AC4331 Topic 6

Corporate Financial Policy Semester A 2012-13 City University of Hong Kong

Topic 6

Introduction to Financial Management Free Cash Flow Financial Planning and Forecasting Financial Assets and Time Value of Money Risk and Return Bond and Stock Valuation Cost of Capital Cash Flow Estimation and Risk Analysis Capital Structure and Leverage Treasury and Valuation Enterprise Risk Management Dividends and Share Repurchase Merger and Acquisitions Working Capital Management

1-2

Topic 6: Cash Flow Estimation And Risk Analysis

Extra Ref:
Brigham

Financial Management, Theory and Practice, 12e Eugene and

Chapter 12

Should we build this plant?

12-4

Analysis of potential additions to fixed assets. Long-term decisions; involve large expenditures. Very important to firms future.

12-5

1. 2. 3. 4. 5.

Estimate CFs (inflows & outflows). Assess riskiness of CFs. Determine the appropriate cost of capital. Find NPV and/or IRR. Accept if NPV > 0 and/or IRR > WACC.

12-6

Independent projects if the cash flows of one are unaffected by the acceptance of the other. Mutually exclusive projects if the cash flows of one can be adversely impacted by the acceptance of the other.

12-7

Normal cash flow stream Cost (negative CF) followed by a series of positive cash inflows. One change of signs. Nonnormal cash flow stream Two or more changes of signs. Most common: Cost (negative CF), then string of positive CFs, then cost to close project. Nuclear power plant, strip mine, etc.

12-8

Sum of the PVs of all cash inflows and outflows of a project:

NPV
t 0

CFt ( 1 r )t

12-9

Year 0 1 2 3

CFt -100 10 60 80 NPVL =

PV of CFt -$100 9.09 49.59 60.11 $ 18.79

NPVS = $19.98

12-10

Enter CFs into the calculators CFLO register.

CF0 CF1 CF2 CF3 = = = = -100 10 60 80

Enter I/YR = 10, press NPV button to get NPVL = $18.78.

12-11

NPV = PV of inflows Cost

= Net gain in wealth If projects are independent, accept if the project NPV > 0. If projects are mutually exclusive, accept projects with the highest positive NPV, those that add the most value. In this example, accept S if mutually exclusive (NPVS > NPVL), and accept both if independent.
12-12

IRR is the discount rate that forces PV of inflows equal to cost, and the NPV = 0:

CFt 0 (1 IRR)t t 0 Solving for IRR with a financial calculator:

N

Enter CFs in CFLO register. Press IRR; IRRL = 18.13% and IRRS = 23.56%.

12-13

They are the same thing. Think of a bond as a project. The YTM on the bond would be the IRR of the bond project. EXAMPLE: Suppose a 10-year bond with a 9% annual coupon and $1,000 par value sells for $1,134.20.
Solve for IRR = YTM = 7.08%, the annual return for this project/bond.

12-14

If IRR > WACC, the projects return exceeds its costs and there is some return left over to boost stockholders returns. If IRR > WACC, accept project. If IRR < WACC, reject project. If projects are independent, accept both projects, as both IRR > WACC = 10%. If projects are mutually exclusive, accept S, because IRRs > IRRL.

12-15

A graphical representation of project NPVs at various different costs of capital.

WACC 0 5 10 15 20 NPVL $50 33 19 7 (4) NPVS $40 29 20 12 5

12-16

NPV ($)
60 50 40 30

20
10 0 -10

. . . .
5

Crossover Point = 8.7%

.
L
10

IRRL = 18.1%

15

. . . . . .
S
20

IRRS = 23.6%

23.6

Discount Rate (%)

12-17

If projects are independent, the two methods always lead to the same accept/reject decisions. If projects are mutually exclusive
If WACC > crossover rate, the methods lead to the same decision and there is no conflict. If WACC < crossover rate, the methods lead to different accept/reject decisions.

