Accounting for Managers

1. Accounting for Managers Module 15: Capital Budgeting Decisions

2. Capital Budgeting

3. Steps of Capital Budgeting • Screening decision: look at projects and determine whether they meet company’s basic guidelines for consideration • Preference decision: takes all of the projects that meet the screening process and then decide which to choose

4. When to Make Capital Budgeting Decisions • When might we need to make a decision? • Cost reduction • Expansion • Picking the equipment • Leasing or buying • Replacement

5. Time Value of Money

6. Budget Methods for Making Decisions

7. The Payback Method • First, we need the initial purchase price and net cash flow per year • Will also need to know what net cash flow per year will be to figure out how many years it will take to get our initial investment back • Typical cash outflows include initial investment in equipment or project including installation costs • Cash inflows may include salvage value of equipment

8. Internal Rate of Return • By looking at rate of return we expect on an investment over life of investment, we can figure out internal rate of return • Method uses discount rate that equals present value of cash outflows with cash inflows, resulting in value of zero

9. Net Present Value • Difference between the present value of cash inflows and outflows over a period of time • Used in capital budgeting to determine profitability of potential investment or project • Denotes project that will exceed anticipated cost • If investment shows negative present value, company would lose money • Many ways to determine value of cash flows, although the net present value includes pitfalls

10. Simple Rate of Return • Calculated by taking annual incremental net operating income and dividing by initial investment • When calculating annual incremental net operating income, we must reduce by depreciation expense

11. Risk and Capital Budgeting

12. Risk and Return • Investment example: • high level of risk aversion means putting money into bank and collecting small return • low level or risk aversion means going with investment and hoping for the best • Many questions surrounding capital budgeting and investment choices • managers need to evaluate decisions but there will be room for error

13. Finalizing Capital Budgeting Decisions

14. Analyzing a Project • Assume a manager is presented with two options for projects and has been tasked with analyzing them • make sure they meet company’s minimum requirements and then rank by preference (when funds are limited) • If funds are limited and only one option is needed, either internal rate of return or net present value methods will yield best results • IRR: option with higher internal rate of return makes most sense • NPV: need to adjust for differences in initial investment of project • Project profitability index = net present value of project/initial investment required

15. Postaudit • In capital budgeting process, postaudit holds managers accountable and helps keep them honest • Without postaudit process, it might be too easy to inflate benefits or minimize pitfalls • Postaudit process will analyze actual results using real data from the project • begin with side-by-side analysis • By comparing actual data to estimated data, it will help insure that submitted proposals in future are carefully prepared

16. Quick Review When company is faced with large capital budgeting decision, they have multiple ways to evaluate optionsBy first vetting projects based on company’s guidelines and then using methods to analyze decision, hopefully company can make most profitable decision long termPayback method, net present value method, internal rate of return method, and simple rate of return method are all potential ways to work through decisionsLearning the steps involved can help manager make good decisions or provide good insight