Corporate Finance #23 - Capital Budgeting Flashcards
List the principles of capital budgeting
LOS 23.a
Project decision is based on:
-
incremental after-tax cash flows, not accounting income.
- sunk costs - not included
- externalities - included
- opportunitiy costs - included (e.g. assets already owned)
- Timing of after-tax cash flows
- Based on opportunity cost
- Financing costs already reflected in required rate of return
- Treat all projects as if all equity financed
List the three stages of project cash flows
LOS 23.a
- Initial investment (outlay, CF0)
- After-tax operating cash flows over project’s life (CF1 to T)
- Terminal year cash flow (TNOCF, CFT)
List the equations for the 3 stages of of project cash flows
LOS 23.a
**Outlay = FCInv + NWCInv** FCInv = cost of fixed capital (including shipping and installation) NWCInv = d(non-cash OpCA) - d(non-cash OpCL); invent, acct recv
CFt = (S - C)(1 - T) + TD
or: CFt = (S - C - D)(1 - T) + D
C = Op cash exp; TD = “tax savings” or “tax sheild”; T = marginal tax rate
**TNOCF = Sal<sub>T</sub> + NWCInv - T(Sal<sub>T</sub> - BT)** Sal<sub>T</sub> = pre-tax cash proceeds from sale of fixed capital; B<sub>Y</sub> = BV of sold fixed capital
Project categories and their differences
LOS 23.a
Expansion - expand the business; include opportunity costs; may need to pick the project(s) that maximize ROA (NPV)
Maintenance Replacement - decide whether to continue with existing operations and, if so, whether existing processes should be mantained
Cost Reduction Replacement - determine whether equipment should be replaced or not
New Product/Market - many unknown variables
Mandatory - e.g. required by government agency or insurance company; no choice but shows effects (cost) of implementing
Others - pet projects, high-risk R&D projects; difficult to analyze using capital budgeting process
Explain how inflation affects capital budgeting analysis.
LOS 23.b
Discount rate - real WACC would be lowered by the inflation rate:
WACCreal = WACCnominal - Rinflation
Affects profitability - If inflation higher than expected, future cash flows are worth less, so NPV is lowered
Reduces tax savings (tax sheild) - higher than expected lowers the depreciation charge
Decreases payments to bondholders - higher than expected inflation shifts wealth to issuing firms at bondholders’ expense
May affect revenues and costs differently - alters ATCFs
Describe two ways to evaluate mutually exclusive projects with unequal lives
LOS 23.c
Least common multiple of lives “replacement chain” - compute NPV for the two projects, then combine and discount iterations of each of the two projects to compute NPV for comparison
Equivalent annual annuity (EAA) - using calculated NPV for each project, compute the effective annuity payment over each project’s time span that equals the each project’s NPV. Higher payment is the more valuable project.
Describe Capital Rationing and how to choose projects under limited capital resources
LOS 23.c
Capital rationing - the allocation of limited fixed capital to a set of available projects that maximizes shareholder wealth.
Hard capital rationing - available capital to managers cannot be increased
Soft capital rationing - additional capital can be allocated to managers if shareholder wealth can be increased as result.
Explain how sensitivity analysis, scenario analysis, and Monte Carlo simulation can be used to assess the stand-alone risk of a capital project
LOS 23.d
sensitivity analysis - change one input variable (+/-) to see how the base case is effected. Note the high and low influence input (independent) variables
scenario analysis - construct probable scenarios and assign values to many input variables. One could compute a weighed average of the scenario outcomes
Monte Carlo simulation - assign a probability distribution to each input variable and run many random input scenarios. Compute NPV mean, NPV standard deviation, and NPV correlation with each input variable
Explain and calculate the discount rate (using market risk methods) to use in valuing a capital project
LOS 23.e
Important points:
- Project beta is appropriate for measuring project /asset risk when a company (or its shareholders) are diversified.
- CAPM (or SML) is used to setermine discount rate for the asset/project.
Rproject = RF + Bproject [E(RMKT) - RF
- Using a project’s beta to determine project-specific discount rate (also called “hurdle rate”) is important when the project’s risk is different from the company’s overall risk.
Considerations and effects of using company’s WACC vs. the project’s hurdle rate as input to capital budgetnig decisions
LOS 23.e
If WACC > hurdle rate: Using WACC will overstate required rate of return and understate NPV.
If WACC < hurdle rate: Using WACC will understate required rate of retrun and overstate NPV.
Describe real options
LOS 23.f
Real options are like financial call/put options except real options are based on real assets (and not financial assets) and are contingent on future events. Real options ALWAYS add value to a project.
List types of real options
LOS 23.f
timing options - option to delay an investment with hope of having better decision-making information in the future.
abandonment option - (put) option to abandon a project if NPVexit > NPVcontinuing.
expansion option - (call) option to make additional investments if NPVadd > NPV.
flexibility option - option to change operational parameters of a project. e.g. price-setting, production-flexibility (worket overtime, change input materials, make product variations
fundamental options - projects that are options themselves because the payoff depends on the price of an underlying assets (e.g. copper mine)
Approaches for valuing projects with real options
LOS 23.f
Compute NPV without option - If NPV > 0, real option will always increase NPV, so no need to compute real option value.
Add estimated value of option to project NPV:
total NPV = NPVproject - option cost + option value
decision trees - informs managers of the value of different choices.
option pricing models - e.g. Black-Scholes
Describe common capital budgeting mistakes
LOS 23.g
failing to incorporate industry reaction to the project
misusing standard templates
pet projects - overly optimistic projections; less analysis
basing decisions of ROE or EPS - EPS/ROE incentives cause it
using IRR instead of NPV
poor cash flow estimation
poor overhead cost estimation - consider only incremental overhead costs related to management time and IT support
using incorrect discount rate e.g. company WACC instead of rate based on project’s risk
politics of manager spending entire annual budget
failure to generate alternative ptojects - don’t stop at “good” when there could be “better”
improper use of sunk and opportunity costs
Economic Income (of a project)
LOS 23.h
Economic Income - one of two measurement alternatives to the basic discounted incremental cash flow approach used in the standard capital budgeting model (the other is Accounting Income). Like the DIATCF budgeting model, interest expense is reflected in the discount rate.
Economic inc equals after-tax cash flow plus the change in the investment’s market value, where
d(investment’s mkt value) = PV(discounted remaing ATCF) at WACC
econ inc = ATCF + (end mkt value - begin mkt value), or
econ inc = ATCF - economic deperession, where
economic depression = (begin mkt value - end mkt value)