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The Promise and Peril of Real Options
1 The Promise and Peril of Real Options Aswath Damodaran Stern School of Business 44 West Fourth Street New York, NY 10012 [email protected] 2 Abstract In recent years, practitioners and academics have made the argument that traditional discounted cash flow models do a poor job of capturing the value of the options embedded in many corporate actions. They have noted that these options need to be not only considered explicitly and valued, but also that the value of these options can be substantial. In fact, many investments and acquisitions that would not be justifiable otherwise will be value enhancing, if the options embedded in them are considered. In this paper, we examine the merits of this argument. While it is certainly true that there are options embedded in many actions, we consider the conditions that have to be met for these options to have value. We also develop a series of applied examples, where we attempt to value these options and consider the effect on investment, financing and valuation decisions. 3 In finance, the discounted cash flow model operates as the basic framework for most analysis. In investment analysis, for instance, the conventional view is that the net present value of a project is the measure of the value that it will add to the firm taking it. Thus, investing in a positive (negative) net present value project will increase (decrease) value. In capital structure decisions, a financing mix that minimizes the cost of capital, without impairing operating cash flows, increases firm value and is therefore viewed as the optimal mix. -
How Risky Is the Debt in Highly Leveraged Transactions?*
Journal of Financial Economics 27 (1990) 215-24.5. North-Holland How risky is the debt in highly leveraged transactions?* Steven N. Kaplan University of Chicago, Chicago, IL 60637, USA Jeremy C. Stein Massachusetts Institute of Technology Cambridge, MA 02139, USA Received December 1989, final version received June 1990 This paper estimates the systematic risk of the debt in public leveraged recapitalizations. We calculate this risk as a function of the difference in systematic equity risk before and after the recapitalization. The increase in equity risk is surprisingly small after a recapitalization, ranging from 37% to 57%, depending on the estimation method. If total company risk is unchanged, the implied systematic risk of the post-recapitalization debt in twelve transactions averages 0.65. Alternatively, if the entire market-adjusted premium in the leveraged recapitalization represents a reduction in fixed costs, the implied systematic risk of this debt averages 0.40. 1. Introduction Highly leveraged transactions such as leveraged buyouts (LBOs) and lever- aged recapitalizations have grown explosively in number and size over the last several years. These transactions are largely financed with a combination of senior bank debt and subordinated lower-grade or ‘junk’ debt. Recently, the debt in these transactions has come under increasing scrutiny from investors, politicians, and academics. All three groups have asked in one way or another how risky leveraged buyout debt is in relation to the return it *Cedric Antosiewicz provided excellent research assistance. Paul Asquith, Douglas Diamond, Eugene Fama, Wayne Person, William Fruhan (the referee), Kenneth French, Robert Korajczyk, Richard Leftwich, Jeffrey Mackie-Mason, Merton Miller, Stewart Myers, Krishna Palepu, Richard Ruback (the editor), Andrei Shleifer, Robert Vishny, and seminar participants at the Securities and Exchange Commission, the University of Chicago, and MIT’s Sloan School made helpful comments on earlier drafts. -
Capital Budgeting Techniques Key Concepts and Skills
Capital Budgeting Techniques Key Concepts and Skills • Understand: – The payback rule and its shortcomings – Accounting rates of return and their problems – The internal rate of return and its strengths and weaknesses – The net present value rule and why it is the best decision criteria – The modified internal rate of return – The profitability index and its relation to NPV 8-2 Main Techniques - Net Present Value - The Payback Rule - The Average Accounting Return - The Internal Rate of Return - The Profitability Index - The Practice of Capital Budgeting 8-3 Capital Budgeting • Analysis of potential projects • Long-term decisions • Large expenditures • Difficult/impossible to reverse • Determines firm’s strategic direction 8-4 Good Decision Criteria • All cash flows considered? • TVM considered? • Risk-adjusted? • Ability to rank projects? • Indicates added value to the firm? 8-5 Net Present Value 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. 8-6 Net Present Value Sum of the PVs of all cash flows n CFt NPV = ∑ (1 + R)t t = 0 NOTE: t=0 Initial cost often is CF0 and is an outflow. n CFt NPV = - CF0 ∑ (1 + R)t t = 1 8-7 NPV – Decision Rule • If NPV is positive, accept the project • NPV > 0 means: – Project is expected to add value to the firm – Will increase the wealth of the owners • NPV is a direct measure of how well this project will meet the goal of increasing shareholder wealth. -
