CHAPTER 11 Cash Flow Estimation and Risk Analysis

CHAPTER 11 Cash Flow Estimation and Risk Analysis n n Relevant cash flows Incorporating inflation Types of risk Risk Analysis 11 -1

Proposed Project n Total depreciable cost n n Changes in working capital n n n Equipment: $200, 000 Shipping: $10, 000 Installation: $30, 000 Inventories will rise by $25, 000 Accounts payable will rise by $5, 000 Effect on operations n n New sales: 100, 000 units/year @ $2/unit Variable cost: 60% of sales 11 -2

Proposed Project n Life of the project n n n Economic life: 4 years Depreciable life: MACRS 3 -year class Salvage value: $25, 000 Tax rate: 40% WACC: 10% 11 -3

Determining project value n Estimate relevant cash flows n n n 0 Calculating annual operating cash flows. Identifying changes in working capital. Calculating terminal cash flows. 1 2 3 4 Initial Costs OCF 1 OCF 2 OCF 3 NCF 0 NCF 1 NCF 2 NCF 3 OCF 4 + Terminal CFs NCF 4 11 -4

Initial year net cash flow n Find Δ NOWC. n ⇧ in inventories of $25, 000 n Funded partly by an ⇧ in A/P of $5, 000 n n Δ NOWC = $25, 000 - $5, 000 = $20, 000 Combine Δ NOWC with initial costs. Equipment Installation Δ NOWC Net CF 0 -$200, 000 -40, 000 -20, 000 -$260, 000 11 -5

Determining annual depreciation expense 79 108 36 17 Year Rate x Basis Depr 1 0. 33 x $240 $ 2 0. 45 x 240 3 0. 15 x 240 4 0. 07 x 240 1. 00 Due to the MACRS ½-year convention, a $240 11 -6

Annual operating cash flows Revenues - Op. Costs (60%) - Deprn Expense Oper. Income (BT) - Tax (40%) Oper. Income (AT) + Deprn Expense Operating CF 1 200 -120 -79 1 1 79 80 2 3 4 200 200 -120 -108 -36 -17 -28 44 63 -11 18 25 -17 26 38 108 36 17 91 62 55 11 -7

Terminal net cash flow Recovery of NOWC Salvage value Tax on SV (40%) Terminal CF $20, 000 25, 000 -10, 000 $35, 000 Q. How is NOWC recovered? Q. Is there always a tax on SV? Q. Is the tax on SV ever a positive cash flow? 11 -8

Should financing effects be included in cash flows? n n n No, dividends and interest expense should not be included in the analysis. Financing effects have already been taken into account by discounting cash flows at the WACC of 10%. Deducting interest expense and dividends would be “double counting” financing costs. 11 -9

Should a $50, 000 improvement cost from the previous year be included in the analysis? n n No, the building improvement cost is a sunk cost and should not be considered. This analysis should only include incremental investment. 11 -10

If the facility could be leased out for $25, 000 per year, would this affect the analysis? n n Yes, by accepting the project, the firm foregoes a possible annual cash flow of $25, 000, which is an opportunity cost to be charged to the project. The relevant cash flow is the annual aftertax opportunity cost. n A-T opportunity cost = $25, 000 (1 – T) = $25, 000(0. 6) = $15, 000 11 -11

If the new product line were to decrease the sales of the firm’s other lines, would this affect the analysis? n n n Yes. The effect on other projects’ CFs is an “externality. ” Net CF loss per year on other lines would be a cost to this project. Externalities can be positive (in the case of complements) or negative (substitutes). 11 -12

Proposed project’s cash flow time line 0 1 2 -260 79. 7 91. 2 n 3 62. 4 Terminal CF → 4 54. 7 35. 0 89. 7 Enter CFs into calculator CFLO register, and enter I/YR = 10%. n n NPV = -$4. 03 million IRR = 9. 3% 11 -13

What is the project’s MIRR? 0 -260. 0 10% 1 2 3 79. 7 91. 2 62. 4 -260. 0 PV outflows $260 = $374. 8 (1 + MIRR)4 4 89. 7 68. 6 110. 4 106. 1 374. 8 TV inflows MIRR = 9. 6% < k = 10%, reject the project 11 -14

Evaluating the project: Payback period 0 1 2 3 4 -260 79. 7 91. 2 62. 4 89. 7 -89. 1 -26. 7 63. 0 Cumulative: -260 -180. 3 Payback = 3 + 26. 7 / 89. 7 = 3. 3 years. 11 -15

If this were a replacement rather than a new project, would the analysis change? n n Yes, the old equipment would be sold, and new equipment purchased. The incremental CFs would be the changes from the old to the new situation. The relevant depreciation expense would be the change with the new equipment. If the old machine was sold, the firm would not receive the SV at the end of the machine’s life. This is the opportunity cost for the replacement project. 11 -16

What if there is expected annual inflation of 5%, is NPV biased? n n n Yes, inflation causes the discount rate to be upwardly revised. Therefore, inflation creates a downward bias on PV. Inflation should be built into CF forecasts. 11 -17

