Making Capital
Investment Decisions
Straight-line depreciation
Depreciation expense =
(initial cost salvage
value)/estimated life
Example of straight-line
depreciation
Example: compute the annual
depreciation expense for a machine
that has an estimated useful life of 4
years, a zero salvage value, and an
initial cost of $10,000,000.
depreciation expense = ($10M - 0)/4
=$2.5M
Making Capital Investment Decisions
Depreciation %
33.33
44.44
14.82
7.41
Calculating taxes
Tax = tax rate x (salvage value
book value)
Tax shields
Occur when equipment is sold for
less than book value.
Example of estimating
project cash flows
Example: the Philadelphia Pretzel Company
is considering an investment in a new
pretzel twister. The machine will cost
$20,000, and will be depreciated on a
straight-line basis to zero over two years.
It will generate additional sales of $50,000
per year and expenses of $35,000 per
year. The project will require an additional
investment in working capital of $5,000,
which will be freed up at the end of the
project. The tax rate is 40%.
Making Capital Investment Decisions
Example of estimating
project cash flows (contd.)
(1) Estimate the projects cash flows
and compute the NPV at a
discount rate of 12%.
Example of estimating
project cash flows (contd.)
0
Investment
NWC
Sales
Expenses
Gross Profit
Depreciation
EBIT
Taxes
Net Income
+ Depreciation
Oper Cash flow
Project CF
NPV @ 12%
Making Capital Investment Decisions
Example of estimating
project cash flows (contd.)
Investment
NWC
Sales
Expenses
Gross Profit
Depreciation
EBIT
Taxes
Net Income
0
-20,000
-5,000
50,000
35,000
15,000
10,000
5,000
2,000
3,000
5,000
50,000
35,000
15,000
10,000
5,000
2,000
3,000
+ Depreciation
10,000
10,000
13,000
13,000
13,000
18,000
Project CF
NPV @ 12%
IRR
(25,000)
957
15%
Example of estimating
project cash flows (contd.)
(2) Recompute the NPV if the machine is
sold
for $3,000 after two years.
After-tax salvage value
= 3000-[.40(3000-0)] = 1800
Effect on NPV = +1800/1.122 = 1435
New NPV = 957 + 1435 = 2392
Making Capital Investment Decisions
Additional considerations in
capital budgeting
Managerial options
extra flexibility can only help a
project
Capital rationing
results from a shortage of funds
Managerial options
The option to expand (if things go
well)
The option to abandon (if things go
poorly)
The option to wait (conditions may
improve)
Strategic options
Making Capital Investment Decisions
Capital rationing
Soft rationing
due to budget allocation within the
firm, but external financing is
available
Hard rationing
no external or internal capital is
available
Making Capital Investment Decisions