Capital Budgeting for Small Businesses: an Appropriate Modification of Net Present Value
The Journal of Entrepreneurial Finance Volume 3 Issue 1 Fall 1993 Article 6 December 1993 Capital Budgeting for Small Businesses: An Appropriate Modification of Net Present Value John B. White Georgia Southern University Morgan P. Miles Georgia Southern University Follow this and additional works at: https://digitalcommons.pepperdine.edu/jef Recommended Citation White, John B. and Miles, Morgan P. (1993) "Capital Budgeting for Small Businesses: An Appropriate Modification of Net Present Value," Journal of Small Business Finance: Vol. 3: Iss. 1, pp. 79-95. Available at: https://digitalcommons.pepperdine.edu/jef/vol3/iss1/6 This Article is brought to you for free and open access by the Graziadio School of Business and Management at Pepperdine Digital Commons. It has been accepted for inclusion in The Journal of Entrepreneurial Finance by an authorized editor of Pepperdine Digital Commons. For more information, please contact [email protected], [email protected], [email protected]. Capital Budgeting For Small Businesses: An Appropriate Modification of Net Present Value John B. White and Morgan R Miles This paper sets forth a capital budgeting technique that is both theoretically correct and sensitive to the special financing needs of the small business. This technique involves evaluating cash flows and determining if they are sufficient to meet the loan payment schedule. A sufficient amount of cash flow must remain after debt obligations are met to compensate the equity investment. Net operating cash flows are discounted at the cost of equity while the tax shield firom interest and depreciation is discounted at the cost of debt. I. -
Net Present Value (NPV): the Basics & the Pitfalls
Presented at the 2013 ICEAA Professional Development & Training Workshop - www.iceaaonline.com Net Present Value (NPV): The Basics & The Pitfalls Cobec Consulting Kevin Schutt, Manager Nathan Honsowetz, Consultant ICEAA Conference, June 2013 Agenda Presented at the 2013 ICEAA Professional Development & Training Workshop - www.iceaaonline.com 2 Time Value of Money Presented at the 2013 ICEAA Professional Development & Training Workshop - www.iceaaonline.com Discount Factor “A nearby penny is worth a distant dollar” ‐ Anonymous 3 Time Value of Money Presented at the 2013 ICEAA Professional Development & Training Workshop - www.iceaaonline.com Year 1 2 3 4 FV1 FV2 FV3 FV4 PV1 PV2 PV3 PV4 4 Inputs to NPV Presented at the 2013 ICEAA Professional Development & Training Workshop - www.iceaaonline.com 5 NPV Example Presented at the 2013 ICEAA Professional Development & Training Workshop - www.iceaaonline.com 6 Investment Alternatives Presented at the 2013 ICEAA Professional Development & Training Workshop - www.iceaaonline.com If NPV > 0 No correlation IRR > Cost of Capital Benefit/Cost > 1 7 Economic Analysis Regulations Presented at the 2013 ICEAA Professional Development & Training Workshop - www.iceaaonline.com 8 NPV in the Private Sector Presented at the 2013 ICEAA Professional Development & Training Workshop - www.iceaaonline.com 9 Net Present Value: The Pitfalls Presented at the 2013 ICEAA Professional Development & Training Workshop - www.iceaaonline.com Pitfall! Activision, 1982 10 NPV Pitfall #1: Formula error Presented at the 2013 ICEAA -
Capital Budgeting Decisions and Risk Management of Firms in the United Arab Emirates
26 Capital budgeting decisions and risk management of firms in the United Arab Emirates Ann Gloghienette Perez Faculty of Business Administration, Higher Colleges of Technology, United Arab Emirates [email protected] and Francis Amagoh College of Social Sciences, KIMEP University, Almaty [email protected]; [email protected] Abstract: This paper investigates the risk management factors that affect the capital budgeting decisions of firms in the United Arab Emirates. Primary data were collected from questionnaires sent to a sample of 150 firms (101 responded, a response rate of 67.3%). Correlation analysis assessed the relationships between the risk management factors and capital budgeting. Six risk management factors (keep good financial records; profitability index; number of employees; diversified portfolios; finance manager’s years of experience; and sound financial forecasts) were found to have significant relationships to capital budgeting. Two risk management factors (adequate insurance, and asset value of the company) were found to have no such significant relationship. JEL codes: G31, M1, M4 Keywords: Capital budgeting, risk management, decision making, correlation analysis, United Arab Emirates 1. Introduction When preparing budgets for capital projects, managers have to strategically balance the risks involved if they are to earn required returns. According to Singh, Jain, & Yadav (2012), a capital budget is a plan for investing in long-term assets, such as buildings, machinery, bridges, and stadiums. Capital budgeting decisions involve determining potential long-term investment projects that require significant funds. Risk management tries to ensure that the incomes from such projects are high enough to justify the investments. To minimize an investment’s exposure to risks, managers engage in practices such as diversifying their portfolios and using sound forecasting techniques. -
