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CHAPTER – 1
CAPITAL BUDGETING
The term Capital Budgeting refers to the long-term planning for proposed
capital outlays or expenditure for the purpose of maximizing return on
investments. The capital expenditure may be:
(2) Cost of acquisition of fixed assets. e.g., land, building and machinery etc.
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Capital Budgeting
From the above definitions, it may be concluded that capital budgeting relates
to the evaluation of several alternative capital projects for the purpose of
assessing those which have the highest rate of return on investment.
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Capital Budgeting
CHAPTER -2
• Capital budgeting decisions are based on cash flows and not on accounting
income concept so for example if company spends $20000 on a project of 4
years then in normal accounting this expense would be accounted as $5000
every year assuming company uses straight line method of depreciation
whereas in case of capital budgeting it would be taken into account
immediately and shown as $20000 expense.
• Effects of acceptance of a project has on other project cash flows. For example
if a project has very good cash flow but if due to acceptance of that project cash
flows of current projects of the company are reduced than chances are that
project will not be undertaken and some other project will be selected.
• While making capital budgeting decision opportunity cost should be included
in project cost so for example if company has project which requires initial
outlay of $50000 and if the interest rate of fixed deposit is 8 % then while
making any decision company should take into account the loss of 8 % which
the company is incurring by not investing in fixed deposit.
• Time value of money is another important feature which should be taken into
account because while making capital budgeting decision company is likely to
favor those projects which start generating cash flows quickly because cash
flows received earlier are worth more than cash flow received later due to time
value of money.
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Capital Budgeting
• Capital budgeting decision are taken by top level management because these
decisions are for long period of time usually more than a year and cost of asset
or project is very high and hence any mistake done can lead to locking
of capital of the company for long period of time and also can result in big
losses
for the company in the long run.
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Capital Budgeting
CHAPTER - 3
From the time that a project starts off as an idea to the time
it is accepted or rejected, numerous decisions have to be made at various
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Capital Budgeting
• Creation of Decision:-
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Capital Budgeting
CHAPTER - 4
OBJECTIVES OF CAPITAL BUDGETING
The following are the important objectives of capital budgeting:
• Setting Priorities:-
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Capital Budgeting
• Least-Cost Objective:-
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Capital Budgeting
• Anticipating Inflation:-
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Capital Budgeting
identifies how much money will be needed from each source and the costs
associated with using that funding method.
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Capital Budgeting
CHAPTER - 5
CAPITAL BUDGETING PROCESS
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Capital Budgeting
This step mainly involves selecting all correct criteria’s to judge the desirability
of a proposal. This has to match the objective of the firm to maximize its market
value. The tool of time value of money comes handy in this step.
Also the estimation of the benefits and the costs needs to be done. The total
cash inflow and outflow along with the uncertainties and risks associated with
the proposal has to be analyzed thoroughly and appropriate provisioning has to
be done for the same.
There is no such defined method for the selection of a proposal for investments
as different businesses have different requirements. That is why, the approval
of an investment proposal is done based on the selection criteria and screening
process which is defined for every firm keeping in mind the objectives of the
investment being undertaken.
Once the proposal has been finalized, the different alternatives for raising or
acquiring funds have to be explored by the finance team. This is called
preparing the capital budget. The average cost of funds has to be reduced. A
detailed procedure for periodical reports and tracking the project for the
lifetime needs to be streamlined in the initial phase itself. The final approvals
are based profitability, Economic constituents, and viability and market
conditions.
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Capital Budgeting
(L) Implementation:-
The final stage of capital budgeting involves comparison of actual results with
the standard ones. The unfavorable results are identified and removing
the various difficulties of the projects helps for future selection and execution
of
the proposals.
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Capital Budgeting
CHAPTER - 6
are accepted. But actual business has a different picture. They have fixed
capital budget with large number of investment proposals competing for it.
Capital rationing refers to the situation where the firm has more acceptable
investments requiring a greater amount of finance than that is available with the
firm. Ranking of the investment project is employed on the basis of some
predetermined criterion such as the rate of return. The project with highest
return is ranked first and the acceptable projects are ranked thereafter.
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Capital Budgeting
CHAPTER – 7
Risk Assessment
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Capital Budgeting
Long-Term Planning
method used to determine whether one option is better than another. There are
several capital budgeting methods, each with its pros and cons.
Payback method disadvantages include that it does not account for the time
value of money.
In net present value capital budgeting, each of the competing alternatives for a
firm’s capital is assigned a discount rate to help determine the value today of
expected future returns. Stated another way, by determining the weighted
average cost of capital over time, also called the discount rate, a company can
estimate the value today of the expected cash flow from an investment
of capital today. By comparing this net present value of two or more possible
uses of capital, the opportunity with the highest net present value is the
better alternative.
An advantage of capital budgeting with the internal rate of return method is that
the initial calculations are easier to perform and understand for company
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Capital Budgeting
executives who may not have a financial background. Excel has an IRR
calculation function.
