Economic Evaluation of Alternatives

Facility investment decisions represent major commitments of corporate resources and have serious
consequences on the profitability and financial stability of a corporation. It is important to evaluate
facilities rationally with regard to both the economic feasibility of individual projects and the relative
net benefits of alternative and mutually exclusive projects.

Economic Evaluation

Construction economic analysis is more than simply solving interest problems. The decision process
requires that the outcomes of feasible alternatives be arranged so that they may be judged for
economic efficiency in terms of the solution criteria.
A systematic approach for economic evaluation of facilities consists of the following steps:
1. Generate a set of projects or purchases for investment consideration.
2. Establish the planning horizon for economic analysis.
3. Estimate the cash flow profile for each project.
4. Specify the minimum attractive rate of return (MARR).
5. Establish the criterion for accepting or rejecting a proposal, or for selecting the best among a
group of mutually exclusive proposals, on the basis of the objective of the investment.
6. Perform sensitivity or uncertainty analysis.
7. Accept or reject a proposal on the basis of the established criterion.
The basic principle in assessing the economic costs and benefits of new facility investments is to find
the aggregate of individual changes in the welfare of all parties affected by the proposed projects. The
changes in welfare are generally measured in monetary terms, but there are exceptions, since some
effects cannot be measured directly by cash receipts and disbursements. Examples include the value
of human lives saved through safety improvements or the cost of environmental degradation. To
obtain an accurate estimate of costs in the cash flow profile for the acquisition and operation of a
project, it is necessary to specify the resources required to construct and operate the proposed
physical facility, given the available technology and operating policy.
Equivalence provides the logic by which we may adjust the cash flow for a given alternative into some
equivalent or series. To apply the selection criterion, we must resolve them into comparable units.

Planning Horizon

When comparing different alternatives for economic evaluation, each alternative has its own technical
and financial properties. Also, each alternative has its own service life. Accordingly, in this analysis,
careful consideration must be given to the time period covered by the analysis. The task to be
accomplished, usually, has a time period associated with it. In this case, the consequences of each
alternative must be considered for this period of time which is called the analysis period or the
planning horizon.
The analysis period should be determined from the situation. In some analysis with rapidly changing
technologies, a short analysis period or planning horizon may be selected. Industries with more stable
technologies might use a longer period, while government agencies frequently use analysis periods
extending to fifty years or more. In civil engineering projects, the analysis period may be considered
infinity like bridges, etc.
There are three different analysis-period situations in economic analysis problems:
- The alternatives have equal useful life or analysis period.
- The alternatives have different useful lives or analysis period.
- There is an infinite analysis period.
In the case of equal lives, it just needed to do the comparison based on the method used such as the
present value, etc. In case of different lives, each alternative should be considered for its whole life
period. The variation in the useful lives of the different alternatives means we no longer have a
situation for fixed output. Therefore, it is important to select an analysis period for all alternatives and
judge the consequences of all alternatives during the selected analysis period.
In the case of different analysis periods, one method is to select an analysis period which is the least
common multiple of their useful lives. For example, when comparing two alternatives with 10 and 5
years lives, we may select the analysis period as 10 years. Thus means that the shorter life alternative
is considered to be replaced with the same specification to last for another 5 years.

Life Cycle Costing

In the past, economic assessment of alternative designs, construction, or investments has been based
on initial (first) cost which ignores the total cost incurred for the investment throughout its lifetime.
The concept of life cycle costing provides an economic tool which takes into account total costs for an
investment during its life span. Life cycle costing can be defined as “an economic assessment of
alternative designs, construction, or other investments considering all significant costs of initial costs
and ownership costs over economic life of each alternative”. The life cycle costing analysis cannot be
carried out without considering the following:
- Total costs
- Concept of the time value of money
- Initial costs: including the following: initial construction cost, design cost, land cost and
finance cost
- Ownership costs: including operating costs (maintenance, repairs and utility bills).
- Replacement costs (cost of replacing the project after it runs its economic life).
- The concept of the time value of money. The value of money today is not equal to the same
amount of money in the past or in the future. This concept considers the following: initial
costs (P) (present value), discount or interest rate (i %), life time of an investment (n).
- Two main methods can be used: present worth method and uniform annual method.

Formulae Revision:

 Present worth of single amount

𝐹
𝑃=
(1 + 𝑖)𝑛
 Future worth of single amount
𝐹 = 𝑃(1 + 𝑖)𝑛
 Present worth of annual series
 (1 + 𝑖)𝑛 − 1
𝑃 = 𝐴[ ]
𝑖(1 + 𝑖)𝑛

 Annual series from single amount at present

𝑖(1 + 𝑖)𝑛
𝐴 = 𝑃[ ]
(1 + 𝑖)𝑛 − 1

 Future worth of annual series

(1 + 𝑖)𝑛 − 1
𝐹 = 𝐴[ ]
𝑖

 Annual series from single amount at future

𝑖
𝐴 = 𝐹[ ]
(1 + 𝑖)𝑛 − 1
 CAPITAL BUDGETING TECHNIQUES

Any investment decision depends upon the decision rule that

is applied under circumstances. However, the decision rule
itself considers the inputs given in figure.
The effectiveness of the decision rule depends on how these
three factors have been properly assessed. Estimation of cash
flows require immense understanding of the project before it
is implemented; particularly macro and micro view of the
economy, polity and the company. Project life is very important, otherwise it will change the entire
perspective of the project. So great care is required to be observed for estimating the project life. Cost
of capital is being considered as discounting factor which has undergone a change over the years. Cost
of capital has different connotations in different economic philosophies. Particularly, India has
undergone a change in its economic ideology from a closed economy to open-economy. Hence
determination of cost of capital would carry greatest impact on the investment evaluation.
This document is focusing on various techniques available for evaluating capital budgeting projects.
We shall discuss all investment evaluation criteria from its economic viability point of view and how it
can help in maximizing shareholders’ wealth. We shall also look for following general virtues in each
technique.
1. It should consider all cash flows to determine the true profitability of the project.
2. It should provide for an objective and unambiguous way of separating good projects from
bad projects.
3. It should help ranking of projects according to its true profitability.
4. It should recognize the fact that bigger cash flows are preferable to smaller ones and early
cash flows are preferable to later ones.
5. It should help to choose among mutually exclusive projects that project which maximizes
the shareholders’ wealth.
6. It should be a criterion which is applicable to any conceivable investment project
independent of others.
A number of capital budgeting techniques are used in practice. They may be grouped in the following
two categories:
I. Capital budgeting techniques under certainty; and
II. Capital budgeting techniques under uncertainty (including Risk)

1. Capital Budgeting Techniques under Certainty

Capital budgeting techniques (Investment appraisal criteria) under certainty can also be divided into
following two groups:
1.1. Non-Discounted Cash Flow Criteria:
1.1.1.Pay Back Period (PBP)

1.2. Discounted Cash Flow Criteria:

1.2.1.Net Present Value (NPV)
1.2.2.Internal Rate of Return (IRR)
1.2.3.Profitability Index (PI)
1.1. NON-DISCOUNTED CASH FLOW CRITERIA:

These are also known as traditional techniques:

1.1.1. Pay Back Period (PBP):

The payback period (PBP) method is a traditional method of capital budgeting. It is the simplest and
perhaps, the most widely used quantitative method for appraising capital expenditure decision.
Payback period is defined as “the period of time required for the profit or other benefits from an
investment to equal the cost of the investment”. The criterion in all situations is to minimize the
payback period. Accordingly, this method concerns with determining the number of years or months
(the time) required to recover all the invested money. When comparing between alternatives using
this method, the alternative with the least payback period is selected.

Meaning:
It is the number of years required to recover the original cash outflow invested in a project.

