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1
Capital Expenditure Decisions
CHAPTER 8
Managerial Accounting 11E
Maher/Stickney/Weil
PowerPointPowerPoint Presentation by Presentation by
LuAnn BeanLuAnn BeanProfessor of AccountingProfessor of AccountingFlorida Institute of TechnologyFlorida Institute of Technology
© 2012 Cengage Learning. All Rights Reserved. May not be copied, scanned, or duplicated, in whole or in
part, except for use as permitted in a license distributed with a certain product or service or
otherwise on a password-protected website for classroom use.
2
CHAPTER GOAL
This chapter explains how the differential principle applies to long–term decisions where the focus is on changes in operating capacity over several future time periods. Present value analysis, also called discounted cash flow (DCF), provides analysts with the appropriate technique.
☼ ☼
3
CAPITAL BUDGETING: Definition
CAPITAL BUDGETING: Definition
Involves deciding which long-term investments to take
involving capital (long-term) assets.
LO 1
4
STRATEGIC PLANNING
In strategic planning, an organization decides on major programs and the resources to devote to them. Strategic planning provides the context for capital expenditure decisions.
In strategic planning, an organization decides on major programs and the resources to devote to them. Strategic planning provides the context for capital expenditure decisions.
LO 2
5
BENEFITS: Long-Term Investments
Reducing potential to make mistakes improves product
Making goods, delivering services that competitors cannot
Reducing cycle time to make productPermanently reducing costs to provide such an
advantage that competitors cannot afford to enter market
LO 2
6
DISCOUNTED CASH FLOW (DCF): Definition
DISCOUNTED CASH FLOW (DCF): Definition
Aids in evaluating investments involving cash flows over time
where there is a significant difference between cash payment
and receipt.
LO 3
7
ELEMENTS OF DISCOUNT RATE
The choice of a discount rate should consider the followingA pure rate of interest that reflects the productive
capability of capital assetsA risk factor reflecting the riskiness of the projectAn increase reflecting inflation expected to occur
over the life of the project.
LO 3
8
RISK-FREE RATE: DefinitionRISK-FREE RATE: Definition
Is the pure interest rate plus expected inflation.
LO 3
9
What is the real interest rate?
The real interest rate is the pure interest rate plus a premium for risk but no
increase for inflation.
LO 3
10
NOMINAL INTEREST RATE: Definition
NOMINAL INTEREST RATE: Definition
Includes all three factors: pure interest, risk premium, and
expected inflation.
LO 3
11
If the present value of future cash inflows exceeds the present value offuture cash outflows for a proposal, The firm should accept the project
with the largest NPV.Reject any negative PV.
LO 3
DECISION RULEEstimate the amounts of future cash inflows and future cash outflows in each period for each alternative
Discount the future cash flows to the present using the project’s discount rate.
12
CASH FLOW VARIETIES
Initial cash flows: Occur at beginning of project
Periodic cash flowsOccur during life of project
Terminal cash flowsOccur at end of project
LO 3
13
EXAMPLE: JEP Realty Syndicators
JEP Reality Syndicators, Inc. (JEP) is considering acquisition of computer hardware with a 5-year life. Disposal of current hardware occurs in Year 0 with no gain or loss and no tax consequences.
LO 3
Continued
Cost $ 100,000
Market value of present equipment $ 10,000
Scrap value $ 5,000
JEP
14
LO 3
EXHIBITEXHIBIT 8.18.1Projected cash flows over life of
project.
Projected cash flows over life of
project.
JEP
15
LO 3
EXHIBITEXHIBIT 8.28.2
JEP
Depreciation is subtracted before
tax
Depreciation is subtracted before
tax
Year 0 & Year 1
16
LO 3
EXHIBITEXHIBIT 8.28.2
JEP
Pretax net cash inflow (outflow) – tax payable
= Net cash inflow (outflow) X PV factor
(12%) = NPV
Pretax net cash inflow (outflow) – tax payable
= Net cash inflow (outflow) X PV factor
(12%) = NPV
Year 0 & Year 1
17
JEP
EXHIBITEXHIBIT 8.28.2
+ + + + +=
LO 3
Projected cash flows over life
of project is positive $12,469.
>>>ACCEPT
Projected cash flows over life
of project is positive $12,469.
>>>ACCEPT
18
THREE ESTIMATES for Calculating NPV
The calculation of NPV for a proposed project requires three types of projectionsAmount of future cash flowsTiming of future cash flowsDiscount rate
Note: errors in predicting amounts of future cash flows will likely have the largest impact.
LO 4
19
LO 4JEP
EXHIBITEXHIBIT 8.38.3
= $350,000 in revenues
= $350,000 in revenues
+ + + +
Base case
20
LO 4JEP
EXHIBITEXHIBIT 8.38.3
+ + + ++
Amount of future cash flows
= $344,000 in revenues,
less than projected
= $344,000 in revenues,
less than projected
21
LO 4JEP
EXHIBITEXHIBIT 8.38.3
= $350,000 in revenues, not received as expected.
= $350,000 in revenues, not received as expected.
+
Timing of future cash flows
+++
22
LO 4JEP
EXHIBITEXHIBIT 8.38.3
+ + +
Discount rate changed to 13%
+ = $350,000 in revenues, but discount rate changed.
= $350,000 in revenues, but discount rate changed.
23
LO 5
DECISION RULE
Net Present Value Method Internal Rate of Return Method
1. Compute the investment’s net present value, using the organization’s cost of capital adjusted for project-specific risk as the discount rate (hurdle rate).2. Undertake the investment if its net present value is positive. Reject the investment if its net presentvalue is negative.
1. Compute the investment’s internal rate of return.2. Undertake the investment if its internal rate of return is equal to or greater than the organization’s cost of capital adjusted for project-specific risk (hurdle rate). If not, reject the investment.
The decision to accept or reject an investment proposal can be made using either the internal rate of return method or the net present value method under most circumstances.
24
LO 5
EXHIBITEXHIBIT 8.48.4
JEP’s hurdle rate
is 12%. Should they accept this project?
JEP’s hurdle rate
is 12%. Should they accept this project?
JEP
25
JUSTIFYING INVESTMENTSInvestments in computer-integrated manufacturing are
often difficult because of difficulties in applying discounted cash flow methods Hurdle rate too high
Should be cost of capitalBias toward incremental projectsUncertainty about operating cash flowsExclusion of benefits that are difficult to quantify
More flexibilityShorter cycle and lead timesReduction of non-value-added costs
LO 6
26
LONG-TERM INVESTMENTS
Three types of long term capital investments are: Replacement and minor improvementsExpansionStrategic moves
LO 6
27
AUDITING
Auditing to compare estimates of capital budgeting projects to actual results provides advantages: Audits identify which estimates were wrong to
correct in futureManagers can use audits to reward good planningAudits create environment that removes the
temptation to inflate estimates and benefits
LO 7
28
BEHAVIORAL ISSUES
Planners have a desire to implement a project, meet performance measures. This can influence their objectivity in making estimates. Additionally, conflicts may arise between criteria used to evaluate individual projects and criteria used to evaluate an organization’s overall or unit performance.
Planners have a desire to implement a project, meet performance measures. This can influence their objectivity in making estimates. Additionally, conflicts may arise between criteria used to evaluate individual projects and criteria used to evaluate an organization’s overall or unit performance.
LO 8
29
End of CHAPTER 8