Introduction to Net Present Value (NPV) - What is Net Present Value (NPV) ? How it impacts financial decisions regarding project management?
At Oak Spring University, we provide corporate level professional Net Present Value (NPV) case study solution. Is Sony Turning Around? case study is a Harvard Business School (HBR) case study written by Marcus Schuetz, Atsushi Sumi, Claudia H. L. Woo. The Is Sony Turning Around? (referred as “Stringer Sony's” from here on) case study provides evaluation & decision scenario in field of Organizational Development. It also touches upon business topics such as - Value proposition, Leadership, Organizational culture, Reorganization.
The net present value (NPV) of an investment proposal is the present value of the proposal’s net cash flows less the proposal’s initial cash outflow. If a project’s NPV is greater than or equal to zero, the project should be accepted.
Instead of adopting more commonly used standards that appeal to consumers' taste, Sony's traditional focus on its own technologies has trapped the company in the state of "Galapagos-ization" (garapagosu-ka) that segregates the company from global competition. Since the mid 1990s, the company has been struggling with unstable profit and sales in its core electronics business while it aggressively expands into the entertainment content sector. A number of restructuring strategies had been implemented, but the effect was not sustained due to various internal conflicts within the company. In mid 2005, a non-Japanese, Sir Howard Stringer, was appointed as the first Western CEO and chairman of Sony. Stringer pushed forward a series of operational restructurings and placed a greater focus on software and content development than on Sony's traditional business, hardware technology. Even though Stringer's change efforts had brought a blink of hope for Sony's comeback, the situation turned sour in early 2009 when the company announced its first operating loss in 14 years. While different voices about the problems of Sony arose and the leadership of Stringer was questioned, another round of restructuring attempts was pushed forward by Stringer. How could Stringer overcome the deep-rooted internal resistance that his predecessor had failed to overcome? What had gone wrong with the iconic electronics giant? Were all those restructuring and change efforts necessary and useful to Sony's turnaround?
| Years | Cash Flow | Net Cash Flow | Cumulative Cash Flow |
Discount Rate @ 6 % |
Discounted Cash Flows |
|---|---|---|---|---|---|
| Year 0 | (10011212) | -10011212 | - | - | |
| Year 1 | 3452631 | -6558581 | 3452631 | 0.9434 | 3257199 |
| Year 2 | 3961887 | -2596694 | 7414518 | 0.89 | 3526065 |
| Year 3 | 3964426 | 1367732 | 11378944 | 0.8396 | 3328609 |
| Year 4 | 3232467 | 4600199 | 14611411 | 0.7921 | 2560417 |
| TOTAL | 14611411 | 12672290 |
In isolation the NPV number doesn't mean much but put in right context then it is one of the best method to evaluate project returns. In this article we will cover -
Capital Budgeting Approaches
There are four types of capital budgeting techniques that are widely used in the corporate world –
1. Payback Period
2. Internal Rate of Return
3. Net Present Value
4. Profitability Index
Apart from the Payback period method which is an additive method, rest of the methods are based on
Discounted Cash Flow
technique. Even though cash flow can be calculated based on the nature of the project, for the simplicity of the article we are assuming that all the expected cash flows are realized at the end of the year.
Discounted Cash Flow approaches provide a more objective basis for evaluating and selecting investment projects. They take into consideration both –
1. Timing of the expected cash flows – stockholders of Stringer Sony's have higher preference for cash returns over 4-5 years rather than 10-15 years given the nature of the volatility in the industry.
2. Magnitude of both incoming and outgoing cash flows – Projects can be capital intensive, time intensive, or both. Stringer Sony's shareholders have preference for diversified projects investment rather than prospective high income from a single capital intensive project.
NPV = Net Cash In Flowt1 / (1+r)t1 + Net Cash In Flowt2 / (1+r)t2 + … Net Cash In Flowtn / (1+r)tn
Less Net Cash Out Flowt0 / (1+r)t0
Where t = time period, in this case year 1, year 2 and so on.
r = discount rate or return that could be earned using other safe proposition such as fixed deposit or treasury bond rate.
Net Cash In Flow – What the firm will get each year.
Net Cash Out Flow – What the firm needs to invest initially in the project.
Step 1 – Understand the nature of the project and calculate cash flow for each year.