Financial Market Analysis (Fmax) Module 2
Financial Market Analysis (FMAx) Module 2 Bond Pricing This training material is the property of the International Monetary Fund (IMF) and is intended for use in IMF Institute for Capacity Development (ICD) courses. Any reuse requires the permission of the ICD. The Relevance to You You might be… § An investor. § With an institution that is an investor. You may be managing a portfolio of foreign assets in a sovereign wealth fund or in a central bank. § With an institution that is in charge of issuing sovereign bonds. § With an institution that is a financial regulator. Defining a Bond – 1 A bond is a type of fixed income security. Its promise is to deliver known future cash flows. § Investor (bondholder) lends money (principal amount) to issuer for a defined period of time, at a variable or fixed interest rate § In return, bondholder is promised § Periodic coupon payments (most of the times paid semiannually); and/or § The bond’s principal (maturity value/par value/face value) at maturity. Defining a Bond – 2 Some bond have embedded options. § Callable Bond: The issuer can repurchase bond at a specific price before maturity. § Putable Bond: Bondholder can sell the issue back to the issuer at par value on designated dates (bond with a put option). Bondholder can change the maturity of the bond. Central Concept: Present Value The Present Value is… § The value calculated today of a series of expected cash flows discounted at a given interest rate. § Always less than or equal to the future value, because money has interest- earning potential: time value of money. -
Capital Budgeting and Cost Analysis
Capital Budgeting and Cost Analysis Cost Accounting Horngreen, Datar, Foster 1 Two Dimensions of Cost Analysis period-by-period dimension project-by-project dimension Capital budgeting deals with the project-by project dimension Projects are analyzed over their entire life span Analysis is typically based on cash flows Cost Accounting Horngreen, Datar, Foster 2 Stages of Capital Budgeting Stage 1: Identification Stage • Which types of investments are necessary? Stage 2: Search Stage • Explore alternative investments Stage 3: Information Acquisition Stage • Consider costs and benefits Stage 4: Selection Stage • Choose projects to be implemented Stage 5: Financing Stage • Obtain necessary funding Stage 6: Implementation and Control Stage • Implement projects and monitor performance Cost Accounting Horngreen, Datar, Foster 3 Capital Budgeting Methods Net Present Value (NPV) Internal Rate of Return (IRR) Payback Accrual Accounting Rate of Return (AARR) NPV and IRR are Discounted Cash Flow (DCF) Methods • Analysis is based on Cash Flows • Time Value of money is taken into consideration Cost Accounting Horngreen, Datar, Foster 4 Investment Project- Replacement decision Old Machine • Useful life: 3 years • Depreciation per period: 10,000 • Book value: 30,000 • Cash flow from disposing old machine (after tax): 12,000 New Machine: • Useful life: 3 years • Cost: 210,000 • Additional working capital needs: 10,000 • Depreciation per period: 70,000 • Cost savings per period: 90,000 (after tax) • Estimated terminal disposal value: 0 Applied Discount Rate: 0.10 Cost Accounting Horngreen, Datar, Foster 5 Net Present Value method Decision Rule: Replace the old machine if the NPV of the replacement is positive: 90 ,90 000 ,100 000 , 000 =NPV −208 , + 000 + +23 , 329 = . -
How Do Cfos Make Capital Budgeting and Capital Structure
HOW DO CFOS MAKE by John Graham and Campbell Harvey, CAPITAL BUDGETING Duke University* AND CAPITAL STRUCTURE DECISIONS? e recently conducted a comprehensive survey that analyzed the current practice of corporate finance, with particular focus on the W areas of capital budgeting and capital structure. The survey results enabled us to identify aspects of corporate practice that are consistent with finance theory, as well as aspects that are hard to reconcile with what we teach in our business schools today. In presenting these results, we hope that some practitioners will find it worthwhile to observe how other companies operate and perhaps modify their own practices. It may also be useful for finance academics to consider differences between theory and practice as a reason to revisit the theory. We solicited responses from approximately 4,440 companies and received 392 completed surveys, representing a wide variety of firms and industries.1 The survey contained nearly 100 questions and explored both capital budgeting and capital structure decisions in depth. The responses to these questions enabled us to explore whether and how these corporate policies are interrelated. For example, we investigated whether companies that made more aggressive use of debt financing also tended to use more sophisticated capital budgeting techniques, perhaps because of their greater need for discipline and precision in the corporate investment process. More generally, the design of our survey allowed for a richer under- standing of corporate decision-making by analyzing the CFOs’ responses in the context of various company characteristics, such as size, P/E ratio, leverage, credit rating, dividend policy, and industry. -