Methods to compute PBP:

There are two methods of calculating the PBP.
a) The first method can be applied when the Cash flow is uniform. In such a situation the initial cost
of the investment is divided by the constant annual cash flow:
For example: If an investment of Rs. 100000 in a machine is expected to generate cash inflow of
Rs. 20,000 p.a. for 10 years. Its PBP will be calculated using following formula: years
𝐼𝑛𝑖𝑡𝑖𝑎𝑙 𝐼𝑛𝑣𝑒𝑠𝑡𝑚𝑒𝑛𝑡 100,000
𝑃𝐵𝑃 = = = 5 𝑦𝑒𝑎𝑟𝑠
𝐶𝑜𝑛𝑠𝑡𝑎𝑛𝑡 𝐴𝑛𝑛𝑢𝑎𝑙 𝐶𝑎𝑠ℎ 𝑖𝑛𝑙𝑜𝑤 20,000
b) The second method is used when a project’s Cash flow are not equal. In such a situation PBP is
calculated by the process of cumulating cash flow till the time when cumulative cash flow becomes
equal to the original investment outflow.
For example: A firm requires an initial cash outflow of Rs. 20,000 and the annual cash inflows for
5 years are Rs. 6000, Rs. 8000, Rs. 5000, Rs. 4000 and Rs. 4000 respectively.
Calculate PBP.
Here, when we cumulate the cash flows for the first three years, Rs. 19,000 is recovered. In the
fourth year Rs. 4000 cash flow is generated by the project but we need to recover only Rs. 1000
so the time required recovering Rs. 1000 will be (Rs.1000/Rs.4000)× 12 months = 3 months.
Thus, the PBP is 3 years and 3 months (3.25 years).

Decision Rule:
The PBP can be used as a decision criterion to select investment proposal.
 If the PBP is less than the maximum acceptable payback period, accept the project.
 If the PBP is greater than the maximum acceptable payback period, reject the project.
This technique can be used to compare actual pay back with a standard pay back set up by the
management in terms of the maximum period during which the initial investment must be recovered.
The standard PBP is determined by management subjectively on the basis of a number of factors such
as the type of project, the perceived risk of the project etc. PBP can be even used for ranking mutually
exclusive projects. The projects may be ranked according to the length of PBP and the project with the
shortest PBP will be selected.
Merits:
1. It is simple both in concept and application and easy to calculate.
2. It is a cost effective method which does not require much of the time of finance executives as
well as the use of computers.
3. It is a method for dealing with risk. It favours projects which generates substantial cash inflows
in earlier years and discriminates against projects which brings substantial inflows in later
years. Thus PBP method is useful in weeding out risky projects.
4. This is a method of liquidity. It emphasizes selecting a project with the early recovery of the
investment.

Demerits:
1. It fails to consider the time value of money. Cash inflows, in pay back calculations, are simply
added without discounting. This violates the most basic principles of financial analysis that
stipulates the cash flows occurring at different points of time can be added or subtracted only
after suitable compounding/ discounting.
2. It ignores cash flows beyond PBP. This leads to reject projects that generate substantial
inflows in later years. To illustrate, consider the cash flows of two projects, “A” & “B”:
Year Project “A” (Rs.) Project “B” (Rs.)
0 2,00,000 2,00,000
1 100,000 40,000
2 60,000 40,000
3 40,000 40,000
4 20,000 80,000
5 60,000
6 70,000

The PB criterion prefers A, which has PBP of 3 years in comparison to B, which has PBP of 4
years, even though B has very substantial cash flows in 5&6 years also. Thus, it does not
consider all cash flows generated by the projects.
3. It is a measure of projects capital recovery, not profitability so this cannot be used as the only
method of accepting or rejecting a project. The organization need to use some other method
also which takes into account profitability of the project.
4. The projects are not getting preference as per their cash flow pattern. It gives equal weightage
to the projects if their PBP is same but their pattern is different. For example, each of the
following projects requires a cash outflow of Rs. 20,000. If we calculate its PBP it is same for
all projects i.e. 4 years so all will be treated equally. But the cash flow pattern is different so
in fact, project Y should be preferable as it gives higher cash inflow in the initial years.
YEAR Project X Project Y Project Z
1 5000 8000 2000
2 5000 6000 4000
3 5000 4000 6000
4 5000 2000 8000
5 5000 - -

5. There is no logical base to decide standard PBP of the organization it is generally a subjective
decision.
6. It is not consistent with the objective of shareholders’ wealth maximization. The PBP of the
projects will not affect the market price of equity shares.
Uses:
The PBP can be gainfully employed under the following circumstances.
1. The PBP method may be useful for the firms suffering from a liquidity crisis.
2. It is very useful for those firms which emphasizes on short run earning performance rather
than its long term growth.
3. The reciprocal of PBP is a good approximation of IRR which otherwise requires trial & error
approach.

Payback Reciprocal and the Rate of Return:

Payback is considered a good approximation of the rate of return under following two conditions.
1. The life of the project is too large or at least twice the payback period.
2. The project generates constant annual cash inflow.
Though pay back reciprocal is a useful way to estimate the project’s IRR but the major limitation of it
is all investment project does not satisfy the conditions on which this method is based. When the
useful life of the project is not at least twice the PBP, it will always exceed the rate of return. Similarly,
if the project is not yielding constant CF it cannot be used as an approximation of the rate of return.

Discounted Payback Period:

One of the major limitations of PBP method is that it does not take into consideration time value of
money. This problem can be solved if we discount the cash flows and then calculate the PBP. Thus,
discounted payback period is the number of years taken in recovering the investment outflows on the
present value basis. But it still fails to consider the cash flows beyond the payback. For example, one
project requires investment of Rs. 80,000 and it generates cash flow for 5 years as follows.
Simple Discounted
Years 0 1 2 3 4 5
PBP PBP
Cash flow -80000 22000 30000 40000 32000 16000 2.84 years
PV@ 5% 0.952 0.907 0.864 0.823 0.783
PV 20944 27210 34560 26336 12528
Cumulative PV
20944 48154 82714 109050 121578 2.92 years
of cash flow

The simple pay back of the project is 2.84 years while discounted pay back is 2.92 years which is higher
than simple pay back because the discounted payback is using cash flow after discounting it with the
cost of capital. Although for this example it is not very significant, as it is a small example. But in real
life scenario the difference can be very significant.
Example: A company has decided to buy new equipment for a project with 4-year duration. There are
two different equipment can be used for this project. The cash flows of those types are shown in the
table below. What is the payback period for each equipment and which one should be selected? (Note
that negative cash flow means expenditures).
Cash flows
Year
Equipment A Equipment B
0 -35,000 -35,000
1 20,000 10,000
2 15,000 10,000
3 10,000 15,000
4 10,000 20,000
Solution: To find the payback period, find the time at which the cumulative cash flows equal zero.
Cumulative cash flows
Year
Equipment A Equipment B
0 -35,000 -35,000
1 -15,000 -25,000
2 0 -15,000
3 10,000 0
4 20,000 20,000

