ
depending upon the cash flow stream for
each investment proposal.
 It is the rate at which interim cash flows can
be invested.
 Both NPV and IRR will show similar results in
the following cases:
 (i) Independent investment proposals which
do not compete with one another and which
may be either accepted or rejected on the
basis of a minimum required rate of return.
 (ii) Conventional investment proposals which
involve cash outflows or outlays in the initial
period followed by a series of cash inflows.
 The reason why they provide similar results is
on the basis of decision making.
 Under NPV method proposal is accepted with
NPV positive, where as under IRR method it is
accepted if the internal rate of return is
higher than the cut off rate.
 The projects which have positive NPV will
have internal rate of return higher than the
required rate of return.
Capital budgeting
1 de 42

Recomendados

6 financial evaluation por
6 financial evaluation6 financial evaluation
6 financial evaluationharshgakhar
10.7K visualizações27 slides
Chapter 5- capital budgeting por
Chapter   5- capital budgetingChapter   5- capital budgeting
Chapter 5- capital budgetingmetnashikiom2011-13
7.7K visualizações9 slides
Investment appraisal methods p2 por
Investment appraisal methods p2Investment appraisal methods p2
Investment appraisal methods p2Antonio Alcocer
6K visualizações37 slides
chap006 Making Capital Investment Decisions por
chap006 Making Capital Investment Decisionschap006 Making Capital Investment Decisions
chap006 Making Capital Investment DecisionsKartika Dwi Rachmawati
1.6K visualizações32 slides
Capital Budgeting por
Capital BudgetingCapital Budgeting
Capital BudgetingInternational Islamic University Islamabad
16.8K visualizações42 slides
Capital budgeting -2 por
Capital budgeting -2Capital budgeting -2
Capital budgeting -2Augustin Bangalore
3.9K visualizações53 slides

Mais conteúdo relacionado

Mais procurados

Capital budgeting por
Capital budgeting Capital budgeting
Capital budgeting hemantkumar0786
3.6K visualizações34 slides
Npv por
NpvNpv
NpvSuresh Thengumpallil
23.5K visualizações20 slides
Capital budgeting cash flow estimation por
Capital budgeting cash flow estimationCapital budgeting cash flow estimation
Capital budgeting cash flow estimationPrafulla Tekriwal
12.3K visualizações58 slides
75985278 sample-questions-of-capital-budgeting por
75985278 sample-questions-of-capital-budgeting75985278 sample-questions-of-capital-budgeting
75985278 sample-questions-of-capital-budgetingvarsha nihanth lade
16.8K visualizações17 slides
Capital budgeting decisions por
Capital budgeting decisionsCapital budgeting decisions
Capital budgeting decisionsAswin prakash i , Xantus Technologies
4K visualizações51 slides
Capital budgeting por
Capital budgetingCapital budgeting
Capital budgetingVinayak Halapeti
27.7K visualizações40 slides

Mais procurados(20)