Step 2 – Discount those cash flow based on the discount rate.
Step 3 – Add all the discounted cash flow.
Step 4 – Selection of the project
In our daily workplace we often come across people and colleagues who are just focused on their core competency and targets they have to deliver. For example marketing managers at Stringer Sony's often design programs whose objective is to drive brand awareness and customer reach. But how that 30 point increase in brand awareness or 10 point increase in customer touch points will result into shareholders’ value is not specified.
To overcome such scenarios managers at Stringer Sony's needs to not only know the financial aspect of project management but also needs to have tools to integrate them into part of the project development and monitoring plan.
After working through various assumptions we reached a conclusion that risk is far higher than 6%. In a reasonably stable industry with weak competition - 15% discount rate can be a good benchmark.
| Years | Cash Flow | Net Cash Flow | Cumulative Cash Flow |
Discount Rate @ 15 % |
Discounted Cash Flows |
|---|---|---|---|---|---|
| Year 0 | (10011212) | -10011212 | - | - | |
| Year 1 | 3452631 | -6558581 | 3452631 | 0.8696 | 3002288 |
| Year 2 | 3961887 | -2596694 | 7414518 | 0.7561 | 2995756 |
| Year 3 | 3964426 | 1367732 | 11378944 | 0.6575 | 2606674 |
| Year 4 | 3232467 | 4600199 | 14611411 | 0.5718 | 1848173 |
| TOTAL | 10452892 |
(10452892 - 10011212 )
If the risk component is high in the industry then we should go for a higher hurdle rate / discount rate of 20%.
| Years | Cash Flow | Net Cash Flow | Cumulative Cash Flow |
Discount Rate @ 20 % |
Discounted Cash Flows |
|---|---|---|---|---|---|
| Year 0 | (10011212) | -10011212 | - | - | |
| Year 1 | 3452631 | -6558581 | 3452631 | 0.8333 | 2877193 |
| Year 2 | 3961887 | -2596694 | 7414518 | 0.6944 | 2751310 |
| Year 3 | 3964426 | 1367732 | 11378944 | 0.5787 | 2294228 |
| Year 4 | 3232467 | 4600199 | 14611411 | 0.4823 | 1558867 |
| TOTAL | 9481598 |
At 20% discount rate the NPV is negative (9481598 - 10011212 ) so ideally we can't select the project if macro and micro factors don't allow financial managers of Stringer Sony's to discount cash flow at lower discount rates such as 15%.
Simplest Approach – If the investment project of Stringer Sony's has a NPV value higher than Zero then finance managers at Stringer Sony's can ACCEPT the project, otherwise they can reject the project. This means that project will deliver higher returns over the period of time than any alternate investment strategy.
In theory if the required rate of return or discount rate is chosen correctly by finance managers at Stringer Sony's, then the stock price of the Stringer Sony's should change by same amount of the NPV. In real world we know that share price also reflects various other factors that can be related to both macro and micro environment.
In the same vein – accepting the project with zero NPV should result in stagnant share price. Finance managers use discount rates as a measure of risk components in the project execution process.
Project selection is often a far more complex decision than just choosing it based on the NPV number. Finance managers at Stringer Sony's should conduct a sensitivity analysis to better understand not only the inherent risk of the projects but also how those risks can be either factored in or mitigated during the project execution. Sensitivity analysis helps in –
What can impact the cash flow of the project.
What will be a multi year spillover effect of various taxation regulations.
What are the key aspects of the projects that need to be monitored, refined, and retuned for continuous delivery of projected cash flows.
What are the uncertainties surrounding the project Initial Cash Outlay (ICO’s). ICO’s often have several different components such as land, machinery, building, and other equipment.
Understanding of risks involved in the project.
Projects are assumed to be Mutually Exclusive – This is seldom the came in modern day giant organizations where projects are often inter-related and rejecting a project solely based on NPV can result in sunk cost from a related project.
Independent projects have independent cash flows – As explained in the marketing project – though the project may look independent but in reality it is not as the brand awareness project can be closely associated with the spending on sales promotions and product specific advertising.
Marcus Schuetz, Atsushi Sumi, Claudia H. L. Woo (2018), "Is Sony Turning Around? Harvard Business Review Case Study. Published by HBR Publications.
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