Financial Management - Evaluating Projects 2

Evaluating projects DCF analysis CF1 CF2 CF3 CF4 CF5 NPV = CF0 + + + + + + ... 2 3 4 5 (1 + r) (1 + r) (1 + r) (1 + r) (1 + r) Forecast cashflows Opportunity costs, inflation, working capital, taxes, depreciation Discount at the opportunity cost of capital Rate of return required by investors for projects with similar risk Static-thinking trap Decision is made today, then plan is followed Real options Recognize that decisions can be revised Example Southern Company is evaluating its alternatives for complying with the Clean Air Act. It can: (1) continue to burn HS coal and buy allowances; (2) install scrubbers and sell allowances; (3) switch to LS coal. Phase I of the Clean Air Act takes effect in 1995 and Phase II begins in 2000. Evaluating projects Real options Option to expand / make follow-up investments Option to abandon unprofitable projects Option to wait before investing Option to change production methods Key elements Information will arrive in the future Decisions can be made after receiving this information Example 1 Your firm has just developed a new handheld PDA, code-named the Model A. To produce Model A, the firm would need to invest $20 million in new plant and equipment. The firm would sell Model A for a per unit profit of $200. Sales are expected to be 30,000 in year 1, 40,000 in year 2, and 50,000 in year 3. Net working capital and taxes are zero, and r = 12%. Model B will replace Model A in year 4, with the same price and unit costs. Sales are forecasted to be 60,000 in year 4, 80,000 in year 5, and 100,000 in year 6. Model B would require $30 million in new plant and equipment. PDA, cont. Should your firm proceed with the Model A? Model A NPV = − 20,000 + 30 × 200 40 × 200 50 × 200 + + = −$1,148 2 3 1.12 1.12 1.12 Model B NPVyr 3 = − 30,000 + 60 × 200 80 × 200 100 × 200 + + = $7,705 2 3 1.12 1.12 1.12 NPVToday = 7,705 / 1.123 = $5,484 Combined NPV = –1,148 + $5,484 = $4,336 ⇒ Proceed. PDA, cont. What if Model B requires an investment of $40 million? Model A NPV = − 20,000 + 30 × 200 40 × 200 50 × 200 + + = −$1,148 2 3 1.12 1.12 1.12 Model B NPVyr 3 = − 40,000 + 60 × 200 80 × 200 100 × 200 + + = −$2,295 2 3 1.12 1.12 1.12 NPVToday = −2,295 / 1.123 = −$1,634 Combined NPV = −1,148 – $1,634 = –$2,782 ⇒ Reject? PDA, cont. What’s missing? Information will arrive about Model B’s sales or costs before a decision has to be made. Sales … In year 3, sales for Model A are expected to be 50,000. But they might be either 25,000 or 75,000. If sales are 25,000 in year 3 Forecast for Model B is 30,000, 40,000, 50,000 If sales are 75,000 in year 3 Forecast for Model B is 90,000, 120,000, 150,000 PDA, cont. Model B decision If sales in year 3 are 25,000 NPVyr 3 = − 40,000 + 30 × 200 40 × 200 50 × 200 + + = −$21,148 2 3 1.12 1.12 1.12 If sales in year 3 are 75,000 90 × 200 120 × 200 150 × 200 + + = $16,556 NPVyr 3 = − 40,000 + 2 3 1.12 1.12 1.12 Continue only if year 3 sales are good Expected NPVyr 3 = .5 × 0 + .5 × 16,556 = $8,278 Abandonment option PDA, cont. Should the firm proceed with the Model A? Model A NPV = −$1,148 Model B Expected NPVyr 3 = $8,278 NPVToday = $8,278 / 1.123 = $5,892 Combined NPV = −1,148 + $5,892 = $4,744 ⇒ Proceed. Example 2 You have the opportunity to purchase a copper mine for $400,000. The mine contains 1 million kgs of copper for sure. If you buy the mine, you can extract the copper now or wait one year. Extraction takes one year and costs $2 / kg. The current price of copper is $2.2 / kg. The price is expected to increase 5% for the next two years. If the discount rate is 10%, should you buy the mine? Copper mine, cont. Copper prices The current price of copper is $2.2 / kg. The price is expected to increase 5% next year, but the actual change might be either a 20% drop or a 30% increase. After that, the price will increase by 5% for certain. P1 = 2.86 P0 = 2.2 P1 = 1.76 Exp[P1] = .5×2.86 + .5×1.76 = $2.31 Exp[P2] = $2.31 × 1.05 = $2.4255 Copper mine, cont. Static NPV Extract immediately Costs = $2,000,000 Exp[Revenues] = 2.31 × 1 million = $2,310,000 NPV = −400,000 + (2,310,000 − 2,000,000) / 1.1 = −$118,182 Extract in one year Costs = $2,000,000 Exp[Revenues] = 2.4255 × 1 million = $2,425,500 NPV = −400,000 + (2,425,500 − 2,000,000) / 1.12 = −$48,347 Copper mine, cont. Where’s the real option? We are not committed to extracting in one year. We can make the decision once we see copper prices. Extraction costs = 2.0 / kg. Copper prices If P1 = 2.86 ⇒ P2 = 2.86 × 1.05 = $3.003 If P1 = 1.76 ⇒ P2 = 1.76 × 1.05 = $1.848 Decision Extract only if P1 = $2.86 CF2 = (3.003 – 2.000) × 1 million = $1,003,000 Copper mine, cont. Dynamic NPV Extract in one year If P1 = 1.76 ⇒ NPVyr 1 = 0 If P1 = 2.86 ⇒ NPVyr 1 = 1,003,000 / 1.1 = $911,818 Expected NPVyr 1 = .5 × 0 + .5 × 911,818 = $455,909 NPVtoday = –400,000 + 455,909 / 1.1 = $14,463. Copper mine, cont. Decision tree P1 = 1.76, PV = -618 Extract now P1 = 2.86, PV = 382 PV = -526 Extract If buy Wait P1 = 1.76 P1 = 2.86 Don’t Extract Don’t PV = -400 PV = 429 PV = -400 Copper mine, cont. $600 $400 Value as a function of P2 (1000s) $200 $0 1.40 -$200 -$400 -$600 -$800 -$1,000 1.60 1.80 2.00 2.20 2.40 2.60 2.80 Copper mine, cont. A caution Should we use the same discount rate for years 1 and 2? During extraction In year 2, project risk is very low looking forward Profits of $1,003,000 for sure Real option In year 1, project risk is very high Project has value of either $0 or $911,818 at end of year Rule: use a higher discount rate to value the option But how high? Black-Scholes option pricing formula Copper mine, cont. A note on volatility Copper prices have become more volatile: They are still expected to increase 5% next year, but the actual change might be either a 40% drop or a 50% increase (compared with a change of –20% or 30% before). How would this affect NPV? If P1 = 3.30 ⇒ P2 = 3.465 ⇒ CF2 = $1,465,000 If P1 = 1.32 ⇒ P2 = 1.382 ⇒ CF2 = $0 (why?) Expected NPVyr 1 = .5 × 0 + .5 × (1,465,000 / 1.1) = $665,909 NPVtoday = –400,000 + 665,909 / 1.1 = $205,372 Example 3 Boeing is evaluating whether or not to proceed with development of a new regional jet. The firm expects development to take 2 years, cost roughly $750 million, and it hopes to get unit costs down to $36 million. Boeing forecasts that it can sell 30 planes each year at an average price of $41 million. Where are the real options? Option to abandon project after 1st or 2nd year of R&D Option to expand production Option to shut down production if costs rise or prices fall What’s wrong with simple NPV? 200 550 150 150 150 − + + + + ... NPV = − 2 3 4 5 1+ r (1+ r) (1+ r) (1+ r) (1+ r) Example 4 Microsoft has just developed the Xbox, and it must now decide whether to proceed with production. If it does, Microsoft would have to invest $700 million in new PP&E immediately. If the Xbox is successful, Microsoft will earn cash profits of $350 million annually. If the Xbox fails, it will lose $200 million annually. The outcomes are equally likely. Where are the real options? Real options Summary Options are pervasive We often have the option to revise our decisions when new information arrives. Options can have enormous value Static NPV analysis that ignores imbedded options can lead to bad decisions. NPV is still correct when applied correctly We don’t need to get fancy Formal option pricing models, like Black-Scholes, can sometimes be used. But the basic point is much simpler. Investment criteria Graham and Harvey (2000) Survey of CFOs finds that 75% of firms use NPV ‘always’ or ‘almost always.’ Alternatives Payback period Accounting rates of return (ROA or ROI) Internal rate of return (IRR) Investment criteria Properties of NPV Cashflows NPV is based on cashflows and explicitly measures value. It is flexible enough to take into account strategic issues. Timing and risk NPV recognizes that cash received in the future is worth less than cash today, and that risky cashflows are worth less than safe cashflows. Objective NPV is objective. Take all projects with NPV > 0 because these create value. Alternative 1 Payback period How long it takes to recover the firm’s original investment (or how long the project takes to pay for itself). Example