Bài giảng Managerial Accounting - Chapter 10: Capital Budgeting

John Wiley & Sons, Inc.Prepared byKarleen Nordquist..The College of St. Benedict... and St. John’s University....Managerial Accounting Weygandt, Kieso, & KimmelChapter 10Capital BudgetingAfter studying this chapter, you should be able to:1 Discuss the capital budgeting evaluation process and explain what inputs are used in capital budgeting.2 Describe the cash payback technique.3 Explain the net present value method.4 Identify the challenges presented by intangible benefits in capital budgeting.Chapter 10Capital BudgetingAfter studying this chapter, you should be able to:5 Describe the profitability index.6 Indicate the benefits of performing a post-audit.7 Explain the internal rate of return method.8 Describe the annual rate of return method.Chapter 10Capital BudgetingPreview of Chapter 10Capital Budgeting Evaluation ProcessCash Flow InformationIllustrative DataNet Present Value MethodEqual Cash FlowsUnequal Cash FlowsChoosing a Discount RateSimplifying AssumptionsComprehensive ExampleCAPITAL BUDGETINGCash PaybackPreview of Chapter 10Additional ConsiderationsIntangible BenefitsMutually Exclusive ProjectsRisk AnalysisPost-audit of ProjectsOther Capital Budgeting TechniquesInternal Rate of ReturnComparing Discounted Cash Flow MethodsAnnual Rate of ReturnCAPITAL BUDGETINGCapital BudgetingThe process of making capital expenditure decisions is known as capital budgeting. Capital budgeting involves choosing among various capital projects to find one(s) that will maximize a company’s return on its financial investment. Discuss the capital budgeting evaluation process, and explain what inputs are used in capital budgeting.Study Objective 1The Capital Budgeting Evaluation ProcessMany companies follow a carefully prescribed process in capital budgeting. The process usually includes the following steps:1 Project proposals are requested from departments, plants, and authorized personnel.2 Proposals are screened by a capital budget committee.3 Officers determine which projects are worthy of funding.4 Board of directors approves capital budget.Cash Flow InformationMost capital budgeting decision methods employ cash flow numbers rather than accrual accounting revenues and expenses.Revenues and expenses often differ significantly from cash inflow and outflows.Although accrual accounting has its advantages over cash-basis accounting, for purposes of capital budgeting, estimated cash inflows and outflows are preferred as inputs into capital budgeting decision tools.Capital Budgeting ConsiderationsThe capital budgeting decision, under any technique, depends in part on a variety of considerations:The availability of fundsThe relationships among proposed projectsThe company’s basic decision-making approachThe risk associated with a particular projectIllustrative DataThe following data will be used in a continuing example. This will allow for comparison of the results of the various capital budgeting techniques.Stewart Soup Company is considering an investment of $130,000 in new equipment. The new equipment is expected to last 10 years and have a zero salvage value at the end of its useful life. The annual cash inflows are $200,000, and the annual net cash outflows are $176,000. The data are summarized below:Initial investment $130,000Estimated useful life 10 yearsEstimated salvage value - 0 - Estimated annual cash flows Cash inflow from customers $200,000 Cash outflows for operating costs 176,000Net annual cash inflow $ 24,000Illustration 10-13Describe the cash payback technique.Study Objective 2Cash PaybackThe cash payback technique identifies the time period required to recover the cost of the capital investment from the annual cash inflow produced by the investment. The formula for computing the cash payback period is:Cost of Capital Investment=Net Annual Cash InflowCash Payback PeriodIllustration 10-4The shorter the payback period, the more attractive the investment. Also, the payback period is usually related to the estimated useful life of the asset. Cash Payback ExampleThe cash payback period in the Stewart Soup example is 5.42 years, computed as follows:Assume that at Stewart Soup a project is unacceptable if the payback period is longer than 60% of the asset’s expected useful life. Thus, this project is acceptable. The 5.42-year payback period is just over 50% of the project’s 10-year expected useful life.$130,000  $24,000 = 5.42 yearsCash Payback: Advantages and DisadvantagesThe cash payback technique may be useful as an initial screening tool. It may also be the most critical factor in the capital budgeting decision for a company that desires a fast turnaround of its investment. It is easy to compute and understand.However, it should not normally be the only basis for a capital budgeting decision because it ignores the profitability of the project. It also ignores the time value of money.