Capital allocation is the process used by an issuer’s management to make capital investment decisions.
Steps in Capital Allocation Process
The steps in the capital allocation process are as follows:
Step 1 – Idea generation: Most important step in the process. Investment ideas can come from anywhere within the organization, or outside (customers, vendors, etc.). What projects can add value to the company in the long term?
Step 2 – Investment analysis: Gathering information to forecast cash flows for each project and then computing the project’s profitability. Output of this step: A list of profitable projects.
Step 3 – Capital allocation planning: Do the profitable projects fit in with the company’s long-term strategy? Is the timing appropriate? Some projects may be profitable in isolation but not so much when considered along with the other projects. Scheduling and prioritizing of projects are important.
Step 4 – Monitoring and post-audit: Post-audit helps in assessing how effective the capital budgeting process was. How do the actual revenues, expenses, and cash flows compare against the predictions? Post-auditing is useful in three ways:
Capital Allocation Principles
The following are the six key principles of capital allocation:
Other important points to consider:
Independent projects vs. mutually exclusive projects: Independent projects are unrelated projects that can be analyzed separately, while mutually exclusive projects compete with each other. Two independent projects can both be executed if they individually meet the criteria. If two projects are mutually exclusive, then either of the two can be undertaken, not both.
Project sequencing: Certain projects are linked through time, i.e., completion of one project creates an opportunity to invest in another project later based on its profitability.
Net present value is the present value of the future after tax cash flows minus the investment outlay.
Decision rule:
For independent projects:
If NPV > 0, accept.
If NPV < 0, reject.
For mutually exclusive projects:
Accept the project with higher and positive NPV.
Example
Compute NPV for projects A and B given the following data:
Cost of capital = 10% | ||
Expected Net after Tax cash flows | ||
Year | Project A (in $) | Project B (in $) |
0 | -1,000 | -1,000 |
1 | 500 | 100 |
2 | 400 | 300 |
3 | 300 | 400 |
4 | 100 | 600 |
Solution:
Project A:
On the exam, you can save time by using the calculator to solve for NPV instead of using the above formula. The key strokes are given below:
Key strokes | Display |
[CF][2nd][CLR WORK] | CF0 = 0 |
1000 [+|-] [ENTER] | CF0 = -1000 |
[↓] 500 [ENTER] | C01 = 500 |
[↓] | F01 = 1 |
[↓] 400 [ENTER] | C02 = 400 |
[↓] | F02 = 1 |
[↓] 300 [ENTER] | C03 = 300 |
[↓] | F03 = 1 |
[↓] 100 [ENTER] | C04 = 100 |
[↓] | F04 = 1 |
[NPV] 10 [ENTER] | I = 10 |
[↓] CPT | NPV = 78.82 |
Project B:
Microsoft Excel functions can also be used to solve for the NPV. The two functions available are:
where “rate” is the discount rate, “values” are the cash flows, and “dates” are the dates of each of the cash flows.
IRR is the discount rate that makes the present value of future cash flows equal to the investment outlay. We can also say that IRR is the discount rate which makes NPV equal to 0.
Decision rule:
For independent projects:
If IRR > required rate of return (usually firms cost of capital adjusted for projects riskiness), accept the project.
If IRR < required rate of return, reject the project.
The required rate of return is also called hurdle rate.
For mutually exclusive projects:
Accept the project with higher IRR (as long as IRR > cost of capital).
Example
Compute IRR for projects A and B given the following data.
Cost of Capital = 10%; Expected Net After Tax Cash Flows | ||
Year | Project A (in $) | Project B (in $) |
0 | -1,000 | -1,000 |
1 | 500 | 100 |
2 | 400 | 300 |
3 | 300 | 400 |
4 | 100 | 600 |
Solution:
Project A:
A very tedious method is to set up the equation below and solve for r using trial and error.
A much faster method is to use the calculator:
Key strokes | Display |
[CF][2nd][CLR WORK] | CF0 = 0 |
1000[+|-] [ENTER] | CF0 = -1000 |
[↓] 500 [ENTER] | C01 = 500 |
[↓] | F01 = 1 |
[↓] 400 [ENTER] | C02 = 400 |
[↓] | F02 = 1 |
[↓] 300 [ENTER] | C03 = 300 |
[↓] | F03 = 1 |
[↓] 100 [ENTER] | C04 = 100 |
[↓] | F04 = 1 |
[IRR][CPT] | 14.49 |
Project B:
r = 11.79%
Microsoft Excel functions can also be used to solve for the IRR. The two functions available are:
where “values” are the cash flows, “guess” is an optional user-specified guess that defaults to 10%, and “dates” are the dates of each cash flow.
Ranking conflicts between NPV and IRR
For single and independent projects with conventional cash flows, there is no conflict between NPV and IRR decision rules. However, for mutually exclusive projects the two criteria may give conflicting results. The reason for conflict is due to differences in cash flow patterns and differences in project scale.
For example, consider two projects one with an initial outlay of $1 million and another project with an initial outlay of $1 billion. It is possible that the smaller project has a higher IRR, but the increase in firm value (NPV) is small as compared to the increase in firm value (NPV) of the larger project.
In case of a conflict, we should always go with the NPV criterion because:
Comparison between NPV and IRR
NPV | IRR |
Advantages | Advantages |
Direct measure of expected increase in value of the firm. | Shows the return on each dollar invested. |
Theoretically the best method. | Allows us to compare return with the required rate. |
Disadvantages | Disadvantages |
Does not consider project size. | Incorrectly assumes that cash flows are reinvested at IRR rate. The correct assumption is that intermediate cash flows are reinvested at the required rate. |
Might conflict with NPV analysis. | |
Possibility of multiple IRRs. |