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The net present value (NPV) of an investment is the present value of all the expected future cash flows less the initial investment. If the NPV is positive, then the investment recovers all of the initial investment and more, while taking into account the time value of the cash flows (see entry for Time Value of Money). If the NPV is negative, the investment does not recover all of the initial investment, taking time value of the cash flows into account. A common decision rule is to accept a project or investment only if its NPV is greater than or equal to zero.

Some examples will help illustrate the concept. Consider a new health care facility. It will cost $100 million to develop and launch a new facility, and the net cash flows are expected to be $30 million per year for 5 years. If the corporate cost of capital is 9%, is it a good investment? The cash flows are as follows:

None

The present values are

  • Year 0: –100.00
  • Year 1: 30/(1.09) = 27.52
  • Year 2: 30/(1.09)2 = 25.25
  • Year 3: 30/(1.09)3 = 23.17
  • Year 4: 30/(1.09)4 = 21.25
  • Year 5: 30/(1.09)5 = 19.50

The total of these is the net present value and is -$100 + $116.69 = $16.69.

This means the parent corporation would be $16.69 million better off by launching the new facility than not launching it.

A special case of the NPV decision rule is for zero NPV investments. An investment has a zero NPV if its cost exactly equals the present value of its benefits. In other words, a zero NPV investment is fairly priced. Should a company invest in zero NPV projects? The answer is “It depends.” Just about all investments in marketable securities—from stocks, to bonds, to options, to futures contracts—are zero NPV investments. If the company has positive NPV projects, then certainly it should invest in those first. If it runs out of positive NPV projects, then its owners should be indifferent between the firm investing in a zero NPV project and just returning the money that would be spent to the owners—either through a dividend or perhaps a stock repurchase. However, the company should never invest in a negative NPV project. It is important to note that this applies only to for-profit concerns. A not-for-profit firm may legitimately invest in negative NPV projects if doing so furthers its mission—not-for-profits are not constrained to maximize NPV, as are for-profit concerns.

Common Mistakes

Several mistakes are commonly made in calculating NPV. First, sunk costs are often included, when they should be ignored. For example, in the facilities launch described earlier, a total of $20 million was spent last year on planning and design. Should the $20 million have been included in the analysis? The answer is no. The planning expenditures were made before the current decision point—you can't get the money back by not undertaking the project, so you can't consider it as a cost of going forward.

The sunk cost issue is closely related to the second mistake, that of incorrectly identifying incremental costs. The only cash flows included in a NPV analysis should be ones that will occur as a result of the project. For example, the parent company has $30 million per year in overhead expenses that for accounting purposes it allocates among its various divisions. The new division for the new health care facility is going to be charged $5 million per year as its portion of the overhead. Should this charge be included in the cash flows? The answer is no. Even though the company is allocating part of its overhead to the new facility's division, the company would have to incur the $30 million in overhead expenses whether or not the new facility is built. So the overhead charge isn't relevant to the investment decision. In contrast, if the company must reclaim buildings for the new facility that it is currently leasing out to another company for $1 million per year, then this $1 million per year is an opportunity cost that must be charged to the project. This is because with the new facility the company will not earn $1 million in rental income.

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