+–Explain the net present value method.Study Objective 3Discounted Cash Flow TechniquesCapital budgeting techniques that take into account both the time value of money and the estimated total cash flows from an investment are called discounted cash flow techniques. They are generally recognized as the most informative and best conceptual approaches to making capital budgeting decisions.Discounted Cash Flow TechniquesThe primary capital budgeting method that uses discounted cash flow techniques is called net present value. A second method, to be discussed later, is the internal rate of return. Appendix C reviews the time value of money concepts upon which these methods are based. (All of the PV factors in the following examples come from Appendix C.)Net Present Value MethodUnder the net present value (NPV) method, cash inflows are discounted to their present value and then compared with the capital outlay required by the investment.The difference between these two amounts is referred to as the net present value. The interest rate to be used in discounting the future cash flows is the required minimum rate of return.A proposal is acceptable when the NPV is zero or positive.The higher the NPV, the more attractive the investment.Net Present Value Decision CriteriaPresent Value ofFuture Cash InflowsCapital InvestmentNet Present ValueAcceptProposalReject ProposalIf zero or positive:If negative:LessEqualsIllustration 10-5Equal Annual Cash Flows ExampleStewart’s annual cash inflows are $24,000. If we assume this amount is uniform over the asset’s useful life, the present value of its annual cash flows can be computed as shown: PV at 12%Discount factor for annuity of $1 for 10 periods 5.65022Present value of cash flows: $24,000 x 5.65022 $135,605Illustration 10-6Therefore, the analysis of the proposal by the NPV method is: 12% Present value of cash flows: $135,605Capital investment 130,000Net present value $ 5,605Illustration 10-7The proposed capital expenditure is acceptable at the 12% required rate of return because the NPV is positive.Unequal Cash Flows ExampleWhen annual cash flows are unequal, it is not possible to use annuity tables to calculate their PV. Instead tables showing the PV of a single amount must be applied to each annual cash flow.Assume Stewart Soup expects the same aggregate cash flows ($240,000), but a declining market demand for the new product over the life of the equipment. The PV of the annual cash flows is calculated to the right: Assumed Discount Annual Factor PV Year Cash Flows at 12% at 12% (1) (2) (1 x 2) 1 $ 34,000 .89286 $ 30,357 2 30,000 .79719 23,916 3 27,000 .71178 19,218 4 25,000 .63552 15,888 5 24,000 .56743 13,618 6 22,000 .50663 11,146 7 21,000 .45235 9,499 8 20,000 .40388 8,078 9 19,000 .36061 6,85210 18,000 .32197 5,795 $240,000 $144,367Illustration 10-8Unequal Cash Flows ExampleTherefore, the analysis of the proposal by the NPV method is: 12% Present value of cash flows: $144,367Capital investment 130,000Net present value $ 14,367Illustration 10-9The proposed capital expenditure is acceptable at the 12% required rate of return because the NPV is positive.Choosing a Discount RateIn most cases, a company uses a discount rate (also known as hurdle rate, cutoff rate, or required rate of return) that is equal to its cost of capital, which is the rate it must pay to obtain funds from creditors and stockholders.The cost of capital is a weighted average of the rates paid on borrowed funds and funds from investors in the company’s stock.A discount rate has two elements:a cost of capital element, and a risk element.Companies often assume the risk element is zero.Choosing a Discount RateUsing an incorrect discount rate can lead to incorrect capital budgeting decisions.Suppose Stewart Soup’s 12% discount rate did not take into account the fact that this project is riskier than most of the company’s investments. Given the risk, a 15% discount rate would have been more appropriate. 12% 15% Discount factor for annuity for 10 periods 5.65022 5.01877 Present value of cash flows: $24,000 x factor $135,605 $120,450 Capital investment 130,000 130,000 Positive (negative) NPV $ 5,605 $ (9,550)Illustration 10-10As shown on the right, a 15% discount rate would cause Stewart to reject the project because of its negative NPV.Simplifying AssumptionsIn the examples of the NPV method, a number of simplifying assumptions have been made:All cash flows come at the end of each year.All cash flows are immediately reinvested in another project that has a similar return.All cash flows can be predicted with certainty.Because these assumptions are rarely all true in the “real world,” NPV provides estimated analysis. Some of these assumptions are relaxed in more advanced capital budgeting techniques.Comprehensive ExampleBest Taste Foods is considering investing in new equipment to produce fat-free snack foods. The following information was determined in consultation with various company departments:Initial investment $1,000,000Cost of equipment overhaul in 5 years $ 