Professional Documents
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BUDGETING
DECISIONS
IN
INDIA
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©Capital Budgeting is a project
selection exercise performed by the
business enterprise.
©
©Capital budgeting uses tools such as
Payback Period, Accounting Rate of
Return, Net Present Value, Internal
Rate of Return & Profitability Index
to select projects
©
©Capital budgeting is the planning
process used to determine whether a
firm's long term investments are
worth pursuing.
WHAT IS CAPITAL BUDGETING
CAPITAL BUDGETING PROCESS
Corporate Goal Strategic Planning
Investment Opportunities
Preliminary Screening
Financial appraisal,
Quantitative Analysis, Project
evaluation or project analysis Qualitative factors,
judgments and gut
feelings
Accept Reject
Implementation Facilitation, monitoring, control & review
Continue, expand or
abandon project
Post implementation project
PROJECT CLASSIFICATIONS
Analyzing capital expenditure proposals is not a costless
operation—benefits can be gained, but analysis does have a
cost. Firms generally categorize projects and then analyze
those in each category somewhat differently:
qReplacement: maintenance of business
qReplacement: cost reduction
qExpansion of existing products or markets
qExpansion into new products or markets
qSafety and/or environmental projects
qResearch and development
WHAT IS CAPITAL BUDGETING DECISIONS
A capital budgeting decision is one that
involves allocation of funds to projects
that will have a life of atleast 1 year
& usually much longer.
They involve resource allocation
and the determination of cash
outflows & inflows, which need to
be planned and budgeted.
Capital budgeting decisions
impact the firm for several years,
so they must be carefully planned.
The timing of the decisions is important.
NEED FOR INVESTMENT DECISIONS
qBuy new office equipment, cars or trucks.
qAdd to or renovate existing facilities, including the
purchase of new capital equipment/machinery.
qExpand plant or process operations.
qInvest in facilities for a new product or expand services.
qContinue or discontinue an existing product line.
qReplace existing capital equipment with new equipment.
qInvest in software to meet technologybased needs or
systems designed to help improve process and/or efficiency.
qInvest in R&D or intangible assets.
qReorganize assets or services.
qAcquire another company.
1.Estimation of costs and benefits of a proposal
or of each alternative.
2.Estimation of the required rate of return,
i.e., the cost of capital
3.Selection and applying the decision criterion.
Managers should separate investment
and financing decisions
A Capital Budgeting Process Should:
Account for the time value of money
Account for risk
Focus on cash flow
Rank competing projects appropriately,
and
Lead to investment decisions that
maximize shareholders’ wealth
Capital budgeting decisions are importance, crucial
and critical business decisions due to the following
reasons:
©Substantial Expenditure
©Long Time Period
©Irreversibility
©Complex Decisions
TYPES OF CAPITAL BUDGETING
DECISIONS
Capital budgeting refers to the total process of
generating, evaluating, selecting and following up
on capital expenditure alternatives. Basically, the
firm may be confronted with three types of capital
budgeting decisions:
©AcceptReject Decision
©Mutually Exclusive Project Decision
©Capital Rationing Decision
DECISION PROCESS
INVESTMENT OPPORTUNITIES
PROPOSALS
NEW INVESTMENT OPPORTUNITIES
PLANNING PHASE
PROPOSALS
IMPROVEMENT IN PLANNING
REJECTED
& EVALUATION PROCEDURE
OPPORTUNITIES EVALUATION PHASE
PROJECTS
REJECTED
SELECTION PHASE
PROPOSALS
ACCEPTED PROJECTS
REJECTED IMPLEMENTATION PHASE
PROJECTS
ONLINE PROJECTS
CONTROL PHASE
PROJECT TERMINATION
AUDITING PHASE
DIFFICULTIES IN EXECUTION OF
CAPITAL BUDGETING DECISIONS
©The benefits from Investments are uncertain. Therefore,
there is an element of risk.
©
©Future Revenues have to be estimated. They depend on
factors which are the possibilities of shift in consumer
preference, the actions of competitors.
©
©Costs incurred &benefits occur in different time periods.
They are logically not comparable because of the time value
of money.
©
©It is not possible to calculate in quantitative terms the
benefits or costs.
RATIONALE OF CAPITAL
BUDGETING DECISIONS
The rationale behind the capital budgeting decisions is
efficiency. The main objective of the firm is to maximize
profit either by way of increased revenue or by cost
reduction.
The types of capital budgeting decisions which expand
revenue or reduce cost.
qInvestment decisions affecting revenue
qInvestment decisions reducing costs
qTactical investment decisions
qStrategic investment decisions
DECISION CRITERIA
PAYBACK PERIOD
It is the time duration required to recoup the investment
committed to a project.
