Chapter 12 Capital Budgeting and Risk Outline The

Chapter 12 Capital Budgeting and Risk

Outline • • The capital budgeting decision Methods of project evaluation Sources of business risk Capital budgeting and risk Sensitivity and scenario analysis Simulation and decision trees Real options in capital budgeting Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -2

Learning Objectives • Identify the types of capital budgeting decisions • Calculate net present value and internal rate of return and distinguish the uses of each measure • Explain the cost of capital and capital rationing • Define risk and uncertainty • Describe and calculate various measures of risk, such as standard deviation and coefficient of variation Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -3

Learning Objectives • Explain the discount rate and certainty equivalents • Distinguish between sensitivity and scenario analysis • Describe how to calculate simulations and decision trees • Explain how real options can improve capital budgeting Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -4

Capital Budgeting Decision • Capital budgeting: describes decisions where expenditures and receipts for a particular undertaking will continue over a period of time. – Capital decisions usually involve outflows of funds in the early periods while the inflows start somewhat later and continue for a significant number of periods Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -5

Capital Budgeting Decision • Types of capital budgeting decisions – expansion of facilities – new or improved products – replacement – lease or buy – make or buy – safety or environmental protection equipment Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -6

Time Value of Money • Time value of money: a dollar received today is worth more than a dollar received tomorrow • To put cash flows originating at different times on an equal basis, we must apply an interest rate to each of the flows so that they are expressed in terms of the same point in time. Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -7

Methods of Capital Project Evaluation • Payback: time period (years) necessary to recover the original investment (may be non -discounted dollars) • Accounting rate of return: percentage resulting from dividing average annual profits by average investment Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -8

Methods of Capital Project Evaluation Methods that discount cash flows to a present value – net present value (NPV) – internal rate of return (IRR) – profitability index (PI) Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -9

Methods of Capital Project Evaluation • Net Present Value formula t = n = Rt = Ot = k = time period last period of project cash inflow in period t cash outflow in period t discount rate (cost of capital) Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -10

Methods of Capital Project Evaluation • If NPV is positive, the project is financially acceptable. If it is negative, rejection is indicated. • Discount rate (k): The discount rate, k, is the interest rate used to evaluate the project. This rate represents the cost of the funds employed (the opportunity cost of capital). Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -11

Methods of Capital Project Evaluation The internal rate of return of a project is the discount rate that causes NPV to equal zero. Formula: If the IRR is larger than the cost of capital it signals acceptance. If the IRR is less than the cost of capital the proposed project should be rejected. Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -12

Methods of Capital Project Evaluation • For single projects IRR and NPV will give the same results: – NPV > 0, IRR > k – NPV = 0, IRR = k – NPV < 0, IRR < k Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -13

Methods of Capital Project Evaluation • If multiple projects are being considered, IRR and NPV will give the same results if the projects are independent. – projects can be implemented simultaneously – one project will not affect the cash flow of another Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -14

Methods of Capital Project Evaluation • IRR and NPV methods may yield different results if mutually exclusive projects are analyzed and if: – the initial costs of the proposals differ – the shapes of the cash inflow streams differ A problem with IRR is uneven cash flows. NPV is the recommended measure of a project value to the firm. Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -15

Methods of Capital Project Evaluation • Profitability index PI = (PV of cash flows)/(Initial investment) • The project will be financially acceptable if PI is greater than 1 and not acceptable if PI is less than 1. Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -16

Methods of Capital Project Evaluation • In most cases, NPV and IRR calculations will lead to the same capital budgeting decision. If they are in conflict, NPV is theoretically more correct measure. – The financial objective of the firm is the maximization of stockholder wealth, which is what NPV measures. – The NPV reinvestment assumption, at k, appears to be more realistic. Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -17

Cash Flows • The analyst’s most difficult task is to enter the best estimates of cash flows into the analysis. – future timing and amount of cash flows are uncertain – data from organizational entities have to be examined for potential bias • market forecasts may be biased upward • costs are often underestimated Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -18

Cash Flows • Guidelines for analyzing cash flows: – all revenue and costs must be stated in terms of cash flows – all cash flows should be incremental – sunk costs do not count – any effect on other parts of the operation must be taken into account – interest paid on debt is not considered Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -19

Cash Flows • Types of cash flows – Initial cash outflows: payments that occur at the inception of the project – Operating cash flows: revenues, costs, and expenses generated by the project – Additional working capital: inventories, accounts receivable, cash needed for growth that are recovered at the end of the project Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -20

Cash Flows • Types of cash flows – Salvage or resale values: expected sales value of project machinery at end of project – Noncash investment: use of an existing machine that is not used Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -21

Cost of Capital • Debt finance – short-term – long-term • Equity finance – new equity – retained earnings Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -22

Cost of Capital Cost of debt = r · (1 – t) r = present interest rate charged for the kind of debt the company would issue t = tax rate (interest expense is tax deductible) Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -23

Cost of Capital Equity: retained earnings ke = cost of equity capital D 1 = dividend, next period P 0 = current stock price g = rate at which dividend is expected to grow Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -24

Cost of Capital • Equity: new raisings ke = D 1 = P 0 = g = f cost of equity capital dividend, next period current stock price rate at which dividend is expected to grow = flotation costs (as % of P 0) Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -25

