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Chapter 13
RISK ANALYSIS IN CAPITAL BUDGETING
Centre for Financial Management , Bangalore
OUTLINE
• Sources and Perspectives of Risk
• Sensitivity Analysis
• Scenario Analysis
• Break-even Analysis
• Hillier Model
• Simulation Analysis
• Decision Tree Analysis
• Corporate Risk Analysis
• Managing Risk
• Project Selection under Risk
• Risk Analysis in Practice
Centre for Financial Management , Bangalore
TECHNIQUES FOR RISK ANALYSIS
Techniques of riskanalysis
Analysis of stand-alone risk
Analysis of contextual risk
Sensitivityanalysis
Break-evenanalysis
Simulationanalysis
Scenarioanalysis
Corporate risk analysis
Market riskanalysis
Hilliermodel
Decision treeanalysis
Centre for Financial Management , Bangalore
SOURCES AND PERSPECTIVE OF RISK
Sources of Risk
• Project-specific risk• Competitive risk• Industry-specific risk• Market risk• International risk
Perspectives on Risk
• Standalone risk• Firm risk• Market risk
Centre for Financial Management , Bangalore
SENSITIVITY ANALYSIS(‘000)
YEAR 0 YEAR 1 - 10
1. INVESTMENT (20,000)
2. SALES 18,000
3. VARIABLE COSTS (66 2/3 % OF SALES) 12,000
4. FIXED COSTS 1,000
5. DEPRECIATION 2,000
6. PRE-TAX PROFIT 3,000
7. TAXES 1,000
8. PROFIT AFTER TAXES 2,000
9. CASH FLOW FROM OPERATION 4,000
10. NET CASH FLOW 4,000
NPV = -20,000,000 + 4,000,000 (5.650) = 2,600,000 ( discount rate = 12 % )
RS. IN MILLION
RANGE NPV
KEY VARIABLE PESSIMISTIC EXPECTED OPTIMISTIC PESSIMISTIC EXPECTED OPTIMISTIC
INVESTMENT (RS. IN MILLION) 24 20 18 -0.65 2.60 4.22
SALES (RS. IN MILLION) 15 18 21 -1.17 2.60 6.40
VARIABLE COSTS AS A 70 66.66 65 0.34 2.60 3.73
PERCENT OF SALES
FIXED COSTS 1.3 1.0 0.8 1.47 2.60 3.33
PESSIMISTIC, NORMAL AND OPTIMISTIC
SCENARIO
Centre for Financial Management , Bangalore
Pessimistic Scenario
Expected Scenario
Optimistic Scenario
1. Investment 24 20 18
2. Sales 15 18 21
3. Variable costs 10.5 (70%) 12 (66.7%) 13.65 (65%)
4. Fixed costs 1.3 1.0 0.8
5. Depreciation 2.4 2.0 1.8
6. Pre-tax profit 0.8 3.0 4.75
7. Tax 0.27 1.0 1.58
8. Profit after tax 0.53 2.0 3.17
9. Annual cash flow from operations 2.93 4.0 4.97
10. Net present value (9) x PVIFA (12%, 10 yrs) – (1)
(7.45) 2.60 10.06
BREAK-EVEN ANALYSIS
• ACCOUNTING BREAK-EVEN ANALYSISFIXED COSTS + DEPRECIATION 1 + 2
= = RS. 9 MILLION
CONTRIBUTION MARGIN RATIO 0.333
CASH FLOW FORECAST FOR NAVEEN’S FLOUR MILL PROJECT
(‘000)
YEAR 0 YEAR 1 - 10
1. INVESTMENT (20,000)
2. SALES 18,000
3. VARIABLE COSTS (66 2/3% OF SALES) 12,000
4. FIXED COSTS 1,000
5. DEPRECIATION 2,000
6. PRE-TAX PROFIT 3,000
7. TAXES 1,000
8. PROFIT AFTER TAXES 2,000
9. CASH FLOW FROM OPERATION 4,000
10. NET CASH FLOW (20,000) 4,000
• CASH BREAK-EVEN ANALYSIS
HILLIER MODEL
Uncorrelated Cash Flows
n Ct
NPV = – I t = 1 (1 + i)t
n t2 ½
(NPV) = t = 1 (1 + i)2t
Perfectly Correlated Cash Flows
n Ct
NPV = – I t = 1 (1 + i) t
n t
(NPV) = t = 1 (1 + i)t
Centre for Financial Management , Bangalore
SIMULATION ANALYSIS
PROCEDURE
1. CHOOSE VARIABLES WHOSE EXPECTED VALUES
WILL BE REPLACED WITH DISTRIBUTIONS
2. SPECIFY THE PROBABILITY DISTRIBUTIONS OF
THESE VARIABLES
3. DRAW VALUES AT RANDOM AND CALCULATE NPV
