FINANCE 7. Capital Budgeting (2) Professor André Farber Solvay Business School Université Libre de...
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Transcript of FINANCE 7. Capital Budgeting (2) Professor André Farber Solvay Business School Université Libre de...
FINANCE7. Capital Budgeting (2)
Professor André Farber
Solvay Business SchoolUniversité Libre de BruxellesFall 2007
MBA 2007 - Capital Budgeting (2) |2
Investment decisions (2)
• Objectives for this session :
• A project is not a black box
• Timing:
– How long to invest?
– When to invest?
• Project with different lifes: Equivalent Annual Cost
MBA 2007 - Capital Budgeting (2) |3
A project is not a black box
• Sensitivity analysis:
– analysis of the effects of changes in sales, costs,.. on a project.
• Scenario analysis:
– project analysis given a particular combination of assumptions.
• Simulation analysis:
– estimations of the probabilities of different outcomes.
• Break even analysis
– analysis of the level of sales at which the company breaks even.
MBA 2007 - Capital Budgeting (2) |4
Sensitivity analysis
Year 0 Year 1-5
Initial investment 1,500
Revenues 6,000
Variables costs (3,000)
Fixed costs (1,791)
Depreciation (300)
Pretax Profit 909
Tax (TC = 34%) (309)
Net Profit 600
Cash flow 900
• NPV calculation (for r = 15%):
• NPV = - 1,500 + 900 3.3522 = + 1,517
MBA 2007 - Capital Budgeting (2) |5
Sensitivity analysis
• 1. Identify key variables
• Revenues = Nb engines sold Price per engine
• 6,000 3,000 2
• Nb engines sold = Market share Size of market
• 3,000 0.30 10,000
• V.Cost =V.cost per unit Number of engines
• 3,000 1 3,000
• Total cost = Variable cost + Fixed costs
• 4,791 3,000 1,791
MBA 2007 - Capital Budgeting (2) |6
Sensitivity analysis
• 2. Prepare pessimistic, best, optimistic forecasts (bop)
• Variable Pessimistic Best Optimistic
• Market size 5,000 10,000 20,000
• Market share 20% 30% 50%
• Price 1.9 2 2.2
• V.cost / unit 1.2 1 0.8
• Fixed cost 1,891 1,791 1,741
• Investment 1,900 1,500 1,000
MBA 2007 - Capital Budgeting (2) |7
Sensitivity analysis
• 3. Recalculate NPV changing one variable at a time
• Variable Pessimistic Best Optimist
• Market size -1,802 1,517 8,154
• Market share -696 1,517 5,942
• Price 853 1,517 2,844
• V.cost / unit 189 1,517 2,844
• Fixed cost 1,295 1,517 1,628
• Investment 1,208 1,517 1,903
MBA 2007 - Capital Budgeting (2) |8
Scenario analysis
• Consider plausible combinations of variables
• Ex: If recession
- market share low
- variable cost high
- price low
MBA 2007 - Capital Budgeting (2) |9
Monte Carlo simulation
• Tool for considering all combinations
• model the project
• specify probabilities for forecast errors
• select numbers for forecast errors and calculate cash flows
• Outcome: simulated distribution of cash flows
MBA 2007 - Capital Budgeting (2) |10
Monte Carlo Simulation - Example
Model
Qt = Qt-1 + ut
mt = m + vt
CFt = (Qtmt - FC - Dep)(1-TC)+Dep
Procedure
1. Generate large number of evolutions
2. Calculate average annual cash flows
3. Discount using risk-adjusted rate
Notations
Qt quantity
mt unit margin
FC fixed costs
Dep depreciation
TC corporate tax rate
ut,,vt random variables
Random number generation
Random number Ri : uniform distribution on [0,1]
Use RAND in Excel
To simulate ~ N(0,1):
12
16
iiR
MBA 2007 - Capital Budgeting (2) |11
Simulated cash flows
Cash flow simulation
0
20,000
40,000
60,000
80,000
100,000
120,000
1 2 3 4 5 6 7 8 9 10
MBA 2007 - Capital Budgeting (2) |12
Break even analysis
• Sales level to break-even? 2 views
• Account Profit Break-Even Point:
» Accounting profit = 0
• Present Value Break-Even Point:
» NPV = 0
MBA 2007 - Capital Budgeting (2) |13
Timing
• Even projects with positive NPV may be more valuable if deferred.
• Example
• You may sell a barrel of wine at anytime over the next 5 years. Given the future cash flows, when should you sell the wine?
• Suppose discount rate r = 10%
• NPV if sold now = 100
• NPV if sold in year 1 = 130 / 1.10 = 118
0 1 2 3 4 5
Cash flow 100 130 156 180 202 218
% change 30% 20% 15% 12% 8%
Wait
MBA 2007 - Capital Budgeting (2) |14
Optimal timing for wine sale?
• Calculate NPV(t): NPV at time 0 if wine sold in year t:
NPV(t) = Ct / (1+r)t
0 1 2 3 4 5
Cash flow 100 130 156 180 202 218
NPV(t) 100 118.2 129 135 138 135
MBA 2007 - Capital Budgeting (2) |15
When to invest
• Traditional NPV rule: invest if NPV>0. Is it always valid?
• Suppose that you have the following project:
– Cost I = 100
– Present value of future cash flows V = 150
– Possibility to mothball the project
• Should you start the project?
• If you choose to invest, the value of the project is:
• Traditional NPV = 150 - 100 = 50 >0
• What if you wait?
MBA 2007 - Capital Budgeting (2) |16
To mothball or not to mothball?
• Suppose that the project might be delayed for one year.
• One year later:
• Cost is unchanged (I = 100)
• Present value of future cash flow = 160
• NPV1 = 160 - 100 = 60 in year 1
• To decide: compare present values at time 0.
• Invest now : NPV = 50
• Invest one year later: NPV0 = PV(NPV1) = 60/1.10 = 54.5
• Conclusion: you should delay the investment
+ Benefit from increase in present value of future cash flows (+10)
+ Save cost of financing of investment (=10% * 100 = 10)
- Lose return on real asset (=10% * 150 = 15)
MBA 2007 - Capital Budgeting (2) |17
Equivalent Annual Cost
• The cost per period with the same present value as the cost of buying and operating a machine.
• Equivalent Annual Cost = PV of costs / Annuity factor
• Example: cheap & dirty vs good but expensive
• Given a 10% cost of capital, which of the following machines would you buy?
C0 C1 C2 C3 PV EAC
A 15 4 4 4 24.95 10.03
B 10 6 6 20.41 11.76
EAC calculation:A: EAC = PV(Costs) / 3-year annuity factor = 24.95 / 2.487 = 10.03B: EAC = PV(Costs) / 2-year annuity factor = 20.41 / 1.735 = 11.76
MBA 2007 - Capital Budgeting (2) |18
The Decision to Replace
• When to replace an existing machine with a new one?
• Calculate the equivalent annual cost of the new equipment
• Calculate the yearly cost of the old equipment (likely to rise over time as equipment becomes older)
• Replace just before the cost of the old equipment exceeds the EAC on new equipment
• Example
• Annual operating cost of old machine = 8
• Cost of new machine :
• PV of cost (r = 10%) = 27.4
• EAC = 27.4 / 3-year annuity factor = 11
• Do not replace until operating cost of old machine exceeds 11
C0 C1 C2 C3
15 5 5 5