As shown from the table above, the payback period for equipment A is 2 years, while it is 3 years for
equipment B. It is worth noted that the investment in both alternatives is the same (35,000) and the
net return is also the same (55,000). Accordingly, equipment A will be selected.
Example: Calculate the payback period for the following two alternatives shown in the next table if
the investment rate is 15%. Which one do you recommend?
Alternate 1 Alternate 2
Initial cost 12000 8000
Annual benefits 3000 1500 (years 1-5)
Useful life, years 7 15
Solution:
Let’s assume that the payback period is n years. So, it is required to find n where the PW of cost equals
the PW of benefits. Let’s assume that the salvage value is constant and can be obtained at any time
for the payback period (if any).
𝑃𝑉𝑐𝑜𝑠𝑡 = 𝑃𝑉𝑏𝑒𝑛𝑒𝑓𝑖𝑡𝑠
Alternative 1:
12000 = 3000(𝑃/𝐴, 15, 𝑛1 )
𝑇ℎ𝑒𝑛, (𝑃/𝐴, 15, 𝑛1 ) = 4
From the interest table, 𝑛1 lie between year 6 and year 7.
By interpolation 𝑛1 = 6.6 years
Alternative 2:
8000 = 1500(𝑃/𝐴, 15, 𝑛2 )
𝑇ℎ𝑒𝑛, (𝑃/𝐴, 15, 𝑛2 ) = 5.33
From the interest table, 𝑛2 lie between year 11 and year 12.
By interpolation 𝑛2 = 11.5 years
Then, the payback period for both alternatives are 6.6 (almost 7 years) & 11.5 (almost 12 years). As
the payback period (6.6 & 11.5 years) is less than the equipment useful life (7 & 15 years), thus means
that the equipment is capable to return all the invested money before its life ends.
Based on these results, alternative1 will be selected as it has a shorter payback period. There is return
for the investment (IRR = 0) in alternative 1. While the IRR for alternative 2 will be greater than zero
as there is still some returns after the payback period. To overcome this problem, we may compare
the payback period over the useful life of each alternative and select the smaller ratio. Applying this
for the previous example:
 𝑛1 6.6
= = 0.94
𝑢𝑠𝑒𝑓𝑢𝑙 𝑙𝑖𝑓𝑒 1 7
𝑛2 11.5
= = 0.77
𝑢𝑠𝑒𝑓𝑢𝑙 𝑙𝑖𝑓𝑒 2 15
Based on this comparison, select alternative 2.
1.2. DISCOUNTED CASH FLOW CRITERIA:

These are also known as modern or time adjusted techniques because all these techniques take into
consideration time value of money.

1.2.1. Net Present Value (NPV)/ Present Worth Analysis:

The net present value is one of the discounted cash flow or time-adjusted technique. It recognizes
that cash flow streams at different time period differs in value and can be computed only when they
are expressed in terms of common denominator i.e. present worth.
Present worth is one of the ways to compare alternatives. It is most frequently used to determine the
present value of future money receipts and disbursements. In the future, income and costs are known,
and then using a suitable interest rate, the Net Present Worth or Net Present Value can be calculated.
In present worth analysis, careful consideration must be given to the time period covered by the
analysis. Usually, the task to be accomplished has a time period associated with it. Accordingly, the
analysis of each alternative must be considered for this period of time, which is named as described
before the analysis period of the planning horizon.
In present worth analysis, the alternative with the maximum present worth (PW) of benefits minus
present worth of cost is always selected. This criterion is called the Net Present worth Criterion (NPW)/
Net Present Value Criterion (NPV). As such,

𝑁𝑃𝑉 = ∑ 𝑃𝑉 𝑜𝑓 𝑏𝑒𝑛𝑒𝑓𝑖𝑡𝑠 – ∑ 𝑃𝑉 𝑜𝑓 𝑐𝑜𝑠𝑡𝑠

Meaning:
The NPV is the difference between the present value of future cash inflows and the present value of
the initial and subsequent outflows, discounted at the firm’s cost of capital.
The procedure for determining the present values consists of two stages. The first stage involves
determination of an appropriate discount rate. With the discount rate so selected, the cash flow
streams are converted into present values in the second stage.

Method to compute NPV:

The important steps for calculating NPV are given below.
 Cash flows of the investment project should be forecasted based on realistic assumptions.
These cash flows are the incremental cash inflow after taxes (CFAT) and are inclusive of
depreciation which is assumed to be received at the end of each year. CFAT should take into
account salvage value and working capital released at the end.
 Appropriate discount rate should be identified to discount the forecasted cash flows. The
appropriate discount rate is the firm’s opportunity cost of capital which is equal to the
required rate of return expected by investors on investments of equivalent risk.
 Present value (PV) of cash flows should be calculated using opportunity cost of capital as the
discount rate.
 NPV should be found out by subtracting present value of cash outflows from present value of
cash inflows. The project should be accepted if NPV is positive (i.e. NPV >0)
The NPV can be calculated with the help of equation.
𝑁𝑃𝑉 = 𝑃𝑟𝑒𝑠𝑒𝑛𝑡 𝑣𝑎𝑙𝑢𝑒 𝑜𝑓 𝑐𝑎𝑠ℎ 𝑖𝑛𝑓𝑙𝑜𝑤𝑠– 𝑃𝑟𝑒𝑠𝑒𝑛𝑡 𝑣𝑎𝑙𝑢𝑒 𝑜𝑓 𝑐𝑎𝑠ℎ 𝑜𝑢𝑡𝑓𝑙𝑜𝑤𝑠– 𝐼𝑛𝑖𝑡𝑖𝑎𝑙 𝑖𝑛𝑣𝑒𝑠𝑡𝑚𝑒𝑛𝑡
 𝐶𝐹1 𝐶𝐹2 𝐶𝐹𝑛
𝑁𝑃𝑉 = −𝐶𝐹0 ± 1
± 2
± ………….. ±
(1 + 𝑖) (1 + 𝑖) (1 + 𝑖)𝑛
𝑛
𝐶𝐹𝑁
𝑁𝑃𝑉 = −𝐶𝐹0 ± ∑
(1 + 𝑖)𝑁
𝑁=1

Where:
Initial investment = −𝐶𝐹0
Cash inflows/outflows = 𝐶𝐹1 , 𝐶𝐹2 ….. 𝐶𝐹𝑛

Decision Rule:
The present value/worth method can be used as an accept-reject criterion. The present value of the
future cash streams or inflows would be compared with present value of outflows. The present value
of outflows are the same as the initial investment and future investments.
 If the NPV is greater than 0, accept the project.
 If the NPV is less than 0, reject the project.
This method can be used to select between mutually exclusive projects also. Using NPV the project
with the highest positive NPV would be ranked first and that project would be selected. The market
value of the firm’s share would increase if projects with positive NPVs are accepted.
For example: Calculate NPV for a Project X initially costing Rs. 250000. It has 10% cost of capital. It
generates following cash flows:

Year Cash flows PVIF @ 10% PV

1 90000 0.909 81818
2 80000 0.826 66116
3 70000 0.751 52592
4 60000 0.683 40981
5 50000 0.621 31046
Total PV 272553
Initial Investment 250000
NPV (Rs.) 22553

As the project has positive NPV, i.e. present value of cash inflows is greater than the cash outflow, it
should be accepted.

Merits:
This method is considered as the most appropriate measure of profitability due to following virtues.
 It explicitly recognizes the time value of money.
 It takes into account all the years cash flows arising out of the project over its useful life.
 It is an absolute measure of profitability.
 A changing discount rate can be built into NPV calculation. This feature becomes important as
this rate normally changes because the longer the time span, the lower the value of money &
higher the discount rate.
 This is the only method which satisfies the value-additivity principle. It gives output in terms
of absolute amount so the NPVs of the projects can be added which is not possible with other
 methods. For example, NPV (X+Y) = NPV (X) + NPV (Y). Thus, if we know the NPV of all project
undertaken by the firm, it is possible to calculate the overall value of the firm.
 It is always consistent with the firm’s goal of shareholders wealth maximization.

Demerits:
 This method requires estimation of cash flows which is very difficult due to uncertainties
existing in business world due to so many uncontrollable environmental factors.
 It requires the calculation of the required rate of return to discount the cash flows. The
discount rate is the most important element used in the calculation of the present values
because different discount rates will give different present values. The relative desirability of
the proposal will change with a change in the discount rate.
 When projects under consideration are mutually exclusive, it may not give dependable results
if the projects are having unequal lives, different cash flow pattern, different cash outflows
etc.
 It does not explicitly deal with uncertainty when valuing the project and the extent of
management’s flexibility to respond to uncertainty over the life of the project.
 It ignores the value of creating options. Sometimes an investment that appears uneconomical
when viewed in isolation may, in fact, create options that enable the firm to undertake other
investments in the future should market conditions turn favourable. By not accounting
properly for the options that investments in emerging technology may yield, naive NPV
analysis can lead firms to invest too little.

