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ElektroSecur: General Manager of an SMB at the Age of 29 - (A) The First Six Months 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 ElektroSecur: General Manager of an SMB at the Age of 29 - (A) The First Six Months case study


At Oak Spring University, we provide corporate level professional Net Present Value (NPV) case study solution. ElektroSecur: General Manager of an SMB at the Age of 29 - (A) The First Six Months case study is a Harvard Business School (HBR) case study written by Anne Mesny. The ElektroSecur: General Manager of an SMB at the Age of 29 - (A) The First Six Months (referred as “Elektrosecur Ian” from here on) case study provides evaluation & decision scenario in field of Leadership & Managing People. It also touches upon business topics such as - Value proposition, Managing people.

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 ElektroSecur: General Manager of an SMB at the Age of 29 - (A) The First Six Months Case Study


The case looks at Ian Lambert's first year as the new general manager of ElektroSecur, a Canadian SMB with about 40 employees, specialized in the production and distribution of emergency vehicle technologies. Part A of the case focuses on his first six months in the job (September 2012 to February 2013), while Part B shifts attention to the following six months (March to August 2013). Part A: Ian Lambert took over as general manager of ElektroSecur in September 2012. The company was founded in 1997 by its two current owners, Daniel Dufour and Marc Rorty, who are respectively president and vice-president, business development. ElektroSecur had annual sales of approximately $7 million generated by some 50 in-house products and roughly 100 products distributed by it. The company was making a small net profit of no more than $20,000 a year and had always struggled to remain profitable. Part B: Contrary to what Ian had hoped after six months on the job (Part A), the company's financial situation did not improve over the following six months. Financially speaking, it was shaping up to be the worst year in the company's history. Up to the month of May, sales were more catastrophic than ever.


Case Authors : Anne Mesny

Topic : Leadership & Managing People

Related Areas : Managing people




Calculating Net Present Value (NPV) at 6% for ElektroSecur: General Manager of an SMB at the Age of 29 - (A) The First Six Months Case Study


Years              Cash Flow     Net Cash Flow     Cumulative    
Cash Flow
Discount Rate
@ 6 %
Discounted
Cash Flows
Year 0 (10001649) -10001649 - -
Year 1 3467096 -6534553 3467096 0.9434 3270845
Year 2 3978234 -2556319 7445330 0.89 3540614
Year 3 3956044 1399725 11401374 0.8396 3321571
Year 4 3243881 4643606 14645255 0.7921 2569458
TOTAL 14645255 12702488




The Net Present Value at 6% discount rate is 2700839

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. Internal Rate of Return
2. Profitability Index
3. Net Present Value
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. Elektrosecur Ian 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 Elektrosecur Ian have higher preference for cash returns over 4-5 years rather than 10-15 years given the nature of the volatility in the industry.






Formula and Steps to Calculate Net Present Value (NPV) of ElektroSecur: General Manager of an SMB at the Age of 29 - (A) The First Six Months

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 Leadership & Managing People 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 Elektrosecur Ian 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 Elektrosecur Ian 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 (10001649) -10001649 - -
Year 1 3467096 -6534553 3467096 0.8696 3014866
Year 2 3978234 -2556319 7445330 0.7561 3008116
Year 3 3956044 1399725 11401374 0.6575 2601163
Year 4 3243881 4643606 14645255 0.5718 1854699
TOTAL 10478845


The Net NPV after 4 years is 477196

(10478845 - 10001649 )








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 (10001649) -10001649 - -
Year 1 3467096 -6534553 3467096 0.8333 2889247
Year 2 3978234 -2556319 7445330 0.6944 2762663
Year 3 3956044 1399725 11401374 0.5787 2289377
Year 4 3243881 4643606 14645255 0.4823 1564372
TOTAL 9505658


The Net NPV after 4 years is -495991

At 20% discount rate the NPV is negative (9505658 - 10001649 ) so ideally we can't select the project if macro and micro factors don't allow financial managers of Elektrosecur Ian 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 Elektrosecur Ian has a NPV value higher than Zero then finance managers at Elektrosecur Ian 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 Elektrosecur Ian, then the stock price of the Elektrosecur Ian 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 Elektrosecur Ian 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 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.

Understanding of risks involved in the project.

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 ElektroSecur: General Manager of an SMB at the Age of 29 - (A) The First Six Months

References & Further Readings

Anne Mesny (2018), "ElektroSecur: General Manager of an SMB at the Age of 29 - (A) The First Six Months Harvard Business Review Case Study. Published by HBR Publications.


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