Copyright © 2009 Pearson Prentice Hall. All rights reserved. Chapter 8 Capital Budgeting Cash Flows.

Copyright © 2009 Pearson Prentice Hall. All rights reserved.

Chapter 8

Capital Budgeting Cash Flows

Copyright © 2009 Pearson Prentice Hall. All rights reserved. 8-2

Learning Goals

1. Understand the motives for key capital budgeting expenditures and the steps in the capital budgeting process.

2. Define basic capital budgeting terminology.3. Discuss relevant cash flows, expansion versus

replacement decisions, sunk costs and opportunity costs, and international capital budgeting.


Learning Goals (cont.)

4. Calculate the initial investment associated with a proposed capital expenditure.

5. Find the relevant operating cash inflows associated with a proposed capital expenditure.

6. Determine the terminal cash flow associated with a proposed capital expenditure.


The Capital Budgeting Decision Process

• Capital Budgeting is the process of identifying, evaluating, and implementing a firm’s investment opportunities.

• It seeks to identify investments that will enhance a firm’s competitive advantage and increase shareholder wealth.

• The typical capital budgeting decision involves a large up-front investment followed by a series of smaller cash inflows.

• Poor capital budgeting decisions can ultimately result in company bankruptcy.


Table 8.1 Key Motives for Making Capital Expenditures


1. Proposal Generation

2. Review and Analysis

3. Decision Making

4. Implementation

5. Follow-up

Our Focus is on Step 2 and 3

Steps in the Process


Basic Terminology: Independent versus Mutually Exclusive Projects

• Independent Projects, on the other hand, do not compete with the firm’s resources. A company can select one, or the other, or both—so long as they meet minimum profitability thresholds.

• Mutually Exclusive Projects are investments that compete in some way for a company’s resources—a firm can select one or another but not both.


Basic Terminology: Unlimited Funds versus Capital Rationing

• If the firm has unlimited funds for making investments, then all independent projects that provide returns greater than some specified level can be accepted and implemented.

• However, in most cases firms face capital rationing restrictions since they only have a given amount of funds to invest in potential investment projects at any given time.


Basic Terminology: Accept-Reject versus Ranking Approaches

• The accept-reject approach involves the evaluation of capital expenditure proposals to determine whether they meet the firm’s minimum acceptance criteria.

• The ranking approach involves the ranking of capital expenditures on the basis of some predetermined measure, such as the rate of return.


Basic Terminology: Conventional versus Nonconventional Cash Flows

Figure 8.1 Conventional Cash Flow


Basic Terminology: Conventional versus Nonconventional Cash Flows (cont.)

Figure 8.2 NonconventionalCash Flow


For example, if a day-care center decides to open another

facility, the impact of customers who decide to move from

one facility to the new facility must be considered.

The Relevant Cash Flows

• Incremental cash flows:– are cash flows specifically associated with the

investment, and– their effect on the firms other investments (both

positive and negative) must also be considered.


Relevant Cash Flows: Major Cash Flow Components

Figure 8.3 Cash Flow Components


Relevant Cash Flows: Expansion Versus Replacement Decisions

• Estimating incremental cash flows is relatively straightforward in the case of expansion projects, but not so in the case of replacement projects.

• With replacement projects, incremental cash flows must be computed by subtracting existing project cash flows from those expected from the new project.


Figure 8.4 Relevant Cash Flows forReplacement Decisions


Relevant Cash Flows: Sunk Costs Versus Opportunity Costs

• Note that cash outlays already made (sunk costs) are irrelevant to the decision process.

• However, opportunity costs, which are cash flows that could be realized from the best alternative use of the asset, are relevant.


Finding the Initial Investment

Table 8.2 The Basic Format for DeterminingInitial Investment


Finding the Initial Investment (cont.)

Table 8.3 Tax Treatment on Sales of Assets


Book Value = $100,000 - $52,000 = $48,000

Hudson Industries, a small electronics company, 2

years ago acquired a machine tool with an installed

cost of $100,000. The asset was being depreciated

under MACRS using a 5-year recovery period. Thus

52% of the cost (20% + 32%) would represent

accumulated depreciation at the end of year two.



