lecture 7 Flashcards

1
Q

how to reduce the uncertainty of future cash flows using a probabilistic approach?

A

with the standard deviation

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2
Q

Risk Adjusted Discount Rate (RADR)

A

sum total of the risk-free rate and the risk premium

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3
Q

CAPM is relevant for the security market, but is it relevant for capital budgeting projects?

A

yeee bruuuv

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4
Q

SML is relevant for selecting securities, but is it relevant for selecting capital budgeting projects?

why?

A

yeee bruuuuv

we can use SML to determine the discount rate

–> each project should be evaluated with its own cost of capital

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5
Q

when do we accept using the SML project?

A

when it lies on the SML or above

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6
Q

when do we reject using the SML project?

A

when it lies below the SML

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7
Q

when do we use the WACC as the discount rate?

A

the appropriate discount rate for capital budgeting only if the project evaluated has the same risk as that of the firm as a whole

–> both financial risks and business risks of the project and company must be similar

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8
Q

when is a project j acceptable using the SML

A

When ERj (kj) = or > than RF + Bj · (ERM - RF)

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9
Q

when can we ensure that the beta of a project is the same as the beta of its firm

A

Financial Risk of Project = Financial Risk of Company

Business Risk of Project = Business Risk of Company

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10
Q

Financial Risk of Project = Financial Risk of Company

A

the debt/equity ration after accepting the project should remain the same as before

risk due to leverage (borrowing) as D/E increases

measured by degree of financial leverage

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11
Q

Business Risk of Project = Business Risk of Company

A

the level of fixed assets for the project compared with total assets must remain approximately the same as before the project’s acceptance

–> measured by degree of operating level

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12
Q

when a company uses WACC for discount rate, what do they tend to do when using the SML too?

A

they tend to do incorrect acceptances and rejections

say a project only needs 12% as a discount rate using the SML but actually achieves a 14% return

–> company that uses a WACC of 15% would incorrectly reject it because 15% > 14% even though the project is sexy as fuck

say a project only needs 17% as a discount rate using the SML but actually achieves a 16% return

–> Using the WACC of 15% would tell us to incorrectly accept it because 16% > 15% even tho the project is trash

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13
Q

formula for the Beta of equity

A

Beta of project · (Beta of project - Beta of debt) · D/E

but since debt is usually quite small and future cash flows from debt are know ahead of time

Beta of equity = Beta of project · (1 + D/E)

–> Beta of equity will increase as the D/E increases

Beta of equity will increase as the Beta of project increases

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14
Q

what is the risk shareholders face

A

risk due to leverage (debt level)

–> risk due to leverage (borrowing) as D/E increases

–> measured by degree of financial leverage

risk due to level of capital employed (level of fixed assets)

–> business risk

–> measured by degree of operating level (D. O. L.)

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15
Q

degree of operating level (DOL) formula

A

DOL: ((P - VC) · Q) / ((P - VC) · Q) - TFC)

P: Price per unit

Vc: variable cost per unit

TFC: total fixed cost

so when TFC increases, so does the DOL

–> higher level of fixed assets, higher TFC, higher business risk for a firm

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16
Q

degree of financial leverage formula (DFL)

A

DFL: EBIT / (EBIT - I)

or

(Q · (P - VC)) / (Q · (P - VC) - TFC - I)

I: interest payments

–> as interest payments increase, so does the DFL

—-> risk increase for shareholders

17
Q

degree of total leverage (DTL)

A

the total risk of a firm

Business Risk and Financial risk

18
Q

degree of total leverage (DTL) formula

A

((change in EPS) / EPS) / ((Change in Q) / Q)

or

DOL · DFL

19
Q

so when does the beta of equity increase

A

increases with the firm’s business Risk and Level of fixed assets

increases with the firms level of debt (Financial Risk)

20
Q

how do we calculate the Beta of a project j

A

(COV (j, M)) / σ^2M

21
Q

5 methods other than the RADR to adjust for project risk

A

1) certainty equivalent method (CEQ)
2) the subjective approval
3) sensitivity and scenario analysis
4) decision trees (real options)
5) Monte Carlo model

22
Q

certainty equivalent method (CEQ)

A

cash flow is certain (there is no risk)

investor would be happy with the RF as a discount rate

CEQ / (1 + RF) = PV = C1 / (1 + k)

(1 + k) / (1 + RF) = C1 / CEQ

(1 + k) / (1 + RF) > 1

C1 > CEQ

CEQt = Ct · ((1 + RF) / (1 + k))^t

PV = (at · Ct) / (1 + RF)^t

at = CEQt / Ct = ((1 + RF) / (1 + k))^t

23
Q

certainty equivalent method (CEQ) various formulas

A

PV = CEQ / (1 + RF) = C1 / (1 + k)

(1 + k) / (1 + RF) = C1 / CEQ

(1 + k) / (1 + RF) > 1

C1 > CEQ

CEQt = Ct · ((1 + RF) / (1 + k))^t

PV = (at · Ct) / (1 + RF)^t

at = CEQt / Ct = ((1 + RF) / (1 + k))^t

24
Q

subjectively adjusted discount rate

A

discount rate adjusted based on rules of thumb

–> the greater the risk, the higher the adjusted discount rate, the lower the NPV

25
subjectively adjusted discount rate formula
kj = WACC + Subjective Risk Premium
26
when is the Subjective Risk Premium positive?
kj > WACC
27
when is the Subjective Risk Premium negative?
kj < WACC
28
what are the assumptions when using CAPM to find an appropriate discount rate of a project?
the Beta of the project is constant and know over the project's life risk free rate remains the same market risk premium remains the same
29
what do we do when the assumptions when using CAPM to find an appropriate discount rate don't hold?
to apply different rates at different stages of a project's life or to recast the problem into certainty equivalents
30
what are the scenario and sensitivity analysis used for?
tools available to identify potential errors when calculating the NPV of a project
31
scenario analysis
# define a base case and then change certain variables to come up with different scenarios ex: good or bad scenarios inspired by the base scenario
32
sensitivity analysis
only one variable is changed each time
33
decision trees
convenient way to set out possible consequences of future decisions forced open the underlying strategy of a given project, revealing the ling between today and tomorrow's decisions --> help the financial manager find the strategy with the highest NPV used in options --> abandonment value --> expansion value
34
subsequent decisions
depend on those made today
35
formula to find which level of EBIT would make the issue of bonds better than the issue of shares
((EBIT - I) · (1 - Tc)) / (# of shares outstanding with bonds issued) = ((EBIT - I) · (1 - Tc)) / # of shares outstanding with more shares issued)