Capital budgeting por hemantkumar0786
Capital budgeting Capital budgeting
Capital budgeting
hemantkumar07863.6K visualizações
Capital budgeting cash flow estimation por Prafulla Tekriwal
Capital budgeting cash flow estimationCapital budgeting cash flow estimation
Capital budgeting cash flow estimation
Prafulla Tekriwal12.3K visualizações
75985278 sample-questions-of-capital-budgeting por varsha nihanth lade
75985278 sample-questions-of-capital-budgeting75985278 sample-questions-of-capital-budgeting
75985278 sample-questions-of-capital-budgeting
varsha nihanth lade16.8K visualizações
Capital budgeting por Vinayak Halapeti
Capital budgetingCapital budgeting
Capital budgeting
Vinayak Halapeti27.7K visualizações
ROI, NPV and PP por Rahmad Kurniawan
ROI, NPV and PPROI, NPV and PP
ROI, NPV and PP
Rahmad Kurniawan19.6K visualizações
Net Present Value - NPV por ASAD ALI
Net Present Value - NPVNet Present Value - NPV
Net Present Value - NPV
ASAD ALI32.3K visualizações
Capital budgeting por ALOK GIRI
Capital budgetingCapital budgeting
Capital budgeting
ALOK GIRI14.3K visualizações
Capital budgeting ppt@ bec doms on finance por Babasab Patil
Capital budgeting ppt@ bec doms on financeCapital budgeting ppt@ bec doms on finance
Capital budgeting ppt@ bec doms on finance
Babasab Patil13.3K visualizações
Management Accounting - Capital investment decisions por Gayan Mapitiya
Management Accounting - Capital investment decisionsManagement Accounting - Capital investment decisions
Management Accounting - Capital investment decisions
Gayan Mapitiya8.4K visualizações
Discounted Cash Flow por Rod Medallon
Discounted Cash FlowDiscounted Cash Flow
Discounted Cash Flow
Rod Medallon10.4K visualizações
99701101 financial-mgt-notes-section3 por varsha nihanth lade
99701101 financial-mgt-notes-section399701101 financial-mgt-notes-section3
99701101 financial-mgt-notes-section3
varsha nihanth lade811 visualizações
Capital budgeting por premarhea
Capital budgetingCapital budgeting
Capital budgeting
premarhea1.5K visualizações
BlueBookAcademy.com Explains Capital Budgeting por bluebookacademy
BlueBookAcademy.com Explains Capital BudgetingBlueBookAcademy.com Explains Capital Budgeting
BlueBookAcademy.com Explains Capital Budgeting
bluebookacademy959 visualizações
Financial Management Investment Appraisal por Maroof Hussain Sabri
Financial  Management    Investment  AppraisalFinancial  Management    Investment  Appraisal
Financial Management Investment Appraisal
Maroof Hussain Sabri2.8K visualizações
Capital budgeting por shagun jain
Capital budgetingCapital budgeting
Capital budgeting
shagun jain46 visualizações
Capital Structure por premarhea
Capital StructureCapital Structure
Capital Structure
premarhea297 visualizações
Corporate finance por Ananya Jain
Corporate financeCorporate finance
Corporate finance
Ananya Jain1.3K visualizações

Similar a Capital budgeting

CAPITAL BUDGETING DECISIONS.ppt por
CAPITAL BUDGETING DECISIONS.pptCAPITAL BUDGETING DECISIONS.ppt
CAPITAL BUDGETING DECISIONS.pptDr.K.Sivaperumal
64 visualizações46 slides
Lecture cash flow evaluation new por
Lecture cash flow evaluation newLecture cash flow evaluation new
Lecture cash flow evaluation newBsgr Planmin
533 visualizações47 slides
Lecture cash flow evaluation new por
Lecture cash flow evaluation newLecture cash flow evaluation new
Lecture cash flow evaluation newBsgr Planmin
1K visualizações47 slides
Investment decision por
Investment decisionInvestment decision
Investment decisionhimanshujaiswal
8.6K visualizações17 slides
Cfd ppt por
Cfd pptCfd ppt
Cfd ppthimanshujaiswal
1.1K visualizações17 slides
Ch 08 por
Ch 08Ch 08
Ch 08kpserver
6.7K visualizações45 slides

Similar a Capital budgeting(20)

