Chapter 5
N E T P R E S E N T VA LU E A N D O T H E R I N V E S T M E N T R U L E S
McGraw-Hill/Irwin Copyright © 2013 by The McGraw-Hill Companies, Inc. All rights reserved.
KEY CONCEPTS AND SKILLS
• Be able to compute payback and discounted
payback and understand their shortcomings
• Be able to compute the internal rate of
return and profitability index, understanding
the strengths and weaknesses of both
approaches
• Be able to compute net present value and
understand why it is the best decision
criterion
5-2
CHAPTER OUTLINE
5.1 Why Use Net Present Value?
5.2 The Payback Period Method
5.3 The Internal Rate of Return
5.4 Problems with the IRR Approach
5.5 The Profitability Index
5.6 The Practice of Capital Budgeting
5-3
5.1 WHY USE NET PRESENT VALUE?
• Accepting positive NPV projects benefits
shareholders.
NPV uses cash flows
NPV uses all the cash flows of the project
NPV discounts the cash flows properly
5-4
THE NET PRESENT VALUE (NPV) RULE
• Net Present Value (NPV) =
Total PV of future CF’s + Initial Investment
• Estimating NPV:
1. Estimate future cash flows: how much? and
when?
2. Estimate discount rate
3. Estimate initial costs
• Minimum Acceptance Criteria: Accept if NPV
>0
• Ranking Criteria: Choose the highest NPV
5-5
CALCULATING NPV WITH
SPREADSHEETS
• Spreadsheets are an excellent way to compute
NPVs, especially when you have to compute the
cash flows as well.
• Using the NPV function:
• The first component is the required return entered as a
decimal.
• The second component is the range of cash flows
beginning with year 1.
• Add the initial investment after computing the NPV.
5-6
5.2 THE PAYBACK PERIOD METHOD
• How long does it take the project to “pay back”
its initial investment?
• Payback Period = number of years to recover
initial costs
• Minimum Acceptance Criteria:
• Set by management
• Ranking Criteria:
• Set by management
5-7
THE PAYBACK PERIOD METHOD
• Disadvantages:
• Ignores the time value of money
• Ignores cash flows after the payback period
• Biased against long-term projects
• Requires an arbitrary acceptance criteria
• A project accepted based on the payback criteria
may not have a positive NPV
• Advantages:
• Easy to understand
• Biased toward liquidity
5-8
5.3 THE INTERNAL RATE OF RETURN
• IRR: the discount rate that sets NPV to zero
• Minimum Acceptance Criteria:
• Accept if the IRR exceeds the required return
• Ranking Criteria:
• Select alternative with the highest IRR
• Reinvestment assumption:
• All future cash flows are assumed to be reinvested at
the IRR
5-9
INTERNAL RATE OF RETURN (IRR)
• Disadvantages:
• Does not distinguish between investing and borrowing
• IRR may not exist, or there may be multiple IRRs
• Problems with mutually exclusive investments
• Advantages:
• Easy to understand and communicate
5-10
IRR: EXAMPLE
Consider the following project:
$50 $100 $150
0 1 2 3
-$200
The internal rate of return for this project is 19.44%
$ 50 $ 100 $ 150
NPV 0 200
(1 IRR ) (1 IRR ) (1 IRR ) 3
2
5-11
NPV PAYOFF PROFILE
If we graph NPV versus the discount rate, we can see the IRR
as the x-axis intercept.
0% $100.00 $150.00
4% $73.88
8% $51.11 $100.00
12% $31.13
16% $13.52 $50.00 IRR = 19.44%
NPV
20% ($2.08)
24% ($15.97) $0.00
28% ($28.38) -1% 9% 19% 29% 39%
32% ($39.51) ($50.00)
36% ($49.54)
40% ($58.60) ($100.00)
44% ($66.82)
Discount rate
5-12
CALCULATING IRR WITH SPREADSHEETS
• You start with the same cash flows as you did for
the NPV.
• You use the IRR function:
• You first enter your range of cash flows, beginning with
the initial cash flow.
• You can enter a guess, but it is not necessary.
• The default format is a whole percent – you will normally
want to increase the decimal places to at least two.
5-13
5.4 PROBLEMS WITH IRR
Multiple IRRs
Are We Borrowing or Lending
The Scale Problem
The Timing Problem
5-14
MUTUALLY EXCLUSIVE VS.
INDEPENDENT
• Mutually Exclusive Projects: only ONE of
several potential projects can be chosen,
e.g., acquiring an accounting system.
• RANK all alternatives, and select the best one.
• Independent Projects: accepting or
rejecting one project does not affect the
decision of the other projects.
• Must exceed a MINIMUM acceptance criteria
5-15
MULTIPLE IRRS
There are two IRRs for this project:
$200 $800 Which one should
we use?
0 1 2 3
-$200 - $800
N PV
$100.00
100% = IRR2
$50.00
$0.00
-50% 0% 50% 100% 150% 200%
($50.00) Discount rate
0% = IRR1
($100.00)
5-16
MODIFIED IRR
• Calculate the net present value of all cash
outflows using the borrowing rate.