The disadvantage of the IRR method is that it can yield abnormally high rates
of return by overestimating the value of reinvesting cash flow over time.
As with all methods of capital budgeting, the modified rate of return method is
only as good as the variables used to calculate it. However, by using the firm’s
cost of capital as one variable, it has a figure that is grounded in a verifiable
current reality and is the same for all alternatives being evaluated.
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Capital Budgeting
Capital Budgeting
Budgeting Methods
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Capital Budgeting
selections on the actual rate of return investors can expect to receive. The net
present value method calculates a project's current value based on the net result
from anticipated profits and losses.
With each method, companies must consider the cost outlay, time investment
and profit earnings based on the time investment for of resources --- such as
equipment and supplies for new product lines versus manpower for advertising
campaigns --- companies must determine which budget method will provide
the most effective or accurate calculations when selecting among different
projects.
Supply and demand levels within an economic market determine the time value
of money as interest rates rise and fall. High interest rates result in value
increases, while low interest rates lead to decreases in money value. Capital
budgeting calculations can't anticipate the changes that occur within economic
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Capital Budgeting
• The technique of capital budgeting requires estimation of future cash flows and
outflows. The future is always uncertain and the data collected for future may
not be exact. Obviously, the results based upon wrong data can be good.
• There are certain factors like morale of the employees, good-will of the firm
etc.’ which cannot be correctly quantified but which otherwise substantially
influence the capital decision.
• Uncertainty and risk pose the biggest limitations to the techniques of capital
budgeting.
• The payback method ignores the time value of money. The cash inflows from
a project may be irregular, with most of the return not occurring until well into
the future. A project could have an acceptable rate of return but still not meet
the company's required minimum payback period. The payback model does not
consider cash inflows from a project that may occur after the initial
investment has been recovered. Most major capital expenditures have a long
life span and continue to provide income long after the payback period. Since
the payback method focuses on short-term profitability, an attractive project
could be overlooked if the payback period is the only consideration.
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Capital Budgeting
CHAPTER – 8
Net present value is a widely used method of capital budgeting that determines
costs. Firms should always ensure that their rate of return of their investment is
always higher than their cost of capital and the premium that they place on the
risk of the investment. This concept is known as the hurdle rate. Net present
value is calculated by subtracting the present value of the costs from the present
value of the benefits of the capital project.
R1 R2 R3 Rn
NPV = [ + + + (1+K)n ]-Initial investment
(1+K)1 (1+K)2 (1+K)3
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Capital Budgeting
Decision Rule
Solution
PV Factors:
Year 1 = 1 ÷ (1 + 18%)^1 ≈ 0.8475
Year 2 = 1 ÷ (1 + 18%)^2 ≈ 0.7182
Year 3 = 1 ÷ (1 + 18%)^3 ≈ 0.6086
Year 4 = 1 ÷ (1 + 18%)^4 ≈ 0.5158
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Capital Budgeting
Year 1 2 3 4
Net Cash
$3,411 $4,070 $5,824 $2,065
Inflow
Internal rate of return is a complex capital budgeting method. The internal rate
of return is the discount or interest rate that makes the income stream of an
investment sum to zero. The income stream of an investment is calculated by
adding the total cash flows of the project. The initial cash outflow begins as a
negative, with the interest, or benefits, received each year listed as a positive.
When the project is completed, the value of the investment is also added to the
negative initial investment figure and the yearly interest amount. Internal rate
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Capital Budgeting
of return is the discount percent that makes these figures total to zero, and it is
helpful when comparing alternative investments or capital projects.
The Interpolation formula can be used to measure the Internal Rate of Return
as follows:
𝑁𝑃𝑉 𝑟 𝑟
Lower Interest Rate + 𝑁𝑃𝑉 𝑟 𝑟 (−) 𝑁𝑃𝑉 ℎ𝑖ℎ𝑟 𝑟
× (Higher rate
– Lower rate)
Decision Rule
A project should only be accepted if its IRR is NOT less than the target internal
rate of return. When comparing two or more mutually exclusive projects, the
project having highest value of IRR should be accepted.
Example;-
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Capital Budgeting
Solution
YEA CFBD DEP NET TAX EAT CFAT
R T EARNI 55%
G
500000
= 725000
5𝑦
= 3.448
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Capital Budgeting
Yea CFAT PV PV OF PV PV OF
r FACTO CFAT FACTOR CFAT
R S
5,23,827.5 498720.0
0 0
𝑵𝑷 𝑽 𝒂
IRR=Lower Interest Rate + 𝑵𝑷𝑽 𝒂 (−) 𝑵𝑷𝑽 𝒂
× (Higher rate – Lower
rate)
. 𝟎 − 𝟎𝟎𝟎𝟎 𝟎
=12% + .𝟎−𝟎
× (14% – 12%)
IRR =13.89%
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Capital Budgeting
Payback Period:-
Payback period is perhaps the most simple method of capital budgeting. The
basic premise of this method is to determine the amount of time that is required
to recoup the funds spent on the capital project or equipment expenditure. The
payback period is calculated by dividing the total expenditure amount by a
desired time frame for investment recovery. Payback period doesn't take into
consideration the time value of money and therefore may not present the true
picture when it comes to evaluating cash flows of a project. Payback
also ignores the cash flows beyond the payback period. Most major capital
expenditures have a long life span and continue to provide cash flows even after
the payback period. Since the payback period focuses on short term
profitability, a valuable project may be overlooked if the payback period is the
only consideration. This method is not a recommended means of capital
budgeting due to its simplistic concept.