Study Guide Corporate Finance
Study Guide Corporate Finance By A. J. Cataldo II, Ph.D., CPA, CMA About the Author A. J. Cataldo is currently a professor of accounting at West Chester University, in West Chester, Pennsylvania. He holds a bachelor degree in accounting/finance and a master of accounting degree from the University of Arizona. He earned a doctorate from the Virginia Polytechnic Institute and State University. He is a certified public accountant and a certified management accountant. He has worked in public accounting and as a government auditor and controller, and he has provided expert testimony in business litigation engage- ments. His publications include three Elsevier Science monographs, and his articles have appeared in Journal of Accountancy, National Tax Journal, Research in Accounting Regulation, Journal of Forensic Accounting, Accounting Historians Journal, and several others. He has also published in and served on editorial review boards for Institute of Management Accounting association journals, including Management Accounting, Strategic Finance, and Management Accounting Quarterly, since January 1990. All terms mentioned in this text that are known to be trademarks or service marks have been appropriately capitalized. Use of a term in this text should not be regarded as affecting the validity of any trademark or service mark. Copyright © 2015 by Penn Foster, Inc. All rights reserved. No part of the material protected by this copyright may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the copyright owner. Requests for permission to make copies of any part of the work should be mailed to Copyright Permissions, Penn Foster, 925 Oak Street, Scranton, Pennsylvania 18515. -
Net Present Value (NPV) Analysis
PROGRAMME LIFECYCLE STRATEGIC PHASE DELIVERY PHASE INITIATION DEFINITION ESTABLISHMENT MANAGEMENT DELIVERY STAGE CLOSE STAGE STAGE STAGE STAGE PROGRAMME PROGRAMME PROGRAMME PROGRAMME FEASIBILITY DESIGN IMPLEMENTATION CLOSEOUT STAGE OBJECTIVES SCOPING PRIORITISATION OPTIMISATION NPV 1 NPV 2 Programme Prioritisation Net Present Value (NPV) analysis Helping our clients prioritise programmes and projects. By the Introduction of a Financial prioritisation model using NPV analysis What is NPV analysis? Where Does NPV analysis Fit into the Overall Programme Cycle? Net Present Value (NPV) is an effective front end management tool for a programme of works. It’s primary role The 1st NPV process is positioned at the front end of a capital is to confirm the Financial viability of an investment over a programme (NPV1 below). It allows for all projects within a long time period, by looking at net Discounted cash inflows programme to be ranked on their Net Present Values. Many and Discounted cash outflows that a project will generate organisations choose to use Financial ratio’s to help prioritise over its lifecycle and converting these into a single Net initiatives and investments. Present Value. (pvi present value index) for comparison. The 2nd NPV process takes place at the Feasibility stage of A positive NPV (profit) indicates that the Income generated a project where a decision has to be made over two or more by the investment exceeds the costs of the project. potential solutions to a requirement (NPV 2 below). For each option the NPV should be calculated and then used in the A negative NPV (loss) indicates that the whole life costs of evaluation of the solution decision. -
FINANCIAL ANALYSIS a Controller’S Guide Second Edition
ffirs.qxd 10/16/06 4:13 PM Page iii FINANCIAL ANALYSIS A Controller’s Guide Second Edition Steven M. Bragg John Wiley & Sons, Inc. ffirs.qxd 10/16/06 4:13 PM Page ii ffirs.qxd 10/16/06 4:13 PM Page i FINANCIAL ANALYSIS Second Edition ffirs.qxd 10/16/06 4:13 PM Page ii ffirs.qxd 10/16/06 4:13 PM Page iii FINANCIAL ANALYSIS A Controller’s Guide Second Edition Steven M. Bragg John Wiley & Sons, Inc. ffirs.qxd 10/16/06 4:13 PM Page iv This book is printed on acid-free paper. ࠗ∞ Copyright © 2007 by John Wiley & Sons, Inc. All rights reserved. Published by John Wiley & Sons, Inc., Hoboken, New Jersey. Published simultaneously in Canada. No part of this publication may be reproduced, stored in a retrieval system, or transmit- ted in any form or by any means, electronic, mechanical, photocopying, recording, scan- ning, or otherwise, except as permitted under Section 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc., 222 Rosewood Drive, Danvers, MA 01923, 978-750-8400, fax 978-646-8600, or on the web at www.copyright.com. Requests to the Publisher for per- mission should be addressed to the Permissions Department, John Wiley & Sons, Inc., 111 River Street, Hoboken, NJ 07030, 201-748-6011, fax 201-748-6008, or online at http://www.wiley.com/go/permissions. Limit of Liability/Disclaimer of Warranty: While the publisher and author have used their best efforts in preparing this book, they make no representations or warranties with respect to the accuracy or completeness of the contents of this book and specifically dis- claim any implied warranties of merchantability or fitness for a particular purpose.