Changing Face of the Indian Television Industry: 2006 Net Present Value (NPV) / MBA Resources

Introduction to Net Present Value (NPV) - What is Net Present Value (NPV) ? How it impacts financial decisions regarding project management?

NPV solution for Changing Face of the Indian Television Industry: 2006 case study

At Oak Spring University, we provide corporate level professional Net Present Value (NPV) case study solution. Changing Face of the Indian Television Industry: 2006 case study is a Harvard Business School (HBR) case study written by Jim Laurie, Kavita Sethi. The Changing Face of the Indian Television Industry: 2006 (referred as “Broadcasting Television” from here on) case study provides evaluation & decision scenario in field of Strategy & Execution. It also touches upon business topics such as - Value proposition, Emerging markets, Manufacturing, Marketing.

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.

NPV = Present Value of Future Cash Flows LESS Project’s Initial Investment

---

Case Description of Changing Face of the Indian Television Industry: 2006 Case Study

Television in India has been around for just over four decades. For the first 17 years, transmission was restricted to black and white, and sales figures of television sets were minimal. The liberalization of the Indian economy, however, brought with it many changes, including the entry of a number of global players in manufacturing and broadcasting. In a span of just over 10 years, the broadcasting industry grew from a single public service provider to a thriving sector with over 300 channels beamed across India. Sales of televisions, though characterized by a low penetration rate, also continued to grow steadily. By 2005, India's potential as one of the world's largest viewerships was attracting the attention of international media giants. Paradoxically, infrastructure and the prevailing regulatory environment brought into question the abeyant growth of the industry. This was especially so for rural India, which is typically characterized by low levels of disposable income. Looking at the industry from broadcasting and manufacturing perspectives, this note explores the dynamics, challenges, and prospects of Indian television.

Case Authors : Jim Laurie, Kavita Sethi

Topic : Strategy & Execution

Related Areas : Emerging markets, Manufacturing, Marketing

---

Calculating Net Present Value (NPV) at 6% for Changing Face of the Indian Television Industry: 2006 Case Study

Years	Cash Flow	Net Cash Flow	Cumulative     Cash Flow	Discount Rate @ 6 %	Discounted Cash Flows
Year 0	(10022261)	-10022261	-	-
Year 1	3446407	-6575854	3446407	0.9434	3251327
Year 2	3955096	-2620758	7401503	0.89	3520021
Year 3	3939448	1318690	11340951	0.8396	3307637
Year 4	3236757	4555447	14577708	0.7921	2563815
TOTAL			14577708		12642800

The Net Present Value at 6% discount rate is 2620539

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 -

Different methods of capital budgeting

What is NPV & Formula of NPV,
How it is calculated,
How to use NPV number for project evaluation, and
Scenario Planning given risks and management priorities.

---

Capital Budgeting Approaches

Methods of Capital Budgeting

There are four types of capital budgeting techniques that are widely used in the corporate world –

1. Profitability Index
2. Net Present Value
3. Internal Rate of Return
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. Timing of the expected cash flows – stockholders of Broadcasting Television 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. Broadcasting Television shareholders have preference for diversified projects investment rather than prospective high income from a single capital intensive project.

---

Formula and Steps to Calculate Net Present Value (NPV) of Changing Face of the Indian Television Industry: 2006

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

Why Strategy & Execution Managers need to know Financial Tools such as Net Present Value (NPV)?

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 Broadcasting Television 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 Broadcasting Television 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.

Calculating Net Present Value (NPV) at 15%

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	(10022261)	-10022261	-	-
Year 1	3446407	-6575854	3446407	0.8696	2996876
Year 2	3955096	-2620758	7401503	0.7561	2990621
Year 3	3939448	1318690	11340951	0.6575	2590251
Year 4	3236757	4555447	14577708	0.5718	1850626
TOTAL					10428374

The Net NPV after 4 years is 406113

(10428374 - 10022261 )

---

Calculating Net Present Value (NPV) at 20%

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	(10022261)	-10022261	-	-
Year 1	3446407	-6575854	3446407	0.8333	2872006
Year 2	3955096	-2620758	7401503	0.6944	2746594
Year 3	3939448	1318690	11340951	0.5787	2279773
Year 4	3236757	4555447	14577708	0.4823	1560936
TOTAL					9459309

The Net NPV after 4 years is -562952

At 20% discount rate the NPV is negative (9459309 - 10022261 ) so ideally we can't select the project if macro and micro factors don't allow financial managers of Broadcasting Television to discount cash flow at lower discount rates such as 15%.

Acceptance Criteria of a Project based on NPV

Simplest Approach – If the investment project of Broadcasting Television has a NPV value higher than Zero then finance managers at Broadcasting Television 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 Broadcasting Television, then the stock price of the Broadcasting Television 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.

Sensitivity Analysis

Project selection is often a far more complex decision than just choosing it based on the NPV number. Finance managers at Broadcasting Television 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 –

Understanding of risks involved in the project.

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.

What will be a multi year spillover effect of various taxation regulations.

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.

Some of the assumptions while using the Discounted Cash Flow Methods –

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.

---

Negotiation Strategy of Changing Face of the Indian Television Industry: 2006

References & Further Readings

Jim Laurie, Kavita Sethi (2018), "Changing Face of the Indian Television Industry: 2006 Harvard Business Review Case Study. Published by HBR Publications.