Payback is 3 years for all of the following investments: Project A B C CF0 -100 -100 -100 CF1 20 50 50 CF2 30 30 30 CF3 50 20 20 CF4 60 60 600 Issues Ignores cashflows after the payback period, crude timing adjustment, no risk adjustment Alternative 2 Accounting rate of return Defined in various ways. Accounting profits divided by some measure of investment. ROA, ROE, ROI: return on assets, equity, or investment Issues Ignores timing Accounting earnings ≠ cashflows Arbitrary changes in accounting can affect profitability Incentive distortions if used for compensation Example GM has just designed a new Saturn. Sales are expected to be 200,000 cars annually at a price of $18,000. Costs are expected to be $17,000 / car. GM expects to invest $400 million in working capital. GM must invest $400 million in new equipment and stamping machines. The equipment will be used for the full production cycle of the car, expected to be 4 years, and will have a salvage value of $60 million at the end. The tax rate is 40% and r = 10%. Example, cont. Book value of assets ($ million) Year 0 1 2 3 4 Beg equip Beg NWC Beg assets 400 400 800 315 400 715 230 400 630 145 400 545 Depreciation 85 85 85 85 End equip End NWC End assets 400 400 800 315 400 715 230 400 630 145 400 545 0 0 0 Average BV 400 758 673 588 273 Average BV = (Beg BV + End BV) / 2 Example, cont. Income and cashflows ($ million) Year Sales COGS Depreciation EBIT Taxes Oper income Cashflow 0 1 2 3 4 -800 3,600 3,400 85 115 46 69 154 3,600 3,400 85 115 46 69 154 3,600 3,400 85 115 46 69 154 3,600 3,400 85 115 46 69 614 Cashflow = Oper income + depr – ∆NWC + equipment Example, cont. ROA / ROI Year Oper income Avg assets ROA 0 1 2 3 4 400 69 758 9.1% 69 673 10.3% 69 588 11.7% 69 273 25.3% ROA1 = average ROA = 14.1% ROA2 = avg oper income / avg assets = 12.1% ROA3 = avg oper income / initial investment = 8.6% NPV ≈ $0 Alternative 3 Internal rate of return IRR is the discount rate that gives NPV = 0. Intuitively, IRR is the return on the project. Accept projects with an IRR above the discount rate. Example Saturn cashflows Year Cashflow What is the IRR? 0 1 2 3 4 -800 154 154 154 614 10.11% IRR, cont. $ 200 NPV as a function of r 150 100 IRR: r that makes NPV = 0 50 0 3% -50 -100 4% 5% 6% 7% 8% 9% 10% 11% 12% 13% 14% 15% IRR, cont. IRR vs. NPV Generally, if IRR is greater than the hurdle rate, then NPV is positive. Issues Some projects have no IRR Multiple IRRs Lending or borrowing? Mutually exclusive investments IRR, cont. Problem 1: Some projects do not have an IRR CF0 = -105,000, CF1 = 250,000, CF2 = -150,000 $1,000 NPV as a function of r $0 -$1,000 -$2,000 -$3,000 -$4,000 -$5,000 -$6,000 0% 5% 10% 15% 20% 25% 30% 35% 40% 45% 50% IRR, cont. Problem 2: Some projects have multiple IRRs CF0 = -100,000, CF1 = 233,000, CF2 = -135,000 $1,000 NPV as a function of r $500 $0 0% -$500 -$1,000 -$1,500 -$2,000 3% 6% 9% 12% 15% 18% 21% 24% 27% 30% IRR, cont. Example 2 CF0 = -20,100, CF1 = 160,000, CF2 = -302,900, CF3 = 166,000 Three IRRs: r = 8.6%, 38.5%, and 449% $4,000 NPV as a function of r $3,000 $2,000 $1,000 $0 0% -$1,000 -$2,000 7% 14% 21% 28% 35% 42% 49% 56% IRR, cont. Problem 3: The IRR rule must be reversed for a project with an initial cash inflow, CF0 > 0. CF0 = 100,000, CF1 = –120,000 $10,000 NPV as a function of r $5,000 $0 -$5,000 -$10,000 -$15,000 -$20,000 -$25,000 0% 3% 6% 9% 12% 15% 18% 21% 24% 27% 30% IRR, cont. Problem 4: Mutually exclusive projects To choose among mutually exclusive projects, do not compare the IRRs. The project with the higher IRR does NOT have to have the higher NPV. Two reasons not to use IRR If the scale of the projects is different Project A: CF0 = -1, CF1 = 2 Project B: CF0 = -10, CF1 = 15 If the timing of the cashflows is different Example on next page IRR, cont. If you can invest in only one of the following projects, which would you choose? Project A CF0 = -10,000 CF1 = 10,000 CF2 = 1,000 CF3 = 1,000 CF1 = 1,000 CF2 = 1,000 CF3 = 12,000 IRR = 16.0% Project B CF0 = -10,000 IRR = 13.4% IRR, cont. $3,000 Project A Project B $2,000 $1,000 $0 4% -$1,000 -$2,000 8% 12% 16% 20%