If Hudson sells the old asset for $110,000, it realizes a

gain of $62,000 ($110,000 - $48,000). Technically, the

difference between the cost and book value ($52,000) is

called recaptured depreciation and the difference

between the sales price and purchase price ($10,000) is

called a capital gain. Under current corporate tax laws,

the firm must pay taxes on both the gain and recaptured

depreciation at its marginal tax rate.

Finding the Initial Investment

• Sale of the Asset for More Than Its Purchase Price


If Hudson sells the old asset for $70,000, it realizes

a gain in the form of recaptured depreciation of

$22,000 ($70,000–$48,000) which is taxed at the

firm’s marginal tax rate.


• Sale of the Asset for More Than Its Book Value but Less than Its Purchase Price


If Hudson sells the old asset for its book value of

$48,000, there is no gain or loss and therefore no tax

implications from the sale.


• Sale of the Asset for Its Book Value


If Hudson sells the old asset for $30,000 which is less than

its book value of $48,000, it experiences a loss of $18,000

($48,000 - $30,000). If this is a depreciable asset used in

the business, the loss may be used to offset ordinary

operating income. If it is not depreciable or used in the

business, the loss can only e used to offset capital gains.


• Sale of the Asset for Less Than Its Book Value



Figure 8.5 Taxable Income from Sale of Asset


Danson Company, a metal products manufacturer, is

contemplating expanding operations. Financial analysts

expect that the changes in current accounts summarized

in Table 8.4 on the following slide will occur and will be

maintained over the life of the expansion.


• Change in Net Working Capital



Table 8.4 Calculation of Change in Net Working Capital for Danson Company


Powell Corporation, a large diversified manufacturer of aircraft

components, is trying to determine the initial investment required

to replace an old machine with a new, more sophisticated model.

The machine’s purchase price is $380,000 and an additional

$20,000 will be necessary to install it. It will be depreciated

under MACRS using a 5-year recovery period. The firm has

found a buyer willing to pay $280,000 for the present machine

and remove it at the buyers expense. The firm expects that a

$35,000 increase in current assets and an $18,000 increase in

current liabilities will accompany the replacement. Both ordinary

income and capital gains are taxed at 40%.





Powell Corporation’s estimates of its revenues and expenses

(excluding depreciation and interest), with and without the new

machine described in the preceding example, are given in

Table 8.5. Note that both the expected usable life of the

proposed machine and the remaining usable life of the existing

machine are 5 years. The amount to be depreciated with the

proposed machine is calculated by summing the purchase

price of $380,000 and the installation costs of $20,000.

Finding the Operating Cash Inflows


Finding the Operating Cash Inflows (cont.)

Table 8.5 Powell Corporation’s Revenue and Expenses (Excluding Depreciation and Interest) for Proposed and Present Machines


Table 8.6 Depreciation Expense for Proposed and Present Machines for Powell Corporation


Table 8.7 Calculation of Operating Cash Inflows Using the Income Statement Format


Table 8.8 Calculation of Operating Cash Inflows for Powell Corporation’s Proposed and Present Machines


Table 8.9 Incremental (Relevant) Operating Cash Inflows for Powell Corporation


Finding the Terminal Cash Flow

Table 8.10 The Basic Format for DeterminingTerminal Cash Flow


Continuing with the Powell Corporation example, assume that

the firm expects to be able to liquidate the new machine at the

end of its 5-year useable life to net $50,000 after paying

removal and cleanup costs. The old machine can be

liquidated at the end of the 5 years to net $10,000. The firm

expects to recover its $17,000 net working capital investment

upon termination of the project. Again, the tax rate is 40%.

Finding the Terminal Cash Flow (cont.)


Finding the Terminal Cash Flow (cont.)


Summarizing the Relevant Cash Flows

Copyright © 2009 Pearson Prentice Hall. All rights reserved. Chapter 8 Capital Budgeting Cash Flows.

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process slide

capital budgeting process

existing project cash

terminal cash flow

initial investment slide