CAPITAL BUDGETING DECISIONS.ppt por Dr.K.Sivaperumal
CAPITAL BUDGETING DECISIONS.pptCAPITAL BUDGETING DECISIONS.ppt
CAPITAL BUDGETING DECISIONS.ppt
Dr.K.Sivaperumal64 visualizações
Lecture cash flow evaluation new por Bsgr Planmin
Lecture cash flow evaluation newLecture cash flow evaluation new
Lecture cash flow evaluation new
Bsgr Planmin533 visualizações
Lecture cash flow evaluation new por Bsgr Planmin
Lecture cash flow evaluation newLecture cash flow evaluation new
Lecture cash flow evaluation new
Bsgr Planmin1K visualizações
Investment decision por himanshujaiswal
Investment decisionInvestment decision
Investment decision
himanshujaiswal8.6K visualizações
Cfd ppt por himanshujaiswal
Cfd pptCfd ppt
Cfd ppt
himanshujaiswal1.1K visualizações
Ch 08 por kpserver
Ch 08Ch 08
Ch 08
kpserver6.7K visualizações
Net Present Value Vs Profitability Index por Aseem R
Net Present Value Vs Profitability IndexNet Present Value Vs Profitability Index
Net Present Value Vs Profitability Index
Aseem R15K visualizações
Capital Budgeting por yashpal01
Capital BudgetingCapital Budgeting
Capital Budgeting
yashpal013.1K visualizações
capital_budgeting.ppt por saadiqalisayyad
capital_budgeting.pptcapital_budgeting.ppt
capital_budgeting.ppt
saadiqalisayyad2 visualizações
Capital budgeting methods lecture notes por Warui Maina
Capital budgeting methods lecture notesCapital budgeting methods lecture notes
Capital budgeting methods lecture notes
Warui Maina214 visualizações
Capital Budgeting Rules 04 por rajeevgupta
Capital Budgeting Rules 04Capital Budgeting Rules 04
Capital Budgeting Rules 04
rajeevgupta1.8K visualizações
Capital budgeting kelompok 3 komplit email por Andreas Hartoyo Yaputra
Capital budgeting kelompok 3 komplit emailCapital budgeting kelompok 3 komplit email
Capital budgeting kelompok 3 komplit email
Andreas Hartoyo Yaputra297 visualizações
Chapter9 projectcashflows por AKSHAYA0000
Chapter9 projectcashflowsChapter9 projectcashflows
Chapter9 projectcashflows
AKSHAYA0000675 visualizações
Capital Budgeting por Amit Jaiswal
Capital BudgetingCapital Budgeting
Capital Budgeting
Amit Jaiswal1.6K visualizações
Fin 2732 investment decisions por YashGupta744
Fin 2732 investment decisionsFin 2732 investment decisions
Fin 2732 investment decisions
YashGupta74487 visualizações
Capital budjeting & appraisal methods por Dhruv Dave
Capital budjeting  & appraisal methodsCapital budjeting  & appraisal methods
Capital budjeting & appraisal methods
Dhruv Dave24.2K visualizações
Cap budget [autosaved] por Kinnar Majithia
Cap budget [autosaved]Cap budget [autosaved]
Cap budget [autosaved]
Kinnar Majithia926 visualizações
Capital budgeting por Sudarshan Kadariya
Capital budgetingCapital budgeting
Capital budgeting
Sudarshan Kadariya1.3K visualizações
Please Compare The Advantages And Disadvantages Of The... por Katy Allen
Please Compare The Advantages And Disadvantages Of The...Please Compare The Advantages And Disadvantages Of The...
Please Compare The Advantages And Disadvantages Of The...
Katy Allen4 visualizações

Último

MATRIX.pptx por
MATRIX.pptxMATRIX.pptx
MATRIX.pptxbaijup4
14 visualizações11 slides
DDKT-SAET.pdf por
DDKT-SAET.pdfDDKT-SAET.pdf
DDKT-SAET.pdfGRAPE
29 visualizações23 slides
BEZA: Bangabandhu Sheikh Mujib Shilpa Nagar-Future Industrial Hub of Bangladesh por
BEZA: Bangabandhu Sheikh Mujib Shilpa Nagar-Future Industrial Hub of BangladeshBEZA: Bangabandhu Sheikh Mujib Shilpa Nagar-Future Industrial Hub of Bangladesh
BEZA: Bangabandhu Sheikh Mujib Shilpa Nagar-Future Industrial Hub of BangladeshMdAbdulQuaderKhan1
5 visualizações44 slides
Economic Capsule - November 2023 por
Economic Capsule - November 2023Economic Capsule - November 2023
Economic Capsule - November 2023Commercial Bank of Ceylon PLC
51 visualizações26 slides
What is Credit Default Swaps por
What is Credit Default SwapsWhat is Credit Default Swaps
What is Credit Default SwapsMksSkyView
8 visualizações10 slides
Federal Reserve's Rate Hike Pause - Assessing the Ringmaster's Impact on Capi... por
Federal Reserve's Rate Hike Pause - Assessing the Ringmaster's Impact on Capi...Federal Reserve's Rate Hike Pause - Assessing the Ringmaster's Impact on Capi...
Federal Reserve's Rate Hike Pause - Assessing the Ringmaster's Impact on Capi...Jasper Colin
8 visualizações8 slides

Último(20)