Use:
NPV is very much in use capital budgeting practice being a true profitability measure.

1.2.1.1. NPV of Equal-Lived Alternatives

Example: Make a present-worth comparison of the equal-service life projects for which costs are
shown below, if i = 10%. Which project would you select?
Project A Project B
First cost, P 2,500,000 3,500,000
Annual operating cost, A 900,000 700,000
Salvage value, F 200,000 350,000
Project service life (years) 5 5

Solution:

𝑁𝑃𝑉𝐴 = − 2,500,000 − 900,000(𝑃/𝐴, 10%, 5) + 200,000(𝑃/𝐹, 10%, 5)

(1 + 0.10)5 − 1 200,000
= − 2,500,000 − 900,000 [ 5
]+ = − 5,788,000
0.10(1 + 0.10) (1 + 0.10)5

𝑁𝑃𝑉𝐵 = −3,500,000 − 700,000(𝑃/𝐴, 10%, 5) + 350,000(𝑃/𝐹, 10%, 5)

(1 + 0.10)5 − 1 350,000
= −3,500,000 − 700,000 [ 5
]+ = −5,936,000
0.10(1 + 0.10) (1 + 0.10)5
Project A should be selected since NPVA > NPVB
Example: Two machines are under consideration for a carpentry workshop. Machine A will have a first
cost of 5,000, an annual operation and maintenance cost of 300, and a 1,200 salvage value. Machine
B will have a first cost of 7,000, an annual operation and maintenance cost of 200, and a 1,300 salvage
value. If both machines are expected to last for ten years, determine which machine should be
selected on the basis of their present values using an interest rate of 10%.
Solution:
Machine A Machine B
Initial cost, P 5,000 7,000
Operation and Maintenance cost, A 300 200
Salvage value, F 1200 1300
Service life (years), n 10 10

𝑃𝑉𝐴 = −5,000 − 300(𝑃/𝐴, 10%, 10) + 1,200(𝑃/𝐹, 10%, 10)

(1 + 0.10)10 − 1 1,200
= −5,000 − 300 [ ] + = −6,380.9
0.10(1 + 0.10)10 (1 + 0.10)10
𝑃𝑉𝐴 = −7,000 − 200(𝑃/𝐴, 10%, 10) + 1,300(𝑃/𝐹, 10%, 10)
(1 + 0.10)10 − 1 1,300
= −7,000 − 200 [ 10
]+ = −7,727.85
0.10(1 + 0.10) (1 + 0.10)10
Machine A should be selected since PVA > PVB
Example: A firm is considering one of two mechanical devices to install to reduce costs in a particular
situation. Both devices cost 1000 and have useful lives of five years and no salvage value. Device A is
expected to result in 300 savings annually. Device B will provide savings for 400 the first year but will
decline 50 annually. With interest rate 7%, which device should the firm purchase?
Solution:
Both devices have the same useful lives and both costs 1000. The appropriate decision criterion is to
choose the alternative that maximizes the present worth of benefits. The cash flow diagram is
shown below.

(1 + 0.07)5 − 1
𝑃𝑉𝐴 = 300(𝑃/𝐴, 7%, 5) = 300 [ ] = 300(4.100) = 1230
0.07(1 + 0.07)5
𝑃𝑉𝐵 = 400(𝑃/𝐴, 7%, 5)– 50(𝑃/𝐺, 7%, 5)
(1 + 0.07)5 − 1 (1 + 0.07)5 − 0.07 × 5 − 1
= 400 [ ] − 50 [ ]
0.07(1 + 0.07)5 (0.07)2 (1 + 0.07)5
= 400(4.100) – 50(7.647) = 1257.65
Device B has the largest Present Value of benefits, therefore, it is the preferred alternative. It is worth
noting that, if we ignored the time value of money, both alternatives provide 1500 benefits over the
five years. Device B provides more benefits in the first two years and smaller in the last two years, this
more rapid flow of money from B, although the total value equal that of A, results in greater present
worth of benefits.
1.2.1.2. NPV of Different-Lived Alternatives
In the previous examples, the useful life of each alternative was equal to the analysis period. But, there
will be many situations where the alternatives have useful lives different from the analysis period. This
situation will be examined in this section.
Example: A purchasing agent is considering the purchase of some new equipment for the mailroom.
Two different manufacturers have provided quotations. An analysis of the quotations indicates the
following:
Manufacturer Cost Useful life, years Salvage Value
A 1500 5 200
B 1600 10 325

Which manufacturer’s equipment should be selected? Assume 7% interest rate and equal
maintenance cost.
Solution:
As equipment a has a useful life of 5 years and B has useful life of 10 years, one method is to select an
analysis period which is the least common multiplier of the lives of both equipment. Thus, we would
compare the ten-year life of B against an initial purchase of A plus its replacement with a new one
with the same values. The basis is to compare both alternatives on 10-years period.

𝑃𝑉𝐴 = −1,500 − (1,500 − 200)(𝑃/𝐹, 7%, 5) + 200(𝑃/𝐹, 7%, 10)

= −1,500 − 1300(0.713) + 200(0.5083) = −2,325
𝑃𝑉𝐵 = −1,600 + 325(𝑃/𝐹, 7%, 10) = −1,600 + 325(0.5083) = −1,435
Equipment B should be selected since PVB > PVA
Example: Make a present-value comparison of the different-life machines for which costs are shown
below, if i = 15%. Which machine would you select?
Machine A Machine B
First cost, P 11,000 18,000
Operation and Maintenance cost, A 3,500 3,100
Salvage value, F 1,000 2,000
Service life (years), n 6 9
Solution:
The cash flow for one cycle of an alternative must be duplicated for the least common multiple of
years, so that service life is compared over the total life for each alternative. Since the machines have
different lives, they must be compared over the least common multiple of years, 18 years.
 𝑃𝑉𝐴 = −11,000 − 11,000(𝑃/𝐹, 15%, 6) − 11,000(𝑃/𝐹, 15%, 12) − 3,500(𝑃/𝐴, 15%, 18)
+ 1,000 (𝑃/𝐹, 15%, 6) + 1,000(𝑃/𝐹, 15%, 12) + 1,000(𝑃/𝐹, 15%, 18)
= −38,559
𝑃𝑉𝐵 = −18,000 − 18,000(𝑃/𝐹, 15%, 9) − 3,100(𝑃/𝐹, 15%, 18) + 2,000(𝑃/𝐴, 15%, 9)
+ 2,000 (𝑃/𝐹, 15%, 18) = −41,384
Machine A should be selected since PVA > PVB
Example: A company is trying to decide between two different garbage disposals. A regular (RS)
disposal has an initial cost of 65 and a life of 4 years. The alternative is a corrosion-resistant disposal
constructed of stainless steel (SS). The initial cost of the SS disposal is 110, but it is expected to last 10
years. The SS disposal is expected to cost 5 per year more than the RS disposal. If the interest rate is
6%, which disposal should be selected, assuming both have no salvage value?
Solution:
Since the disposals have different lives, they must be compared over the least common multiple of
years, which is 20 years.
RS SS
Initial cost 65 110
Additional cost per year - 5
Salvage value, F - -
Service life (years), n 4 10