• Calculate the net future value of all cash inflows
using the investing rate.
• Find the rate of return that equates these values.
• Benefits: single answer and specific rates for
borrowing and reinvestment
5-17
THE SCALE PROBLEM
Would you rather make 100% or
50% on your investments?
What if the 100% return is on a $1
investment, while the 50% return is
on a $1,000 investment?
5-18
THE TIMING PROBLEM
$10,000 $1,000 $1,000
Project A
0 1 2 3
-$10,000
$1,000 $1,000 $12,000
Project B
0 1 2 3
-$10,000
5-19
THE TIMING PROBLEM
$5,000.00 Project A
$4,000.00 Project B
$3,000.00
$2,000.00
10.55% = crossover rate
$1,000.00
NPV
$0.00
($1,000.00) 0% 10% 20% 30% 40%
($2,000.00)
($3,000.00)
($4,000.00)
12.94% = IRRB 16.04% = IRRA
($5,000.00)
Discount rate
5-20
CALCULATING THE CROSSOVER RATE
Compute the IRR for either project “A-B” or “B-A”
Year Project A Project B Project A-B Project B-A
0 ($10,000) ($10,000) $0 $0
1 $10,000 $1,000 $9,000 ($9,000)
2 $1,000 $1,000 $0 $0
3 $1,000 $12,000 ($11,000) $11,000
$3,000.00
$2,000.00
10.55% = IRR
$1,000.00
NPV
A-B
$0.00
B-A
($1,000.00) 0% 5% 10% 15% 20%
($2,000.00)
($3,000.00)
Discount rate
5-21
NPV VERSUS IRR
• NPV and IRR will generally give the same
decision.
• Exceptions:
• Non-conventional cash flows – cash flow signs change
more than once
• Mutually exclusive projects
• Initial investments are substantially different
• Timing of cash flows is substantially different
5-22
5.5 THE PROFITABILITY INDEX (PI)
Total PV of Future Cash Flows
PI
Initial Investent
• Minimum Acceptance Criteria:
• Accept if PI > 1
• Ranking Criteria:
• Select alternative with highest PI
5-23
THE PROFITABILITY INDEX
• Disadvantages:
• Problems with mutually exclusive investments
• Advantages:
• May be useful when available investment funds are
limited
• Easy to understand and communicate
• Correct decision when evaluating independent projects
5-24
5.6 THE PRACTICE OF CAPITAL
BUDGETING
• Varies by industry:
• Some firms may use payback, while others choose an
alternative approach.
• The most frequently used technique for large
corporations is either IRR or NPV.
5-25
EXAMPLE OF INVESTMENT RULES
Compute the IRR, NPV, PI, and payback period for
the following two projects. Assume the required
return is 10%.
Year Project A Project B
0 -$200-$150
1 $200 $50
2 $800 $100
3 -$800$150
5-26
EXAMPLE OF INVESTMENT RULES
Project AProject B
CF0 -$200.00-$150.00
PV0 of CF1-3 $241.92 $240.80
NPV = $41.92 $90.80
IRR = 0%, 100% 36.19%
PI = 1.2096 1.6053
5-27
EXAMPLE OF INVESTMENT RULES
Payback Period:
Project A Project B
Time CF Cum. CF CF
Cum. CF
0 -200 -200 -150 -150
1 200 0 50-100
2 800 800 100 0
3 -800 0 150 150
Payback period for project B = 2 years.
Payback period for project A = 1 or 3 5-28
NPV AND IRR RELATIONSHIP
Discount rate NPV for A NPV for B
-10% -87.52 234.77
0% 0.00 150.00
20% 59.26 47.92
40% 59.48 -8.60
60% 42.19 -43.07
80% 20.85 -65.64
100% 0.00 -81.25
120% -18.93 -92.52
5-29
NPV
NPV PROFILES
$400
$300
IRR 1(A) IRR (B) IRR 2(A)
$200
$100
$0
-15% 0% 15% 30% 45% 70% 100% 130% 160% 190%
($100)
($200)
Project A
Discount rates
Cross-over Rate Project B
5-30
SUMMARY – DISCOUNTED CASH FLOW
• Net present value
• Difference between market value and cost
• Accept the project if the NPV is positive
• Has no serious problems
• Preferred decision criterion
• Internal rate of return
• Discount rate that makes NPV = 0
• Take the project if the IRR is greater than the required return
• Same decision as NPV with conventional cash flows
• IRR is unreliable with non-conventional cash flows or mutually
exclusive projects
• Profitability Index
• Benefit-cost ratio
• Take investment if PI > 1
• Cannot be used to rank mutually exclusive projects
• May be used to rank projects in the presence of capital
rationing
5-31
SUMMARY – PAYBACK CRITERIA
• Payback period
• Length of time until initial investment is
recovered
• Take the project if it pays back in some
specified period
• Does not account for time value of money, and
there is an arbitrary cutoff period
5-32