Annual operating cash flows, if expected annual inflation = 5% Revenues 210 220 Op. Costs (60%) -126 - Deprn Expense -79 - Oper. Income (BT) - Tax (40%) 2 Oper. Income (AT) + Deprn Expense 79 Operating CF 82 1 232 -108 5 -8 3 108 96 2 243 -139 -36 -20 23 -12 36 70 3 4 -146 -17 57 80 32 34 48 17 65 11 -18

Considering inflation: Project net CFs, NPV, and IRR 0 1 2 -260 82. 1 96. 1 n 3 70. 0 Terminal CF → 4 65. 1 35. 0 100. 1 Enter CFs into calculator CFLO register, and enter I/YR = 10%. n n NPV = $15. 0 million. IRR = 12. 6%. 11 -19

What are the 3 types of project risk? n n n Stand-alone risk Corporate risk Market risk 11 -20

What is stand-alone risk? n n n The project’s total risk, if it were operated independently. Usually measured by standard deviation (or coefficient of variation). However, it ignores the firm’s diversification among projects and investor’s diversification among firms. 11 -21

What is corporate risk? n n The project’s risk when considering the firm’s other projects, i. e. , diversification within the firm. Corporate risk is a function of the project’s NPV and standard deviation and its correlation with the returns on other projects in the firm. 11 -22

What is market risk? n n The project’s risk to a well-diversified investor. Theoretically, it is measured by the project’s beta and it considers both corporate and stockholder diversification. 11 -23

Which type of risk is most relevant? n n Market risk is the most relevant risk for capital projects, because management’s primary goal is shareholder wealth maximization. However, since total risk affects creditors, customers, suppliers, and employees, it should not be completely ignored. 11 -24

Which risk is the easiest to measure? n n Stand-alone risk is the easiest to measure. Firms often focus on standalone risk when making capital budgeting decisions. Focusing on stand-alone risk is not theoretically correct, but it does not necessarily lead to poor decisions. 11 -25

Are three types of risk generally highly correlated? n n Yes, since most projects the firm undertakes are in its core business, stand-alone risk is likely to be highly correlated with its corporate risk. In addition, corporate risk is likely to be highly correlated with its market risk. 11 -26

What is sensitivity analysis? n n n Sensitivity analysis measures the effect of changes in a variable on the project’s NPV. To perform a sensitivity analysis, all variables are fixed at their expected values, except for the variable in question which is allowed to fluctuate. Resulting changes in NPV are noted. 11 -27

What are the advantages and disadvantages of sensitivity analysis? n Advantage n n Identifies variables that may have the greatest potential impact on profitability and allows management to focus on these variables. Disadvantages n n Does not reflect the effects of diversification. Does not incorporate any information about the possible magnitudes of the forecast errors. 11 -28

Perform a scenario analysis of the project, based on changes in the sales forecast n Suppose we are confident of all the variable estimates, except unit sales. The actual unit sales are expected to follow the following probability distribution: Case Worst Base Best Probability Unit Sales 0. 25 75, 000 0. 50 100, 000 0. 25 125, 000 11 -29

Scenario analysis n All other factors shall remain constant and the NPV under each scenario can be determined. Case Worst Base Best Probability 0. 25 0. 50 0. 25 NPV ($27. 8) $15. 0 $57. 8 11 -30

Determining expected NPV, and CVNPV from the scenario analysis n E(NPV) = 0. 25($27. 8)+0. 5($15. 0)+0. 25($57. 8) = $15. 0 n NPV n CVNPV = $30. 3 /$15. 0 = 2. 0. = [0. 25(-$27. 8 -$15. 0)2 + 0. 5($15. 0)2 + 0. 25($57. 8 -$15. 0)2]1/2 = $30. 3. 11 -31

If the firm’s average projects have CVNPV ranging from 1. 25 to 1. 75, would this project be of high, average, or low risk? n n With a CVNPV of 2. 0, this project would be classified as a high-risk project. Perhaps, some sort of risk correction is required for proper analysis. 11 -32

Is this project likely to be correlated with the firm’s business? How would it contribute to the firm’s overall risk? n n We would expect a positive correlation with the firm’s aggregate cash flows. As long as correlation is not perfectly positive (i. e. , ρ 1), we would expect it to contribute to the lowering of the firm’s total risk. 11 -33

If the project had a high correlation with the economy, how would corporate and market risk be affected? n The project’s corporate risk would not be directly affected. However, when combined with the project’s high stand-alone risk, correlation with the economy would suggest that market risk (beta) is high. 11 -34

If the firm uses a +/- 3% risk adjustment for the cost of capital, should the project be accepted? n n Reevaluating this project at a 13% cost of capital (due to high stand-alone risk), the NPV of the project is -$2. 2. If, however, it were a low-risk project, we would use a 7% cost of capital and the project NPV is $34. 1. 11 -35

What subjective risk factors should be considered before a decision is made? n n n Numerical analysis sometimes fails to capture all sources of risk for a project. If the project has the potential for a lawsuit, it is more risky than previously thought. If assets can be redeployed or sold easily, the project may be less risky. 11 -36

What is Monte Carlo simulation? n n A risk analysis technique in which probable future events are simulated on a computer, generating estimated rates of return and risk indexes. Simulation software packages are often add-ons to spreadsheet programs. 11 -37