Formula: Investment required / Net annual cash inflow
DECISION RULES
•Select the projects which have payback periods lower than
or equivalent to the stipulated payback period.
•Arrange these selected projects in increasing order of their
respective payback periods.
• Select those projects from the top of the list till the capital
Budget is exhausted.
EXAMPLE:If Project A has a payback period of 3 years &
Project B has a payback period of 4 years and 2 months, then
investment decision will be to choose Project A & reject B.
ACCOUNTING RATE OF RETURN
ARR is the rate arrived at by expressing the average annual
NPAT as given in the income statement as a percentage of the
total investment or average investment.
Formula:
ARR=AVERAGE NPAT/ORIGINAL INVESTMENT *100
ARR=AVERAGE NPAT/ AVERAGE INVESTMENT *100
Ans:With original investment ARR = 6.5% & With average
investment, ARR=12.68%
NET PRESENT VALUE
NPV of an investment/project is the difference between
present value of cash inflows and cash outflows.
If the NPV is Then the project is
Positive Acceptable
Zero Acceptable
DECISION RULES Negative Not acceptable
Investment B should be chosen over investment A
DISCOUNTED PAYBACK PERIOD
It is the time required for an investment's discounted cash flows to
cover the initial outlay required.
With Discounted Payback Period we get to see the real value of
cash inflows.
Formula:
Example: machine cost= $5000, cost of capital= 10%
The discounted payback period is 1.14 years
(1 year + ($5000 $4545)/$3304 = 1 year + .14 year).
INTERNAL RATE OF RETURN
IRR is the rate of return promised by an investment project over
its useful life.
Formula: Investment required / Net annual cash inflow
Decision Rule:
ØIf the IRR >= required rate of return, then project is acceptable.
ØIf IRR < required rate of return, then project is rejected.
EXAMPLE: X ltd. Is currently undertaking following project
which would result into following returns over a period of time.
Year Gross Cost of machinery=Rs. 20000,
1 8000
Yield Dep=20% on WDV basis,
2 8000 Tax=50%,
cost of capital=18%
3 9000
4 9000
Since the IRR is below the cost of capital i.e. 18% the project
5 7500
would not be accepted.
xample : Global Wireless
It is a worldwide provider of wireless telephony devices.
Global Wireless is contemplating a major expansion of its
wireless network in two different regions:
üWestern Europe expansion
üA smaller investment in Southeast U.S.
Western Europe(A) Southeast U.S.(B)
Initial Outlay $250 Initial Outlay $50
Year 1 inflow $35 Year 1 inflow $18
Year 2 inflow $80 Year 2 inflow $22
Year 3 inflow $130 Year 3 inflow $25
Western Europe project: initial outflow of $250M
But cash inflows over first 3 years is only $245 million.
Global Wireless will reject the project (3>2.75).
Southeast U.S. project: initial outflow of $50M
Cash inflows over first 2 years cumulate to $40 million.
Project recovers initial outflow after 2.40 years.
Total inflow in year 3 is $25 million. So, the project
generates $10 million in year 3 in 0.40 years ($10 million
© $25 million).
Global Wireless will accept the project (2.4<2.75).
Discounted Payback
Global Wireless uses an 18% discount rate
Ans: Project A=4.015yrs, Project B= 3.238 yrs
ØCapital budgeting decisions are undertaken at the top
management level and are planned in advance. The
Corporates follow mostly topdown approach in this
regard.
ØDiscounted cash flow techniques are more popular
now.
ØHigh growth firms use IRR more frequently whereas
Payback period is more widely used by small firms.
ØPI technique is used more by public sector units than
rtance as they affect the profitability of a firm, and are the major
by private sector units.
EFFECTS OF INFLATION ON
CAPITAL BUDGETING DECISIONS
©Inflation is an important parameter that governs the
financial issues on capital budgeting decisions.
©It complicates the practical investment decision making.
©Inflation affects a project’s profitability. Though a double
digit rate of inflation is a common feature in developing
countries like India, the manager should consider it carefully.
©Inflation influences 2 aspects viz. Cash Flow, Discount Rate.
©One should distinguish between expected & unexpected
inflation.
CONCLUSION
©An effective capital budgeting process should form an
integral component of a sound overall budgeting system.
©
©Capital Budgeting Decisions of firms are of strategic
importance for the overall growth of an economy as such
decisions commit it’s limited productive resources to it’s
production system.
©
©Capital Budgeting Decision needs systematic and careful
analysis.
©
©Capital budgeting decision should aim at minimizing the
risk and maximizing the return.