1. The amount of the annual repayment is:
It is given in the question that loan is repaid equally at the end of every year.
Loan = $ 2400000
Interest rate = 8.6%
Year |
borrowing and repayment |
0 |
2400000.00 |
1 |
-610631.2849 |
2 |
-610631.2849 |
3 |
-610631.2849 |
4 |
-610631.2849 |
5 |
-610631.2849 |
2.NPV = PV of CI – Initial outlay
Year |
net cash inflow after interest |
discount rate |
present value |
0 |
-$ 24,00,000.00 |
-$ 24,00,000.00 |
|
1 |
$ 14,69,368.72 |
0.138 |
$ 12,91,185.16 |
2 |
$ 5,89,368.72 |
$ 4,55,095.51 |
|
3 |
$ 13,19,368.72 |
$ 8,95,239.83 |
|
4 |
$ 4,94,368.72 |
$ 2,94,769.08 |
|
5 |
$ 6,34,368.72 |
$ 3,32,376.60 |
|
NPV |
$ 8,68,666.19 |
3. IRR = PV of CI = PV of CO
IRR = 31%
Refer to the excel sheet
4. PBP
Year |
net cash inflow after interest |
cumulative cash flow |
0 |
-$ 24,00,000.00 |
-$ 24,00,000.00 |
1 |
$ 14,69,368.72 |
-9,30,631.28 |
2 |
$ 5,89,368.72 |
-3,41,262.57 |
3 |
$ 13,19,368.72 |
9,78,106.15 |
4 |
$ 4,94,368.72 |
|
5 |
$ 6,34,368.72 |
PBP = 2 + 341262.57/1319368.72 = 2.26 years
5. ARR = Average net income/initial outlay
ARR = 901368.72/2400000
ARR = 38%
6. PI = PV of CI/ initial outlay
PI = 3268666.19/2400000
PI = 1.36
7. Yes, the project should be acceptable.
As per NPV method, the answer is: project should be acceptable.
As per IRR method, the answer is: project should be acceptable.
As per PBP method, the answer is: project should be acceptable.
As per IRR method, the answer is: project should be acceptable.
As per PI method, the answer is: project should be acceptable.
Treatment of Loan repayment: It is given in the question that loan repayment is made at the end of every year. So the amount of interest is deducted in the operating cash flows.
Treatment of salvage amount: Salvage means the amount which is expected to receive at the end of the life of the asset. In capital budgeting, the salvage value is sum up with terminal year operating cash flow of the project.
Year |
price |
quantity |
growth |
Investment |
sale of machine |
sales revenue |
cash ope exp |
head office exp |
sales and Mkt exp |
inflation |
working capital |
cost of capital |
dep rate |
book value |
depreciation |
profit on machine sale |
tax |
PBT |
tax |
PAT |
|
0 |
165 |
– |
1.05 |
-100,00,000 |
– |
– |
1.01 |
– 3,00,000 |
0.1 |
0.4 |
10000000 |
0.33 |
– |
– |
|||||||
1 |
165 |
1,02,000 |
1.05 |
168,30,000 |
119,49,300 |
1,30,000 |
2,51,000 |
1.01 |
– |
0.4 |
6000000 |
4000000 |
0.33 |
4,99,700 |
– |
4,99,700 |
|||||
2 |
165 |
1,07,100 |
1.05 |
176,71,500 |
125,46,765 |
1,30,000 |
2,53,510 |
1.01 |
– |
0.4 |
3600000 |
2400000 |
0.33 |
23,41,225 |
7,72,604 |
15,68,621 |
|||||
3 |
165 |
1,12,455 |
1.05 |
185,55,075 |
131,74,103 |
1,30,000 |
2,56,045 |
1.01 |
– |
0.4 |
2160000 |
1440000 |
0.33 |
35,54,927 |
11,73,126 |
23,81,801 |
|||||
4 |
165 |
1,18,078 |
1.05 |
9,00,000 |
194,82,829 |
138,32,808 |
1,30,000 |
2,58,606 |
1.01 |
3,00,000 |
0.4 |
1296000 |
864000 |
36,000 |
0.33 |
44,33,415 |
14,63,027 |
29,70,388 |
2.
Years |
0 |
1 |
2 |
3 |
4 |
CF |
– 100,00,000 |
44,99,700 |
39,68,621 |
38,21,801 |
38,34,388 |
PVIF @ 10% |
1 |
0.90909091 |
0.82644628 |
0.7513148 |
0.683013455 |
PV |
-10000000 |
4090636.36 |
3279851.86 |
2871375.55 |
2618938.534 |
NPV |
2860802 |
NPV represents the earnings from the projected investment. Yes, Multitakks limited should accept the project because NPV is positive.
3. Managerial options:
Availability of managerial options increases the investment’s value. The value can be seen as its NPV composed with the options value if any.
Project’s value = NPV + value of options.
With higher uncertainty, the chances of options value are also greater (Dayananda, D., 2002).
Varieties of Managerial options are:
Option to Expand: In manufacturing business, the management seeks to make the investment and initially investment outlay represents the negative NPV and so the management finds the option to expand till the offset of the negative NPV. Thus, the project should be accepted.
Option to abandon: In this option, the project should be restraint if their economic use is not justified. In this option, the resources should be either diverted to another department or to sell the resources. Thus, when the option to abandon the project is available then, the value of investment is increased.
Option to postpone: In this option, the option to wait is available in some cases. In other words, project is not undertaken now. This is very advantageous for the company because company can gather information from external sources about prices, cost etc. and thus can take firmly decisions. Thus, it can be said that higher risks mean the higher value of option to postpone.
In fact, financial options are more easy to value than managerial options.
References
Bierman Jr, H. and Smidt, S.,2012, the capital budgeting decision: economic analysis of investment projects, Routledge.
Dayananda, D., Harrison, S., Irons, R., Herbohn, J. and Rowland, P., 2002, Capital budgeting: Financial appraisal of investment projects, Cambridge University Press: UK.
Kaplan, S. and Garrick, B.J., 1981, On the quantitative definition of risk, Risk analysis. Vol.1, no.1, pp. 11-27.
Shapiro, A.C., 2005, Capital budgeting and investment analysis, Prentice hall.
Weingartner, H.M.,1969, ‘some new views on the payback period and capital budgeting decisions,’ management science, vol.15, no.12, pp. B-594.
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