Chapter 10 Making Capital Investment Decisions Prepared by

Key Concepts and Skills • Understand how to determine the relevant cash flows for a proposed project • Know how to project the cash flows and determine if a project is acceptable • Understand the various methods for computing operating cash flow • Be able to compute the CCA tax shield • Know how to evaluate cost-cutting proposals • Be able to analyze replacement decisions • Understand how to evaluate the equivalent annual cost of a project • Know how to set a bid price for a project © 2013 Mc. Graw-Hill Ryerson Limited 10 -1

Chapter Outline • Project Cash Flows: A First Look • Incremental Cash Flows • Pro Forma Financial Statements and Project Cash Flows • More on Project Cash Flow • Alternative Definitions of Operating Cash Flow • Applying the Tax Shield Approach to the Majestic Mulch and Compost Company Project • Some Special Cases of Cash Flow Analysis • Summary and Conclusions © 2013 Mc. Graw-Hill Ryerson Limited 10 -2

LO 1 Relevant Cash Flows 10. 1 • The cash flows that should be included in a capital budgeting analysis are those that will only occur (or not occur) if the project is accepted • These cash flows are called incremental cash flows • The stand-alone principle allows us to analyze each project in isolation from the firm simply, by focusing on incremental cash flows © 2013 Mc. Graw-Hill Ryerson Limited 10 -3

LO 1 Asking the Right Question • You should always ask yourself “Will this cash flow occur (or not occur) ONLY if we accept the project? ” • If the answer is “yes”, it should be included in the analysis because it is incremental • If the answer is “no”, it should not be included in the analysis because it will occur anyway • If the answer is “part of it”, then we should include the part that occurs (or does not occur) because of the project © 2013 Mc. Graw-Hill Ryerson Limited 10 -4

Common Types of Cash Flows 10. 2 LO 1 • Sunk costs – costs that have been incurred in the past • Opportunity costs – costs of lost options • Side effects • Positive side effects – benefits to other projects • Negative side effects – costs to other projects • • • Changes in net working capital Financing costs Inflation Government Intervention Capital Cost Allowance (CCA) © 2013 Mc. Graw-Hill Ryerson Limited 10 -5

LO 2 Pro Forma Statements and Cash Flow 10. 3 • Capital budgeting relies heavily on pro forma accounting statements, particularly statements of comprehensive income • Computing cash flows – refresher • Operating Cash Flow (OCF) = EBIT + depreciation – taxes • Cash Flow From Assets (CFFA) = OCF – net capital spending (NCS) – changes in NWC © 2013 Mc. Graw-Hill Ryerson Limited 10 -6

LO 2 Example: Pro Forma Statement of Comprehensive Income Sales (50, 000 units at $4. 00/unit) $200, 000 Variable Costs ($2. 50/unit) 125, 000 Gross profit $ 75, 000 Fixed costs 12, 000 Depreciation ($90, 000 / 3) 30, 000 EBIT $ 33, 000 Taxes (34%) 11, 220 Net Income $ 21, 780 © 2013 Mc. Graw-Hill Ryerson Limited 10 -7

Example: Projected Capital Requirements LO 2 Year 0 NWC Net Fixed Assets Total Investment 1 2 3 $20, 000 90, 000 60, 000 30, 000 0 $110, 000 $80, 000 $50, 000 $20, 000 © 2013 Mc. Graw-Hill Ryerson Limited 10 -8

LO 2 Example: Projected Total Cash Flows Year 0 1 OCF $51, 780 Change in NWC $51, 780 -$20, 000 Capital Spending 2 3 $51, 780 -$90, 000 CFFA -$110, 000 20, 000 $51, 780 © 2013 Mc. Graw-Hill Ryerson Limited $51, 780 $71, 780 10 -9

LO 2 Making The Decision • Now that we have the cash flows, we can apply the techniques that we learned in chapter 9 • Assume the required return is 20% • Enter the cash flows into the calculator and compute NPV and IRR • CF 0 = -110, 000; C 01 = 51, 780; F 01 = 2; C 02 = 71, 780 • NPV; I = 20; CPT NPV = 10, 648 • CPT IRR = 25. 8% • Should we accept or reject the project? © 2013 Mc. Graw-Hill Ryerson Limited 10 -10

LO 1 More on NWC 10. 4 • Why do we have to consider changes in NWC separately? • GAAP requires that sales be recorded on the statement of comprehensive income when made, not when cash is received • GAAP also requires that we record cost of goods sold when the corresponding sales are made, regardless of whether we have actually paid our suppliers yet • Finally, we have to buy inventory to support sales although we haven’t collected cash yet © 2013 Mc. Graw-Hill Ryerson Limited 10 -11

LO 4 Capital Cost Allowance (CCA) • CCA is depreciation for tax purposes • The depreciation expense used for capital budgeting should be calculated according to the CCA schedule dictated by the tax code • Depreciation itself is a non-cash expense, consequently, it is only relevant because it affects taxes • Depreciation tax shield = DT • D = depreciation expense • T = marginal tax rate © 2013 Mc. Graw-Hill Ryerson Limited 10 -12

LO 4 Computing Depreciation • Need to know which asset class is appropriate for tax purposes • Straight-line depreciation • D = (Initial cost – salvage) / number of years • Very few assets are depreciated straight-line for tax purposes • Declining Balance • Multiply percentage given in CCA table by the undepreciated capital cost (UCC) • Half-year rule • Can use PV of CCA Tax Shield Formula: © 2013 Mc. Graw-Hill Ryerson Limited 10 -13