Cost of Capital Asset Pricing Model (CAPM) kj = Rf + β(km – Rf) kj = Rf = km = β = required rate of return on stock j risk-free rate of return on the market portfolio volatility of a stock’s returns relative to the return on a total stock market portfolio Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -26

Cost of Capital • Weighted average cost of capital (WACC): the average of the cost of debt financing and the cost of equity financing, weighted by their proportions in the total capital structure at market values – There is a point where the combination of components (debt, equity) is optimal and WACC is at a minimum Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -27

The Capital Budgeting Model • Marginal investment opportunity curve: a curve representing the internal rate of return on successive doses of investment – Marginal cost of capital: cost of capital required for each additional project, typically rising after the capital budget of a certain size is reached Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -28

The Capital Budgeting Model Optimal investment budget is where the marginal investment opportunity curve intersects the marginal cost of capital curve Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -29

Capital Rationing • Capital rationing: the practice of restricting capital expenditures to a certain amount due to: – reluctance to incur increasing levels of debt – perhaps due to limits on external financing – management may not want to add to equity in fear of diluting control Implication: capital rationing does not permit a company to achieve its maximum value Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -30

Risk versus Uncertainty • Risk refers to a situation in which possible future events can have reasonable probabilities assigned. Probabilities can be: – a priori – obtained by repetition or based on general mathematical principles – statistical – empirical, based on past events Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -31

Risk versus Uncertainty refers to situations in which there is no viable method of assigning probabilities to future random events. Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -32

Sources of Business Risk • • • Economic conditions Fluctuations in specific industries Competition and technological change Changes in consumer preferences Costs and expense changes (materials, services, labor) Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -33

Measures of Risk • Probability: an expression of the chance that a particular event will occur – A probability distribution describes, in percentage terms, the chances of all possible occurrences. – The probabilities of all possible events sum to 1 Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -34

Measures of Risk Expected value: the average of all possible outcomes weighted by their respective probabilities R= pi = n = Ri = expected value probability of case i number of possible outcomes value in case i Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -35

Measures of Risk Standard deviation reflects the variation of possible outcomes from the average. Calculated as the square root of the weighted average of the squared deviations of all possible outcomes from the expected value. Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -36

Measures of Risk Use of the standard deviation for estimating risk is based on statistical theory describing the normal curve: – 34% of possible occurrences will be within 1 standard deviation of the mean – 47. 4% will be within 2 standard deviations – 49. 9% will be within 3 standard deviations Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -37

Measures of Risk Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -38

Measures of Risk Coefficient of variation: a measure of risk relative to expected value CV is used to compare standard deviations or projects with unequal expected values. σ = standard deviation R = expected value Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -39

Capital Budgeting under Conditions of Risk To incorporate risk into a capital budgeting problem: – calculate expected NPV – calculate the standard deviation of NPV Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -40

Capital Budgeting under Conditions of Risk Net Present Value of expected values NPV O 0 rf Rt = expected net present value = initial investment = risk-free interest rate = expected value of annual cash flows Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -41

Capital Budgeting under Conditions of Risk Standard Deviation of the present value σ = standard deviation of NPV σt = standard deviation of cash flow in period t Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -42

Two other Methods for Incorporating Risk-adjusted discount rate (RADR): the risk adjustment is made in the denominator of the present-value calculation K = rf + RP K = risk adjusted discount rate rf = risk-free rate (short-term U. S. Treasury securities) RP = risk premium Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -43

Two other Methods for Incorporating Risk Certainty equivalent: a certain (risk-free) cash flow that would be acceptable as opposed to the expected value of a risky cash flow With the certainty equivalent method, the risk adjustment is made in the numerator of the present-value calculation. Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -44

Sensitivity and Scenario Analysis • Sensitivity analysis: a method for estimating project risk that involves changing a key variable to evaluate the impact the change will have on the results • Scenario analysis: similar to sensitivity analysis, but takes into consideration the changes of several important variables simultaneously Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -45

Simulation analysis: a method for estimating project risk that assigns a probability distribution to each of the key variables Uses random numbers to simulate a set of possible outcomes to arrive at an expected value and dispersion Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -46

Decision Trees Decision tree: a diagram that points out graphically the order in which decisions must be made and compares the value of the various actions that can be undertaken Decision points are designated with squares on a decision tree. Chance events are designated with circles and are assigned certain probabilities. Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -47

Real Options in Capital Budgeting Real option: an opportunity to make changes in some aspects of the project while it is in progress or to make adjustments even before the project is started Value of the project = NPV + option value Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -48

Real Options in Capital Budgeting • Forms of real options: – option – option to to to vary output vary inputs – flexibility abandon postpone introduce future products Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -49

Global Application • Example: International political risk • • regulation risk discrimination risk expropriation risk war and disorders risk Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -50

Summary • Capital budgeting involves the evaluation of projects in which initial expenditures provide streams of cash inflows over a significant period of time. • Two methods are recommended for evaluating capital budgeting proposals—NPV and IRR. If there is a conflict, NPV is theoretically preferred measure. • Capital budgeting decisions are subject to risk. Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -51

Summary • Expected value and standard deviation are used to describe the attributes of capital budgeting for risky projects. • Risk adjusted discount rates and certainty equivalents are used to incorporate risk into the capital budgeting process. • Sensitivity analysis and scenario analysis are used by firms to analyze risk. Copyright © 2014 Pearson Education, Inc. All rights reserved. 12 -52