𝑃𝑉𝑅𝑆 = −65 − 65(𝑃/𝐹, 6%, 4) − 65(𝑃/𝐹, 6%, 8) − 65(𝑃/𝐹, 6%, 12) − 65 (𝑃/𝐹, 6%, 16)
= −215
𝑃𝑉𝑆𝑆 = −110 − 110(𝑃/𝐹, 6%, 10) − 5(𝑃/𝐴, 6%, 20) = −229
Disposal RS should be selected since 𝑃𝑉𝑅𝑆 > 𝑃𝑉𝑆𝑆
1.2.2. Profitability Index (PI):
Profitability Index (PI) or Benefit-cost ratio (B/C) is similar to the NPV approach. PI approach measures
the present value of returns per rupee invested. It is observed in shortcoming of NPV that, being an
absolute measure, it is not a reliable method to evaluate projects requiring different initial
investments. The PI method provides solution to this kind of problem.
The Profitability Index (PI) or Benefit-cost ratio (B/C) method is based on the ratio of the benefits to
the costs for a particular project. It is used to compare between investment options based on a range
of benefits, disbenefits, and costs to the owner. Benefits are advantages, expressed in terms of a
monetary value to the owner (i.e. rupees, etc.). Disbenefits are disadvantages, expressed in terms of
a monetary value to the owner (i.e. rupees, etc.). Costs are anticipated expenditures for construction,
operation and maintenance, etc. the following Table shows examples of benefits, disbenefits, and
costs:
Item Classification
Expenditure of 11 million dollars for a new highway Cost
$100,000 annual income to local residents from tourists due to the
Benefit
construction of new highway
$150,000 annual upkeep of highway Cost
$250,000 annual loss to farmer due to loss of highway right-of-way Disbenefit

The formula used for benefit to cost ratio analysis is:

𝑃𝐼 𝑜𝑟 𝐵/𝐶 = (𝐵𝑒𝑛𝑒𝑓𝑖𝑡𝑠– 𝐷𝑖𝑠𝑏𝑒𝑛𝑒𝑓𝑖𝑡𝑠)/𝐶𝑜𝑠𝑡𝑠
- If the B/C ratio is ≥ 1.0, this means that the extra benefit(s) of the higher cost alternative
justify the higher cost.
- If the B/C ratio is < 1.0, this means that the extra cost is not justified and the lower cost
alternative is selected.
- An alternative method that can be used to compare between projects, is to subtract the costs
from the benefits that is (B – C).
- If (B – C) is ≥ 0, this means that the project is acceptable.
- If (B – C) ratio is < 0, this means that the project is rejected.
Rather than solving problems using present value method, we can base the calculations on the
benefit-cost ratio, B/C. the B/C is the ration of benefits to costs, or:
𝐵/𝐶 = 𝑃𝑊 𝑜𝑓 𝑏𝑒𝑛𝑒𝑓𝑖𝑡/𝑃𝑊 𝑜𝑓 𝑐𝑜𝑠𝑡𝑠 = 𝐸𝑈𝐴𝐵/𝐸𝑈𝐴𝐶 ≥ 1
Merits:
 PI considers the time value of money as well as all the cash flows generated by the project.
 At times it is a better evaluation technique than NPV in a situation of capital rationing
especially. For instance, two projects may have the same NPV of Rs. 20,000 but project A
requires an initial investment of Rs. 1, 00,000 whereas B requires only Rs. 50,000. The NPV
method will give identical ranking to both projects, whereas PI will suggest project B should
be preferred. Thus PI is better than NPV method as former evaluate the worth of projects in
terms of their relative rather than absolute magnitude.
 It is consistent with the shareholders’ wealth maximization.

Demerits:
Though PI is a sound method of project appraisal and it is just a variation of the NPV, it has all those
limitation of NPV method too.
  When cash outflow occurs beyond the current period, the PI is unsuitable as a selection
criterion.
 It requires estimation of cash flows with accuracy which is very difficult under ever changing
world.
 It also requires correct estimation of cost of capital for getting correct result.
 When the projects are mutually exclusive and it has different cash outflows, different cash
flow pattern or unequal lives, it may not give unambiguous results.

Use:
It is useful in evaluating capital expenditures projects being a relative measure.
Example: Two routes are considered for a new highway, Road A, costing 4,000,000 to build, will
provide annual benefits of 750,000 to local businesses. Road B would cost 6,000,000 but will provide
700,000 in benefits. The annual cost of maintenance is 300,000 for Road A and 320,000 for Road B. If
the service life of Road A is 20 years, and for Road B is 30 years, which alternative should be selected
if the interest rate is 8%?
Solution:
Tabulate the given data:
Given Data Road A Road B
Initial Cost 4,000,000 6,000,000
Annual Benefits 750,000 700,000
Annual Maintenance Cost 300,000 320,000
Service Life 20 years 30 years

𝐵/𝐶 = (𝐵𝑒𝑛𝑒𝑓𝑖𝑡𝑠– 𝐷𝑖𝑠𝑏𝑒𝑛𝑒𝑓𝑖𝑡𝑠)/𝐶𝑜𝑠𝑡𝑠

𝐸𝑈𝐴𝐶 𝑓𝑜𝑟 𝑅𝑜𝑎𝑑 𝐴 = 4,000,000(𝐴/𝑃, 8%, 20) + 300,000
0.08(1 + 0.08)20
= 4,000,000 [ ] + 300,000 = 407409 + 300,000 = 707,409
(1 + 0.08)20 − 1
𝐸𝑈𝐴𝐶 𝑓𝑜𝑟 𝑅𝑜𝑎𝑑 𝐵 = 6,000,000(𝐴/𝑃, 8%, 30) + 320,000
0.08(1 + 0.08)30
= 6,000,000 [ ] + 320,000 = 532965 + 320,000 = 852965
(1 + 0.08)30 − 1

𝐵/𝐶 𝑓𝑜𝑟 𝑅𝑜𝑎𝑑 𝐴 = 750,000 / 707,409 = 1.06

𝐵/𝐶 𝑓𝑜𝑟 𝑅𝑜𝑎𝑑 𝐵 = 700,000 / 852,965 = 0.88
𝐶ℎ𝑜𝑜𝑠𝑒 𝑅𝑜𝑎𝑑 𝐴
Example 3.2: Two machines are being considered for purchase. If the interest rate is 10%, which
machine should be bought?
Machine X Machine Y
Initial cost 20000 70000
Annual benefits 9500 12000
Salvage value 5000 15000
Useful life, years 6 12
Solution:
The solution is based on 12 years analysis period, so machine X will be replaced with same cash flows
for identical periods. The cash flows are shown in the above table:
Machine X:
𝐸𝑈𝐴𝐶 = 20000(𝐴/𝑃, 10%, 6) − 5000(𝐴/𝐹, 10%, 6)
0.10(1 + 0.10)6 0.10
= 20000 [ 6
] − 5000 [ ]
(1 + 0.10) − 1 (1 + 0.10)6 − 1
= 4592 − 648 = 3944
𝐸𝑈𝐴𝐵 = 9500
Machine Y:
𝐸𝑈𝐴𝐶 = 70000(𝐴/𝑃, 10%, 12) − 15000(𝐴/𝐹, 10%, 12)
0.10(1 + 0.10)12 0.10
= 70000 [ 12
] − 15000 [ ]
(1 + 0.10) − 1 (1 + 0.10)12 − 1
= 10273 − 701 = 9572
𝐸𝑈𝐴𝐵 = 12000
Comparing two alternatives:
𝐵/𝐶 𝑜𝑓 𝑀𝑎𝑐ℎ𝑖𝑛𝑒 𝑋 = 9500/3944 = 2.41
Using the same way as we did when using the IRR analysis, calculate the incremental benefit cost ratio,
B/ΔC (machine Y – machine X)
𝛥𝐵 12000 − 9500
= = 0.444
𝛥𝐶 9572 − 3944
Since the incremental benefit cost ratio is less than 1, it represents an undesirable increment of
investment. We therefore choose the lower cost alternative – machine X.
Note: in case of comparing more than two alternatives, follow the same procedure for the IRR. This
will be used if only one alternative would be selected not more than one at the same time:
- List the projects in order of increasing capital.
- Calculate B/C for the first alternative, if B/C is greater than one, thus means that this
alternative is acceptable and can be compared with other alternatives. If B/C is less than one,
then continue with other alternative until you reach an alternative with B/C greater than 1.
- Compare the selected alternative from the previous step with the next alternative. Subtract
B/C for the selected with the next alternative (difference project). If B/C for the difference
project is greater than 1, then select the project with highest cost.
- Continue until all alternatives have been considered
Example 3.3: A company has decided to build a factory on a particular site. There are two mutually
exclusive proposals that have been developed for the main factory. There are also three secondary
proposals for the main project. The present worth of the benefits and costs are shown below. Which
combinations of projects are best if the company can only spend 400,000?
Main Proposals
Project Benefits Costs B/C
A 300,000 150,000 2.0
B 450,000 250,000 1.8

