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Financial Management
Financial
FinancialManagement
Management
LECTURE OBJECTIVES
Capital budgeting:
Analysis of potential additions to fixed assets
Long-term decisions; involves large expenditures
Very important to firms future
Financial
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8/10/2014
Financial
FinancialManagement
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UC
Financial
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Financial Management
Financial
FinancialManagement
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CONVENTIONAL OR
UNCONVENTIONAL CASH FLOWS?
8/10/2014
CAPITAL BUDGETING
= Sum of PVs
of future CFs
Financial
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Financial
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10
Financial
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Financial
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NPV =
CF2
CF1
CFN
+
+ +
(1 + r )1 (1 + r)2
(1 + r)N
Initial cost
Projects risk-adjusted
cost of capital
(r)
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8/10/2014
13
Initial outlay
($1100)
2
Revenues $2000
Expenses 1000
Cash flow $1000
Revenues $1000
Expenses
500
Cash flow
500
$1100.00
$500 x
+454.55
1
1.10
$1000 x
+826.45
1
1.102
+$181.00 NPV
NPV Rule:
Financial
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Financial
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14
15
Jetty
(1 million)
0.5 mi
0.7 mi
0.8 mi
Port
(3 million)
1.3 mi
1.3 mi
1.3 mi
Financial
FinancialManagement
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Financial
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Year
16
8/10/2014
Medium heating
system
vs
15 years duration
$20,000
7 years duration
$9,000
17
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19
20
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Financial
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Financial
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CLASS EXERCISE
22
23
Yes
Mutually exclusive
No
Do projects have
equal lives ?
No
Select project with
highest NPV annual
equivalent
Yes
Select projects with
the highest +NPV
PAYBACK METHOD
Financial
FinancialManagement
Management
Financial Management
Financial
FinancialManagement
Management
Are projects
independent ?
8/10/2014
PAYBACK ILLUSTRATION
PAYBACK PERIOD
The payback period is the amount of time required for
the firm to recover its initial investment
Financial
FinancialManagement
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Financial
FinancialManagement
Management
Year
26
PAYBACK ILLUSTRATION
Cash flow
$200
2
3
400
600
Year
Accumulated
Cash flow
1
2
3
Payback period =
$200
600
1200
22/3 years
27
Project
CF0
CF1
CF2
CF3
Payback
-2,000
+1,000
+1,000
+10,000
$7,249
-2,000
+1,000
+1,000
-264
-2,000
+2,000
-347
Financial
FinancialManagement
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Financial
FinancialManagement
Management
Example:
Extremely simple
Helps prevent cash flow problems
Since cash is recovered as quickly as possible
Useful when technology changes rapidly
Cost of machinery is recovered before new model comes out
8/10/2014
Financial
FinancialManagement
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Financial
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Financial Management
400
331
700
526
300
205
1
2
3
4
Accumulated
discounted cash flows
$182
513
1,039
1,244
Advantages
Accumulated Cash Flows
Year
Undiscounted
Discounted
Undiscounted
Discounted
1
2
3
4
5
$ 100
100
100
100
100
$ 89
79
70
62
55
$ 100
200
300
400
500
$89
168
238
300
355
Ordinary payback?
Discounted payback?
Financial
FinancialManagement
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Financial
FinancialManagement
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Year
30
31
Disadvantages
-May reject positive NPV
investments
-Arbitrary determination of
acceptable payback period
-Ignores cash flows beyond the cutoff date
-Biased against long-term and new
products
32
8/10/2014
Financial
FinancialManagement
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Financial Management
NPV = 0 = CF0 +
CF3
CF1
CF2
CFT
+
+
+ .... +
2
3
(1 + IRR) (1 + IRR) (1 + IRR)
(1 + IRR)T
34
35
Discount rates
Cash flow
1
2
3
$ 50
100
150
100
(1+IRR) 1
50
200 =
(1+IRR) 1
(1+IRR) 2
100
+
150
(1+IRR) 2
(1+IRR) 3
150
+
(1+IRR) 3
Financial
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Financial
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Year
NPV
0%
$100
5%
68
10%
41
15%
18
20%
36
8/10/2014
Financial
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Financial
FinancialManagement
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Borrowing or lending ?
Multiple IRRs
Mutually exclusive projects
IRR and NPV rankings do not always agree
38
37
39
IRR
NPV at 10%
discount rate
-1,000
1,500
50%
363.64
1,000
-1,500
50%
-363.64
Financial
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Financial
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Project
Year
Cash flows
$252
1431
3035
2850
1000
40
10
8/10/2014
NPV =
at 33.33%:
NPV =
at 42.86%:
NPV =
at 66.67%:
NPV =
Financial
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Financial
FinancialManagement
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Two questions:
1. Whats going on here?
2. How many IRRs can there be?
41
NPV <0
IRR
NPV
-5,000
8,000
60%
2,273
-5,000
9,800
40%
3,099
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NPV > 0
43
44
Year
IRR
NPV
Small
project
-1
+1.5
50%
0.43
Large
project
-100
+110
10%
4.76
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8/10/2014
Financial
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PROFITABILITY INDEX
PROFITABILITY INDEX
47
Financial
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CF1
CF2
CFT
+
+ ... +
2
PV of cash flows (1 + r ) (1 + r )
(1 + r ) T
PI =
=
Initial investment
CF0
48
12
8/10/2014
Financial
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PROFITABILITY INDEX
Financial
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PROFITABILITY INDEX
49
50
13