This report evaluates Dell's investment decision regarding setting up of a new laptop manufacturing plant. It uses various methods like NPV, IRR and payback period to decide whether or not to set-up this plant.
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Running Head: Managerial Finance Managerial Finance Student Name University Name
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Managerial Finance Contents Executive Summary...................................................................................................................2 Introduction................................................................................................................................3 Capital budgeting decision regarding setting-up a new laptop manufacturing plant.................4 Annual depreciation expenses:...............................................................................................4 Annual cash flows associated with the plant:.........................................................................5 The cash-flows in year-0:.......................................................................................................7 The terminal or year-10 cash flows:.......................................................................................8 The NPV of the project:.........................................................................................................9 The IRR and payback period of the project:........................................................................10 Effect of application of same discount rate to all the projects without considering project specific risks:........................................................................................................................11 Maximum interest rate on the loan which let the project meets the new financial discipline requirement:.............................................................................................................................12 Analysis of the new financial discipline requirement:.............................................................13 Conclusions and Recommendations........................................................................................14 References................................................................................................................................15 Appendix A: Excel Spread sheet with detailed calculations....................................................16 1
Managerial Finance Executive Summary This report evaluates Dell’s investment decision regarding setting up of a new laptop manufacturing plant. This capital budgeting decision is based on the initial outlay and subsequent cash flows related to this plant. This report uses various methods like NPV, IRR and payback period to decidewhether or not to set-up this plant. The NPV for this project is positive and the IRR is higher than the required rate of return so it will be profitable for the company to set up this plant. This report also analyses the new financial discipline which requires the company to fund only those projects that generate sufficient cash-flows to pay its financing cost every year. 2
Managerial Finance Introduction Dellis a US-based multinational company. It is one of the largest providers of computer technology and related products and services, employing approximately 157,000 peoples around the world (Dell annual report, 2019). Dell is considering setting up a new laptop manufacturing plant which requires an initial investment of $500 million. This document uses various methods like NPV, IRR and payback period to decidewhether or not to set-up this plant. This report includes a discussion about the pros and cons of a new financial requirement which forces the company to fund only those projects that generate sufficient cash-flows to pay the financing cost every year. This discussion also involves the calculation of the maximum interest rate on the loan which let this project meets the financial discipline requirement. 3
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Managerial Finance Capital budgeting decision regarding setting-up a new laptop manufacturing plant Annual depreciation expenses: Depreciation Schedule Starting of period value Annual Depreciation Ending of period value Year 1$50,00,00,000$5,00,00,000$45,00,00,000 Year 2$45,00,00,000$4,50,00,000$40,50,00,000 Year 3$40,50,00,000$4,05,00,000$36,45,00,000 Year 4$36,45,00,000$3,64,50,000$32,80,50,000 Year 5$32,80,50,000$3,28,05,000$29,52,45,000 Year 6$29,52,45,000$2,95,24,500$26,57,20,500 Year 7$26,57,20,500$2,65,72,050$23,91,48,450 Year 8$23,91,48,450$2,39,14,845$21,52,33,605 Year 9$21,52,33,605$2,15,23,361$19,37,10,245 Year 10$19,37,10,245$1,93,71,024$17,43,39,220 4
Managerial Finance Starting Investment (Plant investment + inventory investment) (outflow)$60,00,00,000 The terminal or year-10 cash flows: 7