Secondary Proposals
Project Benefits Costs
1 75,000 50,000
2 140,000 100,000
3 300,000 150,000
Solution:
All the possible combinations with cost less than 400,000 are ranked in order in the following table:
Combination Benefits Costs B-C B/C
I (A, 1, 2) 515,000 300,000 215,000 1.72
II (A, 3) 600,000 300,000 300,000 2.0
III (A, 1, 3) 675,000 350,000 325,000 1.93
IV(A, 2, 3) 740,000 400,000 340,000 1.85
V (B, 1, 2) 665,000 400,000 265,000 1.66
VI (B, 3) 750,000 400,000 350,000 1.87

Remember incremental comparison will give the correct result if B/C ratio method is adopted. Since
all B/C ratios are greater than one, then we will compare all alternatives.
- Alternative II over I: Since alternatives I and II have the same costs while benefits of alternative II
is greater, then choose II.
- Alternative III over II
𝛥𝐵 675,000– 600,000
= = 1.33, 𝐴𝑐𝑐𝑒𝑝𝑡 𝐼𝐼𝐼
𝛥𝐶 350,000– 300,000
- Alternative IV over III
𝛥𝐵 740,000– 675,000
= = 1.3, 𝐴𝑐𝑐𝑒𝑝𝑡 𝐼𝑉
𝛥𝐶 400,000– 350,000
- Alternative V over IV: Since alternatives V and IV have the same costs while benefits of alternative
IV is greater, then choose IV.
- Alternative VI over IV: Since both alternatives VI and IV have the same costs while benefit of
alternative VI is greater, then Accept VI.

1.2.3. Internal Rate of Return (IRR):

This technique is also known as yield on investment, marginal productivity of capital, marginal
efficiency of capital, rate of return, and time-adjusted rate of return and so on. It also considers the
time value of money by discounting the cash flow streams, like NPV. While computing the required
rate of return and finding out present value of cash flows-inflows as well as outflows- are not
considered. But the IRR depends entirely on the initial outflow and the cash proceeds of the projects
which are being evaluated for acceptance or rejection. It is, therefore, appropriately referred to as
internal rate of return. The IRR is usually the rate of return that a project earns.
The above methods will tell us which alternative is the best but they will not tell us whether we are
gaining a greater return than our minimum attractive rate of return (MARR), we don’t know the rate
of return that we are actually receiving. The objective of the rate of return method is to find the rate
of return (i% percentage) for an investment over a specific service life. The rate of return method
considers all the cash follows that occur during the life cycle of an investment.
Internal rate of return (IRR) calculations (i) tell us the exact rate of return we are receiving on an
individual investment. These calculations must be done through trial and error, or by using
commercially available software. If projects being assessed are independent of each other than any
project with an IRR greater than the MARR should be accepted. IRR is defined as the interest rate paid
on the unpaid balance of a loan such that the payment schedule makes the unpaid loan balance equal
to zero when the final payment is made.
Meaning:
The internal rate of return (IRR) is the discount rate that equates the NPV of an investment opportunity
with Rs.0 (because the present value of cash inflows equals the initial investment). It is the compound
annual rate of return that the firm will earn if it invests in the project and receives the given cash
inflows.
The IRR can be calculated with the help of equation.

∑ 𝑃𝑉 𝐶𝑎𝑠ℎ 𝐼𝑛𝑓𝑙𝑜𝑤 − ∑ 𝑃𝑉 𝐶𝑎𝑠ℎ 𝑜𝑢𝑡𝑓𝑙𝑜𝑤 = 0

𝐶𝐹1 𝐶𝐹2 𝐶𝐹𝑛

−𝐶𝐹0 ± ± ± ………….. ± =0
(1 + 𝑖)1 (1 + 𝑖)2 (1 + 𝑖)𝑛
Where:
Initial investment = −𝐶𝐹0
Cash inflows/outflows = 𝐶𝐹1 , 𝐶𝐹2 ….. 𝐶𝐹𝑛
The Internal rate of return = 𝑖, calculated by trial and error

Merits:
 It considers the time value of money and it also takes into account the total cash flows
generated by any project over the life of the project.
 IRR is a very much acceptable capital budgeting method in real life as it measures profitability
of the projects in percentage and can be easily compared with the opportunity cost of capital.
 It is consistent with the overall objective of maximizing shareholders wealth.

Demerits:
 It requires lengthy and complicated calculations.
 When projects under consideration are mutually exclusive, IRR may give conflicting results.
 We may get multiple IRRs for the same project when there are nonconventional cash flows
especially.
 It does not satisfy the value additivity principle which is the unique virtue of NPV.

1.2.3.1. IRR for One Alternative

When deciding on one alternative, then the alternative is acceptable if it brings a positive IRR or an
IRR greater than the MARR.
Rate of return calculation by the present worth method:
The calculations are done in three steps:
- Draw a cash flow diagram.
- Set up the rate of return equation in the form:

∑ 𝑃𝑉 𝐶𝑎𝑠ℎ 𝐼𝑛𝑓𝑙𝑜𝑤 − ∑ 𝑃𝑉 𝐶𝑎𝑠ℎ 𝑜𝑢𝑡𝑓𝑙𝑜𝑤 = 0

- Select values of i by trial and error until the equation is balanced.

Example 2.1: If 5,000 is invested now, this is expected to yield 100 per year for 10 years and 7,000 at
the end of 10 years, what is the rate of return?
Solution:
Using the equation: ∑ 𝑃𝑉 𝐶𝑎𝑠ℎ 𝐼𝑛𝑓𝑙𝑜𝑤 − ∑ 𝑃𝑉 𝐶𝑎𝑠ℎ 𝑜𝑢𝑡𝑓𝑙𝑜𝑤 = 0
−5,000 + 100(𝑃/𝐴, 𝑖%, 10) + 7,000 (𝑃/𝐹, 𝑖%, 10) = 0
(1 + 𝑖)10 − 1 7,000
−5,000 + 100 [ 10
]+ =0
𝑖(1 + 𝑖) (1 + 𝑖)10

Try i = 5%:
(1 + 0.05)10 − 1 7,000
−5,000 + 100 [ ]+ = +69.46
0.05(1 + 0.05)10 (1 + 0.05)10

Try i = 6%:
(1 + 0.06)10 − 1 7,000
−5,000 + 100 [ 10
]+ = −355.19
0.06(1 + 0.06) (1 + 0.06)10