12-18

Size (scale) differences the smaller project frees up funds at t = 0 for investment. The higher the opportunity cost, the more valuable these funds, so a high WACC favors small projects. Timing differences the project with faster payback provides more CF in early years for reinvestment. If WACC is high, early CF especially good, NPVS > NPVL.

12-19

NPV method assumes CFs are reinvested at the WACC. IRR method assumes CFs are reinvested at IRR. Assuming CFs are reinvested at the opportunity cost of capital is more realistic, so NPV method is the best. NPV method should be used to choose between mutually exclusive projects. Perhaps a hybrid of the IRR that assumes cost of capital reinvestment is needed.
12-20

Yes, MIRR is the discount rate that causes the PV of a projects terminal value (TV) to equal the PV of costs. TV is found by compounding inflows at WACC. MIRR assumes cash flows are reinvested at the WACC.

12-21

10%

3
10%

-100.0

10.0
10% MIRR = 16.5%

60.0

80.0 66.0 12.1

158.1

-100.0
PV outflows

$10 0

$158.1 (1 + MIRRL)3

TV inflows

MIRRL = 16.5%
12-22

MIRR assumes reinvestment at the opportunity cost = WACC. MIRR also avoids the multiple IRR problem. Managers like rate of return comparisons, and MIRR is better for this than IRR.

12-23

The number of years required to recover a projects cost, or How long does it take to get our money back? Calculated by adding projects cash inflows to its cost until the cumulative cash flow for the project turns positive.

12-24

Project Ls Payback Calculation

0 1 2 3

CFt
Cumulative

-100
-100

10
-90

60
-30

80
50

PaybackL = 2 +30 / 80
= 2.375 years PaybackS = 1.600 years
12-25

Strengths
Provides an indication of a projects risk and liquidity. Easy to calculate and understand.

Weaknesses
Ignores the time value of money. Ignores CFs occurring after the payback period.

12-26

Uses discounted cash flows rather than raw CFs.

0
10%

1 10

2 60

3 80

CFt

-100

PV of CFt
Cumulative

-100
-100

9.09
-90.91 / 60.11

49.59
-41.32

60.11
18.79

Disc PaybackL = 2 + 41.32

= 2.7 years

12-27

Project P has cash flows (in 000s): CF0 = $0.8 million, CF1 = $5 million, and CF2 = $5 million.
0
WACC = 10%

-800

5,000

-5,000

Enter CFs into calculator CFLO register. Enter I/YR = 10. NPV = -$386.78. IRR = ERROR Why?
12-28

NPV IRR2 = 400% WACC

450
0 -800

100
IRR1 = 25%

400

12-29

At very low discount rates, the PV of CF2 is large and negative, so NPV < 0. At very high discount rates, the PV of both CF1 and CF2 are low, so CF0 dominates and again NPV < 0. In between, the discount rate hits CF2 harder than CF1, so NPV > 0. Result: 2 IRRs.

12-30

When there are nonnormal CFs and more than one IRR, use MIRR.
PV of outflows @ 10% = -$4,932.2314. TV of inflows @ 10% = $5,500. MIRR = 5.6%.

Do not accept Project P.

NPV = -$386.78 < 0. MIRR = 5.6% < WACC = 10%.

12-31

Chapter 13

Relevant Cash Flows Incorporating Inflation Types of Risk Risk Analysis

13-32

Total depreciable cost

Equipment: $200,000 Shipping and installation: $40,000

Changes in working capital

Inventories will rise by $25,000 Accounts payable will rise by $5,000

Effect on operations
New sales: 100,000 units/year @ $2/unit Variable cost: 60% of sales

13-33

Life of the project

Economic life: 4 years Depreciable life: MACRS 3-year class Salvage value: $25,000

Tax rate: 40% WACC: 10%

13-34

Estimate relevant cash flows

Calculating annual operating cash flows. Identifying changes in working capital. Calculating terminal cash flows: after-tax salvage value and return of NWC.
0 1 OCF1 2 OCF2 3 OCF3 4 OCF4 + Terminal CFs NCF4
13-35

Initial Costs NCF0

NCF1

NCF2

NCF3

Find NWC.
in inventories of $25,000 Funded partly by an in A/P of $5,000 NWC = $25,000 $5,000 = $20,000

Combine NWC with initial costs. Equipment -$200,000 Installation -40,000 NWC -20,000 Net CF0 -$260,000

13-36

Year 1 2 3 4

Rate 0.33 0.45 0.15 0.07 1.00

x x x x x

Basis $240 240 240 240

Deprec. $ 79 108 36 17 $240

Due to the MACRS -year convention, a 3-year asset is depreciated over 4 years.

