In: Finance
MLM Corporation, has provided you the following business operations data:
Items |
Value |
Equipment cost |
$8,750 |
Salvage value, equipment, Year 4 |
$750 |
Opportunity cost |
$0 |
Externalities (cannibalization) |
$0 |
Units sold, Year 1 |
12,000 |
Annual change in units sold, after Year 1 |
13% |
Sales price per unit, Year 1 |
$1.65 |
Annual change in sales price, after Year 1 |
3% |
Variable cost per unit (VC), Year 1 |
$1.07 |
Annual change in VC, after Year 1 |
3% |
Nonvariable cost (Non-VC), Year 1 |
$2,120 |
Annual change in Non-VC, after Year 1 |
2.5% |
Project cost of capital (r) |
12% |
Tax rate |
21% |
Working capital as % of next year's sales |
15% |
Moreover, they have tabulated cash flows and performance measures as shown below:
Years |
0 |
1 |
2 |
3 |
4 |
Unit sales |
12,000 |
13,560 |
15,323 |
17,315 |
|
Sales price per unit |
$1.65 |
$1.70 |
$1.75 |
$1.80 |
|
Variable cost per unit (excl. depr.) |
$1.07 |
$1.10 |
$1.12 |
$1.15 |
|
Nonvariable costs (excl. depr.) |
$2,120 |
$2,173 |
$2,227 |
$2,283 |
|
Sales revenues = Units × Price/unit |
$19,800 |
$23,045 |
$26,822 |
$31,219 |
|
NOWCt = 15%(Revenuest+1) |
$2,970 |
$3,457 |
$4,023 |
$4,683 |
$0 |
Basis for depreciation |
$8,750 |
||||
Annual depreciation rate (MACRS) |
33.33% |
44.45% |
14.81% |
7.41% |
|
Annual depreciation expense |
$2,916 |
$3,889 |
$1,296 |
$648 |
|
Remaining undepreciated value |
$5,834 |
$1,944 |
$648 |
$0 |
As a corporate finance advisor, you’re required to perform the following tasks: 1- Provide a cash flow forecast for the next four years.
2- Calculate NPV, IRR, MIRR, Profitability Index (PI), Payback, and Discounted Payback.
0 | 1 | 2 | 3 | 4 | ||
Unit sales | 12000 | 13560 | 15323 | 17315 | ||
Sales price per unit | $ 1.65 | $ 1.70 | $ 1.75 | $ 1.80 | ||
Variable cost per unit [excl. depr] | $ 1.07 | $ 1.10 | $ 1.12 | $ 1.15 | ||
Sales revenues | $ 19,800 | $ 23,045 | $ 26,822 | $ 31,219 | ||
Variable costs | $ 12,840 | $ 14,916 | $ 17,162 | $ 19,912 | ||
Non-variable costs [excl. depr] | $ 2,120 | $ 2,173 | $ 2,227 | $ 2,283 | ||
Depreciation | $ 2,916 | $ 3,889 | $ 1,296 | $ 648 | ||
NOI | $ 1,924 | $ 2,067 | $ 6,137 | $ 8,375 | ||
Tax rate at 21% | $ 404 | $ 434 | $ 1,289 | $ 1,759 | ||
NOPAT | $ 1,520 | $ 1,633 | $ 4,849 | $ 6,617 | ||
Add: Depreciation | $ 2,916 | $ 3,889 | $ 1,296 | $ 648 | ||
OCF | $ 4,436 | $ 5,522 | $ 6,144 | $ 7,265 | ||
Capital expenditure | $ 8,500 | |||||
Change in NWC | $ 2,970 | $ 487 | $ 567 | $ 660 | $ (4,683) | |
After tax salvage value of equipment = 750*(1-21%) = | $ 593 | |||||
FCF | $ (11,470) | $ 3,949 | $ 4,955 | $ 5,485 | $ 12,540 | |
1] | NPV: | |||||
PVIF at 12% | 1 | 0.89286 | 0.79719 | 0.71178 | 0.63552 | |
PV at 12% | $ (11,470) | $ 3,526 | $ 3,950 | $ 3,904 | $ 7,970 | |
NPV | $ 7,880 | |||||
2] | IRR: | |||||
IRR is that discount rate for which NPV = 0. It has to be arrived at by trial and error. | ||||||
Discounting with 35%: | ||||||
PVIF at 35% | 1 | 0.74074 | 0.54870 | 0.40644 | 0.30107 | |
PV at 35% | $ (11,470) | $ 2,925 | $ 2,719 | $ 2,229 | $ 3,775 | |
NPV | $ 179 | |||||
Discounting with 36%: | ||||||
PVIF at 36% | 1 | 0.73529 | 0.54066 | 0.39754 | 0.29231 | |
PV at 36% | $ (11,470) | $ 2,904 | $ 2,679 | $ 2,180 | $ 3,666 | |
NPV | $ (41) | |||||
IRR = 35%+1%*179/(179+41) = | 35.81% | |||||
3] | MIRR: | |||||
FVIF at 12% | 1.40493 | 1.25440 | 1.12000 | 1.00000 | ||
FV at 12% | $ 5,548 | $ 6,216 | $ 6,143 | $ 12,540 | ||
Sum of FV of FCF | $ 30,448 | |||||
MIRR = (30448/11470)^(1/4)-1 = | 27.64% | |||||
4] | Profitability index: | |||||
Sum of PV of cash inflows | $ 19,350 | |||||
Initial investment | $ 11,470 | |||||
PI = 19350/11470 = | 1.69 | |||||
5] | Payback period: | |||||
Cumulative cash flows | $ (11,470) | $ (7,521) | $ (2,565) | $ 2,920 | $ 15,460 | |
Payback period = 2+2565/5485 = | 2.47 | Years | ||||
6] | Discounted payback period: | |||||
Cumulative PV of cash flows | $ (11,470) | $ (7,944) | $ (3,993) | $ (89) | $ 7,880 | |
Discounted payback period = 3+89/7970 = | 3.01 | Years |