Managerial Finance Annual cash flows for year 10$29,02,54,895 Terminal value of the plant at end of year 10$15,00,00,000 Recovered amount from the inventory investment at end of year 10$10,00,00,000 Total year 10 cash flows$54,02,54,895 The NPV of the project: 8
Managerial Finance Year 0 Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8 Year 9 Year 10 Cash flows - $60, 00,0 0,00 0 $11, 27,5 0,00 0 $11, 85,8 0,00 0 $12, 41,9 6,60 0 $12, 96,2 8,53 2 $13, 49,0 1,80 3 $14, 00,3 9,96 9 $14, 50,6 4,38 5 $14, 99,9 4,42 8 $15, 48,4 7,69 6 $54, 02,5 4,89 5 NPV$10,21,15,791 The net present value for this project is positive, $102115791. It tells that the present value of the total cash inflows is greater than the present value of total cash outflows. Hence, going by NPV rule the company should go ahead with this plant (Gallo, 2014). The IRR and payback period of the project: 9 IRR20%
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Managerial Finance The IRR of 20% is higher than the required return of 16%. So, it will be profitable to set up this plant going by the internal rate of return rule (Gallo, 2016). Payback period4.85 years The payback period of 4.85 tells that it will take 4.85 years for this plant to recover the initial investment amount (or to reach breakeven). This breakeven point can be compared with the company's target time-period to recover initial outlay if the payback period is shorter than this target then the company should set up this plant. Effect of application of the same discount rate to all the projects without considering project-specific risks: It makes more sense to adjust the discount rate according to the project specific risk. For example, if any project is riskier, then its discount rate factor should be increased. Such 10
Managerial Finance discount rate adjustment will result in the reduced present value of the project's future cash flows indicating the increased uncertainty related to the project. The maximum interest rate on the loan which let the project meets the new financial discipline requirement Cash flows: 11
Managerial Finance Year 1112750000 Year 2118580000 Year 3124196600 Year 4129628532 Year 5134901803 Year 6140039969 Year 7145064385 Year 8149994428 Year 9154847696 Year 10540254895 Minimum cash flow from the project in 10 year time period$11,27,50,000 Total initial outlay$60,00,00,000 Time-period (years)10 Maximum EMI that could be paid by this project$11,27,50,000 Maximum interest rate on loan to meet the financial discipline requirement13% Analysis of the new financial discipline requirement The new requirement is that only those projects will be funded that generate sufficient cash- flows to pay the financing cost every year. This requirement will allow the company to avoid any liquidity issues in the future as each project will be able to pay its annual financing cost. The downside to this requirement is that the company can miss profitable opportunities/projects that have highly variable cash flows. As such projects might not be 12
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Managerial Finance able to meet its financing cost every year but overall they can be beneficial for the firm according to the NPV/IRR rule. Conclusions and Recommendations This report evaluated Dell’s decision to set up a new laptop manufacturing plant with an initial investment of $500 million. The cash flows from this project have been analysed to calculate the NPV, IRR and Payback period. The NPV for this project is a positive value 13
Managerial Finance ($10,21,15,791). The project’s IRR of20% is greater than the required return of 16%. So, it will be profitable to set up this plant according to both NPV and IRR rule. This report analysed the new financial requirement which forces the company to fund only those projects that generate sufficient cash-flows to pay the financing cost every year. The maximum interest rate on the loan which let this project meets the financial discipline requirement is 13%.The advantage of this requirement is that it will allow the company to avoid any liquidity issues in the future. But the downside is that the company can miss profitable opportunities/projects that have highly variable cash flows. References DELL (2019).Dell Technologies Inc. Annual Report.Available 18 April 2019: https://www.google.com/url? sa=t&rct=j&q=&esrc=s&source=web&cd=23&ved=2ahUKEwiGsd7mptnhAhUWEnIKHV m3A60QFjAWegQIBBAC&url=http%3A%2F%2Fwww.annualreports.com%2FClick %2F24655&usg=AOvVaw1HF9NsXSPPOwCIkD8Aqm6O 14
Managerial Finance Gallo, A. (2014).A Refresher on Net Present Value.Harvard Business Review. Available 18 April 2019:https://hbr.org/2014/11/a-refresher-on-net-present-value Gallo, A. (2016).A Refresher on Internal Rate of Return.Harvard Business Review. Available 18 April 2019: https://hbr.org/2016/03/a-refresher-on-internal-rate-of-return Appendix A: Excel Spread sheet with detailed calculations 15