MATRIX.pptx por baijup4
MATRIX.pptxMATRIX.pptx
MATRIX.pptx
baijup414 visualizações
DDKT-SAET.pdf por GRAPE
DDKT-SAET.pdfDDKT-SAET.pdf
DDKT-SAET.pdf
GRAPE29 visualizações
BEZA: Bangabandhu Sheikh Mujib Shilpa Nagar-Future Industrial Hub of Bangladesh por MdAbdulQuaderKhan1
BEZA: Bangabandhu Sheikh Mujib Shilpa Nagar-Future Industrial Hub of BangladeshBEZA: Bangabandhu Sheikh Mujib Shilpa Nagar-Future Industrial Hub of Bangladesh
BEZA: Bangabandhu Sheikh Mujib Shilpa Nagar-Future Industrial Hub of Bangladesh
MdAbdulQuaderKhan15 visualizações
What is Credit Default Swaps por MksSkyView
What is Credit Default SwapsWhat is Credit Default Swaps
What is Credit Default Swaps
MksSkyView8 visualizações
Federal Reserve's Rate Hike Pause - Assessing the Ringmaster's Impact on Capi... por Jasper Colin
Federal Reserve's Rate Hike Pause - Assessing the Ringmaster's Impact on Capi...Federal Reserve's Rate Hike Pause - Assessing the Ringmaster's Impact on Capi...
Federal Reserve's Rate Hike Pause - Assessing the Ringmaster's Impact on Capi...
Jasper Colin8 visualizações
Presentation.pdf por GRAPE
Presentation.pdfPresentation.pdf
Presentation.pdf
GRAPE15 visualizações
DDKT-Munich.pdf por GRAPE
DDKT-Munich.pdfDDKT-Munich.pdf
DDKT-Munich.pdf
GRAPE7 visualizações
OAT_RI_Ep14 WeighingTheRisks_Nov23_GeopoliticalConcerns.pptx por hiddenlevers
OAT_RI_Ep14 WeighingTheRisks_Nov23_GeopoliticalConcerns.pptxOAT_RI_Ep14 WeighingTheRisks_Nov23_GeopoliticalConcerns.pptx
OAT_RI_Ep14 WeighingTheRisks_Nov23_GeopoliticalConcerns.pptx
hiddenlevers15 visualizações
Teaching Third Generation Islamic Economics por Asad Zaman
Teaching Third Generation Islamic EconomicsTeaching Third Generation Islamic Economics
Teaching Third Generation Islamic Economics
Asad Zaman52 visualizações
Stock Market Brief Deck 1129.pdf por Michael Silva
Stock Market Brief Deck 1129.pdfStock Market Brief Deck 1129.pdf
Stock Market Brief Deck 1129.pdf
Michael Silva52 visualizações
DDKT-Praga.pdf por GRAPE
DDKT-Praga.pdfDDKT-Praga.pdf
DDKT-Praga.pdf
GRAPE11 visualizações
score 10000.pdf por sadimd007
score 10000.pdfscore 10000.pdf
score 10000.pdf
sadimd0078 visualizações
Stock Market Brief Deck 1124.pdf por Michael Silva
Stock Market Brief Deck 1124.pdfStock Market Brief Deck 1124.pdf
Stock Market Brief Deck 1124.pdf
Michael Silva67 visualizações
DDKT-SummerWorkshop.pdf por GRAPE
DDKT-SummerWorkshop.pdfDDKT-SummerWorkshop.pdf
DDKT-SummerWorkshop.pdf
GRAPE15 visualizações
Indias Sparkling Future : Lab-Grown Diamonds in Focus por anujadeodhar4
Indias Sparkling Future : Lab-Grown Diamonds in FocusIndias Sparkling Future : Lab-Grown Diamonds in Focus
Indias Sparkling Future : Lab-Grown Diamonds in Focus
anujadeodhar47 visualizações
Slides.pdf por GRAPE
Slides.pdfSlides.pdf
Slides.pdf
GRAPE14 visualizações
DDKT-Southern.pdf por GRAPE
DDKT-Southern.pdfDDKT-Southern.pdf
DDKT-Southern.pdf
GRAPE25 visualizações