13-37

Revenues Op. costs

Deprec. expense Operating income (BT) Tax (40%) Operating income (AT) + Deprec. expense Operating CF

1 200.0 -120.0 -79.2 0.8 0.3 0.5 79.2 79.7

2 3 4 200.0 200.0 200.0 -120.0 -120.0 -120.0 -108.0 -36.0 -16.8 -28.0 44.0 63.2 -11.2 17.6 25.3 -16.8 26.4 37.9 108.0 36.0 16.8 91.2 62.4 54.7

(Thousands of dollars)
13-38

Recovery of NWC Salvage value Tax of SV (40%) Terminal CF

$20,000 25,000 -10,000 $35,000

Q. How is NWC recovered? Q. Is there always a tax on SV? Q. Is the tax on SV ever a positive cash flow?

13-39

No, dividends and interest expense should not be included in the analysis. Financing effects have already been taken into account by discounting cash flows at the WACC of 10%. Deducting interest expense and dividends would be double counting financing costs.

13-40

No, the building improvement cost is a sunk cost and should not be considered. This analysis should only include incremental investment.

13-41

Yes, by accepting the project, the firm foregoes a possible annual cash flow of $25,000, which is an opportunity cost to be charged to the project. The relevant cash flow is the annual after-tax opportunity cost.
A-T opportunity cost: = $25,000(1 T) = $25,000(0.6) = $15,000

13-42

Yes. The effect on other projects CFs is an externality. Net CF loss per year on other lines would be a cost to this project. Externalities can be positive (in the case of complements) or negative (substitutes).

13-43

0 -260

1 79.7

2 91.2

3 62.4

4 89.7

Enter CFs into calculator CFLO register, and enter I/YR = 10%.
NPV = -$4.03 million IRR = 9.3%

MIRR = 9.6%
Payback = 3.3 years
13-44

Yes, the old equipment would be sold, and new equipment purchased. The incremental CFs would be the changes from the old to the new situation. The relevant depreciation expense would be the change with the new equipment. If the old machine was sold, the firm would not receive the SV at the end of the machines life. This is the opportunity cost for the replacement project.
13-45

Stand-alone risk Corporate risk Market risk

13-46

The projects total risk, if it were operated independently. Usually measured by standard deviation (or coefficient of variation). However, it ignores the firms diversification among projects and investors diversification among firms.

13-47

The projects risk when considering the firms other projects, i.e., diversification within the firm. Corporate risk is a function of the projects NPV and standard deviation and its correlation with the returns on other firm projects.

13-48

The projects risk to a well-diversified investor. Theoretically, it is measured by the projects beta and it considers both corporate and stockholder diversification.

13-49

Market risk is the most relevant risk for capital projects, because managements primary goal is shareholder wealth maximization. However, since corporate risk affects creditors, customers, suppliers, and employees, it should not be completely ignored.

13-50

Stand-alone risk is the easiest to measure. Firms often focus on stand-alone risk when making capital budgeting decisions. Focusing on stand-alone risk is not theoretically correct, but it does not necessarily lead to poor decisions.

13-51

Yes, since most projects the firm undertakes are in its core business, stand-alone risk is likely to be highly correlated with its corporate risk. In addition, corporate risk is likely to be highly correlated with its market risk.

13-52

Sensitivity analysis measures the effect of changes in a variable on the projects NPV. To perform a sensitivity analysis, all variables are fixed at their expected values, except for the variable in question which is allowed to fluctuate. Resulting changes in NPV are noted.