200,000Salvage value of equipment in 10 years $ 20,000Cost of capital 15%Estimated annual cash flows: Cash inflows received from sales $500,000 Cash outflows for cost of goods sold $200,000 Maintenance costs $ 30,000 Other direct operating costs $ 40,000Illustration 10-11Comprehensive ExampleThe computation of the net annual cash inflows for the project is shown below:Cash inflows received from sales $500,000 Cash outflows for cost of goods sold (200,000) Maintenance costs (30,000)Other direct operating costs (40,000)Net annual cash inflow $230,000 Illustration 10-12The computation of the NPV is as follows: Time Cash 15% Present Event Period Flow x Factor = Value Equipment purchase 0 $1,000,000 1.00000 $(1,00,000)Equipment overhaul 5 200,000 .49718 (99,436)Net annual cash flows 1-10 230,000 5.01877 1,154,317 Salvage value 10 20,000 .24719 4,944 Net present value $ 59,825 Illustration 10-13Because the NPV is positive, the project should be accepted.Identify the challenges presented by intangible benefits in capital budgeting.Study Objective 4Intangible BenefitsThe NPV evaluation techniques discussed so far rely on tangible, relatively easily quantified costs and benefits. By ignoring intangible benefits such as increased quality or safety or employee loyalty, capital budgeting techniques might incorrectly eliminate projects that could be financially beneficial to the company. To avoid rejecting projects that should be accepted, two possible approaches are suggested:Calculate NPV ignoring intangible benefits and if NPV is negative, ask if intangible benefits are worth at least the negative NPV.Project rough, conservative estimates of the value of the intangible benefits and include those in NPV calculation.Mutually Exclusive ProjectsIn theory, all projects with positive NPVs should be accepted. However, companies rarely are able to adopt all positive-NPV proposals. Proposals are often mutually exclusive, meaning that if the company adopts one proposal, it would be impossible to adopt the other proposal.Even in cases where projects are not mutually exclusive, mangers must often choose between various positive-NPV projects because of limited resources.When choosing between alternatives, it is tempting to choose the project with the highest NPV, but the investment required by the projects should also be considered. Describe the profitability index.Study Objective 5Mutually Exclusive Projects: Profitability IndexOne relatively simple method of comparing alternative projects that takes into account both the size of the original investment and the discounted cash flows is the profitability index. The profitability index is computed with the following formula:Present Value of Cash Flows=Initial InvestmentProfitability IndexIllustration 10-17Profitability Index ExampleA company must choose between two mutually exclusive projects. Each project has a 10-year life and a 12% discount rate can be assumed. Data related to the two projects is as shown: Project A Project BInitial investment $40,000 $90,000Net annual cash inflows 10,000 19,000Salvage value 5,000 10,000Net present value 18,112 20,574Illustration 10-16As shown, both projects have positive NPVs. Project B’s NPV is higher, but that project also requires more than two times the initial investment that Project A does.Which of the mutually exclusive projects should the company accept?Profitability Index ExampleData for the two projects is shown below in a slightly altered form: Project A Project BInitial investment $40,000 $90,000Net annual cash inflows 10,000 19,000Salvage value 5,000 10,000 Present value of cash flows: ($10,000 x 5.65022) + ($5,000 x .32197) 58,112 ($19,000 x 5.65022) + ($10,000 x .32197) 110,574Illustration 10-18With the data in this form, profitability indexes for the two projects can be computed. Profitability Index = Present Value of Cash Flows Initial Investment Project A Project B $58,112 = 1.45 $110,574 = 1.23$40,000 $90,000Illustration 10-19Project A is more desirable because it has the higher profitability index.Risk AnalysisA simplifying assumption made by many financial analysts is that the projected results are known with certainty. In reality, this is seldom true.One approach for dealing with uncertainty is sensitivity analysis, which uses a number of outcome estimates to get a sense of the variability among potential returns.The earlier example of comparing NPVs using different discount rates was a form of sensitivity analysis.Indicate the benefits of performing a post-audit.Study Objective 6Post-Audit of Investment ProjectsOrganizations should perform a post-audit of its investment projects after their completion. A post-audit is a thorough evaluation of how well a project’s actual performance matches the projections made when the project was proposed.Post-audits, while not foolproof, are important for many reasons:Managers that know their estimates will eventually be compared to actual results are more likely to submit realistic data