4. REPEAT 3 MANY TIMES AND PLOT DISTRIBUTION
5. EVALUATE THE RESULTS
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DECISION TREE ANALYSIS
STEPS
• DELINEATE THE DECISION TREE
• EVALUATE THE ALTERNATIVES
C21 : HD ANNUAL CASH FLOW
0.6 30 MILLION
D21 : INV
C2 EMV (C2) = RS.194.2 m
150 m
C11 : S
D2 EMV (D2) = RS.44. 2 m C22 : LD ANNUAL CASH FLOW
p : 0.7 0.4 20 MILLION
D11 : PILOT PROD
C1 EMV (C1) = RS.30. 9 m D22 : STOP
& TEST MKTG
- RS.20 m C12 : F
D1 EMV (D1) = RS.10. 9 m D3 D31 : STOP
p : 0.3
D12 : DO NOTHING
Centre for Financial Management , Bangalore
LIMITATIONS
SENSITIVITY ANALYSIS • NO IDEA OF LIKELIHOOD
• ONE FACTOR IS VARIED AT A TIME
SCENARIO ANALYSIS • SCENARIOS MAY NOT BE CLEARLY DELINEATED
SIMULATION ANALYSIS • DEFINING THE DISTRIBUTIONS IS DIFFICULT
• TRADITIONAL SIMULATION ANALYSIS DOESN’T PERMIT
INTERACTIONS AMONG VARIABLE
• BUSINESS AS USUAL ASSUMPTIONS
DECISION TREE ANALYSIS • STAGES MAY NOT BE CLEARLY DEFINED
• OUTCOMES MAY NOT BE CLASSIFIED INTO BROAD CLASSES
• PROBABILITIES & CASH FLOWS ARE DIFFICULT TO DEFINE
Centre for Financial Management , Bangalore
CORPORATE RISK ANALYSIS
• A project’s corporate risk is its contribution to the
overall risk of the firm
• On a stand-alone basis a project may be very risky but
if its returns are not highly correlated – or, even better,
negatively correlated — with the returns on the other
projects of the firm, its corporate risk tends to be low
Centre for Financial Management , Bangalore
MANAGING RISK
• FIXED AND VARIABLE COST
• PRICING STRATEGY
• SEQUENTIAL INVESTMENT
• FINANCIAL LEVERAGE
• INSURANCE
• LONG-TERM ARRANGEMENTS
• STRATEGIC ALLIANCE
• DERIVATIVES
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PROJECT SELECTION UNDER RISK
• Judgmental Evaluation
• Payback Period Requirement
• Risk Adjusted Discount Rate
• Certainty Equivalent Method
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RISK ANALYSIS IN PRACTICE
• Conservative Estimation of Revenues
• Safety Margin in Cost Figures
• Flexible Investment Yardsticks
• Acceptable Overall Certainty Index
• Judgment on Three Point Estimates
Centre for Financial Management , Bangalore
SUMMING UP A variety of techniques have been developed to handle risk in capital budgeting.
Sensitivity analysis or “what if” analysis answers questions like “what happens to NPV if sales decline by 5 percent?”
Scenario analysis is an extension of sensitivity analysis
Break-even analysis establishes the minimum quantity at which loss is avoided. The break-even point may be defined in accounting terms or financial terms.
Simulation analysis is a technique for developing the profitability profile of a criterion of merit by combining values of variables that have a bearing on the chosen criterion.
Decision tree analysis is a useful tool for analysing sequential decisions in the face of risk.
A project’s corporate risk is its contribution to the overall risk of the firm.
There are several ways of incorporating risk in the decision process : judgmental evaluation, payback period requirement, risk-adjusted discount rate method, and certainty equivalent method
Centre for Financial Management , Bangalore