By interpolation i = 5.16%

1.2.3.2. Comparing Two Alternative Using the IRR Method

When two alternatives are compared, the IRR for each one is calculated and the alternative with the
highest IRR will be chosen given that it satisfies the MARR. If the cash flows for one or all alternatives
contain expenditures only, in this case we couldn’t compute the IRR and accordingly we couldn’t
compare these alternatives using the IRR. Do not simply pick the project with the highest rate of return
value. In this case the rate of return analysis is performed by computing the incremental rate of return
(ΔIRR) on the difference between the alternatives.
The cash flow for the difference between the alternatives is computed by taking the higher initial cost
alternative minus the lower initial cost alternative. If the ΔIRR is ≥ the MARR then choose the higher
cost alternative. If the ΔIRR is ≤ the MARR then choose the lower cost alternative.
Example 2.2: You are given the choice of selecting one of two alternatives. The cash flows of the
alternatives as shown in the following table. If the MARR is 6%, which one you select?
Year Alternative 1 Alternative 2
0 -10 -20
1 +15 +28
Solution:
Normally, we select the lesser-cost alternatives (alternative 1), unless we find the additional cost of
alternative 2 produces sufficient additional benefits that we would prefer. So, we will evaluate the
difference project.
Year Alternative 1 Alternative 2 Alt. 2 – Alt. 1
0 -10 -20 - 10
1 +15 +28 +13
 𝑃𝑉𝑐𝑜𝑠𝑡 = 𝑃𝑉𝑏𝑒𝑛𝑒𝑓𝑖𝑡

10 = 13(𝑃/𝐹, 𝑖%, 1)
(𝑃/𝐹, 𝑖%, 1) = 10/13 = 0.7692; 𝑡ℎ𝑒𝑛 𝑖 = 30
Then, choose alternative 2.
Thus means that the additional 10 invested to obtain alternative 2 is superior to invest the 10
elsewhere at 6% (MARR).
Example 2.3: The following information showing the cash flows for two alternatives. If the MARR is
15%, which one is preferred?
Alternative 1 Alternative 2
Initial cost 8000 13000
Annual costs 3500 1600
Salvage value - 2000
Useful life 10 5
Solution:
As all cash flows are expenditures, we use the incremental rate of return. Also, as the useful lives are
different, we use the common multiplier for both alternative, 10 years for comparison. The cash flow
for the two alternatives and the difference is shown in the next table.

Year Alternative 1 Alternative 2 Alt. 2 – Alt. 1

0 -8000 -13000 -5000
1-5 -3500 -1600 +1900
5 - +2000 -13000 = -11000 -11000
6 - 10 -3500 -1600 +1900
10 - +2000 +2000

𝑁𝑃𝑉2−1 = 0 = −5000 + 1900(𝑃/𝐴, 𝑖%, 10) − 11000(𝑃/𝐹, 𝑖%, 5) + 2000(𝑃/𝐹, 𝑖%, 10)
Solving by trial and error; then 𝐼𝑅𝑅2−1 = 12.65%
Where IRR2-1 is less than the MARR, then choose alternative 1.
Note: in case of comparing more than two alternatives, to properly calculate an incremental IRR, follow
the following steps:
- List the projects in order of increasing capital.
- Check that the first project has an IRR greater than the MARR
- If it does it becomes the defender, if not reject it and try remaining projects in order until one
is greater than the MARR
- Subtract the defender’s values (first cost, annual cost, annual revenues) from the challenger
and calculate the IRR of the remainder
- If the IRR is greater than the MARR accept the challenger as the new defender, if not reject it
and compare the next alternative
- Continue until all alternatives have been considered
Example 2.4: A small company is looking at expanding its business by purchasing a small new store
that will operate for 10 years before being sold and replaced with a newer larger store. Three sites
have been recommended to the owner each with different costs and expected revenues based on its
location. The company operates with a MARR of 15% before taxes. Rate the alternatives based on a)
Net Present Value and b) IRR comparison.

SITE 1 SITE 2 SITE 3

Land Purchase Price 100,000 150,000 160,000
Renovations 40,000 40,000 60,000
Resale 125,000 155,000 175,000
Expected Annual Revenue 125,000 195,000 300,000
Annual Power Costs 35,000 55,000 75,000
Annual O & M cost 66,000 109,000 184,000
Solution:
First, determine total initial cost, net revenues and rank the sites in order of first cost.

SITE 1 SITE 2 SITE 3

Initial costs 140,000 190,000 220,000
Resale 125,000 155,000 175,000
Net Revenues/year 24,000 31,000 41,000

a) Net Present Value where i =15%

Site 1: 𝑁𝑃𝑉 = −140,000 + 125,000(𝑃⁄𝐹 , 15%, 10) + 24,000(𝑃⁄𝐴 , 15%, 10)
125,000 (1 + 0.10)15 − 1
= −140,000 + + 24,000 [ ]
(1 + 0.10)15 0.10(1 + 0.10)15
= −140,000 + 29924 + 182,546 = 72470
Site 2: 𝑁𝑃𝑉 = −190,000 + 155,000(𝑃⁄𝐹 , 15%, 10) + 31,000(𝑃⁄𝐴 , 15%, 10)
155,000 (1 + 0.10)15 − 1
= −190,000 + + 31,000 [ ]
(1 + 0.10)15 0.10(1 + 0.10)15
= −190,000 + 37,106 + 235,788 = 82,894
Site 3: 𝑁𝑃𝑉 = −220,000 + 175,000(𝑃/𝐹, 15%, 10) + 41,000(𝑃/𝐴, 15%, 10)
175,000 (1 + 0.10)15 − 1
= −220,000 + + 41,000 [ ]
(1 + 0.10)15 0.10(1 + 0.10)15
= −220,000 + 41,894 + 311,849 = 133,743
Therefore select Site 3
b) IRR Comparison
Site 1: −140,000 + 125,000(𝑃/𝐹, 𝑖, 10) + 24,000(𝑃/𝐴, 𝑖, 10) = 0
125,000 (1 + 𝑖)15 − 1
= −140,000 + + 24,000 [ ]
(1 + 𝑖)15 𝑖(1 + 𝑖)15
By trial and error 𝑖 = 16.66%,
Site 2: −190,000 + 155,000(𝑃⁄𝐹 , 𝑖, 10%) + 31,000(𝑃⁄𝐴 , 𝑖, 10%) = 0

155,000 (1 + 𝑖)15 − 1
= −190,000 + + 31,000 [ ]
(1 + 𝑖)15 𝑖(1 + 𝑖)15
 By trial and error 𝑖 = 15%,
Site 3:= −220,000 + 175,000(𝑃/𝐹, 𝑖, 10) + 41,000(𝑃/𝐴, 𝑖, 10)
175,000 (1 + 𝑖)15 − 1
= −220,000 + + 41,000 [ ]
(1 + 𝑖)15 𝑖(1 + 𝑖)15
By trial and error 𝑖 = 17.76%,
Therefore select Site 3.