when making investment proposals.Post-audits provide a formal mechanism for helping to decide whether existing projects should be continued.Post-audits can help managers improve their estimation techniques, thereby improving the development of future investment proposals.Explain the internal rate of return method.Study Objective 7Internal Rate of Return MethodThe internal rate of return method results in finding the interest yield of the potential investment. The internal rate of return is the interest rate that will cause the present value of the proposed capital expenditure to equal the present value of the expected annual cash inflows (i.e., a NPV of zero). Internal Rate of Return MethodDetermining the internal rate of return involves three steps: (These steps assume that annual cash flows are equal; an alternative method of computing the internal rate of return must be used when cash flows are unequal.)Tampa Company will be used as an example. Tampa Company is considering a new project with an 8-year estimated life, an initial cost of $249,000, and a net annual cash inflow of $45,000.Internal Rate of Return Step 1: Compute the internal rate of return factor using the following formula:Capital Investment=Net Annual Cash InflowInternal Rate of Return FactorIllustration 10-20Using the Tampa Company data, the internal rate of return factor is computed as follows:$249,000  $45,000 = 5.5333Internal Rate of Return Step 2: Use the factor and the present value of an annuity of 1 table to find the internal rate of return.For Tampa, the net annual cash inflow is expected to continue for 8 years. Thus, it is necessary to read across the period-8 row in the present value of an annuity table to find the discount factor that is closest to the internal rate of return factor.Periods 5% 6% 8% 9% 10% 11% 12% 15% 8 6.46321 6.20979 5.74664 5.53482 5.33493 5.14612 4.96764 4.8732The closest discount factor to 5.53333 is 5.53482, which represents an interest rate of approximately 9%. Internal Rate of ReturnStep 3: Compare the internal rate of return to management’s required rate of return. The decision rule is: Accept the project when the internal rate of return is equal to or greater than the required rate of return, and reject the project when the internal rate of return is less than the required rate. This decision rule is shown graphically on the next slide. Assuming the minimum required rate of return is 8% for Tampa Company, the project is accepted because the 9% internal rate of return is greater than the required rate.Internal Rate of Return Decision CriteriaInternal Rate ofReturnMinimum Rate of ReturnAcceptProposalReject ProposalIf equal to orgreater than:If less than:Compared to:Illustration 10-21Comparing Discounted Cash Flow MethodsA comparison of the two discounted cash flow methods (net present value and internal rate of return) is presented below.When used properly, either method will provide management with relevant quantitative data for making capital budget decisions. Net Present Value Internal Rate of Return 1. Objective Compute net present Compute internal rate of value (a dollar amount). return (a percentage).2. Decision rule If net present value is If internal rate of return is equal zero or positive, accept to or greater than the the proposal; if net minimum required rate of present value is return, accept the proposal; negative, reject the if internal rate of return is proposal. less than the minimum rate, reject the proposal.Illustration 10-22Describe the annual rate of return method.Study Objective 8Annual Rate of Return MethodThe annual rate of return technique is based on accrual accounting data. It indicates the profitability of a capital expenditure. The formula is:The annual rate of return is compared to management’s required minimum rate of return for investments of similar risk. A project is acceptable under this method if the annual rate of return is greater than the required rate of return.Expected Annual Net Income=Average InvestmentAnnual Rate of ReturnIllustration 10-23Annual Rate of Return ExampleAssume that Reno Company is considering an investment of $130,000 in new equipment. The new equipment is expected to last 5 years and have zero salvage value. The straight-line depreciation method is used for accounting purposes. The expected annual revenues and costs of the new product that will be produced from the investment are:Sales $200,000Less: Cost and expenses Manufacturing costs $132,000 Depreciation expense ($130,000  5) 26,000 Selling and administrative expenses 22,000 180,000Income before income taxes 20,000Income tax expense 7,000Net income $ 13,000Illustration 10-24Annual Rate of Return ExampleAverage investment is computed as follows:Average investment = Original investment + Investment at end of useful life 2Illustration 10-25The investment at the end of the useful life is equal to the asset’s salvage value.For Reno, average investment is $65,000 [($130,000 + $0)  2].The expec