LO 4 PV of CCA Tax Shield Formula • Where: • • • I = Total Capital Investment d = CCA tax rate Tc = Corporate Tax Rate k = discount rate Sn = Salvage value in year n n = number of periods in the project © 2013 Mc. Graw-Hill Ryerson Limited 10 -14

LO 4 Example: Depreciation and Salvage • You purchase equipment for $100, 000 and it costs $10, 000 to have it delivered and installed. Based on past information, you believe that you can sell the equipment for $17, 000 when you are done with it in 6 years. The company’s marginal tax rate is 40%. If the applicable CCA rate is 20% and the required return on this project is 10%, what is the present value of the CCA tax shield? © 2013 Mc. Graw-Hill Ryerson Limited 10 -15

LO 4 Example: Depreciation and Salvage continued • The delivery and installation costs are

LO 3 Other Methods for Computing OCF 10. 5 • Bottom-Up Approach • Works only when there is no interest expense • OCF = NI + depreciation • Top-Down Approach • OCF = Sales – Costs – Taxes • Don’t subtract non-cash deductions • Tax Shield Approach • OCF = (Sales – Costs)(1 – T) + Depreciation*T © 2013 Mc. Graw-Hill Ryerson Limited 10 -17

LO 4 Salvage Value versus UCC 10. 6 • Using the methods described in the previous slide will give incorrect answers when the salvage value differs from its UCC • If the asset is depreciated using a declining balance method, then the CCA tax shield formula is the most accurate approach, since it takes into account the future CCA impact © 2013 Mc. Graw-Hill Ryerson Limited 10 -18

LO 5 Example: Cost Cutting 10. 7 • Your company is considering a new production system that will initially cost $1 million. It will save $300, 000 a year in inventory and receivables management costs. The system is expected to last for five years and will be depreciated at a CCA rate of 20%. The system is expected to have a salvage value of $50, 000 at the end of year 5. There is no impact on net working capital. The marginal tax rate is 40%. The required return is 8%. • Click on the Excel icon to work through the example 10 -19 © 2013 Mc. Graw-Hill Ryerson Limited

LO 6 Example: Replacement Problem • Original Machine • • Initial cost = 100, 000 CCA rate = 20% Purchased 5 years ago Salvage today = 65, 000 • Salvage in 5 years = 10, 000 • New Machine • • Initial cost = 150, 000 5 -year life Salvage in 5 years = 0 Cost savings = 50, 000 per year • CCA rate = 20% • Required return = 10% • Tax rate = 40% © 2013 Mc. Graw-Hill Ryerson Limited 10 -20

LO 6 Example: Replacement Problem continued • Remember that we are interested in incremental cash flows • If we buy the new machine, then we will sell the old machine • What are the cash flow consequences of selling the old machine today instead of in 5 years? © 2013 Mc. Graw-Hill Ryerson Limited 10 -21

LO 6 Example: Replacement Problem continued • If we sell the old equipment today, then we will receive $65, 000 today. However, we will also NOT receive $10, 000 in 5 years • The appropriate number to use in the NPV analysis is the net salvage value • Always consider after-tax cash flows • You can use your calculator for the cash flows and salvage, but there are no short cuts for finding the PV of the CCA tax shield 10 -22 © 2013 Mc. Graw-Hill Ryerson Limited

LO 6 Example: Replacement Problem continued • Net present value of the project is:

LO 7 Example: Equivalent Annual Cost Analysis • Machine A • Machine B • Initial Cost = $150, 000 • Pre-tax operating cost = $65, 000 • Expected life is 8 years • Initial Cost = $100, 000 • Pre-tax operating cost = $57, 500 • Expected life is 6 years The machine chosen will be replaced indefinitely and neither machine will have a differential impact on revenue. No change in NWC is required. The required return is 10%, the applicable CCA rate is 20% and the tax rate is 40%. Which machine should you buy? © 2013 Mc. Graw-Hill Ryerson Limited 10 -24

LO 8 Example: Setting the Bid Price • Consider the example in the textbook: • • • Need to produce 5 modified trucks per year for 4 years We can buy the truck platforms for $10, 000 each Facilities will be leased for $24, 000 per year Labour and material costs are $4, 000 per truck Need $60, 000 investment in new equipment, depreciated at 20% (CCA class 8) Expect to sell equipment for $5, 000 at the end of 4 years Need $40, 000 in net working capital Tax rate is 43. 5% Required return is 20% © 2013 Mc. Graw-Hill Ryerson Limited 10 -25

Quick Quiz • How do we determine if cash flows are relevant to the capital budgeting decision? • What are the different methods for computing operating cash flow and when are they important? • What is the basic process for finding the bid price? • What is equivalent annual cost and when should it be used? © 2013 Mc. Graw-Hill Ryerson Limited 10 -26

Summary 10. 8 • You should know: • How to determine the relevant incremental cash flows that should be considered in capital budgeting decisions • How to calculate the CCA tax shield for a given investment • How to perform a capital budgeting analysis for: • • Replacement problems Cost cutting problems Bid setting problems Projects of different lives © 2013 Mc. Graw-Hill Ryerson Limited 10 -27