Disadvantage of Using the Payback Period to Compare Investment Alternatives Is That: Pros and Cons, Reward Method !

If a corporation reports depreciation, the payback period cannot be used to compare investment options. 0 An original investment cannot be compared to other investments. The time value of money is taken into account. O It does not take into account future cash flows. A non-uniform inflow of funds prevents its utilisation.

Payback Capital Budgeting Method: Pros and Cons

Because it is simple to compute and understand, the payback approach is often used to evaluate capital expenditure projects.

Disadvantage of Using the Payback Period to Compare Investment Alternatives Is That

Nonetheless, it contains several serious flaws that must be taken into account when evaluating a project’s economic viability.

Reward Method: Payback

In the payback technique, the goal is to figure out how long it will take to recoup the initial expenditure. Take the initial investment and divide by the amount of money you make each year:

yearly cash flow / initial investment equals payback in years.

An Investing Calculation Exemple

The ongoing production of the Blazing Hare shoe is being expanded by $150,000 to meet demand. — Hasty Rabbit Corporation As a result of the expansion, the company will be able to produce 1,250 pairs of sneakers a year. There is a significant demand for Blazing Hare sneakers, and the sales manager has informed upper management that they can sell the additional inventory.

$1,250 pairs x $40 per pair x yearly rise in cash flow = $50,000 from the expansion every year. In the first three years of the expansion, the company expects to generate $150,000 in cash flow. As a result, the payback period is calculated as follows: $150,000 / $50,000 – 3 years payback.

The Payback Method’s Advantages Include the Following

Simpleton is the major benefit of the repayment system. It’s a simple technique to compare multiple projects and then choose the one with the quickest payback period. But there are various problems with the payback, both in practice and in theory.

The Payback Method Has Drawbacks

It fails to account for the time value of money, which is by far the most important drawback of the payback technique. First-year revenue is more important than later-year revenue when it comes to calculating cash flow. The payback period of the two projects could be the same, but one project creates more cash flow in the early years, while the other project generates more cash flow in the later years. The repayment mechanism does not make it apparent which project should be chosen in this case.

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Neglects post-payback cash flows: For some projects, cash flows may not begin to accrue until the end of the payback period. As opposed to projects with shorter payback periods, these could provide better returns on investment. Ignores the profitability of a project: No matter how quickly a project pays for itself, it is not necessarily profitable. A project may never earn a profit if the cash flow stops or is severely reduced before the payback period has ended.

Doesn’t take into account a project’s profitability: For some companies, a project will be rejected if the capital investment fails to meet a specified rate of return threshold. In the payback technique, a project’s rate of return is not taken into account at all.

You can use the payback approach as an early evaluation tool for various projects. When it comes to smaller and more predictable cash flow initiatives, it’s a great fit. This strategy does not take into account the attractiveness of projects that continue to generate cash flows after the payback term has expired. Furthermore, neither the project’s profitability nor its return on investment is taken into account.

Capital Budgeting Is Often Done in One of Three Ways

  • How to Calculate ARR

To establish if a capital expenditure project makes financial sense, companies employ a variety of methods.

Disadvantage of Using the Payback Period to Compare Investment Alternatives Is That

An investment’s appeal should take into account the time value of money, predicted future cash flows, and the degree of uncertainty around those cash flows, as well as the performance indicator used to make the decision.

  • Tip

The payback period, net present value, and the internal rate of return are the most commonly used methods for capital budgeting.

  • Period Until Repayment

Because it’s simple to compute, the payback period technique is a popular choice. How long does it take to get your money back? That’s what the payback time is all about.

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Let’s say you spent $24,000 on a blue-widget-making machine and made $8,000 a year selling these widgets. It would take you three years to pay back $24,000 divided by $8,000, or $24,000 divided by $8,000. What do you think of that? Payback time is a subjective concept that is subject to personal preference.

What About the Concept of “Return on Investment”?

The payback approach does not take into account the time worth of money, which is a problem. You’re contemplating two projects, both of which have a three-year payback time. While Project A returns most of your investment in one and a half years, Project B delivers most of its cash flow return between two and three years. Which one would you choose, given that they both have a three-year repayment period? Since Project A returns are concentrated in the early years, you would choose it over Project B, in which returns are spread out over a longer period.

The payback method solely takes into account the amount of time it will take to recoup the investment. On the other hand, suppose that after the third year, Project A had no more cash flow than it did in years four through six when the cash flow from Project B continued to generate $10,000 annually. Is there a project you’d want to work on?

Actualized Future Cash Flow

As long as the projects generate cash flow, the net present value methodology takes into account the time worth of money. The present value of future cash flows from a project is calculated using the investor’s needed rate of return in the net present value technique.

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An investor’s desire for a certain rate of return, or return on investment (ROI), can affect the ROI employed in these computations. The value of a project is determined by the investor’s expectations. An acceptable project returns more than its initial investment in discounted cash flows. The project is rejected if the future cash flow present value is less than the original outlay.

It takes into account the varying timing of future cash flows across time using the net present value method. Getting your money back in the early years is better than getting it in 20 years. Inflation reduces the purchasing power of money over time.

Conclusion

Return on Investment

An easier way to calculate net present value is via the internal rate of return approach. The discount rate used by the internal rate of return approach reduces future cash flows to their 0 per cent present value. This method can be used to compare the appeal of various initiatives.

Disadvantage of Using the Payback Period to Compare Investment Alternatives Is That

It is the initiative that returns the most money that wins the competition. A project’s rate of return must be higher than the investor’s desired rate of return to winning the competition. An investor’s request for a 12 per cent return on his investment will be denied if the winning proposal only offers a 9 per cent return. When applying the internal rate of return technique, the minimum permissible return is the investor’s cost of capital.

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