# Chapter 5 Principles of Corporate Finance Tenth Edition

- Slides: 26

Chapter 5 Principles of Corporate Finance Tenth Edition Net Present Value and Other Investment Criteria Slides by Matthew Will Mc. Graw-Hill/Irwin Copyright © 2011 by the Mc. Graw-Hill Companies, Inc. All rights reserved.

Topics Covered Ø A Review of The Basics Ø The Payback Period Ø Internal Rate of Return Ø Choosing Capital Investments When Resources Are Limited 5 -2

NPV and Cash Transfers 5 -3 Ø Every possible method for evaluating projects impacts the flow of cash about the company as follows. Cash Investment opportunity (real asset) Financial Manager Invest Shareholders Alternative: pay dividend to shareholders Investment projects (financial assets) Shareholders invest for themselves

CFO Decision Tools Survey Data on CFO Use of Investment Evaluation Techniques SOURCE: Graham and Harvey, “The Theory and Practice of Finance: Evidence from the Field, ” Journal of Financial Economics 61 (2001), pp. 187 -243. 5 -4

Book Rate of Return - Average income divided by average book value over project life. Also called accounting rate of return. Managers rarely use this measurement to make decisions. The components reflect tax and accounting figures, not market values or cash flows. 5 -5

Payback Ø The payback period of a project is the number of years it takes before the cumulative forecasted cash flow equals the initial outlay. Ø The payback rule says only accept projects that “payback” in the desired time frame. Ø This method is flawed, primarily because it ignores later year cash flows and the present value of future cash flows. 5 -6

Payback Example Examine three projects and note the mistake we would make if we insisted on only taking projects with a payback period of 2 years or less. 5 -7

Payback Example Examine three projects and note the mistake we would make if we insisted on only taking projects with a payback period of 2 years or less. 5 -8

Internal Rate of Return Example You can purchase a turbo powered machine tool gadget for $4, 000. The investment will generate $2, 000 and $4, 000 in cash flows for two years, respectively. What is the IRR on this investment? 5 -9

Internal Rate of Return Example You can purchase a turbo powered machine tool gadget for $4, 000. The investment will generate $2, 000 and $4, 000 in cash flows for two years, respectively. What is the IRR on this investment? 5 -10

Internal Rate of Return IRR=28% 5 -11

Internal Rate of Return 5 -12 Pitfall 1 - Lending or Borrowing? Ø With some cash flows (as noted below) the NPV of the project increases s the discount rate increases. Ø This is contrary to the normal relationship between NPV and discount rates.

Internal Rate of Return Pitfall 2 - Multiple Rates of Return Ø Certain cash flows can generate NPV=0 at two different discount rates. Ø The following cash flow generates NPV=$A 253 million at both IRR% of +3. 50% and +19. 54%. Cash Flows (millions of Australian dollars) 5 -13

Internal Rate of Return Pitfall 2 - Multiple Rates of Return Ø Certain cash flows can generate NPV=0 at two different discount rates. Ø The following cash flow generates NPV=$A 253 million at both IRR% of +3. 50% and +19. 54%. NPV 40 IRR=19. 54 % 20 Discou nt Rate 0 -40 -60 IRR= 3. 50% 5 -14

Internal Rate of Return Pitfall 2 - Multiple Rates of Return Ø It is possible to have a zero IRR and a positive NPV 5 -15

Internal Rate of Return Pitfall 3 - Mutually Exclusive Projects Ø IRR sometimes ignores the magnitude of the project. Ø The following two projects illustrate that problem. 5 -16

Internal Rate of Return Pitfall 3 - Mutually Exclusive Projects 5 -17

Internal Rate of Return Pitfall 4 – What Happens When There is More than One Opportunity Cost of Capital Ø Term Structure Assumption Ø We assume that discount rates are stable during the term of the project. Ø This assumption implies that all funds are reinvested at the IRR. Ø This is a false assumption. 5 -18

Profitability Index Ø When resources are limited, the profitability index (PI) provides a tool for selecting among various project combinations and alternatives Ø A set of limited resources and projects can yield various combinations. Ø The highest weighted average PI can indicate which projects to select. 5 -19

Profitability Index Cash Flows ($ millions) 5 -20

Profitability Index Cash Flows ($ millions) 5 -21

Profitability Index Another Example We only have $300, 000 to invest. Which do we select? Proj A B C D NPV 230, 000 141, 250 194, 250 162, 000 Investment 200, 000 125, 000 175, 000 150, 000 PI 1. 15 1. 13 1. 11 1. 08 5 -22

Profitability Index Another Example - continued Proj NPV Investment A 230, 000 200, 000 B 141, 250 125, 000 C 194, 250 175, 000 D 162, 000 150, 000 PI 1. 15 1. 13 1. 11 1. 08 Select projects with highest Weighted Avg PI WAPI (BD) = 1. 13(125) + 1. 08(150) + 0. 0 (25) (300) = 1. 01 5 -23

Profitability Index Another Example - continued Proj NPV Investment A 230, 000 200, 000 B 141, 250 125, 000 C 194, 250 175, 000 D 162, 000 150, 000 PI 1. 15 1. 13 1. 11 1. 08 Select projects with highest Weighted Avg PI WAPI (BD) = 1. 01 WAPI (A) = 0. 77 WAPI (BC) = 1. 12 5 -24

Capital Rationing - Limit set on the amount of funds available for investment. Soft Rationing - Limits on available funds imposed by management. Hard Rationing - Limits on available funds imposed by the unavailability of funds in the capital market. 5 -25

Web Resources Click to access web sites Internet connection required www. djindexes. com www. spglobal. com www. wilshire. com www. mscibarra. com 5 -26

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