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10 Capital Investment Decisions VladTeodor/iStock/Thinkstock Learning Objectives After studying Chapter 10, you will be able to: • Explain the nature and importance of capital investment decisions. • Identify the relevant cash inflows and outflows in an investment proposal. • Use four different evaluation methods to evaluate investments. • Appreciate ethical issues relating to capital investment decisions. • Comprehend how income taxes and depreciation impact the cash flows of capital investments. • Understand how the cost of capital is determined. • Evaluate investment decisions that include inflation, working capital, uneven project lives, differing initial investments, and asset disposal gains and losses. • Understand the basic principles of time value of money. sch84920_10_c10_411-458.indd 411 8/1/17 1:58 PM © 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution. 412 Chapter Outline 10.1 The Importance of Capital Investment Decisions 10.2 The Capital Investment Decision Cash Flows Decision Criteria Time Perspectives An Example—Equipment Replacement and Capacity Expansion Formatting the Relevant Data 10.3 The Evaluation Methods Net Present Value Method Internal Rate of Return (IRR) Method Payback Period Method Accounting Rate of Return Method 10.4 Ethical Issues and Pressures on Management 10.5 Taxes and Depreciation Income Taxes and Capital Investments Depreciation Expense The Tax Shield 10.6 Cost of Capital 10.7 Calculation Issues Inflation and Future Cash Flows Working Capital Uneven Project Lives Evaluation of Projects With Different Initial Investments Gains and Losses on Asset Disposals 10.8 The Time Value of Money Present Value of Money Present Value of a Series of Future Cash Flows Present Value Analysis Applied sch84920_10_c10_411-458.indd 412 8/1/17 1:58 PM © 2017 Bridgepoint Education, Inc. All rights reserved. Not for resale or redistribution. 413 Capital Investment Alternatives Rose Stanley, President of Eddington Instruments, grabs her briefcase and heads for the airport. After clearing security, running to her gate, and just making her flight, Rose settles into her coach seat, in front of two screaming kids and behind two salespeople who apparently have just made the deal of the century. She opens her briefcase and finds the Capital Spending Proposals file. The deadline for submitting proposals to her was yesterday. She plans to review these on her cross-country flight. The variety surprises her. • Engineering is pushing to integrate a newly announced semiconductor into an aging product. The new technology will push Eddington into new markets with great sales potential but against stiff competition. • Adding space to the corporate headquarters will bring three administrative departments together, increase efficiency, and reduce operating expenses. • Her Production Planning Manager proposes rearranging several work centers to improve produ ...
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Slide 1 8-1 Capital Budgeting • Analysis of potential projects • Long-term decisions • Large expenditures • Difficult/impossible to reverse • Determines firm’s strategic direction When a company is deciding whether to invest in a new project, large sums of money can be at stake. For example, the Artic LNG project would build a pipeline from Alaska’s North Slope to allow natural gas to be sent from the area. The cost of the pipeline and plant to clean the gas of impurities was expected to be $45 to $65 billion. Decisions such as these long-term investments, with price tags in the billions, are obviously major undertakings, and the risks and rewards must be carefully weighed. We called this the capital budgeting decision. This module introduces you to the practice of capital budgeting. We will consider a variety of techniques financial analysts and corporate executives routinely use for the capital budgeting decisions. 1. Net Present Value (NPV) 2. Payback Period 3. Average Accounting Rate (AAR) 4. Internal Rate of Return (IRR) or Modified Internal Rate of Return (MIRR) 5. Profitability Index (PI) Slide 2 8-2 • All cash flows considered? • TVM considered? • Risk-adjusted? • Ability to rank projects? • Indicates added value to the firm? Good Decision Criteria All things here are related to maximize the stock price. We need to ask ourselves the following questions when evaluating capital budgeting decision rules: Does the decision rule adjust for the time value of money? Does the decision rule adjust for risk? Does the decision rule provide information on whether we are creating value for the firm? Slide 3 8-3 Net Present Value • The difference between the market value of a project and its cost • How much value is created from undertaking an investment? Step 1: Estimate the expected future cash flows. Step 2: Estimate the required return for projects of this risk level. Step 3: Find the present value of the cash flows and subtract the initial investment to arrive at the Net Present Value. Net present value—the difference between the market value of an investment and its cost. The NPV measures the increase in firm value, which is also the increase in the value of what the shareholders own. Thus, making decisions with the NPV rule facilitates the achievement of our goal – making decisions that will maximize shareholder wealth. Slide 4 8-4 Net Present Value Sum of the PVs of all cash flows Initial cost often is CF0 and is an outflow. NPV =∑ n t = 0 CFt (1 + R)t NPV =∑ n t = 1 CFt (1 + R)t - CF0 NOTE: t=0 Up to now, we’ve avoided cash flows at time t = 0, the summation begins with cash flow zero— not one. The PV of future cash flows is not NPV; rather, NPV is the amount remaining after offsetting the PV of future cash flows with the initial cost. Thus, the NPV amount determines the incremental value created by unde.
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