capital budgeting. capital budgeting preliminary 2 0 1 2 3 4 5 sunk costs how do you decide whether...
TRANSCRIPT
![Page 1: Capital Budgeting. Capital Budgeting Preliminary 2 0 1 2 3 4 5 sunk costs How do you decide whether to do a particular project or make a particular investment?](https://reader035.vdocuments.us/reader035/viewer/2022072013/56649e6a5503460f94b67b79/html5/thumbnails/1.jpg)
Capital Budgeting
![Page 2: Capital Budgeting. Capital Budgeting Preliminary 2 0 1 2 3 4 5 sunk costs How do you decide whether to do a particular project or make a particular investment?](https://reader035.vdocuments.us/reader035/viewer/2022072013/56649e6a5503460f94b67b79/html5/thumbnails/2.jpg)
2
Capital Budgeting Preliminary
0 1 2 3 4 5
sunk costs
How do you decide whether to do a particular project or make a particular investment?
How do you rank projects within your capital budget?
The projects have annual cash flows, CFi
What is the cash flow?
What is the discount rate ?
![Page 3: Capital Budgeting. Capital Budgeting Preliminary 2 0 1 2 3 4 5 sunk costs How do you decide whether to do a particular project or make a particular investment?](https://reader035.vdocuments.us/reader035/viewer/2022072013/56649e6a5503460f94b67b79/html5/thumbnails/3.jpg)
Expected Project Cash FlowsAssume there are three future cash flow scenarios, A, B, and C during some future year. The expected cash flow is during that year is
The scenarios are mutually exclusive – independent Example
CFA = $1,000,000 with probability 50% CFB = $500,000 with probability 30% CFC = $150,000 with probability 20%
The risk (variance) in the expected cash flow is included in the discount rate
1p p p
pCFpCFpCFCFE
CBA
CCBBAA
000,680$
%20000,150$%30000,500$%50000,000,1$ CFE
![Page 4: Capital Budgeting. Capital Budgeting Preliminary 2 0 1 2 3 4 5 sunk costs How do you decide whether to do a particular project or make a particular investment?](https://reader035.vdocuments.us/reader035/viewer/2022072013/56649e6a5503460f94b67b79/html5/thumbnails/4.jpg)
State-ment of Cash Flows
4
![Page 5: Capital Budgeting. Capital Budgeting Preliminary 2 0 1 2 3 4 5 sunk costs How do you decide whether to do a particular project or make a particular investment?](https://reader035.vdocuments.us/reader035/viewer/2022072013/56649e6a5503460f94b67b79/html5/thumbnails/5.jpg)
Statement of Cash Flows
This financial statement details the change in the balance sheet cash and equivalents accounts, CE, during an accounting period.
CEi = CEi-1 + CFOi + CFIi + CFFi
= CEi-1 + ∆CE
∆CE = CFO + CFI + CFF
CFO is the cash flow from operating activities CFI is the cash flow from investing activities CFF is cash flow from financing activities
5
![Page 6: Capital Budgeting. Capital Budgeting Preliminary 2 0 1 2 3 4 5 sunk costs How do you decide whether to do a particular project or make a particular investment?](https://reader035.vdocuments.us/reader035/viewer/2022072013/56649e6a5503460f94b67b79/html5/thumbnails/6.jpg)
7
0 1 2
Internal Rate of Return
260
-100 -165
Solve for the two roots of the second order polynomial. The smallest root is the internal rate of return
![Page 7: Capital Budgeting. Capital Budgeting Preliminary 2 0 1 2 3 4 5 sunk costs How do you decide whether to do a particular project or make a particular investment?](https://reader035.vdocuments.us/reader035/viewer/2022072013/56649e6a5503460f94b67b79/html5/thumbnails/7.jpg)
Cash Flow
Since discounting at the cost of capital, the project cash flow should be computed similarly to the firm’s free cash flow
8
Balance Sheet
Assets Liability & EquityCE
‘Non-Capital’
Capital
Statement of Cash Flows
Net cash from operating activities From OA From NOA Net cash used by investing activities For OA For NOA
Net cash from financing activities
DCE
CFO
CFICFF
FCF
CFO *
CFI*
Investors
∆CE = CFO + CFI + CFF
FCF = CFO* + CFI*
![Page 8: Capital Budgeting. Capital Budgeting Preliminary 2 0 1 2 3 4 5 sunk costs How do you decide whether to do a particular project or make a particular investment?](https://reader035.vdocuments.us/reader035/viewer/2022072013/56649e6a5503460f94b67b79/html5/thumbnails/8.jpg)
Free Cash Flow
FCF = CFO* + CFI*
CFO* = CFO - IDI (1-∙ t) + IX (1-∙ t)
= NP + DX + ∆T –DNWC - DG - IDI (1-∙ t) + IX (1-∙ t)= (EBIT – IX)·(1 – t) + DX + ∆T- (∆OWC - DOCE) - CS + CC - IDI (1-∙ t) + IX (1-∙ t)= (EBIT – IDI)·(1 – t) + ∆T + DX - (CS – CC) - (∆OWC - DOCE)= NOPAT + DX - CS + CC - ∆OWC + DOCE
CFI* = CFI - DIS + DOCE= -CX + DIS + CS - DIS - DOCE = - CX + CS - DOCE
9
From CFO: Remove effective non-operating cash flow and add back effective cash flow to debt providers.
From CFI: Remove non-operating cash flow, DIS, and add cash needed for business operations, DOCE
At Fairway at IDI and IX transactions are cash
![Page 9: Capital Budgeting. Capital Budgeting Preliminary 2 0 1 2 3 4 5 sunk costs How do you decide whether to do a particular project or make a particular investment?](https://reader035.vdocuments.us/reader035/viewer/2022072013/56649e6a5503460f94b67b79/html5/thumbnails/9.jpg)
Free Cash Flow 10
FCF = CFO* + CFI*
= NOPAT + DX - CS + CC - ∆OWC + DOCE - CX + CS - DOCE = NOPAT – (CX - DX – CC) - ∆OWC
= NOPAT – DNC – DOWC
= NOPAT – DIC