Decision Rule
Accept the project only if it’s payback period is LESS than the target payback period.
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Capital Budgeting
Solution
rupees
Additional costs:
rupees
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Capital Budgeting
Net savings
= 900000
75000
= 12 years.
Discounted Pay-Back:-
This method is designed to overcome the limitation of the pay- back period
method. When saving are not leveled , it is better to calculate pay - back period
by taking into consideration the present value of cash inflows. Discounted pay-
back method helps to measure the present value of all cash inflows and
outflows at an appropriate discount rate. The time period at which the
cumulated present value of cash inflows equals the present value of cash
outflow is known as discounted pay-back period.
Where,
A = last period with a negative discounted cumulative cash flow
B = absolute value of discounted cumulative cash flow end of period A
C = Discounted cash flow during the period after A
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Capital Budgeting
Decision Rule
If the discounted payback period is less that the target period, accept the
project. Otherwise reject.
Example:-
Solution
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Capital Budgeting
AAR calculated by using average net income and average book value during
the life of the project.
First, determine the average net income of each year of the project's life.
Second, determine the average investment, taking depreciation into account.
Third, determine the AAR by dividing the average net income by the average
investment.
𝑟 𝑖
ARR =
𝑟
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Capital Budgeting
Decision Rule
Accept the project only if it’s ARR is equal to or greater than the required
accounting rate of return. In case of mutually exclusive projects, accept the one
with highest ARR.
Examples:-
The profitability index (PI) is the present value of a project’s future cash flows
divided by the initial investment.
PI is closely related to the NPV. The PI is the ratio of the PV of future cash
flows to the initial investment, while an NPV is the difference between the PV
of future cash-flows and the initial investment.
Whenever the NPV is positive, the PI will be greater than 1.0, and conversely,
whenever the NPV is negative, the PI will be less than 1.0
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Capital Budgeting
Investment Rule:
Invest if PI >1.0
Do not invest if PI
<1.0
Assuming that the cash flow calculated does not include the investment made
in the project, a profitability index of 1 indicates breakeven. Any value lower
than one would indicate that the project's present value (PV) is less than the
initial investment. As the value of the profitability index increases, so does the
financial attractiveness of the proposed project.
𝑷𝑽 𝒄𝒂
PI =
𝒂
𝑵𝑷𝑽
= 1+
𝒂
Decision Rule
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Capital Budgeting
Example:-
Solution
Profitability Index = PV of Future Net Cash Flows / Initial Investment
Required
Profitability Index = $65M / $50M = 1.3
Net Present Value = PV of Net Future Cash Flows − Initial Investment
Required
Net Present Value = $65M-$50M = $15M.
The information about NPV and initial investment can be used to calculate
profitability index as follows:-
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Capital Budgeting
CHAPTER - 9
CASE STUDY
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Capital Budgeting
3. NPV: $13,068
4. IRR (solved by trial and error using electronic calculator): 15.7%
5. New machine should be purchased to replace old machine since NPV is
positive and IRR exceeds cost of capital.
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Capital Budgeting
CHAPTER – 10
CONCLUSION
The DCF techniques, NPV, IRR, and PI are all good techniques. For capital
budgeting and allow us to accept or reject investment project. Consistent with
the goal of shareholder wealth maximization.
Beware, however there are times when one techniques output is better for some
decision or when a technique has to be modified given certain circumstances.
Due to the complexity and numerous issues related to the operating budget, our
scope focused primarily on the operating budget and less on the capital budget.
However, this section provides conclusions we derived from our review and
some areas designated for further study. The overall process of developing
requests and allocating funds for capital projects seems to work well, especially
given the complexities of construction funding, planning and management.
Despite FPCM’s strong management, there are still problems in the capital
project process that should be addressed. However, these problems are driven
as much by inefficiencies in resource allocation as by issues with the actual
construction management process.
Many campuses also find it difficult to fund the operating and ongoing
maintenance of new buildings with existing operating budget; while central
Administration often allocates new funds- through lump sum allocations, there
is great concern that these funds are not sufficient to keep up new buildings.
Also, many campuses have reallocated facilities dollars to fund other priorities;
at many campuses this led to costly repairs of buildings that have not been
properly maintained.
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Capital Budgeting
CHAPTER - 11
BIBLIOGRAPHY
Books:
Sites:
• www.shodganga.com
• www.investopedia.com
• www.infomedia.com
• www.rbi.org.in
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