Risk: It is variability between actual return and estimated return in a certain future. The decision maker draws a probability of certain return based on historical data.
Uncertainty: The decision makers are not able to draw probability of an outcome in uncertain future. The facts are unknown in uncertain future.
Risks associated with Projects are:
Stand-Alone risk: It is a risk associated with single project alone.
Corporate risk: It is a risk of a choosing a project which effects the overall company profits or positions.
Market risk: It is a risk of choosing a project which effects the shareholders position in company.
Liquidity risk: To face difficulty in converting an investment into cash. It means investors are not able to get fair value on selling its investment when they need cash immediately.
Inflation risk: It is a loss of purchasing power. It means the quantity of goods you bought in Rs. 5 now you can buy in Rs.8. Due to the time variation the value of money decrease this is known as inflation.
Methods to calculate Risk and Uncertainty in Capital Budgeting:
· Sensitivity
· Simulation
· Scenario Analysis
· Break Even Analysis
· Decision Tree
· Risk-Adjusted Discount Rate
· Probability Distribution Approach
· Certainty Equivalent
Sensitivity analysis: It gives answer of “what if” question. It means how change in one variable affect the outcome of a project if other things remain same. It shows how sensitive NPV is if we change one variable (like sale value) then it affects the NPV value.
Example: There are 3 projects A, B and C and the required rate of return is 9% per annum. The expected cash inflows in different cases are as follows:
Particulars
|
Project
A
|
Project
B
|
Project
C
|
|
Initial
Cash Flows
|
(20,000)
|
(20,000)
|
(20,000)
|
|
Worst
|
18,000
|
14,000
|
16,000
|
|
Most
Likely
|
32,000
|
36,000
|
32,000
|
|
Best
|
40,000
|
42,000
|
35,000
|
|
Project
Period
|
5
|
5
|
5
|
Particulars
|
Cash
Inflows
|
Discount
rate 9%
|
Present
Value
|
NPV
|
Worst
|
18,000
|
1.538
|
11703.51
|
-8296.48
|
Most
likely
|
32,000
|
1.538
|
20806.24
|
806.24
|
Best
|
40,000
|
1.538
|
26007.80
|
6007.80
|
Particulars
|
Cash
Inflows
|
Discount
rate 9%
|
Present
Value
|
NPV
|
Worst
|
14,000
|
1.538
|
9102.73
|
-10897.26
|
Most
Likely
|
31,000
|
1.538
|
20156.04
|
156.04
|
Best
|
42,000
|
1.538
|
27308.19
|
7308.19
|
Particulars
|
Cash Inflows
|
Discount rate 9%
|
Present Value
|
NPV
|
Worst
|
16,000
|
1.538
|
10403.12
|
-9596.87
|
Most Likely
|
32,000
|
1.538
|
20806.24
|
806.24
|
Best
|
35,000
|
1.538
|
22756.82
|
2756.82
|
Find out which project is better among these three projects with the help of NPV sensitivity analysis method.
Project A: Cash Outflow = Rs. 20, 000
Project B: Cash Outflow = Rs. 20,000
Project C: Cash Outflow = Rs. 20,000
Observations of above tables are as follows:
1) In worst case project A is better than project B and C according to NPV.
2) In most likely case project A and C provide same NPV Rs.806.24. Any one of two can accepted.
3) In best case project B NPV Rs.7308.19 is better than project A and C in which NPV is Rs.6007.80 and Rs.2756.82 respectively and project A is better than C.
Therefore, according
to the above observations if decision maker is risk taker project B is good and
if conservative project A is good. Project C is better only in most likely
case.
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