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Capital Budgeting

OpenStax Principles of Finance (CC BY 4.0) · MIT OCW 15.401 (CC BY-NC-SA 4.0)

A firm should invest in a project if and only if its net present value is positive. NPV is the gold standard. IRR and payback period are useful shortcuts, but each has traps.

Discount rate (r) NPV ($) 0 IRR NPV > 0: accept NPV < 0: reject NPV as a function of discount rate

The NPV rule

Net present value discounts all future cash flows back to today at the opportunity cost of capital, then subtracts the initial investment. If NPV > 0, the project creates value. If NPV < 0, it destroys value. Accept all positive-NPV projects.

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Internal rate of return (IRR) and its pitfalls

The IRR is the discount rate that makes NPV exactly zero. For conventional projects (one outflow followed by inflows), IRR works fine: accept if IRR exceeds the cost of capital. But IRR breaks down with non-conventional cash flows (multiple sign changes produce multiple IRRs) and when comparing mutually exclusive projects of different scales.

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Payback period

The payback period counts how many years it takes to recover the initial investment. Simple and intuitive, but it ignores the time value of money and everything that happens after payback. The discounted payback period fixes the first problem but not the second.

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Comparing mutually exclusive projects

When you can only pick one project, IRR can mislead. A small project with 50% IRR is not necessarily better than a large project with 20% IRR. NPV settles every comparison: pick the project with the highest NPV. When projects have different lives, use equivalent annual annuity to compare.

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