Capital budgeting

  • 2.  Capital budgeting decisions  Evaluation criteria DCF –NPV-IRR  Reinvestment assumption  Modified IRR  Investment decision under inflation  Complex investment decisions  Investment decisions under capital rationing
  • 3.  Is the process of making investment decisions in capital expenditures  A capital expenditure may be defined as an expenditure the benefits of which are expected to be received over a period of time exceeding one year.  The main characteristic of capital expenditure is that expenditure is incurred at one point of time where as benefits of expenditure are realized at different points of time in future.
  • 4.  Cost of acquisition of permanent assets land & buildings, Plant & machinery, goodwill etc  Cost of addition, expansion, improvement or alteration in the fixed assets  Cost of replacement of permanent assets  Research and development project cost
  • 5.  According to CharlesT.Horngreen “ capital budgeting is long term planning for making finance proposed capital outlays”.
  • 6.  Large investments  Long – term commitment of funds  Irreversible in nature  Long – term effect on profitability  Difficulties of investment decisions  National importance
  • 7.  Identification of investment proposals  Screening the proposals  Evaluation of various proposals  Fixing priorities  Final approval and preparation of capital expenditure budget  Implementing proposal  Performance review
  • 8.  Accept or reject decisions  Mutually Exclusive project decisions  Capital rationing decisions
  • 9.  Traditional or Non-discounted methods  (i) Pay back period  (ii) Accounting rate of return  Modern or Discounted Cash flow  (i) Net present value  (ii) Internal rate of return  (iii) Profitability index
  • 10.  A project costs Rs.1,00,000 and yields an annual cash inflow of Rs.20,000 for 8 years. Calculate its payback.  Pay back period = Initial investment / Annual cash flows  1,00,000/20,000 = 5 years
  • 11.  Accept less than cut off point or standard point  Reject if the pay back period is greater than cut off point or standard point
  • 12.  XYZ ltd is considering two projects. Each projects requires an investment of Rs.10,000. The firm’s cost of capital is 10%. The net cash inflows from investments in two projects X and Y are as follows:  The company has fixed 3 years PBP as cut off point. State which project should be accepted?
  • 13. Years Cash flows Cumulative cash flows 1 5,000 5,000 2 4,000 9,000 3 3,000 12,000 4 1,000 5 - Years 1 2 3 4 5 X 5,000 4,000 3,000 1,000 - Y 1,000 2,000 3,000 4,000 5,000
  • 14.  2+ 10,000 – 9,000 / 3,000 = 2+ 0.33  2.33 years
  • 15.  This method takes into consideration the time value of money and attempts to calculate the return on investments by introducing the factor of time element.  The net present values of all inflows and outflows of cash occurring during the during the entire life of the project is determined separately for each year by discounting these flows cost of capital or pre-determined rate.
  • 16.  Accept when it is positive  Reject when it is negative
  • 17.  NPV = Present value of cash inflows – Present value of cash outflows  No project is acceptable unless the yield is 10%. Cash inflows of a certain project along with cash outflows are given below:  The salvage value at the end of 5th year is 40,000. Calculate NPV Years 0 1 2 3 4 5 Cash flow 1,50,000 30,000 - - - - Cash flow - 20,000 30,000 60,000 80,000 30,000
  • 18.  Calculation of present value of cash outflows Years Cash flow PV factor @ 10% Pv of cash flow 0 1,50,000 1 1,50,000 1 30,000 0.909 27,270 Total 1,77,270
  • 19. Years Cash flow PV factor @ 10% Pv of cash inflows 1 20,000 0.909 18,180 2 30,000 0.826 24,780 3 60,000 0.751 45,060 4 80,000 0.683 54,640 5 30,000 0.621 18,630 5 40,000(scrap value) 0.621 24,840 Total 1,86,130
  • 20. NPV = 1,86,130 – 1,77,270 = 8,860 2. From the following information calculate the net present value of the two projects and suggest which of the two projects should be accepted assuming a discount rate of 10%.
  • 21.  The profits before depreciation and after taxes (cash flows) are as follows: Particulars year1 year2 year3 year4 year5 Project X 5,000 10,000 10,000 3,000 2,000 ProjectY 20,000 10,000 5,000 3,000 2,000
  • 22. Particulars Project X ProjectY Initial investment 20,000 30,000 Estimated life 5 years 5 years Scrap value 1,000 2,000
  • 23.  It is e net present valuknown as time adjusted rate of return, discounted cash flow, yield method. The cash flows of a project are discounted at a suitable rate by trial and error method.  It equates the net present value so calculated to the amount of the investment.  Since the discount rate is determined internally, this method is called as internal rate of return
  • 24.  Initial outlay / Annual cash flow  Problem:  Initial outlay : 50,000  Life of the asset : 5 years  Estimated annual cash flow: 12,500  Calculate the internal rate of return.  50,000/12,500 = 4  Decision rule :  Accept if the IRR is greater than cost of capital  Reject if the IRR is lesser than cost of capital