1.2.4. Comparison of NPV and IRR:

Both NPV and IRR will give the same results (i.e. acceptance or rejections) regarding an investment
proposal in following two situations.
1. When the project under consideration involve conventional cash flow. i.e. when an initial cash
outflows is followed by a series of cash inflows.
2. When the projects are independent of one another i.e., proposals the acceptance of which
does not preclude the acceptance of others and if the firm is not facing a problem of funds
constraint.
The reasons for similarity in results in the above cases are simple. In NPV method a proposal is
accepted if NPV is positive. NPV will be positive only when the actual rate of return on investment is
more than the cut off rate. In case of IRR method a proposal is accepted only when the IRR is higher
than the cut off rate. Thus, both methods will give consistent results since the acceptance or rejection
of the proposal under both of them is based on the actual return being higher than the required rate
i.e.
 NPV will be positive only if r > k,
 NPV will be negative only if r < k,
 NPV would be zero only if r = k

1.2.5. Comparison of NPV and PI:

The NPV method and PI method will give same acceptance or rejection decision when the projects are
independent and there is capital rationing because of the following reason:
PI will be greater than one, only when NPV will be positive i.e. (PI>1 when NPV +ve)
PI will be less than one, only when NPV will be negative i.e. (PI<1 when NPV -ve )
But when the projects are mutually exclusive, there may be conflict in results between the two
techniques.
Project C Project D C-D
PV of cash inflows (Rs) 300000 150000 150000
Initial cash outflows (Rs) 150000 60000 90000
NPV (Rs) 150000 90000 60000
PI (times) 2 2.5 1.7

One can observe in the above table that if we use the NPV method, Project C should be accepted but
if we use PI method Project D should be accepted. If we calculate incremental NPV as well as
incremental PI, Project C should be accepted.
PI will be a useful technique when two mutually exclusive projects give same NPV but the costs of
both these projects are different from each other. For example,
X Y Y-X
PV of cash inflows (Rs) 400000 600000 200000
Initial cash outflows (Rs) 200000 400000 200000
NPV (Rs) 200000 200000 0
PI (times) 2.0 1.5 1.0

Here, the PI method gives relative answer and the project X having higher PI or lower initial cost is
recommended.

Evaluation
MIRR is superior to the regular IRR in two ways.
1. MIRR assumes that project cash flows are reinvested at the cost of capital whereas the regular
IRR assumes that project cash flows are reinvested at the project's own IRR. Since
reinvestment at cost of capital (or some other explicit rate) is more realistic than reinvestment
at IRR, MIRR reflects better the true profitability of a project.
2. The problem of multiple rates does not exist with MIRR.
Thus, MIRR is a distinct improvement over the regular IRR but we need to take note of the following:
 If the mutually exclusive projects are of the same size, NPV and MIRR lead to the same decision
irrespective of variations in life.
 If the mutually exclusive projects differ in size, there may be a possibility of conflict between
NPV and IRR. MIRR is better than the regular IRR in measuring true rate of return. However,
for choosing among mutually exclusive projects of different size, NPV is a better alternative in
measuring the contribution of each project to the value of the firm
 MISCELLANEOUS

1. Present worth of Infinite Analysis Periods

In the present worth analysis, sometimes an infinite analysis period (n = ∞) is encountered.
Alternatives such as roads, dams, bridges or whatever is sometimes considered permanent. In these
situations a present worth analysis would have an infinite analysis period. This analysis is called
capitalized cost. A capitalized cost is the present sum of money that would need to be set aside now,
at some interest rate, to yield the funds required to provide the service indefinitely.
Example: A city plans a pipeline to transport water from a distant watershed area to the city. The
pipeline will cost 8 million and have an expected life of seventy years. The city anticipates it will need
to keep the water line in service indefinitely. Compute the capitalized cost assuming 7% interest.
Solution:
We have the capitalized cost equation 𝑃 = 𝐴/𝑖, which is simple to apply when there are end-of-period
disbursements A. in this case, the 8 million repeats every 70 years. We can find A first based on a
present 8 million disbursement.
𝐴 = 𝑃(𝐴/𝑃, 𝑖, 𝑛) = 8,000,000(0.0706) = 565,000
Now, the infinite series payment formula could be applied for n = ∞:
Capitalized cost 𝑃 = 𝐴/𝑖 = 565,000/0.07 = 8,071,000
Example: A truck, whose price is $18,600, is being paid for in 36 uniform monthly instalments,
including interest at 10 percent. After making 13 payments, the owner decides to pay off the
remaining balance of the purchase price in one lump sum. How much is the lump sum?
Solution:
In problems like this the lump sum is the present worth of all the future (unpaid) payments. So, to
solve the problem compute the payment and then compute the PV of the unpaid payments at the
stated interest rate.
Interest rate will be:
𝑖 10%
𝑖𝑒 = = = 0.83% = 0.0083
12 12
𝐴 = 18,600(𝐴/𝑃, 0.83%, 36)
0.0083(1 + 0.0083)36
𝐴 = 18,600 [ ] = 600.22
(1 + 0.0083)36 − 1

After 13 months: 36 - 13 = 23 payments remain

𝑃 = 600.22(𝑃/𝐴, 0.83%, 23)
(1 + 0.0083)23 − 1
𝑃 = 600.22 [ ] = 12,515.45
0.0083(1 + 0.0083)23
2. Equivalent Uniform Annual Worth Analysis

Instead of computing equivalent present sum, in this section alternatives could be compared based
on their equivalent annual costs (cash flows). Based on particular situation, the equivalent uniform
annual cost (EUAC), the equivalent uniform annual benefits (EUAB), or their difference could be
calculated.
In time value of money, techniques to convert money, at one point in a time, to sum equivalent sum
or series were presented. In this section, the goal is to convert money into an equivalent uniform
annual cost or benefits. The major advantage of this method is that it is not necessary to make the
comparison over the same number of years when the alternatives have different lives. The reason for
that, it is an equivalent annual cost over the life of the project.
Example: If the minimum required rate of return is 15% which project should be selected?
Project A Project B
First cost 26,000,000 36,000,000
Annual maintenance cost 800,000 300,000
Annual labour cost 11,000,000 7,000,000
Extra income taxes - 2,600,000
Salvage value 2,000,000 3,000,000
Project service life (years) 6 10
Solution:
In this case, all costs or savings (cash flows) which occur during the lifetime of an investment are
discounted to a uniform annual series of cash flows over the life time of the investment.

𝐸𝑈𝐴𝐶𝐴 = −26,000,000(𝐴/𝑃, 15%, 6) + 2,000,000(𝐴/𝐹, 15%, 6) − 11,800,000 = −18,442,000

𝐸𝑈𝐴𝐶𝐵 = −36,000,000(𝐴/𝑃, 15%, 10) + 3,000,000(𝐴/𝐹, 15%, 10) − 9,900,000 = −16,925,000
Project B should be selected since EUACB > EUACA
Example: In the construction of an aqueduct to expand the water supply of a city, there are two
alternatives. Either a tunnel through a mountain or a pipeline can be laid on the ground. Given the
following information which alternative should be adopted? Assume a 6% interest rate.
Tunnel Pipeline
Initial cost 5,500,000 5,000,000
Annual maintenance 0 0
Salvage value 0 0
Project service life (years) Permanent 50
Solution:
For the tunnel with its permanent useful life, n considered to be infinity.
𝐸𝐴𝑈𝐶𝑡𝑢𝑛𝑛𝑒𝑙 = 𝑃𝑖 = 5,500,000(0.06) = 330,000
For the pipeline,
𝐸𝐴𝑈𝐶𝑝𝑖𝑝𝑒𝑙𝑖𝑛𝑒 = 5,000,000(𝐴/𝑃, 6,50) = 317,000

Then, select the pipeline option.

3. Example of Inflation
Example: Calculate the NPV for 35,000 invested now in addition to 7000 annually for 5 years starting
one year from now and increased by 800 annually staring from the sixth year for the next 8 years.
Interest rate is 15% and inflation rate is 10% annually.
Solution:
The cash flow diagram is shown below:

𝑖’ = 𝑖 + 𝑓 + 𝑖𝑓 = 0.15 + 0.11 + 0.15 × 0.11 = 0.2765 = 27.65%

(1 + 0.2765)5 – 1 (1 + 0.2765)8 – 1 1
𝑁𝑃𝑉 = 35000 + 7000 [ 5
] + 7800 [ 8
× ]
0.2765(1 + 0.2765) 0.2765(1 + 0.2765) (1 + 0.2756)5
(1 + 0.2765)8 – 8 × 0.2765 − 1 1
+ 800 [ 2 8
× ]
0.2765 × (1 + 0.2765) (1 + 0.2756)5

= 35000 + 17847 + 7143 + 1681 = 61671