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. The Metrics That Marketers Muddle case study is a Harvard Business School (HBR) case study written by Neil Bendle, Charan K Bagga. The The Metrics That Marketers Muddle (referred as “Marketers Authors” from here on) case study provides evaluation & decision scenario in field of Sales & Marketing. It also touches upon business topics such as - Value proposition, .
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.
A big challenge for marketing is demonstrating its business value. As the finance function becomes more powerful within companies, some see marketing's influence as declining. One major reason is the difficulty of measuring its impact. The article has two purposes, the authors say: First, to clarify marketing metrics so that managers select the right metrics and use them appropriately; and second, to help senior managers understand when marketers are cherry-picking the data or using inappropriate metrics. The authors assess five popular marketing metrics:market share, net promoter score, the value of a "like,"customer lifetime value, and return on investment. They conducted interviews with marketers and administered formal surveys to managers. They found that popular marketing metrics are regularly misunderstood and misused. The authors'goal is to encourage appropriate and consistent use of popular marketing metrics. Market Share: If the aim is to maximize the returns to shareholders, the authors argue, increased market share offers no benefit unless it eventually generates profits. Still, in a survey the authors conducted, they found that more marketing managers prioritized maximizing market share than prioritized maximizing profitability. Although, they note, companies with superior products tend to have high market share and high profitability, this does not necessarily mean that increasing market share will increase profits. Using market share as a metric of success simply because other marketers do it can be counterproductive. Net Promoter Score: Companies in a variety of industries have embraced net promoter score as a way to monitor their customer service operations. One of NPS's strongest selling points, the authors write, is its simplicity: It's easy for managers and employees to understand the goal of having more promoters and fewer detractors. However, they note weaknesses in how the theory has been presented to managers. Value of a "Like"The authors caution that managers shouldn't automatically assume that differences in value between social media fans and nonfans are caused by social media marketing activity. When there are differences, managers need to investigate whether they existed prior to the social media marketing effort. Customer Lifetime Value: Marketers often use CLV to help them decide whom to target in acquisition campaigns. The authors recommend basing CLV on the value of the customer relationship -- not the value of the customer relationship minus the acquisition costs. Return on Investment: Although ROI may not be a perfect metric, the authors concede, it can facilitate communication with nonmarketing colleagues. But to communicate effectively, marketers must use the term in ways that nonmarketers can understand. In order to calculate ROI, there must be a return (profit associated with an investment) and an investment. Unless you have both, you cannot calculate ROI.
| Years | Cash Flow | Net Cash Flow | Cumulative Cash Flow |
Discount Rate @ 6 % |
Discounted Cash Flows |
|---|---|---|---|---|---|
| Year 0 | (10008259) | -10008259 | - | - | |
| Year 1 | 3457325 | -6550934 | 3457325 | 0.9434 | 3261627 |
| Year 2 | 3958918 | -2592016 | 7416243 | 0.89 | 3523423 |
| Year 3 | 3946877 | 1354861 | 11363120 | 0.8396 | 3313874 |
| Year 4 | 3229176 | 4584037 | 14592296 | 0.7921 | 2557810 |
| TOTAL | 14592296 | 12656734 |
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. Internal Rate of Return
2. Net Present Value
3. Profitability Index
4. Payback Period
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. Magnitude of both incoming and outgoing cash flows – Projects can be capital intensive, time intensive, or both. Marketers Authors shareholders have preference for diversified projects investment rather than prospective high income from a single capital intensive project.
2. Timing of the expected cash flows – stockholders of Marketers Authors have higher preference for cash returns over 4-5 years rather than 10-15 years given the nature of the volatility in the industry.
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 Marketers Authors 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 Marketers Authors 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 | (10008259) | -10008259 | - | - | |
| Year 1 | 3457325 | -6550934 | 3457325 | 0.8696 | 3006370 |
| Year 2 | 3958918 | -2592016 | 7416243 | 0.7561 | 2993511 |
| Year 3 | 3946877 | 1354861 | 11363120 | 0.6575 | 2595136 |
| Year 4 | 3229176 | 4584037 | 14592296 | 0.5718 | 1846292 |
| TOTAL | 10441308 |
(10441308 - 10008259 )
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 | (10008259) | -10008259 | - | - | |
| Year 1 | 3457325 | -6550934 | 3457325 | 0.8333 | 2881104 |
| Year 2 | 3958918 | -2592016 | 7416243 | 0.6944 | 2749249 |
| Year 3 | 3946877 | 1354861 | 11363120 | 0.5787 | 2284072 |
| Year 4 | 3229176 | 4584037 | 14592296 | 0.4823 | 1557280 |
| TOTAL | 9471705 |
At 20% discount rate the NPV is negative (9471705 - 10008259 ) so ideally we can't select the project if macro and micro factors don't allow financial managers of Marketers Authors to discount cash flow at lower discount rates such as 15%.
Simplest Approach – If the investment project of Marketers Authors has a NPV value higher than Zero then finance managers at Marketers Authors 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 Marketers Authors, then the stock price of the Marketers Authors 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 Marketers Authors 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 are the key aspects of the projects that need to be monitored, refined, and retuned for continuous delivery of projected cash flows.
Understanding of risks involved in the project.
What will be a multi year spillover effect of various taxation regulations.
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.
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.
Neil Bendle, Charan K Bagga (2018), "The Metrics That Marketers Muddle Harvard Business Review Case Study. Published by HBR Publications.
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