  • 25.  Initial investment : 60,000  Life of the asset : 4 years  Estimated net annual cash flows:  1 year : 15,000  2 year : 20,000  3 year : 30,000  4 year : 20,000  Calculate internal rate of return
  • 26. Years Cash flows Discount rate @ 14% PV cashflows 1 15,000 0.877 13,155 2 20,000 0.769 15,380 3 30,000 0.674 20,220 4 20,000 0.592 11,840 Total 60,595
  • 27. Years Cash flows Discount rate @ 15% PV cashflows 1 15,000 0.869 13,035 2 20,000 0.756 15,120 3 30,000 0.657 19,710 4 20,000 0.571 11,420 TOTAL 59,285
  • 28.  IRR = LDR + (Initial investment – cash flows of lower discount rate /( Initial investment – cash flows of lower discount rate +Initial investment -cash flows of higher discount rate ) * (HDR –LDR)  14%+ 595/595+715 * (15%-14%) = 14.45%
  • 29.  It is also called as Benefit cost ratio, it is the relationship between present value of cash inflows and the present value of cash outflows.  PI = PV of cash inflows/ PV of Outflows  Decision rule:  Accept when it is greater than 1  Reject if it is lesser than 1
  • 30.  Differences between the NPV and IRR  The net present value method and the Internal rate of return method are similar in the sense that both are modern techniques of capital budgeting and both take into account the time value of money.  There are certain basic differences between these two methods of capital budgeting.
  • 31.  Conflicting ranking: is conflict in ranking of a given project by NPV or IRR resulting from differences in magnitude or timing of cash flows.  Differences in ranking by the these two methods will arise in case of mutually exclusive projects.  The differences can be illustrated under the following heads:
  • 32.  Size disparity problem  Time disparity problem  Unequal expected lives  Size disparity problem:This arises when the initial investment in projects under consideration that is mutually exclusive projects is different.The cash outlay of some projects is larger than that of others. In such a situation the NPV and IRR will give a different ranking.
  • 33.  A and B are mutually exclusive investments involving different outlays:  Particulars Project A Project B Project B-A Cash outtlays (5,000) (7,500) (2,500) Cash inflows at the end of year 1 6,250 9,150 2,900 IRR% 25 22 16 Cost of capital 10 NPV 681.25 817.35
  • 34.  The mutually exclusive proposals may differ on the basis of the pattern of cash flows generated, although their initial investment may be the same.This may be called the time disparity problem.  It may be the conflict arising because of conflict in ranking of proposals by NPV and IRR which have different cash flow patterns. In such cases NPV method would give superior results than IRR.
  • 35.  Another situation in which the IRR and the NPV methods would give conflicting ranking to mutually exclusive projects is when the projects have different expected lives.  The conflict in the ranking by the two methods in such cases may be resolved by adopting a modified procedure.  There are two approaches to do this(i) Common time horizon (ii) equivalent annual value or cost
  • 36.  Common time horizon:This approach makes a comparison between projects that extends over multiples of the each.  Equivalent annual value: Evaluates unequal lived projects that converts the net present value of unequal lived mutually exclusive projects into an equivalent (in NPV terms) annual amount.
  • 37.  The conflict between these two methods is mainly due to different assumptions with regard to reinvestment rate on funds released from the proposal.  The assumption underlying the IRR method seems to be incorrect and deficient.  The IRR method implicitly assumes that the cash flows generated by the projects will be reinvested at the internal rate of return I,e the same rate as the proposal itself offers.
  • 38.  With the NPV method the assumption is that funds released can be reinvested at the rate equal to the cost of capital I,e required rate of return.  The assumption of the NPV method is considered to be theoretically superior because it has the virtue of having a rate which is consistently be applied to all investment proposals.
  • 39.  In contrast to NPV method,The IRR method assumes a high reinvestment rate of investment proposals having a high IRR and a low investment proposals having a low IRR.  The implicit reinvestment rate will differ depending upon the cash flow stream for each investment proposal.  It is the rate at which interim cash flows can be invested.
  • 40.  Both NPV and IRR will show similar results in the following cases:  (i) Independent investment proposals which do not compete with one another and which may be either accepted or rejected on the basis of a minimum required rate of return.  (ii) Conventional investment proposals which involve cash outflows or outlays in the initial period followed by a series of cash inflows.
  • 41.  The reason why they provide similar results is on the basis of decision making.  Under NPV method proposal is accepted with NPV positive, where as under IRR method it is accepted if the internal rate of return is higher than the cut off rate.  The projects which have positive NPV will have internal rate of return higher than the required rate of return.