13-53

Advantage
Identifies variables that may have the greatest potential impact on profitability and allows management to focus on these variables.

Disadvantages
Does not reflect the effects of diversification. Does not incorporate any information about the possible magnitudes of the forecast errors.

13-54

Yes, inflation causes the discount rate to be upwardly revised. Therefore, inflation creates a downward bias on PV. Inflation should be built into CF forecasts.

13-55

Revenues Op. costs (60%) Deprec. expense Oper. income (BT) Tax (40%) Oper. income (AT) + Deprec. expense Operating cash flows

1 2 3 4 210 220 232 243 -126 -132 -139 -146 -79 -108 -36 -17 5 -20 57 80 2 -8 23 32 3 -12 34 48 79 108 36 17 82 96 70 65

13-56

-260

82.1

96.1

65.1 35.0 Terminal CF = 100.1

70.0

Enter CFs into calculator CFLO register, and enter I/YR = 10%.
NPV = $15.0 million. IRR = 12.6%.
13-57

Suppose we are confident of all the variable estimates, except unit sales. The actual unit sales are expected to follow the following probability distribution:
Probability 0.25 0.50 0.25 Unit Sales 75,000 100,000 125,000

Case Worst Base Best

13-58

All other factors shall remain constant and the NPV under each scenario can be determined.
Probability 0.25 0.50 0.25 NPV ($27.8) 15.0 57.8

Case Worst Base Best

13-59

E(NPV) 0.25(-$27.8) 0.5($15.0) 0.25($57.8) $15.0

NPV [0.25(-$27.8 $15.0)2 0.5($15.0 $15.0)2 0.25($57.8 $15.0) ] $30.3

CVNPV $30.3/$15.0 2.0
13-60

2 1/2

With a CVNPV of 2.0, this project would be classified as a high-risk project. Perhaps, some sort of risk correction is required for proper analysis.

13-61

We would expect a positive correlation with the firms aggregate cash flows. As long as correlation is not perfectly positive (i.e., 1), we would expect it to contribute to the lowering of the firms overall risk.

13-62

The projects corporate risk would not be directly affected. However, when combined with the projects high stand-alone risk, correlation with the economy would suggest that market risk (beta) is high.

13-63

Reevaluating this project at a 13% cost of capital (due to high stand-alone risk), the NPV of the project is -$2.2. If, however, it were a low-risk project, we would use a 7% cost of capital and the project NPV is $34.1.

13-64

Numerical analysis sometimes fails to capture all sources of risk for a project. If the project has the potential for a lawsuit, it is more risky than previously thought. If assets can be redeployed or sold easily, the project may be less risky than otherwise thought.

13-65

Machines A and B are mutually exclusive, and will be repurchased. If WACC = 10%, which is better?
Year 0 1 2 3 4 Expected Net CFs Machine A Machine B ($50,000) ($50,000) 17,500 34,000 17,500 27,500 17,500 17,500
13-66

Enter CFs into calculator CFLO register for both projects, and enter I/YR = 10%.
Is Machine A better?
NPVA = $5,472.65 NPVB = $3,636.36

Need replacement chain and/or equivalent annual annuity analysis.

13-67

Use the replacement chain to calculate an extended NPVB to a common life. Since Machine B has a 2-year life and Machine A has a 4-year life, the common life is 4 years.
0 -50,000
10%

1 34,000

4 27,500

27,500 34,000 -50,000 -22,500 NPVB = $6,641.62 (on extended basis)

13-68

Using the previously solved project NPVs, the EAA is the annual payment that the project would provide if it were an annuity. Machine A Machine B
Enter N = 4, I/YR = 10, PV = -5472.65, FV = 0; solve for PMT = EAA = $1,726.46. Enter N = 2, I/YR = 10, PV = -3636.36, FV = 0; solve for PMT = EAA = $2,095.24.

Machine B is better!

13-69

To be posted in the blackboard after the topic is taught.

70